During one of the many DAM events, a fellow Digital Asset Management (DAM) professional stopped me and asked whether I believe part of our job was to minimize liability within an organization. I answered yes. In fact, there are plenty of reasons why that is true and why organizations use this (in part) as another justification to acquire, implement and use Digital Asset Management properly:
The general nature of sharing digital assets within the organization (minimizing the cost of re-acquiring or re-creating assets) along with the permission structure per role/group (self-regulation) which can make digital assets known to many people and accessible only to those who should be able to use them (access control).
Use of Digital Asset Management with Rights Management for each use of a digital asset (yes, more than one use per digital asset can increase ROI) and can be part of a business plan.
Minimize the piles of work for general counsel (lawyers) by significantly reduce the amount of:
copyright infringements (where is the link to these contracts and terms as metadata?)
usage rights violations (where is the link to these contracts and terms as metadata?)
property/model release violations (where is the link to these contracts and terms as metadata?)
over extensions of talent contracts (where are talent contract expiration dates kept and are they linked to the assets they appear in?)
mergers and acquisition of unusable digital assets which can represent a major loss in value (those assets could have been migrated into a DAM)
Paperwork (PDF is an ISO standard. PDF with good OCR is your friend. Paper is not a digital asset. PDFs often appear as digital assets in a DAM.)
Simplified discovery and internal disclosure of what assets were created vs. acquired for the purposes of rights management (a big liability per use of a licensed digital asset if not cared for properly). See US copyright law and digital millenium act when it comes to laws within the US. There is no international copyright law. Not surprising, but laws and regulations can vary per country. It is also not a secret that large media vendors are making a lot of money pursuing violators once the fees exceed a certain financial threshold before turning on legal action since it can cost fair amount to do this in the first place. Yes, lawsuits are still one of America’s favorite indoor sports. However, many infringements and violations are settled out of court to avoid negative publicity and additional fees. In full disclosure, I am not lawyer nor have I studied law. I do know how to read though.
Information about digital assets and all of their usage (where and how these are used by the organization) should be clear and documented with the assets in the DAM. Tracking the assets can help as well. Here is a podcast interview where we touch on these points.
Many of these reasons save green. How much less time is being burned in searching and finding appropriate information in a centralized database with references to the source of the digital asset? What is that amount of time worth to an organization? What is that time worth when it comes to reducing the time to market for many digital assets in many media formats to be delivered across different marketing and sales channels nationally or even globally? Forget physical delivery of marketing materials which can be outdated or misprinted (another liability which can be managed/corrected through digital delivery…not email) by the time a new product or service is released publicly (and when it should be released).
As Digital Asset Management professionals, we are regularly in contact with legal entities because clients sometimes require guidance from a SME (like myself) on technical details and contracts which are sometimes written by a vendor to the client’s disadvantage. Some organizations vet all agreements through their legal counsel prior to signing them. While many attorneys can catch the bulk of the issues in a contract, technical details are something where they may require an experienced SME’s eye to catch technical issues, clarify into understandable English and help guide them to a more favorable position.
If you need vendor neutral assistance or advice on how to reduce liability with Digital Asset Management, let us know.
If you work with Digital Asset Management on daily basis, how do you reduce your organization’s liability with digital assets?
I have heard Digital Asset Management (DAM) vendors use a lot of words to describe their technology, their components, those configurations, the possible customizations and the variable functionality of their systems. What some DAM vendors are lacking when they use these exciting (and sometimes confusing) words is a concise, glossary of terms. In writing.
In a world with clarity, these words would mean the same thing between vendor X and vendor Y, but they sometimes mean something different. It sometimes depends on the vendor. Or the individual explaining it.
Some vendors like to confuse clients, but they will never publicly admit this. Why would any vendor (or anyone for that matter) want to confuse a client with special words to describe their systems?
