Nothing will be the same. Adobe use of AI changes the business-cases for everybody. You can choose, or choices are made for you by talent, partners, and competition. EkaLore makes recommendations for enterprises and talent throughout the tech eco-system and users.
These To Do’s start today. They will take longer than you want. They will tell you things you may not want to know. These recommendations are for production art and related processes. EkaLore will look to manufacturing and engineering processes separately.
Enterprise: Define the who, what, when, quality expectations, and position against competition.
Educate managers and put a timeline (even if a long one) to make decisions. Example: Complete at least a two-page statement of goals, objectives, costs, and schedule for decision making.
Document assumptions and business cases (even on one page) to keep control of decision making. Example: List out the enterprise’ assumptions for budget trend, demand for production artifacts, and what decisions (and by who) need to be made to get this done. Note which assumptions will change depending on what competitors do.
Gather the facts of art production and use budgets. Collect costs and the numbers for intellectual property, brand management, asset management, talent (in and out of house), and usage volume/velocity. Volumes for art products with multiple resolutions, perspectives, and examples for web sites and business partners can be huge. Timely access to all of these by marketing, sales, web campaigns, and social media is a key – identify what ‘timely’ means in the enterprise. Example: Gather up and list in one document art production budgets that are fragmented: web site art, art for channels/partners, international turnaround cycles for new campaigns, costs for duplicate production because no one knows where the artifacts are kept, communications for events, and more.
For art production and use make an assessment (even a self-assessment, at least) of the business-model(s), talent (how many, use, and costs), and processes. The assessments should answer the question: how does your enterprise compare to your competitors? Example: :Look for key examples of new marketing campaigns, business partners needs, web commerce, and international groups. The assessment should answer the questions: Do competitors have wider product portfolios and geographic reach? Do campaigns get launched faster in more markets by competitors? Do competitors get more engagement and traffic with better art on the website?
Evaluate satisfaction with art in the enterprise. Answer if the ‘clients’ of concept, ideation, production, and use of art is satisfied with agility, quality, timeliness, and quantity? Example: Look to satisfaction of senior managers. Do they have a higher level awareness of needs, concerns, and satisfaction impacting marketing, partner opportunities, and timeliness?
The next segments will look to talent and process steps for production art, and then move on to engineering and manufacturing.
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See more of this series at http://www.ekalore.com
Previously in the Series Summary
In Parts 1 thru 4 EkaLore looked at an overview of Adobe’s continued overhaul of its products and services by applying Artificial Intelligence (AI) to speed how work gets done. Examples of how these features look at the marketplace in Part 2 were followed by a look at how the marketplace has been changed and will change in Part 3. Part 4 looked at how these new features enable process-level changes at-scale, and for small-medium-enterprises, saving money, speeding up efforts, and setting people up to make decisions. Part 5 looks at a level deeper: what enterprises (small to colossal) will act on to save money, gain process speed, and add functions not previously practical. Parts 6 and 7 are a perspective of what Adobe invading their own market will mean across functions and industries. Parts 8 and 9 pull together the most important points from the series.
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