Title of PresentationDr Paul Jackson
The Internet – you can do amazing things with it
A lot (most?) of life’s activities involve the exchange of information:
A visit to the doctor
A chat
The Internet is about the exchange of information …. anywhere, anytime
So… you can use the Internet for ….. pretty much anything …
© Dr Paul Jackson
The Game Changer
“The internet is not about uploading a video to youtube or starting an online gardening community...this is a new mode of production that is emerging. It is beginning to fundamentally change how we orchestrate capability to innovate, to create goods and services, to govern and to educate”
The Internet is a game changer for business, for the arts, and for the business of the arts
We need to understand how the Internet changes things and draw lessons for the arts
Frameworks are needed to understand the challenges and opportunities from the Internet in general, and specifically how to respond as artists and arts businesses.
Don Tapscott, “Wikinomics”
I am from the school of management, so naturally I take a business view of things... About 8 years ago I started showing segments from the science fiction film Minority report to my students, linking the ideas there to nascent technologies. I used to ask the students how long they think it would be before the applications were available commerically: 30 yhears, 50 years, never were typical replies. Well hello, the future is already here.
Consider the collapse in profitability of David Jones and Myers.
Consider the prediction that in 5 years, 40% of retail outlets will be closed. This is not just because of selling online, it is the relentless pursuit of profit and productivity.
We have massive outsourcing in large companies moving manufacturing or call centres off shore, but consider a web site like freelancer.com. A small business can commission an engineer in China to draw up plans for a workshop in Welshpool.
We have the National Theatre showing HD at theatres, the Metropolitan opera – what will we have as generations change, demand on demand and have the technology to do this?
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5/03/2014
We cannot launch into choosing tools, doing designs of sites and twittering without beginning at the beginning and working out where you want to go and why you want to go there.
"Would you tell me, please, which way I ought to go from here?" "That depends a good deal on where you want to get to," said the Cat. "I don’t much care where--" said Alice. "Then it doesn’t matter which way you go," said the Cat. "--so long as I get SOMEWHERE," Alice added as an explanation. "Oh, you’re sure to do that," said the Cat, "if you only walk long enough."
You need a plan …
What is your value chain?
Where can you provide value to others?
What is the business landscape (environment)?
What are the opportunities and threats from competitors, suppliers, other products, a weak economy, a thriving middle class?
What are your strengths and weaknesses?
What will help you achieve your purpose (objectives)?
How will you achieve these objectives (strategies and tactics)?
© Dr Paul Jackson
Setting Objectives
What precisely do you want to achieve with your business goal?
What do you want to create?
What do you want to present or perform?
Where do you want to do it?
How much of it do you want to do?
How much money do you want to make?
By when do you want to do it?
Etc etc etc
© Dr Paul Jackson
Analysing the environment
What:
OPPORTUNITIES related to your business idea are present in the marketplace?
THREATS are there to me succeeding in getting my business idea working?
These can be:
© Dr Paul Jackson
Tactics and Timelines
Think in advance:
Exhibitions, performances, festivals …
Consider what you need to do in leading up to those
Not ONLY production or rehearsal
Information to the public
Involving fans in co-production
cash flow planning!
© Dr Paul Jackson
What are your markets?
What do you give to your customers?
What do you see as key opportunities where the Internet can help you?
© Dr Paul Jackson
It is often not clear to you, what people value in you …
Think about what is “adding value”
How do you recognise how, where and with whom this happens?
How can you look at your artistic life, analyse it and identify:
the things you do that add value and are therefore worthy of improvement through using tools (such as the Internet)
The things that should become more efficient so you have more time to pursue your art?
© Dr Paul Jackson
What adds value?
© Dr Paul Jackson
Technology is a tool not an end in itself!
Start with what you DO, NOT with a tool that looks sexy
© Dr Paul Jackson
SO, look to the Internet tools that add value to what you do, and why people would want to buy your art, go to yoru concerts, attend your festivals.
Don’t just hear about the latest sexy tool or website and want to use it. Think about value adding and how a tool will help you in that.
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http://www.youtube.com/watch?v=uhS_Ujij8Jk
© Dr Paul Jackson
© Dr Paul Jackson
This is Michael Porters “Value Chain” model. What are the processes in my organisation and what is the value that each step adds. The intention of such a model is identify those steps that add most value for the customer so that focus can be brought to bear on those. For example, in a clothing company whose real expertise and attraction for customers is the design of the clothing, one would invest in technology to help designers, not necessarily in manufacturing (which you might outsource for example). The same with support activities – this are usually of secondary value, so one should usually not overspend in this area, as these processes are not of strategi value.
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What adds value?
