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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.
by Carol Huggins
According to Starbucks’ Howard Schultz, “The currency of leadership is transparency.” From publishing pay information to inviting all employees to every meeting, many organizations strive to become more and more transparent to both employees and the public. But transparency does not have to be as radical as sharing how salaries are calculated. A more sustainable yet progressive demonstration is the endorsement and inclusion of social media into a company’s human capital management strategy.
by Robert Moss
Increasingly, I shudder every time I hear someone in a technology role talk about “The Business."
You know, like this:
We need The Business to give us the requirements.
We need to get someone from The Business to weigh in on this.
If The Business would just tell us what they want and stop changing their minds we could get this project delivered.
Embedded in the very term is a fundamentally outdated way of thinking. It implies that technology is somehow separate from the main line of work that a company does.
That idea used to make sense. Suppose we work for an office supply company. We have IT systems to help us order products from suppliers, manage inventory, and track sales, but that's not "our business." Our business is selling and delivering office supplies to our customers.
by Elise Smith
In the recent blog titled “Creating Memorable Member Experiences,” we explored the idea that a customer’s experience with a company is oftentimes a make-or-break interaction. This is especially true in a consumerist society. Reviews about customer experience on websites such as Amazon, Yelp, Glassdoor, and Google are increasingly driving decision-making. In fact, 88 percent of consumers say they trust such online reviews as much as personal recommendations, and 81 percent of customers are willing to pay for a superior customer experience. Industry experts have estimated that failure to provide a satisfactory customer experience can amount to as much as a 20 percent annual revenue loss for poor performing businesses.
by Reid Rousseau
Knowing and understanding your content is an ever evolving and essential component of ensuring the longevity and success of corporate information management initiatives—be they archiving, digital asset management (DAM), content management (CMS) or records management (RIM). Whether you are approaching this task from a “first date” or “decades-long marriage” perspective, it is important to realize that no matter how well you may think you know your content, it is worth taking a step back to formally understand what you have, and how it fits into the big picture of your business strategy and goals.
by Scott Moran
The Super Bowl kicked off at 6:30 PM leaving me only two hours to get to Best Buy, purchase an outdoor antenna, get home, roof-mount the antenna, break out the drill and run cable from the attic down to my living room television.
I should back up.
As a husband and father of two
future college tuitions small children, there’s very little I enjoy more than saving money. Unfortunately for my family, I also enjoy running unnecessarily elaborate household cost / benefit experiments. Ironically, even though I spent the majority of my career the broadcast / cable industry, I had thus far resisted the temptation to apply these inclinations to our cable service.
Specialty drug product evolution has become the hottest topic in health care in two decades, easily dominating the conversations of most involved. With the exception of interventional radiology and a few other “boutique” concepts in medicine we have not encountered booming growth in an area of healthcare like we are currently witnessing in the large molecule biopharm space. With that boom comes innovation, pharmacologic treatment options abound, and the financial impact of innovation begins to take hold. While we strive to make treatment breakthroughs via pharmacologic interventions, pharmaceutical companies are capitalizing like never before.
To effectively manage and exploit a company’s knowledge, you need a metadata plan. The successful implementation of any content-related strategy — be it data, digital assets or text — requires implementation of a holistic metadata schema that is supported by technology, people and process.
Building a DAM or CMS without a metadata plan is akin to throwing papers in an unmarked box. The systematic organization that metadata provides increases the return on investment of a content system by unlocking the potential to ingest, discover, share and distribute assets.
What is Metadata?
“Metadata is a love note to the future.” — unknown
by Rod Collins
Several years ago, the future CEO of what is today a Fortune 100 company had a problem. The staff at the then young company had been working on the development of a major product line that its leaders hoped would become the major revenue stream for the business. This revenue source was to be a prime attraction that would entice investors in its upcoming IPO. As the future CEO inspected the product prototype one Friday afternoon, he wasn’t happy with what he saw. The prototype was seriously flawed.