Resource Sharing Remixed for the Rethinking Resource Sharing IV Forum OCLC, Dublin, OH Michael Edson Director, Web and New...
Preamble <ul><li>Twitter @mpedson (note the #si20 tag!) </li></ul><ul><li>slideshare.net/edsonm </li></ul><ul><li>[email_a...
Two Talks for the Price of One! <ul><li>A pitch for a  Commons  as the answer to the Smithsonian’s digital-resource sharin...
The 5-Minute Shakespeare Version <ul><li>We’re working on a Web and New Media Strategy </li></ul><ul><li>I talk a lot abou...
The 5-Minute Shakespeare Version <ul><li>We’re working on a Web and New Media Strategy </li></ul><ul><li>I talk a lot abou...
 
A Model Institution
Imagining a Smithsonian Commons <ul><li>The full, written-out version is on slideshare, http://slideshare.net/edsonm (Both...
Vexatious Phenomena
Smithsonian Web and New Media Strategy Process
Smithsonian Web and New Media Strategy Process <ul><li>Currently underway http://smithsonian-webstrategy.wikispaces.com Al...
Organizational Change <ul><li>10 things I’m thinking about </li></ul>
1. Urgency <ul><li>John P. Kotter,  A Sense of Urgency </li></ul><ul><ul><li>HBR “Ideacast” clip, 2:30 </li></ul></ul>Audi...
1. Urgency <ul><li>John P. Kotter,  A Sense of Urgency </li></ul><ul><li>Thoughts, feelings and behaviors </li></ul>
1. Urgency <ul><li>John P. Kotter,  A Sense of Urgency </li></ul><ul><li>Thoughts… </li></ul><ul><li>Great opportunities/h...
1. Urgency <ul><li>John P. Kotter,  A Sense of Urgency </li></ul><ul><li>Feelings… </li></ul><ul><li>Gut level determinati...
1. Urgency <ul><li>John P. Kotter,  A Sense of Urgency </li></ul><ul><li>Behavior… </li></ul><ul><li>Hyper-alertness… comm...
1. Urgency <ul><li>John P. Kotter,  A Sense of Urgency </li></ul><ul><li>Behavior… </li></ul><ul><li>We gotta get going wi...
1. Urgency <ul><li>John P. Kotter,  A Sense of Urgency </li></ul><ul><li>Determination and movement that’s smart and that ...
1. Urgency <ul><li>John P. Kotter,  A Sense of Urgency </li></ul><ul><li>The rate of change is going up. </li></ul>
2. Disruptive Innovation <ul><li>Clayton M. Christensen:  The Innovators Dilemma </li></ul>
2. Disruptive Innovation <ul><li>Clayton M. Christensen:  The Innovator’s Dilemma </li></ul><ul><li>Sustaining Technologie...
2. Disruptive Innovation <ul><li>Clayton M. Christensen:  The Innovator’s Dilemma </li></ul><ul><li>Sears was at the top i...
2. Disruptive Innovation <ul><li>Clayton M. Christensen:  The Innovator’s Dilemma </li></ul><ul><li>Sears was at the top i...
2. Disruptive Innovation <ul><li>“ You’ve got about three years until you’re locked into being just a museum of stuff on t...
2. Disruptive Innovation <ul><li>This is one of the Innovators Dilemmas: Blindly following the maxim that good managers sh...
3. Darwin’s True Greatness <ul><li>… Wasn’t that he figured out modification-with-descent but that he wrote it down—tied i...
3. Darwin’s True Greatness <ul><li>So, when you figure something out, tie it down! </li></ul><ul><li>Examples </li></ul><u...
4. Axiom:  The Third Way <ul><li>Don’t get too attached to predicting outcomes to big presentations, confrontations, decis...
5. Know What to Leave Out <ul><li>From a series of tweets @ Smithsonian Web and New Media Strategy workshops. </li></ul><u...
6. Capability Maturity Models <ul><li>A framework for understanding what kinds of projects you are capable of doing succes...
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 uncoordin...
Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Success depends on individuals Commitments are ...
Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Project groups work together, perhaps as an int...
Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Strong sense of teamwork exists within each pro...
Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Strong sense of teamwork exists across the  org...
6. Capability Maturity Models <ul><li>More in “Good Projects Gone Bad” on SlideShare </li></ul>http://www.slideshare.net/e...
7. Thor Hyerdahl & Shark Wrestling
7. Thor Hyerdahl & Shark Wrestling <ul><li>On the Kon Tiki raft, he did an outrageous thing “just to show everyone why he ...
7. Thor Hyerdahl & Shark Wrestling <ul><li>Web Tech Guy and Angry Staff Person </li></ul>http://smithsonian20.typepad.com/...
8. Do Stuff that Matters
8. Do Stuff that Matters <ul><li>Tim O’Reilly  http://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html   </li...
8. Do Stuff that Matters <ul><li>Cutting the “let’s collaborate more” crap </li></ul><ul><li>We don’t get paid to collabor...
8. Do Stuff that Matters <ul><li>Don't be afraid to fail. There's a wonderful poem by Rainer Maria Rilke that talks about ...
8. Do Stuff that Matters <ul><li>What Failure Looks Like </li></ul><ul><li>Today's session was appalling to me. The topics...
Do Stuff that Matters <ul><li>Tim O’Reilly  http://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html   </li></...
9. The Majestic Vision <ul><li>We’ve drifted from the  Majestic Vision  (Peter Schwartz’s term)  </li></ul><ul><ul><li>And...
10. Give Courage to Others <ul><li>The difference between leading and managing </li></ul><ul><li>What you do and say gives...
[Clip available on request]
<ul><li>Thank you! </li></ul><ul><li>Michael Edson </li></ul><ul><li>Smithsonian Institution </li></ul>
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Michael Edson, Resource Sharing Remixed

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Presentation for the 2009 Rethinking Resource Sharing IV forum at the Online Computer Library Consortium (OCLC) campus in Dublin, OH. Focuses on ways to catalyze change -- particularly in regard to digital strategy and asset sharing -- in large organizations. (The slideshow as a compilation is in the public domain, though individual assets may be under copyright as noted.)

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  • Michael Edson, Resource Sharing Remixed

    1. 1. 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
    2. 2. Preamble <ul><li>Twitter @mpedson (note the #si20 tag!) </li></ul><ul><li>slideshare.net/edsonm </li></ul><ul><li>[email_address] </li></ul><ul><li>smithsonian20.typepad.com </li></ul><ul><li>usingdata.typepad.com </li></ul><ul><li>Beware…The opinions in this presentation are mine, not the official policy/strategy of the Smithsonian… </li></ul>
    3. 3. Two Talks for the Price of One! <ul><li>A pitch for a Commons as the answer to the Smithsonian’s digital-resource sharing challenges </li></ul><ul><li>Practical advice tied to Rethinking Resource Forum’s goals/challenges </li></ul><ul><li>How to affect change in slow-moving organizations </li></ul><ul><li>Local actions that make a difference </li></ul>
    4. 4. The 5-Minute Shakespeare Version <ul><li>We’re working on a Web and New Media Strategy </li></ul><ul><li>I talk a lot about a “Smithsonian Commons” </li></ul><ul><li>I haven’t the foggiest idea how to catalyze institutional change </li></ul>
    5. 5. The 5-Minute Shakespeare Version <ul><li>We’re working on a Web and New Media Strategy </li></ul><ul><li>I talk a lot about a “Smithsonian Commons” </li></ul><ul><li>I haven’t the foggiest idea how to catalyze institutional change </li></ul>Now Discuss…
    6. 7. A Model Institution
    7. 8. Imagining a Smithsonian Commons <ul><li>The full, written-out version is on slideshare, http://slideshare.net/edsonm (Both PowerPoint and text versions, with references and footnotes!) </li></ul>
    8. 9. Vexatious Phenomena
    9. 10. Smithsonian Web and New Media Strategy Process
