The document summarizes Michael Edson's presentation on ten patterns for organizational change. The presentation draws from Edson's experience over 15 years working to facilitate organizational change. Some of the key patterns discussed include the idea that the internet changes everything, the importance of having a sense of urgency around change initiatives, dealing with disruptive innovations, the role of strategy in prioritizing opportunities, issues that can arise between management and practitioners, and the concept of process maturity for evolving an organization's capabilities over time. The presentation provides frameworks and examples to help organizations navigate organizational change in the current digital environment.
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Michael Edson: Prototyping the Smithsonian CommonsMichael Edson
Update 7/8/2010: we've posted the Smithsonian Commons Prototype http://www.si.edu/commons/prototype
First presented at Computers in Libraries (CIL) 2010, this presentation gives an overview of Smithsonian strategies and the inception of the Smithsonian Commons.
Think Big, Start Small, Move Fast: Digital Strategy in a Changing WorldMichael Edson
Keynote for MMEx digital strategy symposium, Randers, Denmark, August 2015. This presentation discusses the shortcomings of traditional strategy processes and suggests alternatives that emphasize speed, iteration, and a bias for action.
What happens when an organisation commits itself to 'humanity above bureaucracy'?
Bureaucracy and traditional power structures hinder organisations from harnessing the power of their employees, their intelligence, ideas and passions.
New models seem necessary to build a truly human organisation, one that balances scale and speed, efficiency and creativity, control and experimentation.
We are proud to announce our 37th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
On 17 February 2015, Doing Something Good facilitated a half day Insights and Innovation Lab in partnership with Vicsport and VicHealth to explore the changing business of community sport, and how clubs, associations and other service providers might respond effectively to emerging trends and the needs of Victorians to engage them in sport.
Doing Something Good facilitated this second event in Vicsport's 'Forward Thinking' series, addressing the changing business of community sport, and innovative approaches to getting more Victorian's physically active through sport.
Innovation in Action on 19 March was a practical workshop aimed at improving the capability of organisations in the community sport sector to be innovative, and generate game-changing ideas simply and quickly.
The Innovation in Action workshop provided participants with an opportunity to:
> Discover how top innovators approach problem solving
> Learn how you can apply cutting edge and easy to use design principles and methodologies to generate innovative ideas for community sport products, services and programs
> Participate in a practical ‘rapid prototyping’ team challenge to design innovative community sport membership models simply and quickly
A keynote presentation given on October 21 at LIANZA13, The Library and Information Association of New Zealand Aotearoa Conference, 2013. The talk explored how design strategies and tools offer us ways to work with our communities to co-design and re-think our approach to future services, and even to defining the role and purpose of our organisations. This has a particular relevance for libraries who are facing significant changes to their traditional service models, and are in the (ongoing) process of evolving, redefining and extending their role and purpose in response to things like changing user needs, digitisation and new channels for search and discovery.
See the programme http://www.lianza.org.nz/news-events/conferences/lianza-conference-2013/programme
See the abstract http://www.lianza.org.nz/sites/lianza.org.nz/files/keynote_2_penny_hagen.pdf
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Michael Edson: Prototyping the Smithsonian CommonsMichael Edson
Update 7/8/2010: we've posted the Smithsonian Commons Prototype http://www.si.edu/commons/prototype
First presented at Computers in Libraries (CIL) 2010, this presentation gives an overview of Smithsonian strategies and the inception of the Smithsonian Commons.
Think Big, Start Small, Move Fast: Digital Strategy in a Changing WorldMichael Edson
Keynote for MMEx digital strategy symposium, Randers, Denmark, August 2015. This presentation discusses the shortcomings of traditional strategy processes and suggests alternatives that emphasize speed, iteration, and a bias for action.
What happens when an organisation commits itself to 'humanity above bureaucracy'?
Bureaucracy and traditional power structures hinder organisations from harnessing the power of their employees, their intelligence, ideas and passions.
New models seem necessary to build a truly human organisation, one that balances scale and speed, efficiency and creativity, control and experimentation.
We are proud to announce our 37th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
On 17 February 2015, Doing Something Good facilitated a half day Insights and Innovation Lab in partnership with Vicsport and VicHealth to explore the changing business of community sport, and how clubs, associations and other service providers might respond effectively to emerging trends and the needs of Victorians to engage them in sport.
Doing Something Good facilitated this second event in Vicsport's 'Forward Thinking' series, addressing the changing business of community sport, and innovative approaches to getting more Victorian's physically active through sport.
Innovation in Action on 19 March was a practical workshop aimed at improving the capability of organisations in the community sport sector to be innovative, and generate game-changing ideas simply and quickly.
The Innovation in Action workshop provided participants with an opportunity to:
> Discover how top innovators approach problem solving
> Learn how you can apply cutting edge and easy to use design principles and methodologies to generate innovative ideas for community sport products, services and programs
> Participate in a practical ‘rapid prototyping’ team challenge to design innovative community sport membership models simply and quickly
A keynote presentation given on October 21 at LIANZA13, The Library and Information Association of New Zealand Aotearoa Conference, 2013. The talk explored how design strategies and tools offer us ways to work with our communities to co-design and re-think our approach to future services, and even to defining the role and purpose of our organisations. This has a particular relevance for libraries who are facing significant changes to their traditional service models, and are in the (ongoing) process of evolving, redefining and extending their role and purpose in response to things like changing user needs, digitisation and new channels for search and discovery.
See the programme http://www.lianza.org.nz/news-events/conferences/lianza-conference-2013/programme
See the abstract http://www.lianza.org.nz/sites/lianza.org.nz/files/keynote_2_penny_hagen.pdf
Facilitating Complexity: Methods & Mindsets for Exploration William Evans
An updated presentation delivered at PwC in Melbourne Australia
Will Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization. Will earned his Jonah® from AGI, and serves on the Board of Advisors for Rutgers CX (Customer Experience). Formerly, he was Design Thinker-In-Residence at NYU Stern.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he brought LeanUX, Lean and Kanban to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in design innovation, user experience strategy and research. His roles include directing UX for social network analytics & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
Will is passionate about coffee, so much so that he started his own brand of organic single-origin coffee beans. He Co-Founded and Co-Chaired the LeanUXNYC conference, Founded the AgileUX NYC conference, and was also the User Experience track chair for the Agile 2013/2014 conferences.
6 Things We Learned at Innovation Social 2014EvolverHQ
About Innovation Social
Innovation Social aims to unpick what Innovation means for the marketing communications industry and make sense of it all.
This wonderful half day event was held at LBiDigitas on the 26th June 2014 and featured speakers from BBH, Wolf Ollins, Albion, Smithery, & DigitasLBi discussing driving innovation across the industry.
find out more @Innovationsocwww.innovationdisorder.com
thanks to @NadsBads and everyone who was involved
About Evolver
Evolver is a digital strategy consultancy
We help companies master digital. We do this through accelerated evolution – by transforming operations, unlocking new opportunities and helping them achieve their digital vision.
Evolver provides senior executives with an alternative to management consultancies and marketing agencies when they need to make a radical difference.
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
Why space matters...the role of orchestrated serendipityPaul Corney
A presentation that formed the backdrop of a workshop I ran for the NetIKX group in early 2014. It explored why it is important for organisations to consider how they organise their working environment, what works and what doesn't.