© Dr Paul Jackson
According to phenomenological philosophy, life is lived as a continuous stream of impressions and experiences. Many things we take for granted as being real, are in fact socially constructed, built up by collective groups over time in order to manage their lives and their interactions with the environment, and in order to simply survive. We have the idea of time for example as a continuous unfolding, a process that is going forward, developing and changing. The Hopi Indians of New Mexico believe that every day is the same day, coming back.
As individuals we can cast a cone of light over this stream to make sense of it, we can draw boundaries and identify not only objects, such as tables and houses, but also events that repeat. Once we do this and identify a recurring activity, we can then begin to understand it, analyse it, control it and improve it. This is what we do in business process analysis, but it is done in many professions: when build a house, carpenters, bricklayers, will create a “system” of work to optimise what they do by breaking it down into its component parts.
Once you understand the parts of the system, you can not only optimise, you can then start to work out which ones are important in their contribution to value. Then we can begin to consider which ones are candidates for support by technology and the Internet.
We also come to the insight that most of what we do involves information. When you break down the Toyota value chain, or the Wallmart value chain, or the Australian ballet value chain, you see most of it is passing information from one activity to another, processing that information with knowledge, and then moving it to another activity. Toyota for example make cars, but their value chain is marketing, design, planning, sales, inventory… all information management. And now robots (drivien by information) are even doing the physical work…
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Creating an idea
Refining the idea
© Dr Paul Jackson
The adding of value is often invisible to those who add it and those who profit from it. Many organisations never make explicit what steps or processes contribute to the reason why people give them money. Identifying the sources of value allows a firm or and individual to focus on what is significant, invest and develop that aspect of their work. This is not necessarily a commercial reflection – it can a highly personal consideration of personal talents, interests or priorities.
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Gather Information
© Dr Paul Jackson
In this slide I decompose the value chain process into the activities that it might consist of – these are highly variable of course depending up on the individual, the art being created, personal strengths and preferences. But the process of creating in the value chain consists of generating ideas, things to write about, things to perform and so on. These activities can be supported by enablers which link an artist with people, with knowledge, with information, with an arts company seeking an artist.
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Where can / do my customers, audience, partners, employees ADD VALUE?
Internet mediated communication technology
© Dr Paul Jackson
You may recognise this model as Michael Porter’s value chain again. IT was conceived to allow business to identify and focus on those activities that really contribute to the goal, the point of the arrow. Generally it has consisted of business activities such as marketing, production, logistics. There are a couple of points I wish to emphasise here:
There is a set of activities that we can specify for the arts
The model makes those activities explicit so that they can be reflected upon
The model applies to the individual artist, an arts organisation or an arts business
There is a set of players who add value to those processes and for whom we can use the NBN, cloud services, mobility to engage in many ways that were previously impractical or not possible or just plain difficult
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Home Environment
Transport Environment
Coastal Environment
Urban Environment
Process / Space
Home Internet Theatre On demand, Live streamed
Transit
Destination
Mobile Phone Bluetooth, SMS Buy song as it is played Feedback / interaction
So here we see how you might start to systematically use your value chain to identify opportunities to interact with your customers, with those who add value, in the locations which are appropriate, using the appropriate tools
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© Dr Paul Jackson
Prepare legislation
Prosecute offenders
In business courses, we do process modelling …
© Dr Paul Jackson
You might wish to do this – it just be a few bubbles and arrows. It unlikely you will want to become too complicated though… you cant see the wood for the trees then.
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Arts Information Architecture Can we “standardise” the arts value chain and its components and build models for the arts?
Primary Value
Composers do not just stop at composing
see Eric Whiteacre
Composers in Berlin actually end up organising a lot of concerts, in which they include a couple of their own compositions.
The reproductive arts will have quite different priorities and ways of thinking to the creative arts.
There is also art where the artists don't bother to create anymore.
Schopenhauer - the objects of art exist already.
The artists just puts them together - Cage.
© Dr Paul Jackson
In business, we tend to get what we call “structural isomorphism”, where organisations in the same industry tend to resemble each other for a number of reasons.
But art is only partially business. Artists and arts organisations are driven by all sorts of imperatives, removed from the “logic of capital”. You have to decied for yourself, your organisation, what is important, what you are trying to achieve, and then how activities contribute to that.
Or you might not! For you, the journey not the outcome might be the important thing. Just reflect and decide or decide not to decide.
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Discussion
Do you think there is a standard value chain model for the arts, abstract enough to be generalised but specific enough to be useful?
© Dr Paul Jackson
What are the key value-adding activities?
How do they relate to each other (is there a flow – draw a picture of this)?
Where do they happen?
Who is involved?
Now, your art may have very specific requirements or you may have a particular skill where you can provide a value:
Where do you think you provide a very specific service or add value to something?
Performing / Teaching / Designing / Organising / ????
How can the Internet and social media help you develop or deliver that value to your customer?
Are there specialised web sites or tools that can assist?
© Dr Paul Jackson