    10. 11. Smithsonian Web and New Media Strategy Process <ul><li>Currently underway http://smithsonian-webstrategy.wikispaces.com All work on public-facing wiki </li></ul><ul><ul><li>Internal workshops are “wiki-cast” </li></ul></ul><ul><li>Twitter, #si20 tag </li></ul><ul><ul><li>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 </li></ul></ul><ul><li>Radically open, transparent, fast </li></ul><ul><li>Alternative to traditional committee process </li></ul><ul><li>Expand internal brain trust </li></ul>
    11. 12. Organizational Change <ul><li>10 things I’m thinking about </li></ul>
    12. 13. 1. Urgency <ul><li>John P. Kotter, A Sense of Urgency </li></ul><ul><ul><li>HBR “Ideacast” clip, 2:30 </li></ul></ul>Audio clip plays for 2:30. Advance through next 7 slides manually
    13. 14. 1. Urgency <ul><li>John P. Kotter, A Sense of Urgency </li></ul><ul><li>Thoughts, feelings and behaviors </li></ul>
    14. 15. 1. Urgency <ul><li>John P. Kotter, A Sense of Urgency </li></ul><ul><li>Thoughts… </li></ul><ul><li>Great opportunities/hazards </li></ul>
    15. 16. 1. Urgency <ul><li>John P. Kotter, A Sense of Urgency </li></ul><ul><li>Feelings… </li></ul><ul><li>Gut level determination that we’ll do something now </li></ul>
    16. 17. 1. Urgency <ul><li>John P. Kotter, A Sense of Urgency </li></ul><ul><li>Behavior… </li></ul><ul><li>Hyper-alertness… commitment to making something happen with the important issues </li></ul>
    17. 18. 1. Urgency <ul><li>John P. Kotter, A Sense of Urgency </li></ul><ul><li>Behavior… </li></ul><ul><li>We gotta get going with this because it’s so important. </li></ul>
    18. 19. 1. Urgency <ul><li>John P. Kotter, A Sense of Urgency </li></ul><ul><li>Determination and movement that’s smart and that wins </li></ul>
    19. 20. 1. Urgency <ul><li>John P. Kotter, A Sense of Urgency </li></ul><ul><li>The rate of change is going up. </li></ul>
    20. 21. 2. Disruptive Innovation <ul><li>Clayton M. Christensen: The Innovators Dilemma </li></ul>
    21. 22. 2. Disruptive Innovation <ul><li>Clayton M. Christensen: The Innovator’s Dilemma </li></ul><ul><li>Sustaining Technologies vs. Disruptive Technologies </li></ul>
    22. 23. 2. Disruptive Innovation <ul><li>Clayton M. Christensen: The Innovator’s Dilemma </li></ul><ul><li>Sears was at the top if the world in the 1960’s </li></ul>
    23. 24. 2. Disruptive Innovation <ul><li>Clayton M. Christensen: The Innovator’s Dilemma </li></ul><ul><li>Sears was at the top if the world in the 1960’s </li></ul><ul><li>They missed discount retailing. </li></ul>
    24. 25. 2. Disruptive Innovation <ul><li>“ You’ve got about three years until you’re locked into being just a museum of stuff on the mall” </li></ul><ul><li>Executive from a national media/educational brand, about the Smithsonian’s digital strategy </li></ul>
    25. 26. 2. Disruptive Innovation <ul><li>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. </li></ul><ul><li>Clayton M. Christensen The Innovator’s Dilemma </li></ul>
    26. 27. 3. Darwin’s True Greatness <ul><li>… 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. </li></ul><ul><li>Can’t find source! (Bill Bryson?) </li></ul>
    27. 28. 3. Darwin’s True Greatness <ul><li>So, when you figure something out, tie it down! </li></ul><ul><li>Examples </li></ul><ul><li>Imagining a Smithsonian Commons </li></ul><ul><ul><li>Written-out with notes, references, links on slideshare. http://slideshare.net/edsonm </li></ul></ul><ul><li>Web-Strategy “workshop-to-wiki” process </li></ul><ul><ul><li>All workshops are “wiki-cast” so what’s said doesn’t drift away. http://smithsonian-webstrategy.wikispaces.com </li></ul></ul>
    28. 29. 4. Axiom: The Third Way <ul><li>Don’t get too attached to predicting outcomes to big presentations, confrontations, decisions. </li></ul><ul><li>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. </li></ul><ul><li>Example: “Smithsonian 2.0 event” </li></ul>
    29. 30. 5. Know What to Leave Out <ul><li>From a series of tweets @ Smithsonian Web and New Media Strategy workshops. </li></ul><ul><li>Excruciating process of boiling down the Smithsonian to its essence. </li></ul>
    30. 31. 6. Capability Maturity Models <ul><li>A framework for understanding what kinds of projects you are capable of doing successfully in the future! </li></ul>