They simply do not know nor ever bothered to ask
They forgot or simply missed that hour of training
They are too embarrassed to ask
They may have not been explained how to use the DAM themselves. Ever. (As mind numbing as this may seem, this actually does happen)
They are guessing and hope you do not notice
They come up with their own way of explaining it (which becomes a different explanation each time)
They will continue billing you as a client because the confusion is continually not clarified (yes, please do note the lack of ethics from some people. They know who they are. Shame on them.)
Since there is a DAM Foundation and DAM Coalition out there, maybe we could all work together on creating “…a global community of best standards of practice for Digital Asset Management.” This community (that could involve everyone in DAM) that “…brings together…” the best could create a global glossary of terms and definitions we could all use and understand in a vendor neutral sense. A compendium of DAM terms which is industry wide. This could help “…provide the best qualified advice and guidance for best practice and standards within the Digital Asset Management space.” How does that sound? Do I see any takers on creating such a free and open glossary of terms without any pop-up ads?
Some vendors can produce a short list of terms either online or upon request, but I dare them to have a complete compendium of all industry terms and acronyms even if they do not have that option or feature. I believe it would only be fair for each vendor to include a list of all terms they may use months down the road from their first canned demo, through contract negotiation, through implementation, through user acceptance testing, past go live and even past the final sign off of the system because that is just the starting point. It would only be acceptable to clearly define terms not listed on Wikipedia nor commonly used dictionaries with an understandable definition of what they are actually talking about. Anyone up for this challenge?
In the meantime, ask for the glossary. When you see terms missing, point them out and ask for clarity. In writing.
Whether you are a potential DAM user, a current DAM user, a business stakeholder, an analyst, a vendor, an implementer or anyone else involved in the DAM community, we might be able to know exactly what all these terms mean if they were clearly defined.
Of course, we can find a handful of existing DAM glossaries online (created by a few vendors), but these are unfortunately incomplete and occasionally use words in their definitions that are not clearly defined. Having a question which leads to confusion to end up with a lack to clarity is not the answer. Verbal definitions are not good enough by today’s standard. Instant clarity would be. A compendium of terms should be readily available online at all times, updated regularly (not on paper) and free of charge for everyone to use. Open disclosure as a standard.
Let us know when you are ready for some vendor neutral consulting on Digital Asset Management.
Many people do not read instructions. They may enjoy reading what they want to read, but instructions are not one of those preferred works of non-fiction that come to mind. When was the last time you read instructions? Why? There is often the assumption and expectation things will be easy to understand and easy to use. When we download a new software application to one of our devices, do you see piles of instructions, guides, or manuals? Not likely.
And are we expecting other people to read instructions as well? Newsflash: many do not read instructions even if their lives depend on it. Some manufacturers in certain sectors include instructions to supply warnings, notices and legal documentation attempting to limit their liability in the case their product or service is (was) used incorrectly and disaster occurs. An example of this was a product mailed to homes as a free sample. This sample came in a small packet and included an image of a lemon on it. People instantly assumed it was lemonade mix, so they mixed it with water and drank it without ever reading what it said on the packet. The organization received countless calls and complaints from potential consumers who got sick. Most of them did not read the fact that this was dishwasher soap with a new lemon scent and an added citric acid cleaning agent. Reading is either clearly overrated for the masses or a means of separating the people who want to be informed from those who are too lazy/busy to bother.
Some manufacturers do not even include instructions anymore. Why? The product or service should be easy enough and users should just want to use it. They expect user adoption magically happen with some high hopes. Maybe that works with some mobile devices and some of their respective apps through simple, smart design. Never mind the precautions, warnings or issues that could arise. What could possibly go wrong? Users are smart enough to just know how to use it, right? Well, if you add some humans to any equation, you will get some inconsistencies, variables, and yes… errors. Sure, we can blame the:
poorly designed user interface (usability testing can help identify these issues)
lack of forethought in the system implementation, so everyone must think like the person who created it (user testing can help identify these issues as long as they walk through all the processes and note what/where is a miss)
the whoops on the real world which avoids the end-to-end walk-through of a solution to be sure it works
One organization had a lot of user errors, so they started focusing on the tasks that caused the user errors and tracked them. This could identify system flaws needing correction. Here is how to start on the path of accountability. Every instance an error happened:
the user was tracked by name (who)
the type of error was tracked (what)
the frequency of the error was tracked (when)
where the issue was occurring in the system was tracked (where)
what the user did incorrectly to cause the error was tracked (why)
the recommended changes to the process were communicated and documented (how)
Every time an error happened, a template email was sent to that individual user and their supervisor which included:
their specific error
the impact of this error to other users and the system (there often was one)
a recommended fix (for the user to complete)
a set time frame to fix the error properly (one to two business days)
a follow-up to be sure it was completed and the error log to close out that particular instance of that error.
