Digital Transformation – Copyright Clearance Center http://www.copyright.com Rights Licensing Expert Tue, 17 Jul 2018 07:00:39 +0000 en-US hourly 1 http://www.copyright.com/wp-content/uploads/2016/05/cropped-ccc-favicon-32x32.png Digital Transformation – Copyright Clearance Center http://www.copyright.com 32 32 Digital Transformation Accelerators for Content Reuse http://www.copyright.com/blog/digital-transformation-accelerators-content-reuse/ http://www.copyright.com/blog/digital-transformation-accelerators-content-reuse/#respond Thu, 28 Jun 2018 08:00:14 +0000 http://www.copyright.com/?post_type=blog_post&p=16825 Forward-thinking editors demand freedom to reuse and repurpose content in innovative, high value ways, especially on mobile devices.

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Even well into the digital age, publishers have persisted in maintaining processes that confine their businesses to a specific format (usually, the book) and to a single business model. Forward-thinking editors, however, demand freedom to reuse and repurpose content in innovative, high-value ways, especially on mobile devices.

At BookExpo America in May 2018, a panel discussion – The Content Liberation Movement – identified the digital transformation accelerators that can help editors and executives break down the barriers. Featured guests were Ganessan Paramanathan, who serves as Evangelist and Solutions Architect at Alfresco, an enterprise open-source software company focused on driving the convergence of Enterprise Content Management (ECM) and Business Process Management (BPM) to advance the flow of digital business; Maxwell Riggsbee, the co-founder and Chief Product Officer at Gadget Software, a virtual publishing technology that atomizes, enhances and streams book, manual and journal content to smartphones; and Renee Swank, Sr. Director, Copyright Clearance Center.

The Content Liberation Movement

Read the transcript here.

Highlights:

Maxwell Riggsbee, co-founder and Chief Product Officer at Gadget Software: The mobile device, whether it’s tablet or whether it’s phone, right? It’s touch-driven. It’s driven by a completely different set of expectations. And what’s beginning to happen is folks are beginning to ask questions around the data that they want to use, but also at times where they want that data to be accessed.

I’ll give you an example. One of the largest requests that we’re getting is can you take a publication and make it only available in a certain location? So maybe I have someone that’s working in a nuclear facility, but I don’t want certain book-related information available if they’re outside of the geography of that place. That’s data, actually. I mean, I have to now have some information that informs the publication that you’re in a place where you actually can’t render this as something that’s visible, alongside other pieces of information that might be critical to some decision – you used that term a little while ago – some decision I now need to make at this particular point in time under these scenarios. So what we’re seeing is an intersection of information from a variety of sources. You hear the term IoT. That’s informing some of that.

Renee Swank, Sr. Director, Copyright Clearance Center: I work with a lot of publishers, and they have big capabilities that they’re putting on their digital platforms in terms of creating new ways of exploring their content and being able to search and things like that. But it’s really burdened by the old ways of continuing to publish in a very print-based workflow – still creating print first, focused on print-first review processes and content creation process, thinking about their content very linearly, and creating front-to-back books.

I think that gets in the way of being able to open and liberate your content to that kind of capability that Maxwell was talking about, where you contextualize your content, where you can allow people to search in different ways. As your study had shown, people can’t find the information that they’re looking for when it’s buried down in a very deep part of the book. It’s just not really made for the mobile devices that we’re starting to see people use, especially in research and that kind of content.

So I think one of the things that is important to do is start to break the way that people start to create their content, so they’re thinking about how their content can be explored and used in different ways on the platforms that they’re developing today and any new platforms that are going to be coming in the future. So it’s really about looking at that process – editorial process – and looking at, instead of creating a front-to-back book – front-to-back set of content that’s really about a particular product – it’s more creating more granular pieces of content that can be mixed and matched and enriched that devices, whether that might be a web platform or a mobile device, can explore that content in new ways.

Perhaps an end user may want to mix and match that content to create their own books. Maybe it’s contextualized based on where they’re at. So I think that it’s about starting upstream in an editorial process in order to create content agility and giving those end platforms a way to create new user experiences.

Ganessan Paramanathan, who serves as Evangelist and Solutions Architect at Alfresco: …The context is really important. I call them as – think about it as content is your muscle. Context is going to be your nutrition – you got to feed the muscle and enrich your muscle. So we are seeing a huge trend, as Renee mentioned – context is going to be really critical to (inaudible) nutrition and feed your muscle.

And then, at Alfresco, what we have done is we created a common platform to capture your – I call them as learning objects. As Renee mentioned, so you have the ability to create as a granular chunk – be agile on how you create the content. As you have that information, keep it as a small, small granular chunk of content. Capture that. And also have a common – I call them as a digital process layer, not as a one digital publishing pipeline for print, another publishing pipeline for print – instead of having two separate pipeline, think about it as having a common digital workflow to manage the print and also to manage the digital version as well. Have the common model. And then have that publishing framework irrespective of your multichannel, omnichannel experience, and don’t think about – don’t hang up on your format. Have flexible on your format but just work on your common model. And then at Alfresco, the downstream – we take care of that publishing into your omnichannel experience and everything.

Also, at the downstream, once you go further, we can put that artificial intelligence and machine learning into that on how do you repurpose your content which you already have? Let’s say you are creating a different version for a different culture or a different set of audience. Use your machine learn and let the machine learn automatically create the skeleton based on repurpose the content from there and then publish it to the downstream and also – take an example of a translation – use some of the artificial intelligence and the machine learning to create that different language version of the content. And again, don’t hang up of your format. Just think out of the box.

