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by Chad Beer
Working at the enterprise level with systems aimed at managing the information and assets of a single company, we feel the weight of user expectations honed by navigation and search on experiences on the web. Well-designed taxonomies and metadata models pave the road for intuitive search and navigation for site after site. The e-commerce search experience has generally become excellent. Entertainment services like iTunes and Netflix are just as successful at not only helping us find what we want but also predicting what that will be. The bar has been set very high.
by Rod Collins
Over the past year, a new term has been added to the management lexicon: holacracy. The much-publicized adoption of this innovative and unfamiliar management system by Zappos has drawn both accolades and scorn from a bevy of business pundits. While much of the commentary has done little to advance the understanding of how this “bossless” approach works, the pundits have nevertheless piqued the interest of business leaders and workers alike who are starting to question whether a nineteenth century management model is sustainable in a twenty-first century world. After all, as the pace of change continues to rapidly accelerate, is it realistic to believe that a century-old management model will somehow endure while the rest of the world is reshaped by the technologies of the Digital Age?
by Rod Collins
There are few, if any business leaders, who will quibble with the observation that we are living in a time of unprecedented change. Digital downloads, social media, crowdsourcing, and online sales—all staples of our everyday lives today—were non-existent when many of today’s business leaders began their careers. The business world executives find themselves in today looks nothing like the one they joined a few decades back. An unexpected consequence of all this change is that these leaders are reluctantly discovering that, if they want to thrive in this new world, they have to learn a very different set of business rules.
For many years, segments of the media world have developed and continue to develop Rights Expression Languages (RELs) so that media rights information can be readable by computers and displayed as text readable by humans. This allows licensors and licensees to share contract information about content more easily. Some of these languages are used for specific types of media such as images or news while others cover the media gamut. These “languages” define a common structure or containers that can store specific rights metadata. That rights metadata or vocabulary may be whatever a licensor is using internally or it may be a shared vocabulary standard that works with a particular REL.
by Rod Collins
In a rapidly changing world, is it possible for a company to create a sustainable competitive advantage? For well over a century, the pursuit of this managerial “brass ring” has been the commonly accepted foundational strategy for most business enterprises. According to this strategy, the secret to corporate growth and longevity is finding a way to differentiate your products from those of your competitors and exploiting that difference to sustain the advantage. This exploitation is accomplished by rigorously safeguarding proprietary knowledge stocks, maximizing cost efficiencies, and constructing barriers to entry to hold off current and potential competitors. This strategy has become the unquestioned conventional wisdom for achieving market success because corporate leaders assume the world of business is governed by the dynamics of scarcity and the axioms of competition.
by Robert Moss
By Mad Tatu (cropped) [CC BY-SA 4.0 (http://creativecommons.org/licenses/by-sa/4.0) via Wikipedia Commons
In a really smart Vox piece, Ezra Klein peers into the future and predicts that many media companies will look more like wire services in the years to come. Along the way, he comments on how rapidly digital media is moving and how what seems like the hot new trend one year looks silly just a year later. “Remember, for instance,” he asks “When the iPad launched, and apps were going to save journalism? Lol.”
“It has been said that arguing against globalization is like arguing against the laws of gravity” — Kofi Annan
One of digital asset management’s (DAM) distinguishing qualities is that it can serve as the single source of truth for rich media content across publications, broadcast, social media channels and geographies. In today’s global economy, the ability to leverage content wherever it may be generated is critical to growth, efficiency and even risk management. When applied as an integrated strategy, DAM technologies and processes can form the foundation for communication and content sharing between internal departments, external suppliers and customers across borders.
The global marketplace is driving DAM growth trends due to:
“People don’t care how much you know until they know how much they care” — John C. Maxwell
Data-driven marketing solutions enable customer engagement, and a Digital Asset Management (DAM) system can be a step toward gaining innovative, operational and intellectual control of your data. DAM provides clarity on how the organization’s asset data can be efficiently and effectively managed, and it is essential to growth.
Creating the whole DAM solution — and connecting it throughout your organizational ecosystem — means that your digital assets can be put to innovative use in generating revenue, increasing efficiencies and enhancing your ability to meet new and emerging market opportunities. The data-points to monitor and manage in this scenario are actually your metadata and the workflows that they support.
by Vincent Volpe
Whether the healthcare industry is ready or not, it’s headed for an identity makeover. The introduction of the ACA has been the catalyst for a dramatic acceleration in the pace of change for healthcare businesses. Product development cycles are more compressed than ever before, and many industry players are challenged to keep up, innovate and stand out in an increasingly competitive environment.