Before implementing this error correction, the policy was fully documented and shared openly. As soon as this process started, error rates dropped significantly. That is the effect of accountability. Prior to this, accountability was not visible. Note that errors do not completely disappear because “perfection” is not a realistic goal for any organization. There is room for improvement for users, processes, and likely the system.
How to have MORE errors
There are the counterpoints to all this…
Assume too much or just assume everything will work the way you expect it to (just like the world will continue to revolve around you)
Ignore all issues you encounter. Do not verbally mention nor document in writing the issues for anyone to know about.
Do not test thoroughly or just ignore all testing completely (The testing fairy is coming soon. Just don’t wake up from that dream)
Do not verify any information down the exact character. In fact, just do not check on anything at all
Do not follow specific instructions. Do not have clear, up to date instructions. In fact, do not have any instructions at all (see assumptions for similar results).
Do not have a simple, easy to use GUI. If you really try, you could skip having a GUI completely.
Ignore all usability experts and their literature. Why would you want anyone to actually use the system your company paid for?
Believe everyone works and thinks like you (revisit assumptions again)
Be sure to have extra slow processors to make people believe the system is frozen or non-functional. It might be acceptable in some people’s mind if a simple process with a few bits of data take a half-hour to two hours to yield the results requested.
Be sure to blame the end-user when the system is not working, but it is best if the results are inconsistent just for that added bonus.
Confusion is always welcome. With open arms.
Do not document anything. When working with other companies, trust everyone freely and believe that they will document everything for you, understand it all your way, and do not share this documentation openly.
Believe everything (including coding) is really easy and it will automagically be completed overnight flawlessly. Every day. With no documentation nor specifications. Nor testing.
Every IT department can read minds. They have an app for that.
Eventually, everyone can read your mind.
Trust everyone. What could possibly go wrong? You do not need any verification either.
Do not plan ahead.
Do not train users. Ok, maybe once and believe they will remember it all.
Do not supply any ongoing support for your user community. They will figure it out.
Errors go away if you ignore them enough. Errors do not multiply when you do this. Errors are so much fun. Dream of getting more over time and it will happen in reality.
Someone recently asked me again questions about finding some DAM interns. I have gotten repeated emails asking where organizations can find Digital Asset Management (DAM) interns for a while now, so here is my answer in the form of a blog post openly shared with all.
First, let us look at the question from the organization’s perspective. An organization wants an intern (or a few) to help them do some work with their DAM.
What will the intern do for your organization specifically?
An organization commonly wants an intern to upload assets and/or apply metadata to those assets in their DAM. Sometimes, an employer wants interns to do the work they do not want to do.
On occasion, interns may do the work the organization does not know how to do themselves, but that is rare (good luck guiding the intern to do that and still understand what they are doing…good or otherwise for the organization. Note the switch in roles of teacher and student).
The organization may also need someone to organize, sort and structure their folders and files.
This could involve working on a taxonomy and expanding it. We need to understand the needs of the organization to find who best fits this situation. An intern is an intern is an intern, right? Not really. If a marketing department of an organization needs some help managing information and metadata with some files, that does not call for another marketing intern. Why? That it is not their core competency. What is the competency of the intern? Hopefully, you are seeking an intern that is more than just a pair of hands and eyes to the organization.
Ground Rules for having an intern
It seems important to set some ground rules when getting an intern to work with you (some of these rules may seem the opposite of what you think, depending on what your expectations are and what you have heard of about interns in the past).