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How to Achieve Digital Dexterity: 4 Elements of Focus http://www.copyright.com/blog/what-is-digital-dexterity/ http://www.copyright.com/blog/what-is-digital-dexterity/#respond Tue, 12 Jun 2018 06:34:31 +0000 http://www.copyright.com/?post_type=blog_post&p=16700 Most large companies are not known for being nimble and agile. So how can these organizations develop the dexterity to compete in today's digital age?

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The term “digital transformation” is in vogue as many organizations turn to digital technologies to re-invent their customer experiences, improve internal operations, or build new businesses. Leaders must consider new options for how to organize, as well as how to operate or what to produce, to truly maximize the benefits of their digital tools and capabilities.

Digital initiatives to improve business operations or the customer experience, for example, can trigger major organizational design changes, such as reorganizing departments and assigning new responsibilities. And, while jobs can be replaced, and new skills can be acquired, these efforts are neither fast nor easy.  Moreover, as technologies continue to advance, leaders may find themselves in the same predicament one year or even one month after adopting new technologies, needing to adjust organizational design repeatedly to meet strategic goals.

Long-lasting digital transformation advantages come only from developing the dexterity to rapidly and continuously self-organize apace with advancing digital technologies.

Developing Dexterity to Compete in a Digital Age

Digital dexterity is the sustained organizational capability to fluidly and dynamically reconfigure and deploy both human and digital resources at the speed of rapidly changing technological and market conditions. Digital dexterity comes not just from technology, but from people using digital technologies to think, act, and organize themselves in new and productive ways.

Digital dexterity comes not just from technology, but from people using digital technologies to think, act, and organize themselves in new and productive ways.

Most large companies are not known for being nimble and agile. So how can these organizations develop the digital dexterity to compete in this age? Alongside my colleagues at MIT, we conducted a multi-method study to investigate the experience of digital transformation from an organizational perspective. As part of this research, we surveyed 299 professionals, managers and higher-level representatives in 146 organizations operating in multiple industries and in over 30 countries. This research revealed not one single practice, but rather four interrelated characteristics, that position organizations to respond with digital dexterity to successive waves of future innovation over the long term.

1. A Digital Mindset

A digital mindset is an attitude reflecting a tendency to seek out digital solutions, use technology as a tool for competitive advantage, and approach enterprise data in a systematic fashion for customers, partners, and employees. When employees and managers instinctively turn to their digital tools and data to improve processes or create new products, they reap the benefits of speed and connectedness more often.

Our survey results showed that the presence of a digital mindset is significantly and positively associated with digital dexterity. Organizations in our dataset with the highest levels of digital dexterity exhibited, on average, measures of digital mindsets that were 12% higher than organizations with average levels of digital dexterity, and 30% higher than organizations displaying the lowest level of digital dexterity.

People with digital mindsets aspire to innovate with technology, believe their aspirations are attainable, and actively experiment with digital solutions. As they experience and publicize success with these solutions, favorable attitudes start to cascade through the larger organization. New mindsets inform subsequent decisions and practices.

For instance, leaders may invest more in data quality or in gathering additional data. They also may try to develop stronger analytical capabilities or expand their workforce with specialized or complementary skillsets.

2. Key Digital Practices

Many organizations are starting to digitize their operations. But what really makes a difference regarding digital dexterity is the degree to which organizations subsequently engage in collaborative learning and data-driven decision-making.

  • Collaborative learning involves teamwork and partnering without regard to discipline, geography, ownership or other traditional parameters, and ensures that insights and solutions move rapidly and readily across boundaries.
  • Data-driven decision-making means consistently using data – rather than intuition or the highest paid person’s opinion (“HiPPO”) — to guide decisions.

From our survey, we found both data-driven decision-making and collaborative learning are positively associated with digital dexterity. Organizations in our dataset with the highest levels of digital dexterity recorded, on average, collaborative learning measures that were 17% higher than organizations with average levels of digital dexterity and 46% higher than organizations displaying the lowest level of digital dexterity. Similarly, high dexterity organizations showed data-driven decision-making measures that were 18% higher than average dexterity organizations and 50% higher than the lowest dexterity organizations.

Our case research points to the valuable role of collaborative learning in helping traditional companies cultivate favorable attitudes and beliefs about digital transformation throughout their organizations. Once in place, these shared mindsets, along with shared norms of using data and dispersing knowledge, facilitate receptiveness to flexible and fluid ways of working—unhindered by differences in expertise, role, status or affiliation.

3. An Entrepreneurial and Engaged Workforce

As routine and well-bounded tasks become automated, the remaining roles for the workforce become more creative, open-ended and non-routine.  Our survey found that key success characteristics of this workforce include technology experience, and digital skills, but particularly high engagement. Engagement is evident in competence, motivation and self-direction.

Our survey revealed that many organizations believe they have the necessary technical experience. However, organizations with high levels of digital dexterity are far ahead on digital skills (24% higher than average dexterity organizations; 54% higher than lowest level dexterity organizations) and engagement (16% and 36% higher than average- or low-dexterity organizations, respectively).

The combination of collaborative learning norms and an entrepreneurial, engaged workforce is crucial for developing digital dexterity. Collaborative learning can support all workers in building skills, competence, and the perspective to guide entrepreneurial effort. Organizational leaders can help by setting clear goals, encouraging boundary-spanning collaboration, providing liberal access to relevant information, and then trusting their workers to bring the best expertise to bear for each challenge.