Preparation for the 2016 enrollment season started well before the “official end” of 2015 and 2016 rate requests have already been submitted to regulators. While we are months away from final rates being published, it is safe to assume the ultimate outcome will be a highly competitive marketplace. For insurers, the real challenge, and opportunity, will be finding a way to differentiate and offer the consumer a product with a truly compelling value proposition.
by Rod Collins
If you heard there was this great company to work for where the leaders practiced an innovative management model that promoted fun at work, made sure that everyone’s voice matters, encouraged teams to initiate innovation, and resulted in thousands of applications being received for every job opening, you might think we were talking about Google. You would probably be surprised to learn that we are actually describing one of the oldest legacy companies in America, Blue Cross Blue Shield of Nebraska.
“Knowledge comes, but wisdom lingers" -- Calvin Coolidge
Any organization looking to manage and exploit its knowledge more effectively can't afford to ignore metadata creation. Metadata's application, however, can't stop at creation. Organizations must continually update, manage and exploit it in order to provide optimal content and knowledge management opportunities.
Applying the metadata maturity model to content management initiatives provides an agnostic framework through which to understand the current state of metadata, and prioritize its use and management into the future. The model outlines five maturity levels as benchmarks that provide an opportunity to discuss ongoing metadata development and improvement.
What is Metadata?
“Metadata is a love note to the future.” – unknown
by Gretchen Nadasky
Musty archives and long-winded corporate policy statements can give people the impression that records management is staid and boring when in fact, 2015 is packed with dynamic changes and fundamental shifts that will make the discipline and profession exciting and—dare I say—cutting edge. As we speak, major seismic changes in the business landscape highlight the critical imperative of records management. Organizations that fail to see the importance of these changes will be at the peril of legal, competitive and talent risks. There are three major trends in place that have affected and will continue to impact the records and information landscape:
1) Legal: Changes to Federal Rules of Civil Procedure (FRCP) effecting litigation expected in December 2015.
by Rod Collins
Today’s managers face a difficult and unprecedented challenge: The world is changing much faster than their organizations. Every industry, without exception has been overtaken by an accelerating pace of change that shows no signs of letting up any time soon. In a business world of increasing uncertainty, the one clear certainty is that the pace of change is only going to get faster.
by Bianca Lesmana
During the Industrial Revolution, the manufacturing process rapidly evolved from manual to machine production. As a consequence, mom-and-pop shops gave way to big corporations that employed large workforces with prescribed processes. To sustain efficiency in this new way of working, employees had to be easily trainable and easily replaceable. Because workers were not responsible for designing the prescribed processes, individual autonomy declined.
This method of having workers only be responsible for a part of the production process was called division of labor. It was amazing innovation for its time. It allowed workers to specialize in the small tasks they were assigned and made the overall production process much more efficient.
by Reid Rousseau, Holly Boerner, and Gretchen Nadasky
The annual Henry Stewart Digital Asset Management (DAM) NY conference was held on May 6-8, 2015, and Optimity Advisors was there. After several days of talking everything metadata, taxonomy, governance, and workflow—essentially, all things DAM—here is what stood out to us:
REID ROUSSEAU: As a first-time conference attendee navigating a sea of industry experts, technology vendors and attendees from across industries, I saw the dynamics of the DAM world first hand. I decided to focus on talking to as many vendors and seeing as many system demos as possible—and at the end of the day, here is what stood out:
by Holly Boerner
I recently had an interesting conversation with a Digital Asset Management (DAM) manager about trying to onboard a new user who hadn’t received formal training. The user quickly became frustrated and the DAM manager in turn expressed annoyance that most DAM practitioners could probably relate to—people need to follow proper training practices and take the time to learn how to use the system if they want to use it successfully.
I’ve been that DAM manager, and I’ve expressed similar sentiments in the past. And on one level, I remain heartily in agreement with the manager’s strategy—user education efforts (along with program governance and communication initiatives) are key to acclimating users to DAM technology.
by Mindy Carner and Laura Kost
Is choosing the right DAM (Digital Asset Management) system akin to choosing the right wine for dinner? Reds with meats, whites with fish? In a word, no. Who says you must adhere to such conventions? Choosing the right vendor is about aligning your goals, vision and requirements so the vendor can become a partner that will provide the technology, vision and support to meet your business needs. While selecting a vendor can often be a complex, intricate process, keeping the below key elements in mind will help ensure you find the right DAM system for your business.