Interns are there to learn. Find out what they want to learn and what you plan to have them do. Hopefully, some of these things will align with each other. If not, expectations will likely be missed as disappointment meets both the organization and the intern. Luckily, a completely unrealistic movie/TV show depicting Digital Asset Management professionals doing highly recognized work has yet to be made, so that will not be problem (unlike the CSI).
Make sure the intern is willing to learn and they are actually teachable. If not, keep looking. Listening is key. Asking questions is another good sign. Communication is very important.
Interns should be interviewed, at least by phone or video conferencing. Resumes, cover letters and intern applications are just a first set of filters for all applicants on an equal basis so there is not bias from the start.
Interns must have a sponsor, mentor or coach within the organization ready to give the intern answers to their questions and give them the needed support. Kind of like a junior employee. Monitor their progress and what work they have completed regularly.
Give them feedback. Not just “good” or “bad”, but rather what/why something is good/bad.
Be specific and detailed enough. Ask them if they have any questions after you explain what is needed in case they need clarifications.
Interns will have many basic questions which may seem obvious after working there for N years, but they need answers because they do not know, might not assume to know and they have not been there for N years. If you do not bother to answer these ‘stupid’ questions, you should expect stupid mistakes to be made. If you answer the interns questions in writing (email), you can recycle the question/answer responses for the next interns that come around and the interns can refer to them as a guide. This can lead to the creation of FAQ pages for interns as well as new employees. Try this unless you like to repeat yourself to each intern.
Interns are not simply free labor nor are they slaves at your beck and call. In fact, interns may be paid a stipend or paid hourly, depending on budgets. Some organization treat interns like contractors for a fixed term and fixed hourly rate. If they are not paid, it is often expected that someone within the organization will assist them with approving some paperwork so the interns can get respective college credits for this internship work. Unpaid interns should pay nothing to work their as a volunteer. Some organizations reimburse the interns’ travel expenses to/from the office if they are unpaid or if they are required to travel. Sometimes, interns get paid and get college credit. Both the intern and organization should value the experience as well as their mutual benefit.
Interns from specific, qualified schools may come with specialized knowledge and skills based on what they are studying. Be sure you are looking for the right skill set (Keep reading. I am getting there.)
Interns are temporary workers. Some internships treat the interns just like regular temporary employees with few benefits and expect just as much from them as other employees or contractors. On rare occasions, IF an intern excels well beyond expectations and IF there is room for them within the organization and IF there is budget for them, the intern may be offered a junior position after their internship. Do not hold your breathe though, but if the intern is interested, they should discuss it toward the end of their internship. The internship can be a stepping stone for the intern. Again, think mutual benefit and value. This is not about adding a line on the resume/CV after watching reruns online or playing games while “working.” You can do that at home on your own time.
Interns are not there to fetch everyone coffee or tea on an hourly basis. If an intern gets any coffee, they should be drinking it themselves. Do not be a lazy, slave driver. Invest in a good coffee machine.
Interns are not there to spend most of their time making photocopies, stuffing envelopes nor fax all day long. Using ancient technology teaches the intern nothing. Not even patience. What is next? Typewriters? Dictating replies to your emails? There is software for that now. Learn how to use resources and interns in a non-wasteful manner.
Bad interns may not show up often nor on time nor will they put much effort into completing any of their work. There is a maturity factor involved here, but it may not all be tied to age alone.
Some people still value having a work ethic for themselves and with their fellow co-workers. This is not overrated and can get noticed.
Signing on a junior, senior or recent college graduate may yield a more experienced, skilled and mature intern, but that is not a guarantee.
Set requirements and expectations early on, before the internship begins (during the interview process) so there are less surprises for all. An intern may come with tremendous energy and excitement toward experiencing the real working world. Encourage them both positively and realistically.
Do not bore the intern. Have enough work for them. Keep them busy with real work. Challenge them. Not with useless busy work.