4. Data and Tools

Unsurprisingly, the fourth support for digital dexterity comprises assets such as digital tools and data. When skills, competence and engagement are established, the easy availability of data and communication tools complement performance-related outcomes.

In our dataset, organizations with high levels of digital dexterity stood out from those with average or low levels of digital dexterity on measures of data availability (16% higher than average; 33% higher than lowest dexterity organizations) and collaborative tools (20% higher than average; 51% higher than lowest dexterity organizations).

Access to quality data (i.e. timely, accurate, and complete data) is central to digital transformation. Accurate and timely data aids workers in improving internal business operations and responding effectively to customer demands. As workers realize the benefits of data-driven outcomes, they use data-driven approaches more consistently, creating a virtuous cycle.

Access to effective communication, collaboration, and coordination tools are also crucial for facilitating the key practices of collaborative learning and decision-making, and supporting the social connections that build engagement.

Digital Dexterity: The Leader’s Role

Astute digital leaders try to embed these elements in their organizations, to support and optimize their digital investments. However, leaders cannot mandate the development of values and norms such as collaboration, self-organization, and entrepreneurial engagement. Instead, leaders must cultivate the conditions that encourage new mindsets and practices:

  • Foster a digital mindset through leading by example.
  • Build consensus about responsibilities without regard to traditional boundaries and roles.
  • Model and encourage collaborative interaction and continuous learning.
  • Visibly practice and require data-driven decision-making.
  • Provide access to key digital resources and publicly acknowledge their effective use.

In sum, strong top-down leadership is important but should be exercised with a subtle hand.

 

Related Reading:

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The Content Liberation Movement Comes to BookExpo America 2018 http://www.copyright.com/blog/the-content-liberation-movement-comes-to-bookexpo-america-2018/ http://www.copyright.com/blog/the-content-liberation-movement-comes-to-bookexpo-america-2018/#respond Fri, 25 May 2018 19:47:28 +0000 http://www.copyright.com/?post_type=blog_post&p=16628 A core theme of this year’s BookExpo is increasingly dynamic content consumption, and the new models and tools needed to keep pace – a common challenge among publishers, and one to which Renee Swank of Ixxus is no stranger.

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Copyright Clearance Center and Ixxus are excited to participate in the 2018 “edition” of BookExpo America, taking place May 30 – June 1, 2018 in New York City at the Javits Center. More than just a tradeshow, BookExpo is where all those who play a key part in the publishing industry – authors, booksellers, distributors, librarians, technology partners, publishers and more – unite to share insight, learn about tools needed to grow business, and get the pulse of what’s trending in today’s shifting marketplace.

The Drawbacks of Traditional Publishing Workflows

A core theme of this year’s meeting is increasingly dynamic content consumption, and the new models and tools needed to keep pace – a common challenge among publishers, and one to which Renee Swank of Ixxus is no stranger. With 25+ years’ experience in content publishing and knowledge management, Renee has an extensive track record helping organizations drive business transformation to support content enrichment processes, as well as new ways to discover, search, and analyze content. “Even in an increasingly digital age, in many cases publishers are still relying on a workflow that confines their business by revolving around a specific format – the print book,” says Renee. “It becomes very difficult, if not impossible, to deliver content in innovative, high value ways – especially on mobile devices.”

Content Liberation – A Movement for Profitability and Sustainability

So, what’s the trick to breaking down the barriers, liberating your content, and securing the flexibility required to stay competitive? Renee and her colleagues at Ixxus know it all starts with a format-agnostic workflow: “Whether you’re mixing and matching pieces of existing content in new ways to drive revenue from new markets, or increasing efficiencies by pushing content to different platforms or formats all in one go, digital-first processes, and the associated mentality, have a direct, measurable impact on business performance.”

Learn More at the Can’t-Miss Panel

Learn more about digital transformation accelerators that can help editors and executives manage more effectively the full lifecycle of book and related content from editorial through publication, and beyond during The Content Liberation Movement panel on Thursday, March 31, 2018, 11:00 AM – 11:50 AM, Location 1E16, where Renee joins fellow panelists Max Riggsbee, Co-founder of Gadget Software, and Ankur Laroia, Leader of Solutions Strategy at Alfresco.

Additional Must-Attend Sessions

Covering Books from Cover to Cover
Friday, June 1st, 2018
11:30 AM – 12:20 PM
Location 1E16

CCC’s Chris Kenneally hosts a panel of influential journalists and analysts who cover national and international book markets. From the challenges of online commerce to bestseller lists dominated by authors with internationally-recognized brands, book markets in the United States, United Kingdom, and across Europe have much in common. Of course, national differences remain in spite of globalization. Apart from cultural preferences and languages, price discounting, which is a feature of US and UK markets that’s taken for granted, is forbidden by law in France, Germany and elsewhere. Panelists will discuss where they see room for more common ground.

State of the Industry: Publishing and Copyright Policy
Thursday, May 31st, 2018
10:15 AM – 11:00 AM
Location 1E12/1E13/1E14

Some of the most influential voices in copyright policy – Maria A. Pallante, President and CEO of the Association of American Publishers; Mary Rasenberger, Executive Director of the Authors Guild; and Keith Kupferschmid, CEO of the Copyright Alliance – explore the equities of copyright law as they relate to authors, publishers, and other aspects of the public interest, from the promise of global digital commerce to the evolving legal landscape in the courts and on Capitol Hill.

