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Building A Business Case For Digital Asset Management
- 1. Slide 1
Building a Business Case
for DAM
Bill Rosenblatt
GiantSteps Media Technology Strategies
+1 212 956 1045
billr@giantstepsmts.com
www.giantstepsmts.com
© 2009
GiantSteps 1
Media Technology Strategies
- 2. Slide 2
About GiantSteps
Consultancy focused on content technology strategy
– DAM, content management
– Workflow
– Distribution
– Rights management
In business since 2000
Clients include leading media and technology companies
Front-end strategy work
– Independent of vendors, integrators
© 2009
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- 3. Slide 3
Today’s Agenda
Sources of ROI for DAM
Scalable Product Methodology
Case Study
© 2009
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Media Technology Strategies
- 4. Slide 4
Axes of ROI
Existing New Products
Operations & Services
Revenue
Cost Savings
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Cost Savings – Existing Operations
Pros Results
– Quantifiable – Hardly ever works in
– Measurable commercial media
– Attributable to management environment
Cons – May work in other industries
– Usually involves layoffs, with command-and-control
negative attitudes culture
– Small magnitudes
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Revenue – New Products & Services
Pros Result
– Larger upside potential – If used by itself, results in
– Larger scope for investment small silos & point solutions
– Growth, positive attitudes
Cons
– Harder to quantify
– Harder to tie results
specifically to DAM system
– Harder to approve (part of
bigger picture)
© 2009
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Cost Avoidance
(Cost Savings – New Products & Services)
Pros Result
– Possibly quantifiable – If used by itself, results in
– Tied to revenue, so higher small silos & point solutions
scope for investment
– Could be tied to “we’re doing
this anyway” new initiatives
Cons
– Harder to tie results
specifically to DAM system
– Harder to approve (part of
bigger picture)
© 2009
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- 8. Slide 8
The Third Axis:
Single vs. Multiple Groups
(Product groups, business units, etc.)
Single:
– Lower cost
– Easier to justify, approve, and implement
– But usually results in non-scalable silo
Multiple:
– Larger scope for investment
– Justifies more scalability and features
– But requires political planetary alignment
© 2009
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- 9. Slide 9
The Ideal:
Scalable Product Development
Base business case on revenue & cost avoidance in multiple
new products and services
– Not just currently known ones
– Potential for future efforts yet to be defined
Platform for new product development with incremental cost
– Avoid building silos for each new product/service
– Cost savings for existing operations is icing on cake
Sea change in commercial content businesses
– From one-brand-one-product to one-brand-many-products
– Mindset that new product development is an ongoing thing, not a
one-shot project
© 2009
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- 10. Slide 10
SPD Advantages
Business case based on upside, positive attitudes, not
cost-cutting and personnel reduction
Scalable platform for growth, not point solution
Yet based on known business needs, not “build it and
they will come”
Scope for major investment with real impact
Process includes “a-ha moment” to accelerate buy-in
© 2009
GiantSteps 10
Media Technology Strategies
- 11. Slide 11
SPD Business Case Methodology
1. Aggregate future initiatives
2. Identify common capability requirements
3. Create gap analysis
4. Synthesize requirements
5. Create implementation plan
6. Create project organization(s)
7. Identify first project and go!
© 2009
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- 12. Slide 12
1. Aggregate Future Initiatives
Interview execs across product groups, business units,
divisions, etc.
– Typically strategy, marketing, business development
Gather info about future plans
– Could range from specific plans to wish list items
Get them to be specific
– Timelines
– Priorities
– Financial implications (e.g. revenue projections)
Interview IT dept. for info on existing systems, architecture
– Resist “build it and they wil come” tendencies
© 2009
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- 13. Slide 13
2. Identify Common Capability
Requirements
Technical capabilities
– Invariably includes DAM or other form of content
management
Processes to be implemented/improved
Skills to be acquired
Org chart implications
Commonality of themes often surprisingly large
– This is the “a-ha moment”
– Makes it much easier to get buy-in
© 2009
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- 14. Slide 14
3. Create Gap Analysis
What’s possible now?
What’s possible but too hard, inefficient, expensive?
What’s impossible now?
What has been tried before and rejected, and why?
