Resource Sharing Remixed for the Rethinking Resource Sharing IV Forum OCLC, Dublin, OH Michael Edson Director, Web and New Media Strategy Smithsonian Institution, Office of the CIO 5/13/2009

Preamble Twitter @mpedson (note the #si20 tag!) slideshare.net/edsonm [email_address] smithsonian20.typepad.com usingdata.typepad.com Beware…The opinions in this presentation are mine, not the official policy/strategy of the Smithsonian…

Twitter @mpedson (note the #si20 tag!)

slideshare.net/edsonm

[email_address]

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! A pitch for a Commons as the answer to the Smithsonian’s digital-resource sharing challenges Practical advice tied to Rethinking Resource Forum’s goals/challenges How to affect change in slow-moving organizations Local actions that make a difference

A pitch for a Commons as the answer to the Smithsonian’s digital-resource sharing challenges

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

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…

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

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!)

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 underway http://smithsonian-webstrategy.wikispaces.com All work on public-facing wiki Internal workshops are “wiki-cast” Twitter, #si20 tag http://search.twitter.com/search?q=&ands=&phrase=&ors=&nots=&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

Currently underway http://smithsonian-webstrategy.wikispaces.com All work on public-facing wiki

Internal workshops are “wiki-cast”

Twitter, #si20 tag

http://search.twitter.com/search?q=&ands=&phrase=&ors=&nots=&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

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

John P. Kotter, A Sense of Urgency

HBR “Ideacast” clip, 2:30

1. Urgency John P. Kotter, A Sense of Urgency Thoughts, feelings and behaviors

John P. Kotter, A Sense of Urgency

Thoughts, feelings and behaviors

1. Urgency John P. Kotter, A Sense of Urgency Thoughts… Great opportunities/hazards

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

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

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.

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

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.

John P. Kotter, A Sense of Urgency

The rate of change is going up.

2. Disruptive Innovation Clayton M. Christensen: The Innovators Dilemma

Clayton M. Christensen: The Innovators Dilemma

2. Disruptive Innovation Clayton M. Christensen: The Innovator’s Dilemma Sustaining Technologies vs. Disruptive Technologies

Clayton M. Christensen: The Innovator’s Dilemma

Sustaining Technologies vs. Disruptive Technologies

2. Disruptive Innovation Clayton M. Christensen: The Innovator’s Dilemma Sears was at the top if the world in the 1960’s

Clayton M. Christensen: The Innovator’s Dilemma

Sears was at the top if the world in the 1960’s

2. Disruptive Innovation Clayton M. Christensen: The Innovator’s Dilemma Sears was at the top if the world in the 1960’s They missed discount retailing.

Clayton M. Christensen: The Innovator’s Dilemma

Sears was at the top if the world in 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

“ 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. Christensen The Innovator’s Dilemma

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. Christensen The 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?)

… 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

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”

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.

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!

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 understood and 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 provided according to rolesv

Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Strong sense of teamwork exists within each project

Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Strong sense of teamwork exists across the organization Everyone is involved in process 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

More in “Good Projects Gone Bad” on SlideShare

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

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

Web Tech Guy and Angry Staff Person

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 Work on something that matters more than money Create more value than you capture Take the long view

Tim O’Reilly http://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html

Work on something that matters more than money

Create more value than you capture

Take the long view

8. Do Stuff that Matters Cutting the “let’s collaborate more” crap We 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.

Cutting the “let’s collaborate more” crap

We 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

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 Like Today'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 evaluation http://smithsonian-webstrategy.wikispaces.com/Curation+and+Resarch+Post-Workshop+Evaluation

What Failure Looks Like

Today'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 evaluation

http://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

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?

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.

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 Edson Smithsonian Institution

Thank you!

Michael Edson

Smithsonian Institution