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Ten Tips for a Successful DAM Migration

Congratulations – you’ve made it through hard work of selecting a shiny, powerful new DAM system, and all hands are on deck working on its configuration and roll out. However, you also know there is one additional challenge lurking behind the scenes, one that is critical to successful implementation and user adoption – content migration. How will you get all the valuable assets and metadata from your existing tools into the new one? Never fear – these tips from our DAM experts will help the process to go smoothly:  

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Where Next for Understanding Integrated Care in Europe?

In this third of our series of blogs leading up to the International Conference on Integrated Care in Utrecht from 23-25 May 2018, we look forward to the future for care integration across the EU, Norway and Iceland.

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Health System Characteristics Shape the Models of Implementation of Integrated Care Across Europe

We have recently discussed context-sensitivity in the advancement of integrated care across the European Union, Norway and Iceland. In this blog, we explain some of the health system characteristics that have shaped different models of integrated care. The heterogeneity and diversity of models and programmes in the implementation of integrated care reflects the values, principles and organisation of their health systems.

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Understanding the European Integrated Care Landscape

The IC landscape in Europe is highly diverse, and different health systems are clearly at different stages of their integrated care implementation journeys. Context-sensitivity is fundamental when trying to understand the advancement of integrated care across the continent, from a design and implementation perspective. In order to understand this landscape, we have recently compiled a literature review of integrated care policies and strategies in the 28 MS, Norway and Iceland, in a project funded by the European Union.

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Digital Transformation – Part X: The Dawn of the Second Human Epoch

By Rod Collins

This is the final blog in this ten-part series on Digital Transformation. Throughout this series, we have learned that Digital Transformation is much more than a technology revolution. It is arguably the most consequential socioeconomic revolution in human history. We are at the beginning of an unprecedented inflection point in the development of civilization—the transition from the first human epoch where centralized hierarchies that leveraged individual intelligence were the basis of social organization to the second human epoch whose social structures will be highly sophisticated distributed networks capable of rapidly leveraging human and artificial collective intelligence.

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How Blockchain Will Create New Business Models in the Insurance Industry

As far as the insurance claims process goes, the song remains the same. Submit a claim, wait, renegotiate, validate … and wait. You think, “With all this technology, there has to be a better way.” And you’d be right.

The idea came to me during a conversation with my friend and colleague Joe Rahaim as we were working with one of our insurance clients, discussing Blockchain technology and its impact on business. Joe said, rather a matter-of-factly, “Blockchain is rocket fuel for business. Companies will see the greatest success when they rethink new business models instead of trying to apply Blockchain to the status quo.” It reminded me of a recent stop at Penn Station. Waiting between trains, I came across a payphone, tagged with graffiti, banged up, beaten and unused. Smart phone in hand, I thought about how quickly old models can change (while keeping some change in my pocket).

Blockchain is the one digital technology that removes the need for a 3rd party to perform and approve a transaction. Today, when I purchase something on Amazon, I know that I can trust Visa to send my money to the merchant. If there’s any issue, I can call Visa. Conversely, the merchant knows they can trust Visa to pay them on my behalf. The seller and I may not trust each other, we both trust Visa.

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Join Optimity Advisors at Henry Stewart DAM New York, May 2–4, 2018!

By John Horodyski and Mindy Carner

We’ll be talking metadata, design thinking and, of course, DAM!

Celebrating nine years as a Henry Stewart presenter, John Horodyski, Partner at Optimity Advisors, will be there again this year, talking all the good DAM things, like metadata, taxonomy and governance. But this year, we’re excited to take a new angle in the approach to DAM — a creative, human-centered, design-thinking approach. Below, you’ll find the sessions we’ll be leading and what you’ll learn when you attend.

Our Sessions

Fundamentals of Metadata for DAM Professionals Tutorial | Wednesday, May 2, 9:30 a.m.

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Social Prescribing – Time to Accelerate Development?