Allow them to learn. They will not get everything right. Point out these learning experiences calmly (as needed) in case they miss those points. Yes, they could fix their errors themselves with some guidance.
Be flexible when using the interns’ skill sets/knowledge to help your organization.
When should I start looking for an intern?
The best time to look for a summer intern is the beginning of the year. Yes, six months ahead of time would be planning ahead so you have the time to actually get applicants, review applications and interview potential candidates for the internship(s). Fall or Winter internships are not unheard of either, but start looking for them early. DAM interns do not grow on trees.
Have them commit to a specific time frame, such as 3 months. Within that time frame, set a minimum number of days per week and a minimum number of hours per day, otherwise the internship will be more trouble than it is worth for all parties involved. If an intern comes in 1 or 2 hours per week, this hardly justifies your time spent finding them nor their commute. On occasion, you may even need to set a maximum time commitment as well or they may start living in your offices seven days a week. Real world experience is what they crave, so do not deprive interns from this if they made the cut to stay and learn.
Where to find that Who
While some job boards have some internships posted, this is not necessarily the best place to get interns with a particular educational background. I would recommend researching the top schools/colleges/universities which have the right programs. In the case of Digital Asset Management, the top schools with digital librarianship and information science programs can yield the basic skill set you are looking for. Why? Because they love to catalog and sort things like digital assets. That is likely a need for your organization and a want from them. Name me another group who gets excited about that. Not many. Who else are you going to find whose heart rate increases in excitement when you tell them there is metadata to find, sort and match to respective digital assets. This is not a bad trait to have. Be careful not to mistaken physical cataloging like traditional librarians with digital cataloging of assets. Many librarians who are paying attention to the job market are noticing the shift from physical cataloging to digital cataloging, but they need to learn new digital skills. Those in schools where they teach them these things are key. Otherwise, it requires enrichment outside of school which is highly recommended to move beyond the theory and into practice itself. The fact that many library schools do not teach digital librarianship and information science today is a really big issue which I hear many students complaining about, but that will be addressed later in a future blog post.
Here are the best places to post internships to actually find interns you may want and need:
Some professional associations have online job information banks available which may take internship postings as well.
LinkedIn Groups with specific interest in “Digital Asset Management” are a great places to post if they have a large member base.
Post internships within the networks of the top schools in your region or in the country. Contact the school itself and find out how to post internships on their listserv or online internship database.
Some Meetup groups have internship postings, but this only works if there are many members
What NOT to use an intern for
There have been a few postings for internships at a couple organizations who were looking for unpaid interns to implement their Digital Asset Management system. I could write a novel on how many ways that will fail. Common sense will tell you that A) I do not need to write much more about this provided you are thinking beyond a budget discussion and B) realize what you are asking them to do.
Even if you have the most talented intern ever seen, how long will they be there? 10-12 weeks or about 3 months is common for many internships because they are temporary workers. They are often far less experienced as well. As mentioned before, DAM is not a temporary task. It should not be a temporary, unscalable solution either. DAM is far more than software and storage.
Consistency and continuity are key things to remember when implementing a DAM, but these are not really options when using interns. Especially, if they are cycled in and out every few months.
When implementing a DAM, it takes a large effort from many parties within an organization to understand and decide across multiple layers of options. There is no ‘out-of-the-box’ COTS DAM for an entire department or organization ready to use as soon as you pay for it. If you think you found an off-the-shelf DAM, you are likely looking at an image/video/audio browser. Not a DAM. Otherwise, someone is lying to you.
Having an intern (who is usually at the absolute bottom of the organizational chart, as if they were even plotted) try to focus the scope, work on requirements/expectations, keep schedules, maintain budgets and discuss this with the highest ranks within the organization to get sign off for decisions is not likely going to happen. Decisions need to come from top down, not bottom up, anyhow. Otherwise, we invite scope creep with open arms, instead of any completed project.
Feedback on DAM is needed as well, but if an intern is there for 12 weeks, there will be little time to collect, process, analyze or do anything useful with this feedback or testing.
Where do you find your Digital Asset Management interns?
Another DAM Blog 