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Join CCC in Chicago at SSP’s 40th Annual Meeting http://www.copyright.com/blog/join-ccc-in-chicago-at-ssps-40th-annual-meeting/ http://www.copyright.com/blog/join-ccc-in-chicago-at-ssps-40th-annual-meeting/#respond Thu, 24 May 2018 08:00:15 +0000 http://www.copyright.com/?post_type=blog_post&p=16600 With topics ranging from metadata to OA to computer-assisted mining in scholarly publishing, the CCC team picks their favorite sessions at this year's 40th SSP Meeting in Chicago.

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SSP’s 40th Annual Meeting, one of the premier forums for discussion amongst scholarly publishers, librarians and academics, is right around the corner. This year’s theme, “Scholarly Publishing at the Crossroads: What’s working, what’s holding us back, where do we go from here?” highlights both the uncertain nature of our industry’s future as well as the great opportunities that lie ahead for us.

You can find CCC at Booth #211, and catch our photo booth at the 40th Anniversary Celebration at the Navy Pier. My colleagues and I will be at the show and wanted to share some of our “can’t miss” sessions at this year’s conference:

Jen Goodrich, Director of Product Management

Session 4D – Making Metadata Work for Everyone: A Functional View of Metadata in the Scholarly Supply Chain (Thursday 31 May, 4:45PM)

My first session choice is an expert panel, led by Marianne Calilhanna from Cenveo Publisher Services, about the entire lifecycle of metadata throughout the publishing workflow. This topic couldn’t be more timely or relevant, as it’s becoming increasingly clear that scholarly publishing can only be as good as our data.  I’m looking forward to hearing a detailed analysis how metadata flows—and sometimes gets caught—during the publishing workflow.

Sponsored Session: Diversity & Inclusion (Wednesday, May 30, 1:30PM)

My second pick is a sponsored session, moderated by my wonderful colleague, Rebecca Mcleod. She’ll be leading a very important discussion about the culture of the scholarly publishing community—specifically around efforts to create a more diverse and inclusive environment that welcomes people of all backgrounds. I’m really looking forward to this meaningful discussion and to hearing the panel’s thoughts on ways we can improve and grow together as a community.

Kurt Heisler, Sales Director

Plenary: Previews Session (Friday 1 June, 11:00AM)

The Previews Session is a roundup of the industry’s newest and most noteworthy products, platforms and content. I’m really looking forward to this one and think it’ll be a great synopsis of the most important recent developments in scholarly publishing; a definite “must-attend” on my calendar.

Session 2A – How Do We Move the Goal of Open Access from Concept to Reality? (Thursday 31 May, 2:00PM)

Moderated by ALPSP’s Audrey McCulloch, this session promises to be an informed and pragmatic analysis of the state of OA, including a rundown of some of the biggest challenges stakeholders are facing today. As the scholarly publishing industry begins to search for and uncover ways we can streamline the research workflow, I’m really looking forward to hearing the speakers offer their takes on ways we can improve.

Chuck Hemenway, Sales Director

Virtual Meeting Session 5A: Funders as Publishers—What does this mean for traditional publishers and the scholarly publishing industry as a whole…? (Friday 1 June, 11:00AM)

My first session pick, moderated by Sheridan PubFactory’s Tom Beyer, will take a look at the rise of publisher-funders like, Wellcome Trust. These firsts-of-their-kind are still finding their place within the market so I’m keen to hear the industry experts on this ticket offer their perspectives on how publisher-funders might find their place within—or perhaps disrupt—the scholarly publishing market.

Virtual Meeting Session 1D: The Gift That Keeps on Giving: Metadata & Persistent Identifiers Through the Research & Publication Cycle (Thursday 31 May, 10:30AM)

My second pick—and the session I’m most excited to attend—is this panel, lead by Ringgold’s Christine Orr, about metadata throughout the scholarly lifecycle. It’s becoming increasingly clear that we’re simply not doing enough with our metadata and that we’re missing opportunities to collect valuable information that would make the research workflow more seamless for everyone. I’m really looking forward to hearing what these industry heavyweights have to say about our current state and how we, as a community, can improve.

Darren Gillgrass, Business Development Director

Session 3F: (Don’t) Rage Against The Machine

My first session pick promises to be a forward-thinking discussion about why—and how—we should better incorporate computer-assisted mining activities into the scholarly, academic and research library communities. Moderated by DMedia’s David Myers, the panel’s experts are well-equipped to make the case for utilizing technology to better facilitate scientific progress. Looking forward to hearing their perspectives on how we can ensure the scholarly publishing community keeps pace with technology and benefits from its advances.

Session 2D: Unlimited Data Plans? Data Publication Charges (DPCs), DPC Sponsors, Data Availability Statements, and Licensing Options (Thursday 31 May, 2:00PM)

My next pick is a session about lesser-known article fees: data publication charges—or DPCs. Moderated by Anna Jester from eJournal Press, this session features four organizations which currently either require authors to deposit data or support authors in complying with data mandates. These data experts will explore what DPCs mean to scholarly publishing, from operational realities, to licensing, and beyond.

Which sessions are you looking forward to attending? Tell us in the comments section!

We hope to see you in Chicago. Follow along on social media with #SSP2018.

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Embracing the Digital Transformation in Publishing—and its Impact on Authors http://www.copyright.com/blog/embracing-the-digital-transformation-in-publishing-and-its-impact-on-authors/ http://www.copyright.com/blog/embracing-the-digital-transformation-in-publishing-and-its-impact-on-authors/#respond Fri, 11 May 2018 08:00:16 +0000 http://www.copyright.com/?post_type=blog_post&p=16430 Digital transformation initiatives are all the rage in the publishing industry – but how does the author benefit from these strategic optimizations?