The first question to consider is why would we want to introduce social prescribing into local health care systems in the first place? On the face of it there appears to be a simple answer - of course we should mainstream social prescribing (or non-medical referrals by General Practitioners that support health and well-being). It provides patients with a more holistic offer by combining traditional health care services with services that can help people with a wide range of social issues. The evidence tells us if these are not tackled they can contribute to poor health and wellbeing. There is a compelling case for primary care to invest in social prescribing as around 20% of patients see their GP for a social rather than medical problem. NHS England has published their ten high impact change recommendations; one of which is social prescribing.

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Four Ways to Apply Human-Centered Design Thinking to DAM

By Mindy Carner

Learning the Theory

Being a DAM manager can sometimes feel like being an island. Many of the individuals involved in day-to-day business operations may not really understand the value or need — not to mention the complexity —  of the tool. But gaining buy-in and user adoption doesn’t have to begin at post-launch user education. It can and should begin as early as the design stages for the system requirements, and continue through system configuration, implementation and testing.   

Enter human-centered design, an approach to creating a solution that ultimately meets end-users’ needs. Some principles underlying the practice include:

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Digital Transformation – Part IX: Moving Beyond the Hazards of Human Bias

By Rod Collins

In 2002, Daniel Kahneman was awarded the prestigious Nobel prize in economics. This extraordinary feat was even more impressive because Kahneman is a psychologist. Although he was recognized by the Economist in 2015 as the seventh most influential economist in the world, Kahneman holds no formal academic credentials in the field of economics. How does a psychologist so earn the respect of colleagues in a completely different field that, without any formal training in their field, he is embraced not just as one of their own but is considered one of their stars? The answer is rather simple: convincingly demonstrate that one of the prime assumptions of a discipline is completely wrong.

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Amazon, JPMorgan & Berkshire Hathaway Partnership

Amazon, JPMorgan Chase and Berkshire Hathaway caused ructions in healthcare insurance markets recently following the announcement of their intention to work together to launch a not-for-profit health insurance company for their U.S. employees. Whilst concrete details of the collaboration have yet to be released, the markets illustrated their concerns at the entry of a new potentially powerful competitor with shares in CVS dropping 4%, United Health dropping 11% and Cigna dropping 7% following the announcement.

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Governance: Rules of the Road to Keep Your Organization on Course

By Jesse Celso

Today, most organizations are faced with industries that are rapidly evolving. In order to adapt to increasing business demands they have numerous concurrent projects underway of varying complexity, while also struggling to keep up with day-to-day business operations. Sound familiar?

Managing multiple initiatives involving implementation of new technologies and multiple stakeholder groups with differing priorities can prove to be difficult even for the most mature organizations. A governance program provides the framework for effectively managing this organizational change.

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Digital Transformation – Part VIII: The Shift from Workers to Gamers

By Rod Collins

Whether we’re ready to acknowledge it or not, Digital Transformation—the fundamental socioeconomic architectural shift from top-down hierarchies to peer-to-peer networks—is dramatically disrupting all the rules for how the world works. At the heart of what many call digital disruption is this unsettling reality: most of our beliefs about how things work become rapidly obsolete once an institution is fully disrupted.

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State of the DAM

Things are getting DAM interesting. It's about time, and it's good for us all. 

"Change brings opportunity." - Nido Qubien

Change is rumbling through the processes and technology in which we operate in business, elevating DAM along with it. Now it's not just digital asset management - it's a critical component of the content ecosystem.

Look at the seismic shifts in the industry: The recent acquisition of WebDAM by Bynder. MediaBeacon, being acquired first by NorthPlains and Xinet, and then Esko. And most recently, the acquisition of ADAM software by Aprimo.

This activity is evidence that DAM not only holds the critical position in an organizational content ecosystem, it's maturing, receiving its due praise and being accepted by a wider audience. DAM vendors - large and small, open source, on-premises and cloud - are listening to their users and developing the necessary functionality for the future.