Well attended and an interesting set of conversations (you'd expect that with Harold Jarche and David Gurteen in the audience - an accompanying report was made available - here's the link: http://www.scribd.com/doc/205349954/when-space-matters-and-the-role-of-orchestrated-serendipity-survey-and-workshop-findings
05. Changing minds - interdisciplinary tools for behaviour changeMatt Postles
Behaviour change expert Dr. Fiona Spotswood outlines the key perspectives and assumptions we make when designing behaviour change interventions and introduces practical interdisciplinary tools for avoiding the pitfalls.
Working Out Loud Through Open InnovationPaul Taylor
Originally presented for NHS England at #CAHPO16 - this deck looks at innovation and working out loud It proposes that through digital technology we have a huge opportunity to join sectors and boost our capacity and capability for innovation and change
Presenting in partnership with United Way Central Alberta in Red Deer, SiG National Executive Director, Tim Draimin, explores social innovation: what it is, why it is important, and the opportunity for Alberta to become a social innovation leader.
Integrating UX and evidence-based approaches to design effective youth mental...Penny Hagen
A presentation given at UXNZ 13, on integrating user experience and participatory approaches with traditional evidence-based approaches to design mental health interventions for young people.
Presentation given in collaboration with @kittyrahilly and @mariesanicholas from the Inspire Foundation in Sydney, Australia.
See full abstract & audio of the presentation
http://uxnewzealand.co.nz/uxnz-2013/integrating-ux-evidence-based-approaches/
For more info see
More info http://www.smallfire.co.nz/2014/01/25/integrating-user-experience-and-evidence-based-approaches-to-design/
We are proud to announce our 31st Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Reading list / link feast for 1st annual global summit of thought leaders on entrepreneurial ecosystems led by US Sourcelink (www.ussourcelink.com) and hosted at the Ewing Marion Kauffman Foundation (www.kauffman.org)
Collaborative Innovation: The State of EngagementDan Keldsen
The ultimate benefits of Collaborative Innovation are when Collaborative Innovation is applied at a strategic level - but are you using the tactics to make the most of Collaborative Innovation?
Last quarter the Collaborative Innovation Team surveyed over 200 thought leaders in multiple functional roles from large and small organizations distributed worldwide. The results offer some fascinating insights into the ways that collaborative innovation is and isn’t being implemented in businesses today.
With only 15% of respondents stating their organization is "very effective" at Collaborative Innovation, and a mere 35% who believe Collaborative Innovation ranks up with the core capabilities of business such as R&D, Operations, Marketing and more - we’re certainly not all masters of this space just yet.
Call it Collaborative Innovation, Enterprise 2.0, Open Innovation, Innovation Management, Hyper-Social Innovation or Social Business... are you doing it? Doing it well? Find out what we've uncovered in this sneak preview of the upcoming ebook on our research results from late 2011 to early 2012.
A would-be nanopreneur's Thinkerings on KnowledgenanoKnowledge
Tham, David. (2004, Nov) "A would-be nanopreneur’s Thinkerings on Knowledge". In David Gurteen (ed.), Global Knowledge Review. London: BizMedia; pp. 6-7.
The Global Knowledge Review offered subscribers "unrivalled access to thought leaders in the fields of knowledge, learning, creativity, innovation and personal development". Each issue was designed to bring "leading edge thinking from top knowledge professionals around the world together with the latest news from the knowledge industry".Subscription to Global Knowledge Review cost £135/€140/US $170 for 10 issues per year. The Global Knowledge Review is no longer being published and this item is an archived version.
Presented at Design Research 2017 (UX Australia). This talk explores how design research practice and protocols might shift, change or be challenged when the focus is to deliver community-led social change outcomes. The presentation draws on experiments and experiences in recent place based social innovation initiatives in Aotearoa New Zealand.
Full description. Audio to come. http://www.uxaustralia.com.au/conferences/design-research-2017/presentation/design-research-as-a-social-change-process/
This document reflects the recommendations made by various stakeholders on National Plan of Action for Children. This National Plan of Action (NPA) for children in Pakistan has developed set targets and indicators to assess progress towards the achievement of the Goals and also envisages a process of monitoring progress towards the achievement of the Goals through the development of a system to measure changes in the status of the indicators,
Facilitating Complexity: Methods & Mindsets for Exploration William Evans
An updated presentation delivered at PwC in Melbourne Australia
Will Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization. Will earned his Jonah® from AGI, and serves on the Board of Advisors for Rutgers CX (Customer Experience). Formerly, he was Design Thinker-In-Residence at NYU Stern.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he brought LeanUX, Lean and Kanban to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in design innovation, user experience strategy and research. His roles include directing UX for social network analytics & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
Will is passionate about coffee, so much so that he started his own brand of organic single-origin coffee beans. He Co-Founded and Co-Chaired the LeanUXNYC conference, Founded the AgileUX NYC conference, and was also the User Experience track chair for the Agile 2013/2014 conferences.
6 Things We Learned at Innovation Social 2014EvolverHQ
About Innovation Social
Innovation Social aims to unpick what Innovation means for the marketing communications industry and make sense of it all.
This wonderful half day event was held at LBiDigitas on the 26th June 2014 and featured speakers from BBH, Wolf Ollins, Albion, Smithery, & DigitasLBi discussing driving innovation across the industry.
find out more @Innovationsocwww.innovationdisorder.com
thanks to @NadsBads and everyone who was involved
About Evolver
Evolver is a digital strategy consultancy
We help companies master digital. We do this through accelerated evolution – by transforming operations, unlocking new opportunities and helping them achieve their digital vision.
Evolver provides senior executives with an alternative to management consultancies and marketing agencies when they need to make a radical difference.
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
Why space matters...the role of orchestrated serendipityPaul Corney
A presentation that formed the backdrop of a workshop I ran for the NetIKX group in early 2014. It explored why it is important for organisations to consider how they organise their working environment, what works and what doesn't.
Well attended and an interesting set of conversations (you'd expect that with Harold Jarche and David Gurteen in the audience - an accompanying report was made available - here's the link: http://www.scribd.com/doc/205349954/when-space-matters-and-the-role-of-orchestrated-serendipity-survey-and-workshop-findings
05. Changing minds - interdisciplinary tools for behaviour changeMatt Postles
Behaviour change expert Dr. Fiona Spotswood outlines the key perspectives and assumptions we make when designing behaviour change interventions and introduces practical interdisciplinary tools for avoiding the pitfalls.
Working Out Loud Through Open InnovationPaul Taylor
Originally presented for NHS England at #CAHPO16 - this deck looks at innovation and working out loud It proposes that through digital technology we have a huge opportunity to join sectors and boost our capacity and capability for innovation and change
Presenting in partnership with United Way Central Alberta in Red Deer, SiG National Executive Director, Tim Draimin, explores social innovation: what it is, why it is important, and the opportunity for Alberta to become a social innovation leader.
Integrating UX and evidence-based approaches to design effective youth mental...Penny Hagen
A presentation given at UXNZ 13, on integrating user experience and participatory approaches with traditional evidence-based approaches to design mental health interventions for young people.
Presentation given in collaboration with @kittyrahilly and @mariesanicholas from the Inspire Foundation in Sydney, Australia.
See full abstract & audio of the presentation
http://uxnewzealand.co.nz/uxnz-2013/integrating-ux-evidence-based-approaches/
For more info see
More info http://www.smallfire.co.nz/2014/01/25/integrating-user-experience-and-evidence-based-approaches-to-design/
We are proud to announce our 31st Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Reading list / link feast for 1st annual global summit of thought leaders on entrepreneurial ecosystems led by US Sourcelink (www.ussourcelink.com) and hosted at the Ewing Marion Kauffman Foundation (www.kauffman.org)
Collaborative Innovation: The State of EngagementDan Keldsen
The ultimate benefits of Collaborative Innovation are when Collaborative Innovation is applied at a strategic level - but are you using the tactics to make the most of Collaborative Innovation?