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As one game-changing tech-led disruption after another rocked the book trade, publishers raced to meet new opportunities (and new consumer expectations) generated by new ways of accessing content.

Companies in the publishing space are shifting to a system that can help them maintain a position of strength regardless of the next big innovation. The process is called digital transformation and, ultimately, it can improve the success of any author’s work. What is digital transformation, in a nutshell?

Digital Transformation Summed Up

It is a series of system and process changes within a business to maximize the efficiencies created by today’s technological landscape. The process includes five stages: content storage, metadata, discoverability, content agility and automated collaboration.

Content storage means leaving the patched-together siloes of desktop folders, network drives and shared-content systems such as Google Drive, and instead unifying the entire enterprise on a single, global, centralized file repository, often cloud-based. Sharing material between departments becomes a breeze, document version worries a thing of the past.

Metadata—a set of labels or tags that can be applied to files manually or, better yet, through automation—enables quick browsing for anyone in the system, using keyword searches and more advanced methods such as semantic search.

Discoverability signifies the ability to get the best, most relevant content as efficiently as possible. Content storage and metadata are the building blocks that enable discoverability to function. Discoverability can be a nuanced task, for example, making sure search results use contextual clues to surface the most appropriate material, or the ability to distinguish between homonyms.

Content agility enables organizations to respond to external demands for the fast and efficient reuse of valuable content. Regardless of publication date or original format, decades-old files in a digital transformation environment can be summoned and put into use as easily as brand new content.

Automated collaboration enables individuals to work together, with better results, on common tasks— for instance, live-editing the same master document. On an enterprise-wide level, content development becomes tidier and faster.

Serving the Author

What does digital transformation mean for authors? Writers win when their work is published faster, cleaner, with the widest possible reach, and with the longest possible lifespan. Digital transformation optimizes the ecosystem to achieve this.

In an optimized workflow, the editorial manager achieves superior oversight from manuscript to proof copy. Agile content and automated collaboration track the status of every piece of content, eliminating bottlenecks, fast-tracking the approval process and streamlining development.

When an entire company shares one system, that means faster production. Today’s pre-publication process is too manual. Content must be loaded into one system or software environment, developed, exported, then handed off to repeat the process with the next team. Automated collaboration and a strong content storage system brings the process into the 21st century.

In a publishing house that has embraced digital transformation, even workflows outside content production can benefit. Marketing and publicity teams use the agile content to leverage the best assets, while also improving campaign execution through automated collaboration.

Depending on your content and licensing agreements, your material could be chunked into modules available for repurposing. Tagging for metadata and optimizing for semantic search or text mining can make your content easy to discover and, in turn, to use. With a simple search, your content could surface as a candidate for anthologies, course packs or other content bundles.

The back catalog changes dramatically in the digital transformation environment. Without the restrictions of siloes or antiquated filing systems, years-old content can be surfaced and used just as content published yesterday would be. The optimized content can also be transitioned to whatever new device or reading platform comes next—none of last decade’s agony of turning print to e-books.

Digital transformation empowers publishers to be responsive in a demanding marketplace. Has your house made the commitment?

A version of this post originally appeared in The Bookseller.

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Metadata 2020 Update: Project Groups Underway http://www.copyright.com/blog/metadata-2020-update-project-groups-underway/ http://www.copyright.com/blog/metadata-2020-update-project-groups-underway/#respond Thu, 10 May 2018 08:00:39 +0000 http://www.copyright.com/?post_type=blog_post&p=16492 This year, Metadata 2020 is focused on gathering information and use cases that will inform the final recommendations. CCC team members share updates on the progress so far.

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Increasingly, we are asking metadata to do more than ever before. In the digital age, there is a growing view that content which cannot be discovered, linked or acquired electronically may as well not exist. Demands are increasing for content to become more interoperable, discoverable and machine readable and we have a parallel challenge to manage all aspects of the underlying metadata across content creators, aggregators and consumers.

Metadata 2020 is a collaboration that advocates richer, connected, and reusable, open metadata for all research outputs, which will advance scholarly pursuits for the benefit of society.

The Metadata 2020 initiative kicked off in 2017 as a set of industry communities discussing common challenges, and while its name implies that it’s a three-year project, the outcome of its efforts won’t stop there. Working towards a shared vocabulary, set of best practices and awareness for the greater good, this multifaceted effort is designed to facilitate communication between disparate communities. Because our scope is broad, the findings of Metadata 2020 are less about being prescriptive, and more about bridging gaps in understanding, technology and workflows that impede research, publishing or re-using content.

Last year’s community groups identified six key challenges to focus on. The 2018 project groups span the lifecycle of metadata: research, metadata elements and their definitions, understanding incentives for improving metadata, and best practices each group can follow to support the larger ecosystem. Overall, each project team shares a common overarching goal: educating people on why it’s important to care about and invest in rich metadata.

CCC’s services exist at the crossroads of numerous metadata uses including content management, discovery, rights licensing, text and data mining, open access and content delivery. This broad experience allows us to bring a unique viewpoint to the Metadata 2020 initiative and we have several staff members are participating in Metadata 2020’s project groups during 2018.

Each project group varies in size from a few people to two dozen and includes volunteers from across the industry with varying backgrounds, expertise and motivations.

Highlights from CCC’s involvement in Metadata 2020’s project groups include:

Group 3: Defining the Terms We Use About Metadata

Elizabeth Wolf, Manager, Data Quality, Data Operations

I have always been interested in the intersection between perspectives. In the past, I’ve been involved in integrated projects where one team uses a term and another team assumes a completely different meaning, causing misaligned features or requirements, missed hand-offs, and delays. The more we work in the wide world of cross-functional teams and release trains, supporting a range of customers across many disciplines, the more critical it is that we recognize and address these challenges.