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Digital Transformation – Part VII: The Human-Machine Symbiosis

By Rod Collins

Over three days from February 14 – 16, 2011, the American public was introduced to the amazing capabilities of artificial intelligence (AI) during the telecast of the Jeopardy! IBM Challenge, when IBM’s Watson faced off against Ken Jennings, the holder of the record for the game show’s longest winning streak, and Brad Rutter, Jeopardy!’s all-time money winner. This much-publicized human-versus-machine competition turned out to be no contest at all, as Watson easily beat its human challengers with a score of $77, 147 to Jennings’s $24,000 and Rutter’s $21,600.

With this remarkable victory, the public learned what was once considered science fiction was suddenly scientific reality: computers could interact with humans in intelligent conversation. Watson wasn’t a linear program following a series of pre-planned fixed steps, like a dishwasher. It was an intelligent machine that could absorb spontaneous human communication and could respond sensibly. And what was most impressive is that it could do so far smarter and faster than the long-running game show’s two greatest champions.

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5 Things That Will Make Users Love Their New DAM

By Chris Rossi

Your company is putting in a new digital asset management (DAM) system. It comes with training materials and documentation from the vendor.

These resources cover basic functionality and the unique features of the system. If users have questions, they should be able to find the answers they need. And since the training docs show users how it all works, you should be good to go, right?

Not exactly.

Adoption rates for a new DAM can be miserable and customizations to improve on this can cost in the tens of thousands or even hundreds of thousands in some cases with larger enterprises.

No one wants to invest in a DAM only to have it ignored by a wide swath of users.

Fortunately, it’s not that tough to get people to use — and even love — their new DAM. The key is to make sure the DAM’s training materials are tailor-made to your users’ level of understanding and working knowledge.

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SKUs me while we fix this bottleneck.

For the past 20 years, consumer brand companies have invested in a tremendous ability for their manufacturing and supply chain operations to support agile development and to produce variety.

But in so doing, they’ve accidentally created a bottleneck — their own marketing departments, whose overworked and stressed-out managers are barely able to keep up with the flood of new SKUs.

Fortunately, some senior management teams are waking up and smelling the burn-out.  

These enlightened firms are optimizing tools and automation with the goal of increasing marketing’s ability to meet demand without linearly increasing marketing’s cost. 

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Digital Transformation – Part VI: An Evolutionary Leap in Human Intelligence

By Rod Collins

“May you live in interesting times,” is an old English expression whose enigmatic meaning can make people wonder whether they’ve been offered a blessing or a curse. Regardless of the apparent well-wisher’s intentions, interesting times are oftentimes a blessing for some and a curse for others. The difference depends upon how capable and how fast people are in recognizing and embracing new ideas and new opportunities.

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Why managing a Consumer Brand is so hard.

What do consumers want? In a word, more.

More products. More varieties. More formats. More channels. And they want more of everything NOW.

Between multiplying product versions, increasing product line extensions, more varied retail formats and your need to competitively innovate, the number of SKUs you have to support is getting out of control.

And now you suddenly require more branding assets, more creative development and more packaging. Then there’s the need to create brand stories for new specialty markets, such as healthy eating trends (farm-to-table, anyone?), socially responsible business practices and sustainable production in nearly all CPG segments.

Combine the increasing SKUs, the brand story creation — oh, and let’s not forget a changing regulatory environment related to product information transparency — and it’s a hot mess. Don’t even get me started on local market adaptation…

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Digital Transformation – Part V: Blockchain May Be the Future of IT

By Rod Collins

Morning Star is not your usual company. That’s because the 400-person California-based agribusiness has no supervisors. Rather than relying on the intelligence of an elite few, Morning Star is a highly successful self-managing peer-to-peer network that has skillfully leveraged the “power of many” to sustain its position as the world’s largest tomato processor.

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