The New York City MTA recently rolled out an innovative awareness campaign involving thousands of subway posters to enlighten straphangers on how to comport themselves when riding public transportation. Oh, it’s also posted in five languages, just to make sure the message gets through.
Great creative work can’t get produced without a great design team.
But success depends on a lot more than just those endpoints. It also hinges on how the great work gets produced.
I’ve always been interested in the middle part — the work-in-progress and the way the media is managed. A major facet of this is technological — what tech gets deployed, and how it’s managed, and ultimately used, by the creative team.
There are a couple of ways that a fail can happen. It might fail by neglect — by the organization ignoring the problem and doing nothing. But also, the organization might identify the needs but take the wrong action and end up with bad technology.
Within the last year Comedy Central augmented its digital workspace with two new third-party systems, one for task management system and a sister system for project management. This filled a real need; our workflow tool already let users leave notes and comments about the media, and it retained the chain of conversation around a project or asset. But it just wasn’t enough.
So here we go again — creating two more silos of information and communication. Clearly, this went against my conviction that an integration solution should be our first resort. But, a void was filled… however poorly.
It’s a big confusing world out there, with solutions offered for every possible workflow challenge. That’s why conferences like the Henry Stewart one I recently attended are so important.
Operations professionals go to find answers and to learn from case studies like mine from Comedy Central to see how other enterprises are dealing with workflow issues. (Read my other blog post about how I helped Comedy Central find its Sweet Spot.)
Attendees are trying to understand the problem space, trying to find the right answers, and hoping to meet very smart and dedicated solution providers and vendors.
I’m fresh off the General Assembly boat, and couldn’t feel happier about my experience.
GA offers a great array of fresh, focused career-building courses on web development (front- and back-end), user experience (UX) design, as well as iOS development, data analytics and digital marketing.
What class did I take, why did I do this, and what did I learn?
This will be my third appearance at this conference series. Previously, I’ve spoken at the east coast event, held every May in New York.
Much of my new thinking has emerged from the Product Management intensive course I recently completed at General Assembly. This curriculum covered the entire scope of product development from concept, user surveys, wireframing, testing ideas, MVP’s, business canvases, working with developers, competitive landscape, scrum and a host of other great concepts. As a Product Manager, the entire arc of development through implementation is on your shoulders.