While the Defining the Terms group is closely aligned with others, our mission is to come up with clarifying terminology so that we can have more meaningful global discussions. To understand what should be delivered and why anyone should care, we need a common vocabulary. We are looking to facilitate communication about metadata within and between communities. Our 16 group members represent Service Providers/Platform & Tools, Publishers, Librarians, and Researchers.

At this point, we are surveying different user groups to assess what people talk about when they talk about metadata. We think our contribution is to disambiguate and illustrate what terms mean, independent of implementation. Our anticipated outcome is a glossary, which will be released along with Group 2’s mapping project.

Group 4: Incentives for Improving Metadata Quality

 John Brucker, Metadata Librarian, Data Operations

As a metadata librarian, this project appealed because I think it can help address some of those inconsistency issues by helping the community understand the importance of metadata quality. I believe the community needs to commit resources towards creating and maintaining good metadata.

The mission of our group is to highlight downstream applications and the value of metadata for all parts of the community by telling real stories as evidence of how better metadata will support their goals.

Through my role at CCC, I can see that the quality of metadata we receive from our publishers can vary greatly. This is especially true for publication types other than books or journals, such as reports, websites, and standards.

The way I see it, this group will impact the industry by educating the industry about why they should care about metadata. Examples of this would be use cases where high-quality metadata positively impacts revenue, discoverability, and user experience.

Group 6: Metadata Evaluation and Guidance

Stephen Howe, Product Manager, Platform Services, Product

I was immediately drawn to this project because it aligns directly to what CCC is doing today and what I am doing at CCC. We just implemented a new works management system to help us improve the quality of our data. One of our biggest challenges is understanding exactly how to measure the quality of works’ metadata and to help our data source partners understand and measure the quality of the data that they send us.

The stated mission for this project is, “To identify and compare existing metadata evaluation tools and mechanisms for connecting the results of those evaluations to clear, cross-community guidance.” To state that in my own words, the point of this group is to define a common approach or toolset in which anyone can measure and report on the quality of metadata. Quality here is defined as completeness, accuracy, and consistency.

If we are successful, we will have better industry understanding on how to evaluate the quality of metadata and perhaps even a shared methodology / toolset with which to measure it.

 

Check back in November 2018 for the next update from CCC’s members of the Metadata 2020 team, reporting on the completion of the project groups.

Related Reading: 

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Becoming a Digital Organization: 3 Areas to Target http://www.copyright.com/blog/becoming-a-digital-organization-3-areas-to-target/ http://www.copyright.com/blog/becoming-a-digital-organization-3-areas-to-target/#respond Wed, 02 May 2018 14:47:18 +0000 http://www.copyright.com/?post_type=blog_post&p=16421 Conversations about “digital transformation” often the focus is on technology investments, talent and changing business processes.  Relatively less attention falls on the organization that must fulfill the chosen digital strategies.

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As the digital age unfolds, powerful technologies and ubiquitous data offer new strategic choices for products, services and business models. At the same time, these technologies also present new operational choices for designing, coordinating and managing people, and examining existing processes and workflows.

Conversations about “digital transformation” often focus on technology investments, talent and changing business processes.  Relatively less attention falls on the organization that must fulfill the chosen digital strategies. Research suggests that optimal transformation also involves reshaping the enterprise itself into a “digital organization.”

So, what is a “digital organization?”

Digital organizations demonstrate an elevated organizational capability to use their tools and data to dynamically deploy and reconfigure both human and capital resources at the speed of rapidly changing technology and market conditions. We call this digital dexterity.

These organizations don’t just adopt digital innovations, but also:

  • Use digital data more intensively to make decisions, guide action, and learn for the future.
  • Collaborate more extensively to bring diverse expertise to bear quickly on novel situations.
  • Establish partnerships, identify talent, and find experts more readily than those that have not adapted their organizations to take full advantage of digital connectivity.
  • Self-organize at different scales to act fast under a variety of conditions.

Digital dexterity is evident in their ability to adapt quickly to narrow windows of digitally driven customer-facing opportunity, or respond rapidly to customers’ individual needs and preferences, while balancing evolving localized and company-wide standards.

Transitioning from the Industrial Age to the Digital Age

Building this kind of capability involves change on three fronts:

1. Mindsets: At the heart of the transition from “industrial organization” to “digital organization” are new attitudes, beliefs, and values towards digital tools, information, organization, management, workers and the work itself. These organizations often consider their “workforces” broadly, engaging not just employees but also partners, customers, and contingent workers as resources to achieve their enterprise goals.

A positive and proactive attitude toward digital possibilities is particularly important. In digital organizations, an instinctive “digital-first” mindset is evident in how people throughout the firm tend to explore digital solutions before manual ones, use digital tools to seek out expertise, seek opportunities to use technology for advantage, and approach data systematically.  They understand the opportunities and risks of engaging with these solutions, and so proceed confidently.

2. Practices: It is not enough to just ‘talk the (digital) talk’ – organizations must also ‘walk the (digital) walk.’ As enterprises digitize their operations, new behavioral norms and routines need to become widespread and consistent.

  • First, organizations should use their digitized operations data to practice data-driven decision-making. To get the most out of digitization, organizations must use their accumulating data in systematic analyses to make important strategic decisions, as well as to monitor and refine internal processes.
  • Second, organizations should practice collaborative learning — sharing information readily across locations, disciplines and status boundaries to solve problems – to make effective decisions in domains where data is still lacking.