Last quarter the Collaborative Innovation Team surveyed over 200 thought leaders in multiple functional roles from large and small organizations distributed worldwide. The results offer some fascinating insights into the ways that collaborative innovation is and isn’t being implemented in businesses today.
With only 15% of respondents stating their organization is "very effective" at Collaborative Innovation, and a mere 35% who believe Collaborative Innovation ranks up with the core capabilities of business such as R&D, Operations, Marketing and more - we’re certainly not all masters of this space just yet.
Call it Collaborative Innovation, Enterprise 2.0, Open Innovation, Innovation Management, Hyper-Social Innovation or Social Business... are you doing it? Doing it well? Find out what we've uncovered in this sneak preview of the upcoming ebook on our research results from late 2011 to early 2012.
A would-be nanopreneur's Thinkerings on KnowledgenanoKnowledge
Tham, David. (2004, Nov) "A would-be nanopreneur’s Thinkerings on Knowledge". In David Gurteen (ed.), Global Knowledge Review. London: BizMedia; pp. 6-7.
The Global Knowledge Review offered subscribers "unrivalled access to thought leaders in the fields of knowledge, learning, creativity, innovation and personal development". Each issue was designed to bring "leading edge thinking from top knowledge professionals around the world together with the latest news from the knowledge industry".Subscription to Global Knowledge Review cost £135/€140/US $170 for 10 issues per year. The Global Knowledge Review is no longer being published and this item is an archived version.
Presented at Design Research 2017 (UX Australia). This talk explores how design research practice and protocols might shift, change or be challenged when the focus is to deliver community-led social change outcomes. The presentation draws on experiments and experiences in recent place based social innovation initiatives in Aotearoa New Zealand.
Full description. Audio to come. http://www.uxaustralia.com.au/conferences/design-research-2017/presentation/design-research-as-a-social-change-process/
This document reflects the recommendations made by various stakeholders on National Plan of Action for Children. This National Plan of Action (NPA) for children in Pakistan has developed set targets and indicators to assess progress towards the achievement of the Goals and also envisages a process of monitoring progress towards the achievement of the Goals through the development of a system to measure changes in the status of the indicators,
NGOs in Pakistan: their history, law(s), activities, types, their impact on poverty, their problems and prospects.
Definition, what are their problems, what has been done by the state, international lending/donor agencies, what could be done for their improvement.
TEDx Manchester: AI & The Future of WorkVolker Hirsch
TEDx Manchester talk on artificial intelligence (AI) and how the ascent of AI and robotics impacts our future work environments.
The video of the talk is now also available here: https://youtu.be/dRw4d2Si8LA
Michael Edson @ Potomac Forum: Relevance is in the Eyes of the BeholderMichael Edson
For the 10/30/09 Potomac Forum "Building Better Government Web Sites" event. This talk looks at the drivers behind the Smithsonian Web and New Media Strategy process and how the strategy defines a new relationship with audiences.
Michael Edson @ J. Boye 2011: Jedi Mind Tricks for Measuring and Optimizing L...Michael Edson
Updated version of a talk first given at the e-Metrics Marketing and Optimization Summit, Washington, D.C., October 5, 2010. This version is for the J. Boye conference, Philadelphia, PA, 5-4-2011.
The talk spells out the lofty goals of the Smithsonian Institution and the Smithsonian Commons project, and then describes some of the unconventional measurement methodologies we're using to figure out what to do and how to do it.
J. Boye Conference page: http://jboye.com/conferences/philadelphia11/program/speakers/michael-edson/#presentation
Michael Edson @ Brown University: Digital Strategy ThermoclineMichael Edson
The purpose of this presentation is to stimulate discussion around important issues in institutional digital strategy—just remember, these are generalizations and provocations: “the truth is in the middle."
For the Public Humanities Lunch, John Nicholas Brown Center for Public Humanities and Cultural Heritage, Brown University, November 18, 2009
Imagining a Smithsonian Commons - Gilbane 2008 slidesMichael Edson
Presented at the Gilbane Conference, Boston, 12-3-2008. See the accompanying pdf of the text (with footnotes and references!) for the full story. Note that these are the author\'s views about what *might* happen at the Smithsonian - - this is not official policy.
NOTE: this content is in the public domain (I'm a federal employee) but SlideShare doesn't let me tag it that way.
MCN 2008: Imagining a Smithsonian CommonsMichael Edson
Presented at the Museum Computer Network, Washington, D.C., 11-13-2008. See the accompanying pdf of the text (with footnotes and references!) for the full story. Note that these are the author\\\'s views about what *might* happen at the Smithsonian - - this is not official policy.
NOTE: this content is in the public domain (I'm a federal employee) but SlideShare doesn't let me tag it that way.
Michael Edson @ UGame ULearn: The Smithsonian Commons PrototypeMichael Edson
Overview of the Smithsonian Web and New Media Strategy process and the development of the Smithsonian Commons for the UGame ULearn conference, TU Delft Library and DOK
Library Concept Center, Delft, NL
3/31/2010
Powerpoint for Michael Edson's 2009 Visual Resources Association presentation, "Imagining a Smithsonian Commons" See accompanying pdf text version for the written-out text, footnotes, etc.
NOTE: this content is in the public domain (I'm a federal employee) but SlideShare doesn't let me tag it that way.
"Imagining a Smithsonian Commons" CIL 2009 Michael Edson PowerPointMichael Edson
Slides of keynote presentation to 2009 Computers in Libraries conference. 4/1/09. See also text of the talk which is uploaded as a PDF. This material is in the Public Domain, except some of the supporting photography and graphs. Video of me giving this presentation is at http://www.ustream.tv/recorded/1327813
Michael Edson @ MCN '09: Smithsonian Web and New Media Strategy -- Drivers, P...Michael Edson
A 15 minute overview of the Smithsonian Institution's Web and New Media Strategy and the drivers and process behind it. Part of the "strategery" [sic] session at the Museum Computer Network conference, November 13, 2009.
Michael Edson @ Forum One: Strategy and Audience (long version)Michael Edson
Long version of presentation about the Smithsonian's Web and New Media Strategy and how it relates to the goal of creating more audience-centric Web sites. For Forum One, National Press Club, Washington, D.C. November 5, 2009.
Slides for a remote presentation/session for http://conference2009.e-uni.ee/index.php?n=en
SCHOOL - FROM TEACHING INSTITUTION TO LEARNING SPACE which takes place April 02 - 03, 2009 at the Estonian University of Life Sciences conference centre (Kreutzwaldi 1A, Tartu), Estonia (but I'll be in Seattle and it will be 4:30 am my time!)
Strategy and Audience at the Smithsonian Institution, Michael Edson / Forum O...Forum One
Michael Edson, Director, Web and New Media Strategy of the Smithsonian Institution, talks about how he guided the development of Smithsonian's recently released New Media Strategy and how it impacts the user experience for museum websites and entices audience participation at Forum One's Web Executive Seminar, "Thanks, Come Again: Audience- Centric, User Experience" on November 5, 2009. To learn more about this event, visit http://www.forumone.com/thanks.
Csikszentmihalyi and the Systems Perspective for the Study of CreativityGlenn Griffin
A class presentation for ADV 6383 - Creativity as Problem Solving by graduate students Catherine Cacheris and Samantha Rugani at SMU's Temerlin Advertising Institute.
