Michael Edson, Resource Sharing Remixed
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Transcript of Michael Edson, Resource Sharing Remixed
Resource Sharing Remixedfor the
Rethinking Resource Sharing IV ForumOCLC, Dublin, OH
Michael EdsonDirector, Web and New Media Strategy
Smithsonian Institution, Office of the CIO5/13/2009
Preamble• Twitter @mpedson (note the #si20 tag!)• slideshare.net/edsonm• [email protected]• smithsonian20.typepad.com• usingdata.typepad.com• Beware…The opinions in this presentation are mine,
not the official policy/strategy of the Smithsonian…
Two Talks for the Price of One!
1.A pitch for a Commons as the answer to the Smithsonian’s digital-resource sharing challenges
2.Practical advice tied to Rethinking Resource Forum’s goals/challenges
• How to affect change in slow-moving organizations• Local actions that make a difference
The 5-Minute Shakespeare Version
• We’re working on a Web and New Media Strategy
• I talk a lot about a “Smithsonian Commons”• I haven’t the foggiest idea how to catalyze
institutional change
The 5-Minute Shakespeare Version
• We’re working on a Web and New Media Strategy
• I talk a lot about a “Smithsonian Commons”• I haven’t the foggiest idea how to catalyze
institutional change
Now Discuss…
A Model Institution
Imagining a Smithsonian Commons
• The full, written-out version is on slideshare,http://slideshare.net/edsonm(Both PowerPoint and text versions, with references and footnotes!)
Vexatious Phenomena
Smithsonian Web and New Media Strategy Process
Smithsonian Web and New Media Strategy Process
• Currently underwayhttp://smithsonian-webstrategy.wikispaces.comAll work on public-facing wiki– Internal workshops are “wiki-cast”
• Twitter, #si20 tag– http://search.twitter.com/search?
q=&ands=&phrase=&ors=¬s=&tag=si20&lang=all&from=&to=&ref=&near=&within=15&units=mi&since=&until=&rpp=15
• Radically open, transparent, fast• Alternative to traditional committee process• Expand internal brain trust
Organizational Change
10 things I’m thinking about
1. Urgency
• John P. Kotter, A Sense of Urgency– HBR “Ideacast” clip, 2:30
Audio clip plays for 2:30. Advance
through next 7 slides manually
1. Urgency
• John P. Kotter, A Sense of Urgency
Thoughts, feelings and behaviors
1. Urgency
• John P. Kotter, A Sense of Urgency
Thoughts…Great opportunities/hazards
1. Urgency
• John P. Kotter, A Sense of Urgency
Feelings…Gut level determination that we’ll do
something now
1. Urgency
• John P. Kotter, A Sense of Urgency
Behavior…Hyper-alertness… commitment to making something happen with the
important issues
1. Urgency
• John P. Kotter, A Sense of Urgency
Behavior…We gotta get going with this because
it’s so important.
1. Urgency
• John P. Kotter, A Sense of Urgency
Determination and movement that’s smart and that wins
1. Urgency
• John P. Kotter, A Sense of Urgency
The rate of change is going up.
2. Disruptive Innovation
• Clayton M. Christensen: The Innovators Dilemma
2. Disruptive Innovation
• Clayton M. Christensen: The Innovator’s Dilemma
Sustaining Technologiesvs.
Disruptive Technologies
2. Disruptive Innovation
• Clayton M. Christensen: The Innovator’s Dilemma
Sears was at the top if the worldin the 1960’s
2. Disruptive Innovation
• Clayton M. Christensen: The Innovator’s Dilemma
Sears was at the top if the worldin the 1960’s
They missed discount retailing.
2. Disruptive Innovation
“You’ve got about three years until you’re locked into being just a museum of stuff on the mall”
Executive from a national media/educational brand, about the Smithsonian’s digital strategy
2. Disruptive Innovation
This is one of the Innovators Dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.
Clayton M. ChristensenThe Innovator’s Dilemma
3. Darwin’s True Greatness
…Wasn’t that he figured out modification-with-descent but that he wrote it down—tied it down— in a way that ensured the idea would never drift away again.
Can’t find source! (Bill Bryson?)
