a basic expectation regardless of digital format, content should be useful to us anywhere, any time,...
TRANSCRIPT
A Basic Expectation
Regardless of digital format, content should be useful to us anywhere,
any time, on any device.
A Basic Assertion
Digital assets will be created and will be managed and this
will have significant consequences for us
Digital Asset Management
“The Survey”
Mairead MartinOren SreebnyRon Kraemer
Who Responded to the Survey
• Chicago• Cornell• Duke• Michigan State• Notre Dame
• Penn State• San Diego• Virginia• Virginia Tech• Wisconsin• Yale
5 have documented a DAM strategy
Providing Leadership (11 respondents)
AthleticsProvost Office
FinanceExtension
Office of Digital AssetsAlumni Association
Records ManagementCommunications
FacultyBroadcasting
General CounselUniversity ArchivesOffice of Research
Central ITLibraries
0 2 4 6 8 10 12
Content Driving Strategies (11 respondents)
Sports Video
Grant Requirements
Web Sites
Institutonal Promotional Materials
“Informal” scholarly output
Learning objects
Electronic records
Digital video assets
Images
Scholarly content
Research data
0 1 2 3 4 5 6 7 8 9 10
Third Party Collaborations
• Coalition for Networked Information (CNI)• DuraSpace• Hydra Community/Partners• Matrix [Digital Media?]• Mellon Foundation• Other universities• Sports organizations (NASCAR, NBA, etc.)• The Internet Archive
Vendor Relationships
• Blackboard• ContentDM• Dspace• Fedora• Kaltura• Media Beacon• OJS [Open Journal
Systems]
• Omeka• OpenText• Sakai• Vivo• VTLS Vital• WordPress
Other
• One campus has done an RFI• About half interested in a joint RFI
Challenges
• Inadequate • central storage and infrastructure services• metadata-related items• tools for search and discovery• provisioning and editing tools• enterprise rights management tools
• Duplicate tools/systems/services• Inefficient processes and workflows• Inconsistent resource
allocation/alignment/application
Technology Characteristics
Few tools or processes in place
Unique un-coordinated digital capabilities at department level
Centrally coordinated capabilities emerge
Enterprise-wide tools and processes defined and implemented
Digital capabilities woven into culture and organizational thinking
Cultural Characteristics
Awareness that there must be a better way to share information
Departmental silos exist with individual initiatives
Leadership focuses on digital vision, strategy and policies
Education, training and change management programs initiated
Ente
rpris
e Te
chno
logy
& C
ultu
ral
Cap
abili
tyH
igh
Low
Technology and Cultural Capability Model
Phases of Capability
Phase 1. Limited 2. Fragmented 3. Coordinated 4. Enabled 5. Integrated
Empo
wer
ed
Colla
bora
tion
We Are Here
Digital assets exist and will be managed…
• What is our role?• What are the challenges?• What are the opportunities?• Do we need to act?