Together, these complementary practices support rapid but effective decision-making and responsive action in different domains.

3. Resources: Organizational capability also depends on structural and concrete elements such as digital and physical tools, skills, formal structures and infrastructures. The following resources are especially useful for making the transition to a digital organization:

  • A digital-ready workforce of engaged and self-directed workers who can take on the challenges that automation cannot (yet) address.  
  • Broad-based access to digital communication and coordination tools to enable collaborative learning and exchange across internal and external boundaries.
  • Integrated operations data to enable employees to actively monitor, measure, and improve operations.
  • Real-time customer data to help workers customize services while also supporting them in sensing subtle but important external shifts.

Collectively, these digital resources support intense information processing and broad social connections, a combination that enables timely sensing and powerful responses involving both humans and machines.

A Journey to Digital Alignment

It can be helpful to think of this transformation effort as a journey, during which traditional mindsets, practices and resources give way to digital mindsets, practices and resources.  These changes often unfold at different speeds, and might occur incrementally or in bursts of effort. But they are interdependent and iterative, so changes in one domain become the impetus for further change elsewhere.

This journey can be uncomfortable at times.  However, as organizations reach a threshold of digital dexterity, where they are positioned to rapidly respond to emerging digital opportunities – they can begin to do this over and over.

 

Related Reading:

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Digital Age of Publishing Advances Scholarship, Research Says Kiren Shoman http://www.copyright.com/blog/digital-age-publishing-advances-scholarship-research/ http://www.copyright.com/blog/digital-age-publishing-advances-scholarship-research/#respond Thu, 26 Apr 2018 09:00:19 +0000 http://www.copyright.com/?post_type=blog_post&p=16293 Digital transformation requires a publisher to redefine and re-imagine the experiences of customers, employees, and other stakeholders.

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Facing the daunting challenge of digital transformation requires a publisher to rely as much on redefining and reimagining the experiences of customers, employees, and other stakeholders as on the underlying solution.

Stream the Beyond the Book podcast episode now.

Redefining Publishing for the Digital Age

“We have very different levels of engagement and different types of end users,” notes Kiren Shoman, editorial director at SAGE Publishing, a leading independent, academic and professional publisher. “You see that a lot in the tech world, don’t you? There are the people who are 100% committed to the most new, most innovative solutions, with all the bells and the whistles, and then you have a lot of the market which is tentative, not necessarily persuaded, and in many, many cases just too busy doing what they’re doing already to be changing a lot of their practices and going down these new routes that digital is offering them.”

At the 2018 London Book Fair, Shoman joined a panel of publishers and technologists to share stories of innovation in publishing marked by changes in workflow and production as well as in markets and customer habits. The other participants were Jonathan Brett-Harris, Managing Director, Ixxus; Kathryn Earle, Managing Director, Digital Resources Division, Bloomsbury Publishing Plc.; Dr. Junaid Mubeen, Director of Education at Whizz Education; and John Newton, CTO and Founder, Alfresco.

Facing the daunting challenge of digital transformation requires a publisher to rely as much on redefining and reimagining the experiences of customers, employees, and other stakeholders as on the underlying solution. In a preview of the panel discussion at Olympia Hall, Shoman says that her focus rarely strays from advancing scholarship and research, whatever the business conditions.

“I think one of the opportunities that we have as an academic and as a scholarly publisher, and an independent publisher, is that we can be trying new things, while we also are trying to continue a tradition that recognizes new opportunities and new ways in the disciplines [we cover].

“In social sciences, new subject areas are coming up around computational social science. How do researchers need new tools to engage with big data to do better research and to be able to deliver on their own mission of making new knowledge claims?”

Kiren Shoman is responsible for SAGE London’s textbook and reference program, and is the strategic lead of the recently launched SAGE Video portfolio. At SAGE since 1995, Kiren has played an instrumental role in the development of both traditional and digital platforms for disseminating SAGE’s book and textbook content. Kiren works closely with colleagues across SAGE to further explore new product innovations within print and digital publishing, and content development within emerging digital streams.

Read the transcript here.

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All About the Process http://www.copyright.com/blog/all-about-the-process/ http://www.copyright.com/blog/all-about-the-process/#respond Fri, 20 Apr 2018 08:00:30 +0000 http://www.copyright.com/?post_type=blog_post&p=16297 Content agility is the first step to digital transformation.

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Content is a publisher’s most valuable asset; it sits at the core of all business and it’s what makes an organization unique. To maximize the lifetime value of content, publishers must build in an agile approach to content from the very beginning to help them map, define and prioritize their digital transformation journey.

Arriving at a place where content is truly agile is a process, and should not be thought of as an end-product. Instead, organizations should think of content as their DNA: dynamic building-blocks that can be recycled, recombined and repurposed.

A piece of content can take many forms – it can be part of an e-book, a webpage, an interactive app, an insight and data service, a dedicated research platform, a personalized news feed. Finding and reusing content is key to getting the maximum value from an organization’s assets. As simple as this might sound, there are specific steps that must be taken to arrive at this place of agile content. More specifically, there are five key areas of focus that publishers must address.

Scale your content storage

A content model determines how content is defined, described and disseminated, internally and externally. Selecting the right model provides a solid foundation to efficiently and effectively ingest, manage and distribute content.

In this increasingly rich media age, where content has expanded to include video, audio, PDF and a host of other formats, ensuring that content is managed and maintained centrally in a scalable, accessible platform is critical.