An overview presentation about using social media and social networking for social causes that I gave for the Dallas Social Venture Partners on Feb. 5, 2010.
Michael Edson: The Smithsonian Commons - A Model Institution?Michael Edson
An overview of the Smithsonian Institution's Web and New Media Strategy process and the vision of a Smithsonian Commons. Presented at the Special Libraries Association 2009 conference.
Michael Edson @ Walker Art Center: What is a CommonsMichael Edson
annotated/footnoted talk given at the Walker Art Center's "Opening the Field" celebration in Minneapolis, MN, 6/2/2010. The talk goes through some of the reasons why the Smithsonian Commons project is important to accomplishing the Smithsonian's mission, and what the characteristics of a commons are or might be...
Shaking Hands with the Future: Culture and Heritage at a Moment Full of ChangeMichael Edson
Keynote for the congress of the Network Oorlogsbronnen (Netherlands WWII data network), Amsterdam, The Netherlands
2 November 2021.
Note that some of the text/callouts seem hard to read w. SlideShare's new compression scheme — sorry about that! Probably best to download the show and view it in PowerPoint, or, I've put a link to a PDF version on slide 2 (and the links work on the PDF version too!)
(This is the second version of these slides. The previous version was for some reason flagged as suspicious by SlideShare and made irrevocably un-shareable.)
Digital Culture and the Shaking Hand of ChangeMichael Edson
The presentation shows how to create and use a "problem space" to organize complex challenges. The central metaphor for the talk is the "civic handshake" — a process by which different parts of society cooperate through the informal exchange of information and the sharing of responsibilities.
Ignite talk for the Museum Computer Network 2019 conference.
Annotated script with links and references.
A video of the talk: https://youtu.be/Psf-1C3ocDA
A blog post with some context and links: https://www.usingdata.com/usingdata/2019/11/5/the-web-we-want
Keynote for the Prague Platform on the Future of Cultural Heritage, convened by the European Commission, October 7-8, 2019. The Prague Platform talks about
“Enhanced digitally enabled cultural heritage participation for all citizens.”
But what do these words mean? And how might we approach them — as practitioners, communities, governments and institutions, and citizens?
Michael Peter Edson — Robot vs. Human: Who Will Win?Michael Edson
Presentation for the VIII St. Petersburg International Cultural Festival, St. Petersburg, Russia. 16 November 2019. See https://usingdata.com for updates and new versions.
Conference: https://culturalforum.ru.
Panel: https://culturalforum.ru/event/1565208895246-robot-vs-chelovek-kakie-navyki-pobedyat
Dark Matter - - the dark matter of the internet is open, social, peer-to-peer...Michael Edson
Keynote for Europeana Creative, Kulturstyrelsen - Danish Agency for Culture, Internet Librarian International (London), Southeastern Museum Conference (USA), Library of Congress Reference Forum, St. John's University Library Forum, University of Oklahoma Digital Humanities Presidential Lecture, Smith Leadership Symposium (Balboa Park, USA)...
The Dark Matter of the Internet - - the dark matter of the internet is open, social, peer-to-peer and read write...and it's the future of libraries, museums, archives, and institutions of all kinds.
Also see the essay on which this talk is based: Dark Matter - - https://medium.com/@mpedson/dark-matter-a6c7430d84d1
And a video of me presenting these slides at the 2014 Southeastern Museums Conference (USA): http://youtu.be/-tdLD5rdRTQ
Boom: Openness and Sharing in the Cultural Heritage SectorMichael Edson
My essay for the book Sharing is Caring: Openness and sharing in the cultural sector, Merete Sanderhoff, editor, published by the National Gallery of Denmark, 2014.
Free download at http://sharingiscaring.smk.dk/en
"Michael opens this anthology by establishing why it is crucial for the cultural heritage sector to seize the opportunity offered by the Internet and digitization to reach global populations and make a difference in their lives. Through many years of pioneering efforts within the field of digital technologies, and generous sharing of expertise and advice, Michael has inspired institutions worldwide to dare working more openly and inclusively with the users’ knowledge and creativity."
Try Not: Do (New Zealand National Digital Forum, Closing Remarks)Michael Edson
Text from a short video for the closing plenary of the 2013 New Zealand National Digital Forum. This was cooked up - - improvised - - with no advanced planning a few hours before Andy Fenton's conference wrap-up.
Many thanks to Andy and everyone at the #ndfnz for allowing me to be there with you, if only for a few minutes, virtually.
The Tortoise and the Hare, Netherlands Museum CongresMichael Edson
Remarks to the Netherlands Museum Congress, October 3, 2013 plenary session keynote. Footnotes and citations are coming later, in an edited version, but let me know if you need sources/links. - - Mike
"Scope, Scale, Speed" -- for the Journal of the American Association of Schoo...Michael Edson
Text (and a few, adapted/simplified graphics) of an article in the May/June 2013 issue (Volume 41, No. 5) of Knowledge Quest, the journal of the American Association of School Librarians. I have included a few adapted /simplified graphics from the article, and I have added hyperlinks and an update/note or two. The original publication was sent to 7,000 school libraries and members of the American Association of School Librarians, and it is also available via several research databases.
The article is published in Knowledge Quest as CC-BY
Keynote for Wikimedia UK GLAM-WIKI conference, British Library, London, April 12, 2013.
https://uk.wikimedia.org/wiki/GLAM-WIKI_2013
Also presented at the National Museum, Denmark; Danish Broadcasting; Danskkulturarv.dk; the FIAT/IFTA conference; National Museum Congress, the Netherlands; Arts Council Norway annual conference; J. Boye, Copenhagen
Scope, scale, and speed are the focus of most of my work this year.
"Click to Add Title"/ Thoughts on PresentingMichael Edson
Short presentation for the Museums and the Web Speaker Training webinar.
The session was lead by Loic Tallon and Nancy Proctor, and Peter Samis, Dana Mitroff-Silvers, Amy Heibel and Susan Chun all gave short talks that are well worth looking at ;)
http://mw2013.museumsandtheweb.com/mw2013-speaker-training-free-webinars/
Are museums a dial that only goes to 5? Michael Edson
For Social Media Week, Washington, D.C., "Defining and measuring social media success in museums and arts organizations." http://socialmediaweek.org/blog/event/are-you-remarkable-defining-and-measuring-social-media-success-in-museums-and-arts-organizations/#.US4XyOtARCQ
Super-Successful GLAMs (Text version with notes)Michael Edson
Opening remarks for The Commons and Digital Humanities in Museums
Sponsored by the City University of New York Digital Humanities Initiative, November 28, 2012
Organized by Neal Stimler and Matt Gold, with Will Noel and Christina DePaolo.
http://cunydhi.commons.gc.cuny.edu/2012/11/07/wednesday-november-28-the-commons-and-digital-humanities-in-museums/
Jack the Museum (Museums in the Age of Scale) -- Text versionMichael Edson
Ignite talk (text version with footnotes) for the Museum Computer Network 2012 annual conference, November 7, 2012, Seattle, WA.
Slides at Slides at
http://www.slideshare.net/edsonm/jack-the-museum-museums-in-the-age-of-scale-15089314
European Cultural Commons Workshop, Introductory Remarks (transcript)Michael Edson
YouTube video of this talk: http://youtu.be/VlHC0uPqdRY.
This is a transcript of a short introductory video recorded for Europeana’s European Cultural Commons workshop in Limassol Cyprus on October 30, 2012.
