Product Management for Creative Operations by Kevin Gepford
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Transcript of Product Management for Creative Operations by Kevin Gepford
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KILLER OPS 3.0
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KEVIN GEPFORDBrand Creative @ Comedy Central Studio Operations
20+ years in Network TV (MTV, SyFy, USA)
Creative Operations / Studio Management Creative Content Hub / DAM System / Photography Workflow
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PROBLEM SPACE
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PROBLEM SPACE
IS THIS THE RIGHT HEADLINE?
WHICH ONE IS THE
LATEST VERSION? HOW DO I DELIVER
THE VIDEO?
WHOS SUPPOSED TO APPROVE THIS?
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NEEDED: A ROADMAP
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PRODUCT MANAGEMENT
for CREATIVE OPS
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WHAT IS PRODUCT
MANAGEMENT?
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PRODUCT MANAGER DOES
Identifies, coordinates and directs
the arc of activities that take place
in order for the thing being made
whatever it is can become a
viable or marketable product.
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PRODUCT MANAGEMENT IS
A planned assault on the problem
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DEVELOPMENT CYCLE
CONCEIV
EPLAN
DEVELOP
ITERATE
LAUN
CH
REVIE
W
TODAYS TALK
YOUR HOMEWORK
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STEPS FOR PRODUCT MGT
Customer Development
Testing & Validating the Idea
Market Research
Business Model Design
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INVESTIGATE:
Current environment and workflows
Process optimization
Legacy team and tool structures
Build model for a better future
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BENEFITS Understand your role and opportunities
in the business
Discover and use insights about your team, workflows and technology
Understand and explain tech landscape so you can get what you need
Learn to speak the language of business and IT
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Time and patience are called for, many surprises await you.
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3 DIMENSIONS
TEC HN OLOGY
PEOPLE
BUSINE SSCreative ops is at this intersection
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1st DIMENSION
CREATIVE OPS: the
BUSINESS
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DISCOVER: YOUR BUSINESS
YOUR BUSINESS is not
THE CREATIVE
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DISCOVER: YOUR BUSINESS
YOUR BUSINESS is
Helping our organization thrive by designing/creating/promoting
its whatever.
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SWOT STRENGTHS
WEAKNESSES OPPORTUNITIES
THREATS
DISCOVER: YOUR BUSINESS
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DISCOVER: YOUR BUSINESSB
RA
ND
CR
EA
TIV
E
EXTERNAL INTERNAL HELPFUL
HARMFUL
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BUSINESS MODEL DESIGN
Business Model Canvas
A plan or prototype of howthe organization could work.
Great News: Its visual!
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BUSINESS MODEL CANVASLEAN Canvas entrepreneurial focus
DESCRIBES: Problem Customer Segments Unique Value Proposition Solution et cetera
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BUSINESS MODEL CANVASB
RA
ND
CR
EA
TIV
E
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COMEDY CENTRAL NOTEBOOK
Opportunity
Photo shoots separately commissioned by Brand Creative vs Press but poorly communicated and shared.
Opportunity
Everyones making animated GIFs. Brand consistency is a challenge.
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2nd DIMENSION
CREATIVE OPS: the
HUMAN STACK
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DISCOVER: YOUR PEOPLE
GOAL:Understand your team.
Look at what they do, how they
do it, and who they serve .
Interviews
Personas & Empathy Maps
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DISCOVER: YOUR PEOPLEINTERVIEWS
HORIZONTALgo wide
MarketingChief
ProjectManager
CreativeDirector
Intern Designer
VERTICALgo deep
CreativeVice Pres
VideoDirector
VideoAnimator
Prod.Asst.
DesignDirector
WebDesigner
JuniorDesigner
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INTERVIEWS: THE TEAM
Goals/Needs
Behaviors
Pain Points
Work Bio
User Stories
Project Manager
Creative Director
Business Manager
Marketing Director
AnimatorIT Peep
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INTERVIEWS: INSIGHTSAnalyze your findings
Trends & themes
Common goals
Common frustrations
Step-by-step workflows(What happens next?)
Ask about the tech
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PERSONAS
Unlike app development, we have broad range of customers
Create personas for both inside and OUTSIDE your core creative and operational teams
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PERSONAS: MONEY LADY
Poised above a large team, but doesnt know a lot about the day-to-day.
Favorite Color:Prefers black (NOT red)
Cares About:Staff is well supported. Homeless animals.
Pet Peeves:Budget surprises; lack of planning
Speak Her Language:Our proposals will save time and money.
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PERSONAS: VIDEO EDITOR
Technical pro on video editing, sound, codecs, & distribution platforms.
Cares About:Compression quality, balanced sound, smooth transitions
Pet Peeves:Working without a script
Expert In:Hes actively engaged in his professional community and up to date on the latest bleeding edge techniques and technology.
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EMPATHY MAP: OPS
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PROBLEM STATEMENTHow might we help the Creative team have clear and understandable roles and have appropriate tech to support their needs?
They are anxious and overwhelmed.
