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By Julia Goodwin
There are a wide array of Digital Asset Management (DAM) vendors that can provide a variety of asset management capabilities for your organization. They offer on-prem, cloud, and hybrid solutions. They have a wide range of features and prices. Most are extremely slick looking, and it’s easy to fall in love. Many times, companies go straight to the chase and purchase the DAM system based on their initial interest or demo. Worse, some make their decision with a list of requirements that does not adequately consider file formats, workflow, and logical and “physical” asset metadata. Before choosing a DAM system, don’t make the mistake of leaving holistic content and metadata analysis out of your requirements.
by John Horodyski
Since its publication in 1946, Dong Gardner’s “All I Want For Christmas Is My Two Front Teeth” has remained a favorite song for the Holidays. Its lyrics are festive, frivolous and frisky, evoking a sense of silliness over what might rather be identified as a significant loss:
“Everybody Pauses and stares at me
These two teeth are gone as you can see
I don't know just who to blame for this catastrophe!
But my one wish on Christmas Eve is as plain as it can be!
All I want for Christmas
is my two front teeth,
my two front teeth,
see my two front teeth!”
Gee, if I could only have those two front teeth back, then all would be okay. Right?
‘NHS Trusts which adopt digital technologies are more cost-effective and ensure better outcomes for patients.’
Our previous blog post explored the regulatory issues surrounding the new Digital Maturity Assessment and Roadmap – introduced by the Five Year Forward View. The second in a series, this blog provides key examples which explain how digital technologies will improve the NHS by 2020.
by Rod Collins
There is a rapidly emerging phenomenon that, while hidden in plain sight, is about to dramatically transform the longstanding fundamentals of business. While this nonpareil is often touted as a defining attribute of most business organizations, the simple reality is that, for too many business leaders, their aspirations are nothing more than lip service. That’s because their core organizational structures are not designed to support the cultivation of this increasingly vital phenomenon: a fully human work culture.
“This is not one of those random technology initiatives – this is part of the commissioning infrastructure and part of the CQC inspection.” Tim Kelsey - NHS England’s National Director for Patients and Information
The ‘Five Year Forward View’ and Personalised Health and Care 2020 – A Framework for Action sets out a vision to make NHS patient data interoperable and paperless by 2020. If CCGs and Providers fail to engage with two key steps, the Digital Maturity Assessment and Digital Road Map, they may find themselves in special measures.
Here are the 3 things you need to know to avoid that:
Treating the Digital Maturity Assessment as a ‘Tick-box’ Exercise
by Gretchen Nadasky
Stakeholder investment is the driving force of any successful enterprise undertaking. One of the most important indicators that a corporate project will be initiated is Executive Sponsorship. Taking time to secure a mandate is an excellent investment because it establishes commitment and sets the stage for resource allocation. Similarly, support from a broad range of stakeholders is a good predictor that a project will be successfully executed. Unfortunately, many project managers wait until an initiative’s “Change Management” phase to address stakeholders. Rather than wait, it is better to assess the circumstances in which the project arises and build support as early as possible.
by Jack Yip
One of the most important decisions we make in college is choosing our career. Our first job determines the skill set we will develop, and has a significant impact on future jobs we plan to take. I chose to begin my career in consulting because I wanted to strengthen my interpersonal skills and to develop a broad understanding of how businesses work in various industries.
by Rod Collins
October 5th marked the fourth anniversary of the passing of Steve Jobs. Although he is no longer with us, few business leaders have had more influence on the shape of our day-to-day lives. A mere ten years ago, there were no iPhones or iPads. There were no apps, and the Internet was something you could only access if you were sitting at a computer. None of us a decade ago understood what it meant to be part of a hyper-connected world where we could be available to each other anytime, anyplace. Jobs, however, had a clear picture of the human potential that could be unleashed if we could find a way to continually connect everyone on the planet.
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.