Open Digital Heritage: Doing Hard Things Easily, at Scale (text version) :: M...Michael Edson
The text of a brief keynote for the 2012 Open Digital Heritage symposium at the National Heritage Board of Sweden, organized with the Swedish National Archives and National Library as part of the Almedalen Week events.
Abstract: Heritage organizations need to adopt new tools and new ways of thinking to achieve meaningful outcomes in the 21st century. Open content and participatory knowledge creation are vital to the success of knowledge institutions.
A video of this and other talks from the conference are available at http://oppnakulturarvet.se/
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The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
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Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
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See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
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👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
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Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
JMeter webinar - integration with InfluxDB and Grafana
Michael Edson: Ten Patterns for Organizational Change
1. Ten Patterns for
Organizational Change
National Museum Publishing Seminar
Washington, D.C.
June 19, 2010
Michael Edson
Director of Web and New Media Strategy
Smithsonian Institution
2. “From law firms to libraries, from universities to
Fortune 500 companies, the organization’s website
almost invariably falls under the domain of the IT
Department or the Marketing Department, leading
to turf wars and other predictable consequences.
While many good (and highly capable) people work
in IT and marketing, neither area is ideally suited to
craft usable websites or to encourage the
blossoming of vital web communities.”
Jeffrey Zeldman
Let There be Web Divisions
http://www.zeldman.com/2007/07/02/let-there-be-web-divisions/
3. Preamble
Twitter: @mpedson
http://slideshare.net/edsonm
“I am not an official spokesperson
for the Smithsonian Institution”
4. Preamble
Twitter: @mpedson
http://slideshare.net/edsonm
“I am not an official spokesperson
for the Smithsonian Institution”
5. This presentation draws
Preamble from these slides/papers
(and others!)
Twitter: @mpedson
http://slideshare.net/edsonm
“I am not an official spokesperson
for the Smithsonian Institution”
http://www.slideshare.net/edsonm/ http://www.slideshare.net/edsonm/go http://www.slideshare.net/edson
michael-edson-brown-university- od-projects-gone-bad-an- m/good-projects-gone-bad-an-
digital-strategy-thermocline introduction-to-process-maturity- introduction-to-process-maturity
1384375
6. This one too! Preamble
Twitter: @mpedson
http://slideshare.net/edsonm
Technology, New Media, and Museums:
Who’s in Charge?
“I am not an official spokesperson
(from AAM 2008 annual conference)
for the Smithsonian Institution”
Text notes: http://www.slideshare.net/edsonm/aam2009-session-intro-and-notes-who-is-in-charge-v2
PowerPoint: http://www.slideshare.net/edsonm/new-media-technology-and-museums
7. Premise of this presentation
Premise:
a) You work in--or have a stake in--museum
publishing
b) Your model of … has been disrupted by
digital media
c) You’re interested in--or are struggling with--
how you, your department, or your museum
should change because of (b).
12. “Patterns” can help
Once you see a pattern and have a name for it
you can start to communicate about it…
...and hack it.
13. “Patterns” can help
This presentation describes ten patterns I’ve
found over the last 15 years of trying to figure out
how to deal with organizational change.
14. “Patterns” can help
This presentation describes ten patterns I’ve
found over the last 15 years of trying to figure out
how to deal with organizational change.
I hope they help!!!
17. Pattern 1: ICE is real
“ICE” = Internet Changes Everything
18. Pattern 1: ICE is real
“ICE” = Internet Changes Everything
• ~2 billion Internet users
• ~4 billion mobile phone subscribers
19. “Everything we hear from people we
interview is that today’s consumers
draw no distinctions between an
organization’s Web site and their
traditional bricks-and-mortar presence:
both must be excellent for either to be
excellent.”
Lee Rainie
Director, Pew Internet & American Life Project
20. “Twenty years from now we’ll look back
and say this was the embryonic period.
The Web is only going to get more
revolutionary”
--Tim Berners-Lee, 2006
29. Pattern 2: Urgency
John P. Kotter, A Sense of Urgency
Harvard Business Review “Ideacast” with John Kotter
http://blogs.bnet.com/intercom/?p=1869
A Sense of Urgency (via Google Books)
http://books.google.com/books?id=xCAD8ashi_UC&printsec=frontcover&dq=john+kotter+sense+of+urgency&source=bl&ots
=WXQnhRPxhb&sig=dkqctdFuUhfG5OUD7Gzl4oihmUU&hl=en&ei=j1EfTPLJLMH-
8Ab0uajCDA&sa=X&oi=book_result&ct=result&resnum=3&ved=0CCQQ6AEwAg#v=onepage&q&f=false
A Sense of Urgency (via Amazon)
http://www.amazon.com/Sense-Urgency-John-P-
Kotter/dp/1422179710
33. Pattern 3: Disruptive Innovation
• Clayton M. Christensen: The Innovator’s
Dilemma
(Via Amazon)
http://www.amazon.com/Inno
vators-Dilemma-
Revolutionary-Business-
Essentials/dp/0060521996
34. Pattern 3: Disruptive Innovation
• Clayton M. Christensen: The Innovator’s
Dilemma
Sears was at the top if the world
in the 1960’s
35. Pattern 3: 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.
36. Pattern 3: 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
39. In today’s environment, where you
could be doing almost anything,
You need strategy to help you
prioritize tactical opportunities
(or
sense an opportunity that is
beyond their grasp.)
40. Strategy is a tool that “does work”
(or
sense an opportunity that is
beyond their grasp.)
41. “Most organizations don’t get
serious about strategy until
they are afraid or in pain”
(or
sense an opportunity that is
beyond their grasp.) CEO
Leo Mullen,
Navigation Arts
43. The strategy talks about an updated digital
experience, a new learning model that helps
people with their "lifelong learning journeys,"
and the creation of a Smithsonian Commons—
a new part of our digital presence dedicated to
stimulating learning, creation, and innovation
through open access to Smithsonian research,
collections and communities.
http://smithsonian-webstrategy.wikispaces.com/
44. The strategy talks about an updated digital
experience, a new learning model that helps
people with their "lifelong learning journeys,"
and the creation of a Smithsonian Commons—
a new part of our digital presence dedicated to
stimulating learning, creation, and innovation
through open access to Smithsonian research,
collections and communities.
http://smithsonian-webstrategy.wikispaces.com/
45. The strategy talks about an updated digital
experience, a new learning model that helps
people with their "lifelong learning journeys,"
and the creation of a Smithsonian Commons—
a new part of our digital presence dedicated to
stimulating learning, creation, and innovation
through open access to Smithsonian research,
collections and communities.
http://smithsonian-webstrategy.wikispaces.com/
46. The strategy talks about an updated digital
experience, a new learning model that helps
people with their "lifelong learning journeys,"
and the creation of a Smithsonian Commons—
a new part of our digital presence dedicated to
stimulating learning, creation, and innovation
through open access to Smithsonian research,
collections and communities.