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PROBLEM STATEMENTHow might we help managers feel more confident that the campaign and brand are consistent, and that were on track time-wise?
They worry were all over the place, and that everything is late.
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COMEDY CENTRAL NOTEBOOK
Brand Creative silo-killer
What CC Did:
Established early-stage cross-team creative collaborations on concepts, scripts, headlines, and respect everyones production schedules.
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COMEDY CENTRAL NOTEBOOK
Collaboration Launch Campaigns Cross-Discipline
Planning shoots, themes, scripts, and design together
SOC IA L
A DS CC.C OM
VIDEO
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SOC IA L
A DS CC.C OM
VIDEOBRAINSTORM
REFINEPRESENT
CONCEPT
ITERATE
GO!
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STORYBOARDS
Illustrate:
Relationships User interaction Hierarchy of tasks Current processes Future workflows
Important because:
Communicate with stakeholders
Idea generation Team collaboration
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COMEDY CENTRAL NOTEBOOK
Photography Workflows
Problem: Photo workflows were helter-skelter
Sketching the process helps define a solution better than any flowchart
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COMEDY CENTRAL NOTEBOOK
Photography Workflows: BEFORE
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COMEDY CENTRAL NOTEBOOK
Photography Workflows: AFTER
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STORYBOARDSOther Places to Use This:
Concept development / ideation Video production workflow Archiving Media management on server Approval process
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ORGANIZATIONAL COMPLEXITY
Three common sources of complexity:
Size: Large organizations have more parts
Structure: Matrixed organizations
Specificity: Formal, strictly defined with lots of rules, manuals & process diagrams
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3rd DIMENSION
CREATIVE OPS: the
TECH STACK
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TECH: MARKET RESEARCH
Based on findings from your team
Whats their workflow like?
What tasks or processes are repetitive, annoying, or rely on human heroics?
Any suggestions from them?
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TECH: MARKET RESEARCH
Where else can you get information?
Ask other parts of your business what works for them, that might help you
Conferences like this one!
Industry peers & competitors
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FIRST, THERE WAS DAM
Some Stuff Happens
MEDIA
PUBLISH
DAM!
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NOW: DYNAMIC LANDSCAPE
MEDIA
INFORMATION
PROCESS PUBLISH
ASSETSCONTENT
PROJECTS DATA
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MEDIA
INFORMATION
PROCESS PUBLISH
ASSETSCONTENT
PROJECTS DATA
Manage & distribute digital assets.
Manage media in progress: i.e. versions, centralized, organized; approvals, archive.
Manage projects and tasks: i.e. creative briefs, tasks, comments, status, recording approvals. Pitches & scripts.
Manage & publish information.
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THIS IS WHERE THE ACTION IS
TODAY
MEDIA
INFORMATION
PROCESS PUBLISH
ASSETSCONTENT
PROJECTS DATA
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TECH: TOUGH QUESTIONSFocus on Benefits over Features Does it actually do what we need? Is it overkill? Will it require organizational change? Do their customers look like us?
TIP: Marketing solutions aredifferent from creative solutions.
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COMEDY CENTRAL NOTEBOOK
CC:SHARE
Tech Model helped us explainour systems to stakeholders
developed to unite and manage entire visual creative output in one place
Explains need for multiple systems DAM plus photo management tool
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FURTHER THOUGHTS
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ROADMAP/TIMELINEQ1 Q2 Q3 Q4
HU
MA
N
RE
SE
AR
CH
MA
RK
ETI
NG
BU
SIN
ES
STE
CH
Stealth Start
Maturity Model
SWOT Analysis
Business Model Canvas
Research new tech & vendorsDevise Tech Model
Strategies for meetings
Deploy MVP
Internal Marketing
Interviews - INTERNAL (marketing opportunity?)
Interviews - EXTERNAL
REVISE Tech Model
Executive Presentation:GroundworkSWOT & Business ModelRoadmap
Executive Presentation:Findings andRecommendations for Maximal Viable Product
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DONT WAIT DIVE IN!DO THIS NOWAnything that:Can be done without having to
announce itCould be explained in two sentencesTweaks current processesUses free or existing tech resourcesDoesnt need high-level permissionCan be funded from OPEXDoesnt require hiringDoes help moraleDoesnt make people afraid that
layoffs are coming
Benefits Proves the concept Tests personal ability to implement changeTests our groups capacity learn and evolve
DO THIS LATERAnything thatrequires:Business justificationPermission from ITPermission from director of
financeFunded with CAPEXPermission from SVPsHiring of consultantsHiring new staffNew lines of reportingDeploying new digital toolsChange management
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DONT WAIT DIVE IN!
Can be done without having to announce itCould be explained in two sentencesTweaks current processesUses free or existing tech resourcesDoesnt need high-level permissionOPEX not CAPEXDoesnt require hiringDoes help moraleDoesnt make people worry about layoffs
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IN GREATER DEPTH
Online blog series
abetterworkflow.com/blog.php linkedin.com/today/author/kevingepford
http://abetterworkflow.com/blog.phphttp://linkedin.com/today/author/kevingepford
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THANK YOU