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 is a tale of two departments that tore Comedy Central’s digital creative content hub in half.
I jest! We’re comedy natives — no drama for us!
A core goal of CC Share (the name of our content hub), was that it should serve the needs of two separate business units that each needed a way to manage multimedia content. We started out thinking we could solve everything with a unified code base. But when that strategy hit a wall, we pivoted to a multi-tenant platform that gave us more flexibility to create a focused and unique interface for each group.
Comedy Central migrated its entire Brand Creative archive to a modern system, and tossed 18 years worth of optical media into the dumpster.
We had amassed 800+ CD’s and DVD’s in a comprehensive archive of all source files — for every single print project generated by the Brand Creative group since the team… well, pretty much since the team’s very beginnings.
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.
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.
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.
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?