Old Learning Model
New Learning Model
http://smithsonian-webstrategy.wikispaces.com/
47. Balancing autonomy and control within the
Smithsonian.rt of our digital presence
dedicated to stimulating learning, creation,
and innovation through open access to
Smithsonian research, collections and
communities.
http://smithsonian-webstrategy.wikispaces.com/
48. …and the creation of a Smithsonian
Commons—a new part of our digital presence
dedicated to stimulating learning, creation,
and innovation through open access to
Smithsonian research, collections and
communities.
http://smithsonian-webstrategy.wikispaces.com/
49. Smithsonian Web & New Media
Strategy Structure
• Three Themes
– Update the Smithsonian Digital Experience
– Update the Smithsonian Learning Model
– Balance Autonomy and Control within SI
• Eight Goals External Internal
Mission Interpretation
Brand Technology
Learning Business Model
Audience Governance
Each Goal has specific program, policy, and tactical recommendations
http://smithsonian-webstrategy.wikispaces.com/
50. Web & New Media Strategy
Structure
• Three Themes
– Update the Smithsonian Digital Experience
– Update the Smithsonian Learning Model we
This gives us a language
– Balance Autonomy and Control within SI our
can use to understand
work, what’s important, and
• Eight Goals External change will look like.
what Internal
Mission Interpretation
Brand Technology
Learning Business Model
Audience Governance
Each Goal has specific program, policy, and tactical recommendations
58. Thermocline Issues
Focus on Catalyze innovation/
innovation/ discovery
discovery outside the institution
inside the Institution
Joy’s Law: no matter
who you are, most of
the smartest people
work for someone else
59. Thermocline Issues
Provide services Every user is a
to passive audiences hero
In their own
epic journey
60. Thermocline Issues
Provide services Every user is a
to passive audiences hero
In their own
epic journey
61. Thermocline Issues
The Web is a
fundamentally new
way of getting
things done
The Web is
a bigger megaphone
62. Thermocline Issues
“we are living in the middle of a remarkable increase in
our ability to share, to cooperate with one another, and
to take collective action, all outside the framework of
traditional institutions and organization …Getting the
free and ready participation of a large, distributed
group with a variety of skills has gone from impossible
to simple.”
Clay Shirky
63. Thermocline Issues
The most interesting
You can manage
ecosystems are
technology and content
in “border habitats”
separately
between the two
67. Pattern 6: You’re not alone
I’ve talked to dozens of museums, businesses,
and government agencies in the last year, and
they’re all feeling tension around these issues.
68. Pattern 6: You’re not alone
I’ve talked to dozens of museums, businesses,
and government agencies in the last year, and
they’re all feeling tension around these issues.
Just in the last few months I’ve sensed a greater
sense of urgency around these issues— “we’re
playing for keeps now.”
71. Pattern 7: You get what you
practice
• If you tell me you’re training for the Boston
Marathon, and I come over to your house, I expect to
see sweat socks and running shoes in your hallway
and pasta in the fridge.
• Is your executive team working hard enough? Do you
see the tangible evidence (meetings, hires, spending,
focus) that this is important to your organization?
• By the time you need to be good at this, it’s too late
to start training.
• Gladwell’s “10,000 hours”
74. Pattern 8: Process Maturity
• Evolutionary roadmaps for getting from point
A to point B
• Originally developed to help organizations
figure out what kinds of things they would be
capable of doing in the future
• Five plateaus…
75. Capability Maturity Model
1. Initial – Processes, if they are defined at all, are ad hoc.
Successes depend on individual heroics and are generally not
repeatable.
2. Managed – Basic project management practices are
established and the discipline is in place to repeat earlier
successes with similar projects.
3. Defined – Processes are documented and standardized and all
projects use approved, tailored versions of the standard
processes.
4. Quantitatively Managed – The performance of processes and
the quality of end-products are managed with quantitative
measurement and analysis.
5. Optimizing – Continuous process improvement is enabled by
quantitative feedback from the process and from piloting
innovative ideas.
78. Understanding the levels
1 2 3 4 5
People
Success depends on
Processes
individual heroics
Measurement
Technology
79. Understanding the levels
1 2 3 4 5
People
“Fire fighting”
Processes
is a way of life
Measurement
Technology
80. Understanding the levels
1 2 3 4 5
People
Relationships between
Processes
disciplines are
Measurement uncoordinated,
Technology perhaps even
adversarial
81. Understanding the levels
1 2 3 4 5
People
Success depends on individuals
Processes
Commitments are understood
Measurement
and managed
Technology
People are trained
82. Understanding the levels
1 2 3 4 5
People
Project groups work together,
Processes
perhaps as an integrated team
Measurement
Training is planned and provided
Technology according to roles
83. Understanding the levels
1 2 3 4 5
People
Strong sense of teamwork
Processes
exists within each project
Measurement
Technology
84. Understanding the levels
1 2 3 4 5
People
Strong sense of teamwork
Processes
exists across the organization
Measurement
Everyone is involved in
Technology process improvement
86. Understanding the levels
1 2 3 4 5
People Few stable processes
exist or are used
Processes
“Just do it!”
Measurement
Technology
87. Understanding the levels
1 2 3 4 5
People At the individual project level,
documented and stable
Processes estimating, planning and
commitment processes are used
Measurement
Problems are recognized and
Technology corrected as they occur
88. Understanding the levels
1 2 3 4 5
People Integrated management and
engineering processes
Processes (how things get built)
are used across the
Measurement organization
Technology Problems are anticipated and
prevented, or their impacts are
minimized
89. Understanding the levels
1 2 3 4 5
People Processes are quantitatively
understood and stabilized
Processes
Sources of individual problems are
Measurement understood and eliminated
Technology
90. Understanding the levels
1 2 3 4 5
People Processes are continuously and
systematically improved
Processes
Common sources of problems are
Measurement understood and eliminated
Technology
91. I’ve seen most organizations follow this basic
path as they mature/evolve their Web and New
Media management processes and structure.
92. 1. Ad Hoc (chaotic)
• web program owned by arbitrary
stakeholders
• Underground, success (but not
repeatable)
• Nothing measured
• Dependent on heroics
93. 2. Managed (Emerging)
• Web program owned by separate
workgroup, still small, position & importance
in organization uncertain (special interest
hobby shop, everyone knows it is important
but not sure to what degree or how it
works).
• Some measurement, explicit responsibility to
somebody, usually lower in the org chart
94. 3. Defined: authority vested in some
semi-logical entity.
• Director level awareness of web importance,
uncertainty over purpose of web & org.
placement leads to internal power struggle,
debate over "who owns", multiple reorgs.
• Mostly based on competence and/or
willingness, without regard to org chart
rationale.
• Lots of matrix and dotted-lines
• Corsely visible in budgets, PD’s, planning,
measurement
95. 4. Quantitatively Managed
• Professionalization of web, greater
awareness of role and key stakeholders,
integral part of organization.
• Formal organization, oversight. Usually in
the Director’s office to someone without
specific background
• Increasing cross-disciplinary
expertise/experience: the team is familiar
and broadly competent with each others
areas of expertise.
96. 5. Optimizing
• There’s Formal ownership in the
executive suite
• Directors engaged (look at their
appointment book)
• Professional, full-time management
• Win/win scenarios with controlled
innovation and experimentation
109. "There's no one in the record company that's a
technologist," Morris explains. "That's a
misconception writers make all the time, that the
record industry missed this. They didn't. They just
didn't know what to do. It's like if you were
suddenly asked to operate on your dog to remove
his kidney. What would you do?” "We didn't know
who to hire," he says, becoming more agitated. "I
wouldn't be able to recognize a good technology
person — anyone with a good bullshit story would
have gotten past me."
From a Wired Magazine interview with
Doug Morris, Chair and CEO of Universal
Music Group
http://www.wired.com/entertainment/music/
magazine/15-12/mf_morris
110. "There's no one in the record company that's a
technologist," Morris explains. "That's a
misconception writers make all the time, that the
record industry missed this. They didn't. They just
didn't know what to do. It's like if you were
suddenly asked to operate on your dog to remove
his kidney. What would you do?” "We didn't know
who to hire," he says, becoming more agitated. "I
wouldn't be able to recognize a good technology
person — anyone with a good bullshit story would
have gotten past me."