A study by IDC showed that an enterprise with 1,000 knowledge workers wastes $48,000 per week due to an inability to locate and retrieve information.

Being able to access stored content from different locations and devices enables collaboration throughout organizations, allowing workers to be more productive. With everything in the same place, it is easier to keep control of your intellectual property and products.

Search that delivers

Incorporating powerful search and discovery tools into a publisher’s content environment is essential. A study by IDC showed that an enterprise with 1,000 knowledge workers wastes $48,000 per week due to an inability to locate and retrieve information.

Consistent metadata tags across the system allow relevant items to surface, regardless of other qualities like file format and folder location. By ensuring assets can be found, filtered and manipulated, and by enabling context-based discovery and suggestions, organizations can better serve both internal production teams and end-consumers.

Ensuring that all content – whether new or back catalog, and regardless of text, image or multimedia format – is easily locatable and auditable also facilitates rights and regulatory compliance, providing valuable insight into how and where a publisher’s assets are being used.

Collaboration is paramount

Content creators work best as a team. Once content is made more discoverable and accessible, integrating functionality and tools to drive digital collaboration is key. Automating product preparation, where possible, frees creators to spend time on the specialist tasks that really matter.

Providing intuitive tools for collaborative working, built into publishing workflows and integrated with familiar tools such as Microsoft Word and Adobe InDesign, ensures teams are as agile as the content.

Automating workflows also enables shorter, more efficient proofing and review cycles, allowing organizations to gain time and cost efficiencies and ultimately speeding time to market. For example, structured content can be automatically transformed into multiple output formats (such as EPUB3, PDF, HTML), which enables parallel, multi-channel and multi-format publishing.

Get granular

Giving agility to content means moving away from viewing content as something that is static and single-use. Instead, publishers should approach content as something dynamic and flexible, which can be enriched and enhanced to create multiple outputs.

This means using structured content (typically XML or HTML) as early as possible in the production process. Once an asset has been separated from format and broken down into granular, reusable chunks, it is easier to store, find scale and manage.

Enrich away

Giving content more context once it is produced, held and distributed in a granular form requires enrichment. Semantic enrichment is about assigning meaning to data, making it easily discoverable when needed, and relating it to other content sets or assets to develop new services.

Annotating content with semantic markup and metadata enriches its meaning, enhances its value and enables new use-cases and product innovation. Requiring content to be structured and semantically tagged means it becomes more discoverable, and also develops powerful associability. This means it can be resurfaced where it’s most relevant, or linked to other pre-existing datasets to create brand new content services.

In conclusion, it should be noted that moving away from product-centric thinking does not mean that there are no end products; rather it means that content is endowed with the flexibility and agility to create myriad end-products. Content agility means being able to manipulate and deliver content in any way and to meet any opportunity; maximizing revenues, quickening time to market and empowering your consumers.

A version of this post originally appeared in Research Information.

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Small Steps, Giant Leaps: The Digital Transformation Experience http://www.copyright.com/blog/small-steps-giant-leaps-digital-transformation-experience/ http://www.copyright.com/blog/small-steps-giant-leaps-digital-transformation-experience/#respond Fri, 13 Apr 2018 08:00:19 +0000 http://www.copyright.com/?post_type=blog_post&p=16262 At the 2018 London Book Fair, experts from Ixxus, Alfresco, SAGE London, Bloomsbury Publishing Plc and Whizz Education discussed the digital transformation journey.

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Copyright Clearance Center and Ixxus co-hosted a panel discussion, “Small Steps, Giant Leaps: The Digital Transformation Experience” at The London Book Fair on April 11, 2018. The panel, moderated by Copyright Clearance Center’s Christopher Kenneally, shared stories of innovation in publishing marked by changes in workflow and production as well as in markets and customer habits.

The panel included: Tom Morris, CTO and Co-Founder, Ixxus; John Newton, CTO and Founder, Alfresco; Kiren Shoman, Editorial Director, SAGE London; Kathryn Earle, Managing Director, Digital Resources Division, Bloomsbury Publishing Plc; and Dr Junaid Mubeen, Director of Education at Whizz Education.

Small Steps, Giant Leaps video preview

Stream the video here. Listen to the panel via podcast here. View the full transcript here.

Christopher Kenneally: …In the early days, it was content was king. That went away for a while. It’s coming back. And I think that’s important for a publishing audience to hear, because I’m sure they wonder about the value of their content. Tell us about that.

John Newton: Yeah, I can’t really say that content has ever gone away. You know, just the total volume of content goes up with the total capacity of storage on the planet right now, which continues to grow exponentially. What’s happening, though, is that that content is getting richer, has greater context, and is just more involved in more processes. So basically, where once upon a time we had created software to manage millions of pieces of content back when we started Documentum in 1990, now you can’t even find anything on your laptop, right? Your laptop is a mess. You can’t find anything. That’s true for any consumer of your products trying to find information. You’re there in a morass of content that’s out there, and context is as much – maybe is the queen to content as the king.

Kiren Shoman: …I think at the end of the day, it’s about really remembering who it is that you’re publishing for. I totally would echo that whole notion of content is king but context is queen. I love that, because I think that it’s true. Ultimately, we need to be always cognizant of who is it that wants the material regardless of how we’re sending it out to you – so the challenge of discovery and of finding, but also making sure that we are pushing out there really matters. So thinking about who is the learner and how do they learn? Who is the reader and, if not reader, the watcher and viewer? In terms of us launching SAGE Video, it’s in response to an acknowledgment that students and faculty wanted video alongside textbooks as a part of the whole learning endeavor.

 

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