© 2009
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Media Technology Strategies
- 15. Slide 15
4. Synthesize Requirements
Usually flows naturally from gap analysis
Don’t worry yet about feasibility
– Complexity
– Cost
– Risk
© 2009
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- 16. Slide 16
5. Create Implementation Plan
Elements
– Technologies
– Process changes
– Org chart changes
– Training
Encapsulated into projects
Prioritized
– Low hanging fruit first
Rough time and cost estimates
– Formal ROIs will come later
2-3 year time horizon
– Between annual operating plan and long-range strategic plan
© 2009
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- 17. Slide 17
6. Create Project Organization
Steering Committee
– Senior business line executives
– High level oversight, fit to strategy
Working Group
– Technical/process/production execs, 1-2 levels down
– Nuts and bolts issues
– Meet more often, report to Steering Committee
© 2009
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- 18. Slide 18
7. Identify First Project
Most important criteria:
– Strategic value to business
– Time to impact
– Implementation risk
– Smooth political path
Less important:
– Cost
– Operational changes
(need some changes, otherwise why bother, and the earlier the better)
Now is the time to do formal ROI
– If you even need it; benefits could be self-evident by this point
© 2009
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- 19. Slide 19
Case Study: Associated Press
Largest and oldest newsgathering org in the world
4000 employees in 240 locations worldwide
Cooperative of 1500 daily newspapers
Produces text, photos, graphics, audio, video, and
online content
Serves print, radio, TV, online, and corporate
customers
© 2009
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- 20. Slide 20
Problems to be Solved
Siloed systems for each media type
– Text, photo, print graphics, video graphics, audio, video, and web
– Limited ability to link content across media types by subject matter
– Common denominator: ancient teletype-oriented system
Inefficient newsgathering/editorial processes
– Difficulty in coordinating cross-bureau/desk newsgathering
– Difficulty in communicating with members/affiliates about event
coverage
Various new product plans
– Different feeds & aggregations of content
© 2009
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Disparity of Requirements
Editorial: more efficiency, ease of communication
IT: integrated platforms, ease of future development
and maintenance
Marketing/strategy: new product development, new
revenue sources
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- 22. Slide 22
Methodology
Gather objectives across multiple axes:
– Functional: editorial, marketing, IT
– Media type: text, photo, video, audio, print graphics, video graphics
– News units: bureaus (LA, Trenton,…), desks (national, business,…)
Examples:
– Link objects of multiple media types by new event
– Increase internal & affiliate visibility into ongoing coverage
– Create custom news feeds by category to corporate customers
– Feed content grouped by event to media customers (e.g., TV stations)
– Design standard interfaces to/from disparate content systems
© 2009
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- 23. Slide 23
Methodology
Observe systems, processes & workflow
Synthesize requirements
Present to combined groups
– Enjoy the “a-ha moment”
Create gap analysis
Create list of technologies, processes, skills needed
– Metadata creation as early as possible in newsgathering process
Create implementation plan
© 2009
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Common Requirements Synthesized
Examples:
Create metadata as early as possible
– Preferably during news assignment
Categorize content by keyword
– Requires combination of technology and “library science” skills
– Must not compromise reporters’ & editors’ ability to move content
onto the wires as quickly as possible
Create central metadata archive
– Though link to content in existing, separate systems
– Make it possible to search, browse, access content from single
interface (UI or API)
© 2009
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- 25. Slide 25
Implementation Plan
First project: eAssign
– Assignment tracking system
– Metadata entry at assignment time
Next: eCentral
– Central metadata archive
Various others
© 2009
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- 26. Slide 26
Successes
Got various groups together that had previously little
interaction
Found surprising amount of commonality, even among
seemingly conflicting goals
Agreed on cross-functional architecture elements
Enabled investment in enterprise platform for growth instead
of silos and point solutions
Eliminated the need for much arduous ROI analysis –
management “got it”
© 2009
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- 27. Slide 27
Case Study: Mass. Medical Society
Journal Watch – summaries of medical journals, daily
news updates, continuing medical education
Print, online, and audio products
Monthly and daily “breaking news”
Large body of outside contributors/editors
© 2009
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- 28. Slide 28
Problems to Be Solved
Large number of outside contributors
– Communication with internal editors
– Workflow
MS Word-based publishing process
Print first, online later
– Laborious conversion process
Multiple non-scalable content/metadata repositories
– XML at the end of the line
Plans for various new online offerings
– Increasing competition
© 2009
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- 29. Slide 29
Methodology
Gather objectives across multiple axes:
– Functional: editorial, marketing, IT
– Content type: text, audio, breaking news, longer-term
– Medical practice areas (dermatology, infectious diseases, etc.)
Examples:
– Increase collaboration among outside and internal people
– Eliminate overlapping coverage
– Enable more user generated content on website
– Streamline editorial processes;
fewer “hands” but same editorial quality
– Direct-to-online path for time sensitive content
– Support migration to new web CMS
© 2009
GiantSteps 29
Media Technology Strategies
- 30. Slide 30
Methodology
Observe systems, processes & workflow
Synthesize requirements
Present to combined groups
– Enjoy the “a-ha moment”
Create gap analysis
Create list of technologies, processes, skills needed
– Metadata creation as early as possible in newsgathering process
Create implementation plan
© 2009
GiantSteps 30
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- 31. Slide 31
Common Requirements Synthesized
Examples:
Create metadata as early as possible
– Create Assignment Desk for this purpose
Categorize content by keyword
– Requires combination of technology and “library science” skills
– Must not compromise reporters’ & editors’ ability to move content
onto the wires as quickly as possible
Create central XML repository
– Produce XML earlier in editorial process
– Direct feed from repository to web CMS
© 2009
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- 32. Slide 32
Implementation Plan
New staff/management roles
Streamlining of processes into three areas:
– Content creation
– Product creation
– Product delivery
Set up Assignment Desk
– Adopt collaboration tools
Adopt new DAM tools
Implement new workflows
Transition to new web CMS
© 2009
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- 33. Slide 33
Successes
(Same!)
Got various groups together that had previously little
interaction
Found surprising amount of commonality, even among
seemingly conflicting goals
Agreed on cross-functional architecture elements
Enabled investment in enterprise platform for growth instead
of silos and point solutions
Eliminated the need for much arduous ROI analysis –
management “got it”
© 2009
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- 34. Slide 34
Bill Rosenblatt
GiantSteps Media Technology Strategies
+1 212 956 1045
billr@giantstepsmts.com
www.giantstepsmts.com
© 2009
GiantSteps 34
Media Technology Strategies