From a Wired Magazine interview with
Doug Morris, Chair and CEO of Universal
Music Group
http://www.wired.com/entertainment/music/
magazine/15-12/mf_morris
111. "There's no one in the record company that's a
technologist," Morris explains. "That's a
misconception writers make all the time, that the
record industry missed this. They didn't. They just
didn't know what to do. It's like if you were
suddenly asked to operate on your dog to remove
his kidney. What would you do?” "We didn't know
who to hire," he says, becoming more agitated. "I
wouldn't be able to recognize a good technology
person — anyone with a good bullshit story would
have gotten past me."
From a Wired Magazine interview with
Doug Morris, Chair and CEO of Universal
Music Group
http://www.wired.com/entertainment/music/
magazine/15-12/mf_morris
112. "There's no one in the record company that's a
technologist," Morris explains. "That's a
misconception writers make all the time, that the
record industry missed this. They didn't. They just
didn't know what to do. It's like if you were
suddenly asked to operate on your dog to remove
his kidney. What would you do?” "We didn't know
who to hire," he says, becoming more agitated.
"I wouldn't be able to recognize a good technology
person — anyone with a good bullshit story would
have gotten past me."
From a Wired Magazine interview with
Doug Morris, Chair and CEO of Universal
Music Group
http://www.wired.com/entertainment/music/
magazine/15-12/mf_morris
113. "There's no one in the record company that's a
technologist," Morris explains. "That's a
misconception writers make all about might explain a few things is
the where thethat business
This time,
music
the
record industry missed this. They didn't. They just
today…
didn't know what to do. It's like if you were
suddenly asked to operate on your dog to remove
his kidney. What would you do?” "We didn't know
who to hire," he says, becoming more agitated.
"I wouldn't be able to recognize a good technology
person — anyone with a good bullshit story would
have gotten past me."
From a Wired Magazine interview with
Doug Morris, Chair and CEO of Universal
Music Group
http://www.wired.com/entertainment/music/
magazine/15-12/mf_morris
119. The Road to Success
Efficient-Development Town
YOU ARE HERE
Reference: McConnell, Steve
Rapid Development, Taming Wild Software Schedules.
Microsoft Press, 1996
120. The Road to Success
Efficient-Development Town
YOU ARE HERE
Reference: McConnell, Steve
Rapid Development, Taming Wild Software Schedules.
Microsoft Press, 1996
121. The Road to Success
Efficient-Development Town
Reference: McConnell, Steve
Rapid Development, Taming Wild Software Schedules.
Microsoft Press, 1996
122. The Road to Success
Efficient-Development Town
Reference: McConnell, Steve
Rapid Development, Taming Wild Software Schedules.
Microsoft Press, 1996
123. The Road to Success
Efficient-Development Town
Classic-Mistakes Town
Reference: McConnell, Steve
Rapid Development, Taming Wild Software Schedules.
Microsoft Press, 1996
124. The Road to Success
Efficient-Development Town
High-Cost/Long-Schedule Town
Classic-Mistakes Town
Reference: McConnell, Steve
Rapid Development, Taming Wild Software Schedules.
Microsoft Press, 1996
125. The Road to Success
Efficient-Development Town
Sometimes-Predictable-Cost-and-Schedule Town
High-Cost/Long-Schedule Town
Classic-Mistakes Town
Reference: McConnell, Steve
Rapid Development, Taming Wild Software Schedules.
Microsoft Press, 1996
126. The Road to Success
Predictable-Cost-and-Schedule Town Efficient-Development Town
Sometimes-Predictable-Cost-and-Schedule Town
High-Cost/Long-Schedule Town
Classic-Mistakes Town
Reference: McConnell, Steve
Rapid Development, Taming Wild Software Schedules.
Microsoft Press, 1996
127. The Road to Success
Predictable-Cost-and-Schedule Town Efficient-Development Town
Sometimes-Predictable-Cost-and-Schedule Town
High-Cost/Long-Schedule Town
Classic-Mistakes Town
Reference: McConnell, Steve
Rapid Development, Taming Wild Software Schedules.
Microsoft Press, 1996
128. The Road to Success
Specialization…
Predictable-Cost-and-Schedule Town Efficient-Development Town
Sometimes-Predictable-Cost-and-Schedule Town
High-Cost/Long-Schedule Town
Classic-Mistakes Town
Reference: McConnell, Steve
Rapid Development, Taming Wild Software Schedules.
Microsoft Press, 1996
129. The Road to Success
Most organizations
are here…
Specialization…
Predictable-Cost-and-Schedule Town Efficient-Development Town
Sometimes-Predictable-Cost-and-Schedule Town
High-Cost/Long-Schedule Town
Classic-Mistakes Town
Reference: McConnell, Steve
Rapid Development, Taming Wild Software Schedules.
Microsoft Press, 1996
130. The Road to Success
To get here, use any
effective practice
Specialization…
whatsoever…
BUT USE IT!
Predictable-Cost-and-Schedule Town Efficient-Development Town
Sometimes-Predictable-Cost-and-Schedule Town
High-Cost/Long-Schedule Town
Classic-Mistakes Town
Reference: McConnell, Steve
Rapid Development, Taming Wild Software Schedules.
Microsoft Press, 1996
131. Success could look like this (?)
The Smithsonian Commons Prototype
http://www.si.edu/commons/prototype
132. Thank You!
Michael Edson
Director of Web and New Media Strategy
Smithsonian Institution
Editor's Notes
I’m from the Smithsonian so I get to use kooky scientific metaphors.
Process Maturity and Capability Maturity Model Integration Capability Maturity Model Integration (CMMI), was developed by the Software Engineering Institute (SEI) at Carnegie Mellon University ( http://www.sei.cmu.edu ) in 1991 to help the Federal Government understand the capabilities of its software vendors and deal proactively with the problem of out-of-control software projects. It became and remains a best-practice software-development framework and its core ideas can help organizations of all kinds escape from, as Steve McConnell puts it in his software development bible Rapid Development (Microsoft Press, 1996), the Gilligan’s Island cycle of under-performing projects. CMM posits that organizations, or groups or processes within organizations, function at one of five levels of process maturity, with level 1 being the lowest or least mature level, and level 5 as the highest or most mature level. 1. Initial – Processes, if they are defined at all, are ad hoc. Successes depend on individual heroics and are generally not repeatable. 2. Managed – Basic project management practices are established and the discipline is in place to repeat earlier successes with similar projects. 3. Defined – Processes are documented and standardized and all projects use approved, tailored versions of the standard processes. 4. Quantitatively Managed – The performance of processes and the quality of end-products are managed with quantitative measurement and analysis. 5. Optimizing – Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas.
The five levels should be understood as a kind of staircase, lowest maturity on the bottom and highest on the top, with each level serving as the foundation for the level above
Using the CMMI can be a relatively informal process that involves understanding and applying process-improvement best practices to your organization. Or, it can be a formal process that involves extensive training, creation of a process improvement infrastructure, appraisals, and more. To avoid confusing people who are familiar with heavy-duty process-improvement efforts I must draw a distinction between the formal CMMI process defined by the Software Engineering Institute and what I’m talking about here. In this paper I argue that many organizations can benefit from what CMMI has to offer, but I am not advocating a full-fledged CMMI program which typically involves formal assessment teams, rigid interpretations of CMMI, a great deal of work: these kinds of efforts don’t deliver good return-on-investment for organizations at emerging maturity levels. What I advocate is a kind of CMMI- Lite in which organizations borrow the most useful aspects of CMMI without becoming overly bound to the formal doctrine. As Gartner, Inc. says, “Organizations should use CMM as a guidebook, not a ‘cookbook.’ Results-based improvement should be the key.”