3. Darwin’s True Greatness
So, when you figure something out, tie it down!Examples• Imagining a Smithsonian Commons
– Written-out with notes, references, links on slideshare. http://slideshare.net/edsonm
• Web-Strategy “workshop-to-wiki” process– All workshops are “wiki-cast” so what’s said
doesn’t drift away.http://smithsonian-webstrategy.wikispaces.com
4. Axiom: The Third Way
Don’t get too attached to predicting outcomes to big presentations, confrontations, decisions.
I always think “It’s either going to go this way or that way” but it’s always some third way I couldn’t predict.
Example: “Smithsonian 2.0 event”
5. Know What to Leave Out
• From a series of tweets @ Smithsonian Web and New Media Strategy workshops.
• Excruciating process of boiling down the Smithsonian to its essence.
6. Capability Maturity Models
A framework for understanding what kinds of projects you are capable of doing successfully in the future!
6. Capability Maturity Models
1. Initial
2. Managed
3. Defined
4. Quantitatively Managed
5. Optimizing
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Success depends on individual heroics
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
“Fire fighting” is a way of life
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Relationships between disciplines are uncoordinated,perhaps even adversarial
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Success depends on individuals
Commitments are understoodand managed
People are trained
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Project groups work together,perhaps as an integrated team
Training is planned and providedaccording to rolesv
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Strong sense of teamworkexists within each project
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Strong sense of teamworkexists across the organization
Everyone is involved inprocess improvement
6. Capability Maturity Models
• More in “Good Projects Gone Bad” on SlideShare
http://www.slideshare.net/edsonm/good-projects-gone-bad-an-introduction-to-process-maturity-1384375
7. Thor Hyerdahl & Shark Wrestling
7. Thor Hyerdahl & Shark Wrestling
• On the Kon Tiki raft, he did an outrageous thing “just to show everyone why he was the captain” (As remembered from a speech at the National Geographic.)
• Sometimes you have to do crazy things
7. Thor Hyerdahl & Shark Wrestling
Web Tech Guy and Angry Staff Person
http://smithsonian20.typepad.com/blog/2009/03/web-t.html
8. Do Stuff that Matters
8. Do Stuff that Matters
• Tim O’Reilly http://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html
1.Work on something that matters more than money
2.Create more value than you capture3.Take the long view
8. Do Stuff that Matters
Cutting the “let’s collaborate more” crapWe don’t get paid to collaborate, we get paid to
do important stuff—stuff that matters!Dedicate yourself to important work, measure
progress towards those goals, and fix anything that gets in the way. Collaboration is a means to an end.
8. Do Stuff that Matters
Don't be afraid to fail. There's a wonderful poem by Rainer Maria Rilke that talks about the biblical story of Jacob wrestling with an angel, being defeated, but coming away stronger from the fight. It ends with an exhortation that goes something like this: "What we fight with is so small, and when we win, it makes us small. What we want is to be defeated, decisively, by successively greater things."
Tim O’Reilly
8. Do Stuff that Matters
What Failure Looks LikeToday's session was appalling to me. The topics that
curators were there to discuss -- especially open access vs. curatorial control -- were never on the table, and it seemed engineered so that would happen. It seemed clear that you had marching orders and were asking "leading" questions to point the audience toward centralization as the solution…
--Post-workshop evaluationhttp://smithsonian-webstrategy.wikispaces.com/Curation+and+Resarch+Post-Workshop+Evaluation
Do Stuff that Matters
• Tim O’Reilly http://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html
• Don’t be afraid to think big• Success as a byproduct of your goals• Let others make more of/with your ideas,
assets, work
9. The Majestic Vision
• We’ve drifted from the Majestic Vision (Peter Schwartz’s term) – And it’s needed now, in a time of great change– A lot of organizations looking hard at their mission
statements now
– Widsom-making? The Increase and Diffusion of Knowledge?
10. Give Courage to Others
• The difference between leading and managing• What you do and say gives me courage to
push a little farther, be a little bolder, have confidence that I’m not a fraud or crazy
• My job is, in part, to give others around me confidence to take a stand, speak out, and move forward.
[Clip available on request]
Thank you!
Michael EdsonSmithsonian Institution