    31. 32. 6. Capability Maturity Models 1. Initial 2. Managed 3. Defined 4. Quantitatively Managed 5. Optimizing
    32. 33. Understanding the levels People Processes Measurement Technology 1 2 3 4 5
    33. 34. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Success depends on individual heroics
    34. 35. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 “ Fire fighting” is a way of life
    35. 36. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Relationships between disciplines are uncoordinated, perhaps even adversarial
    36. 37. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Success depends on individuals Commitments are understood and managed People are trained
    37. 38. 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
    38. 39. Understanding the levels People Processes Measurement Technology 1 2 3 4 5 Strong sense of teamwork exists within each project
    39. 40. 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
    40. 41. 6. Capability Maturity Models <ul><li>More in “Good Projects Gone Bad” on SlideShare </li></ul>http://www.slideshare.net/edsonm/good-projects-gone-bad-an-introduction-to-process-maturity-1384375
    41. 42. 7. Thor Hyerdahl & Shark Wrestling
    42. 43. 7. Thor Hyerdahl & Shark Wrestling <ul><li>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.) </li></ul><ul><li>Sometimes you have to do crazy things </li></ul>
    43. 44. 7. Thor Hyerdahl & Shark Wrestling <ul><li>Web Tech Guy and Angry Staff Person </li></ul>http://smithsonian20.typepad.com/blog/2009/03/web-t.html
    44. 45. 8. Do Stuff that Matters
    45. 46. 8. Do Stuff that Matters <ul><li>Tim O’Reilly http://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html </li></ul><ul><li>Work on something that matters more than money </li></ul><ul><li>Create more value than you capture </li></ul><ul><li>Take the long view </li></ul>
    46. 47. 8. Do Stuff that Matters <ul><li>Cutting the “let’s collaborate more” crap </li></ul><ul><li>We don’t get paid to collaborate, we get paid to do important stuff— stuff that matters! </li></ul><ul><li>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. </li></ul>
    47. 48. 8. Do Stuff that Matters <ul><li>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: &quot;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.&quot; </li></ul><ul><li>Tim O’Reilly </li></ul>
    48. 49. 8. Do Stuff that Matters <ul><li>What Failure Looks Like </li></ul><ul><li>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 &quot;leading&quot; questions to point the audience toward centralization as the solution… </li></ul><ul><li>--Post-workshop evaluation </li></ul><ul><li>http://smithsonian-webstrategy.wikispaces.com/Curation+and+Resarch+Post-Workshop+Evaluation </li></ul>
    49. 50. Do Stuff that Matters <ul><li>Tim O’Reilly http://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html </li></ul><ul><li>Don’t be afraid to think big </li></ul><ul><li>Success as a byproduct of your goals </li></ul><ul><li>Let others make more of/with your ideas, assets, work </li></ul>
    50. 51. 9. The Majestic Vision <ul><li>We’ve drifted from the Majestic Vision (Peter Schwartz’s term) </li></ul><ul><ul><li>And it’s needed now, in a time of great change </li></ul></ul><ul><ul><li>A lot of organizations looking hard at their mission statements now </li></ul></ul><ul><ul><li>Widsom-making? The Increase and Diffusion of Knowledge? </li></ul></ul>
    51. 52. 10. Give Courage to Others <ul><li>The difference between leading and managing </li></ul><ul><li>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 </li></ul><ul><li>My job is, in part, to give others around me confidence to take a stand, speak out, and move forward. </li></ul>
    52. 53. [Clip available on request]
    53. 54. <ul><li>Thank you! </li></ul><ul><li>Michael Edson </li></ul><ul><li>Smithsonian Institution </li></ul>

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