Unless you’re working with a formal CMM assessment team the first step to understanding and improving your capability maturity is to look at Table 1 and identify the statements that best describe how your team does work. You don’t have to think across every kind of project your organization does: pick one or two projects or activities that you think would benefit from some improvement. Note that it’s not uncommon for organizations to have some processes that are very mature and some that are very immature. CMMI orthodoxy recognizes this and encourages a methodology of continuous improvement at varying levels of maturity. You may find it useful to modify table 1 or the overarching CMMI levels of maturity listed above and to cast them in terms that better describe your organization, or your project. For example, in 2006 I modified the out-of-the-box CMM level definitions to be more meaningful to a data-strategy project at the Smithsonian American Art Museum. The definitions shown below helped me understand the roadmap and projects that were needed to get us from where we were (level 2) to where we wanted to be (levels 3 and 4). Level 1 – Limited data federation; often with redundant and inconsistent data. Data strategy is not even on the organizational radar. Level 2 – Limited data consolidation; documenting redundancies and inconsistencies. Some isolated departments are trying to raise awareness and initiate projects. Level 3 – Data integration initiated; new ‘disintegration’ is discouraged. Multi-departmental teams begin working on policies and procedures to advance a data strategy. Level 4 – Data integration widely adapted; ‘disintegration’ is penalized. All projects in the organization adhere to data integration policies and managers are held accountable for variances. If you conclude that you’re at a low level of maturity, you’re not alone. Gartner research finds that most organizational software development teams function at Level 1 or Level 2, “which means that, at best, they have some reasonably good project management practices,” and less than 25% of teams function at level 3 or higher (Hotle, 'Just Enough Process' for Applications). Taken at face value, this means that most software development efforts can be expected to produce inconsistent results with little control of budget and timelines. Though this is appalling, the good news is that basic process improvement initiatives could have a dramatic effect on the productivity and predictability of a great many software projects.
Ratchet up one level at a time If you’re at level 1, what small steps can you take to get to level 2? The Software Engineering Institute says that you can get from level 1 to level 2 just by establishing sound project management practices ( CMMI for Acquisition , 2007). Such practices might include activities such as tracking and communicating project status, measuring effort and outcomes, or ensuring roles-and-responsibilities are adequately defined. These process-improvement efforts don’t need to take a lot of time and effort. Matt Hotle of Gartner says that he very seldom sees an basic process improvement effort that takes more than a couple of weeks” (interview with the author, 4/24/08). The Software Engineering Institute notes that improvements that move a group from level 1 to level 2 may depend on “heroics” of individual staff members until the concepts of process improvements are more widely understood and supported (CMMI for Acquisition, 2007).
It’s very tempting to try to skip from low levels of maturity to high ones without going through the intermediate steps. For example, if your organization really wants to use new technologies on the cutting edge, but your current state is that the “introduction of new technology is risky” (Level 1 from Table 1) then you would be well served to work first on ratcheting your technology adoption capabilities up to level 2, “technology supports established, stable activities” and see how that goes. Trying to leapfrog from level 1 to level 4 or five doesn’t give your organization time to establish the core competencies needed to succeed at high levels of expected performance. The Software Engineering Institute (SEI) says “Because each maturity level forms a necessary foundation for the next level, trying to skip maturity levels is usually counterproductive.” (CMMI Project Team, 2007.) The SEI further notes that “processes without the proper foundation may fail at the point they are needed most—under stress.” John P. Kotter, in the Harvard Business Review notes that “Skipping steps creates only an illusion of speed and never produces a satisfying result.” (Kotter, 1995)
Don’t Slip Back A recent book on evolution stated that Charles Darwin’s greatest contribution was not that he thought up modification with descent (natural selection), but that his research and writing tied the idea down so firmly so that it could never drift away. There’s an important lesson here for process improvement: try to ensure that whatever improvements you do make to software development processes become codified and formalized so that as staff and managers come and go and teams adapt and change your hard won progress doesn’t atrophy. Remember that every level is a foundation for the one that comes next. I read this somewhere recently but have not been able to track down the citation!
This is related to “don’t skip steps” pattern, but is more focused on tailoring what you need to get done with what you’re capable of doing. Usually, at lower levels of maturity this means breaking ambitious visions into smaller, less costly, and less risky sub-projects that together, achieve the vision. This approach is harmonious with a lot of recent thinking, particularly in Web application development, there are significant beneficial consequences for organizations at all levels of maturity. (More on this later.)
This is related to “don’t skip steps” pattern, but is more focused on tailoring what you need to get done with what you’re capable of doing. Usually, at lower levels of maturity this means breaking ambitious visions into smaller, less costly, and less risky sub-projects that together, achieve the vision. This approach is harmonious with a lot of recent thinking, particularly in Web application development, there are significant beneficial consequences for organizations at all levels of maturity. (More on this later.)
And museums can’t choose not to focus on technology. Witness the story of Doug Morris, Chair and CEO of Universal Music Group, which I offer as a cautionary tale. Mr. Morris, by all appearances, is a successful tycoon, running a $7 billion-a-year pop culture empire and hobnobbing with the rich-and-famous—he would be recognizable and comfortable as a donor and member on museum boards. (He was Director of the Rock-and-Roll Hall of Fame.) Mr. Morris is also a creative person: he wrote "Sweet Talkin' Guy for The Chiffons in 1966 and produced "Smokin' In the Boys Room" for Brownsville Station in 1973. But at the helm of his $7 billion-a-year business Mr. Morris chose to opt-out of the technology business in the 1990’s, just when digital music and the Internet went supernova. The awkward stumbling of the music business in the last 15 years, the acrimony caused by the relentless pursuit of its customers, and a cascade of technology failures, missed boats, and squandered opportunities was the result. From a Wired Magazine interview: "There's no one in the record company that's a technologist," Morris explains. "That's a misconception writers make all the time, that the record industry missed this. They didn't. They just didn't know what to do. It's like if you were suddenly asked to operate on your dog to remove his kidney. What would you do?" "We didn't know who to hire," he says, becoming more agitated. "I wouldn't be able to recognize a good technology person — anyone with a good bullshit story would have gotten past me." As New York Entertainment’s blog Vulture observed this about Mr. Morris’s confession: Even though we shouldn't be, we're actually a little shocked. We'd always assumed the labels had met with a team of technology experts in the late nineties and ignored their advice, but it turns out they never even got that far — they didn't even try! New York Entertainment continues: Understanding the Internet certainly isn't easy — especially for an industry run by a bunch of technology-averse sexagenarians — but it's definitely not impossible. The original Napster hit its peak in 1999 — kids born since then have hacked into CIA computers. Surely it wouldn't have taken someone at Universal more than a month or two to learn enough about the Internet to know who to call to answer a few questions. They didn't even have any geeky interns? So what’s the headline here? It’s that large and small businesses have a lot to gain from focusing on how to get good and stay good at technology, nobody is immune from failure, and nobody gets to opt-out. The irony is that many museums are drawn to complex technology initiatives and the risks of getting in over their heads just as they reach the point where successful technology projects can have a positive impact.