Even just five years ago the term “Creative Ops” was barely even a thing. But now it’s popping up all over the place — via online jobs postings and LinkedIn, and conferences are beginning to take notice. Just a couple of years ago Henry Stewart added a day-long Creative Ops track to its premiere digital asset management conferences. And this year, Insight Exchange got into the action with a dedicated 2-day event of its own.
This is an exciting trend, and it’s right up my alley.
When I joined AT&T’s digital creative team in the fall of 2016, my job title included a couple of words that even four years ago you didn’t hear very much. Those words were “Creative Operations.”
Change has happened quickly. Creative Ops, as a management concept, is popping up on online jobs postings and LinkedIn. This is definitely a trend — more and more creative organizations are devoting strategic leadership resources to getting the work done smarter and better.
For the last two years at the conference, I’ve talked about Comedy Central’s digital content hub at — first as a case study focusing on the benefits our system offered to our creative team. Last fall, at the Los Angeles conference, I dove a little deeper into our strategy and development process, and the business benefits of the in-house product development of our solution to address several core creative operations needs.
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.