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Ging Visual Using Images Enhance Productivity Decision Making and Profits - Gerard A.

Gerard A. Ging Visual Using Images Enhance Productivity Decision Making and Profits - Wiley publishing , 2005. - 257 p.
ISBN 0-471-71025-3
Download (direct link): visualusingimagestoenha2005.pdf
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Step 5. Reassess and Educate
Having identified the areas of greatest gains, invest in them further to maximize benefits to the organization. Keep abreast of emerging visual technologies, and evaluate how those technologies could solve additional business problems.
Going Visual is a process of discovery, experimentation, and change. As the stories that follow unfold, you will learn how individuals and organizations progress from entry level to expert visual communicators. In every case we studied, the more images are used, the more uses the Community of Interest finds for them. At this stage it is important to take stock and ask these questions:
• What has the organization learned about Going Visual?
• What barriers and limitations have been encountered?
• What new technology and techniques would help overcome those limitations?
• Who else in the organization should go visual?
• What are the next steps in the rollout of the Going Visual strategy?
In the following chapters, we introduce you to some of the companies from whom, by observing and analyzing their experiences, we have learned the principles just outlined, and we describe in detail how they have gone visual.
These companies began their transition with little or no imaging experience; they were starting from scratch, using consumer-level, off-the-shelf devices available to anyone. Because these businesses had no peers who had gone visual before them, the process usually began by serendipity, when one person within the company—a field supervisor, a salesperson, a CEO—had a lightbulb moment in which the notion of using a picture instead of a thousand words seemed like an idea worth trying. Sometimes the effort is under the radar until it proves its value and spreads throughout the organization. As Phil McKinney of HP observed, “It’s still fairly early. And to be quite honest, if you look at some of the early examples, it isn’t corporate-endorsed. It’s some guy out there who bought a camera phone, doing it on his own. Sometimes they stumble onto a valuable application by accident. We’ve seen some successful stealth applications inside the enterprise.” One picture led to another, as the images proved far more effective than words alone in communicating specific, often complex information. The organizations at large took notice, and processes began by which the people who knew the most about what information would be best served by Going Visual, the communicators themselves, began thinking visually and implementing their own versions of how using images could improve their business processes. This evolution was possible because the skills and tools necessary for success, which not long ago were available only to experts, are now at a level that anyone could master. Amir Majdamehr, Microsoft’s corporate vice president of digital media spoke about empowering individuals to go visual: “In the past, when companies wanted to do audio and video they would set up A/V departments, but that went out of favor because it was so expensive to maintain and very few organizations could afford it. We said, ‘Why don’t we go directly to the people who have the need to do this work, the knowledge workers who need to be effective
communicators.’ Whether it’s the sales force, the marketing department, human resources, or the CEO of a company, they all need to communicate. It was important that the technology be very easy to use, because typically businesspeople don’t have the time to learn new skills.”
During our conversations with imaging industry executives, some told us personal image-use stories that perfectly caught the essence of Going Visual. Bryan Lamkin, senior vice president for digital imaging and video at Adobe Systems and a longtime champion of the democratization of images, related one such story: “In my personal life, just in day-to-day experience, I rarely go out shopping without a camera. If I’m going to the hardware store and I want to get a fitting to fit a certain plumbing device I have at home, it’s a lot easier for me just to show them a picture of that on the camera than it is to worry about describing the thing. If I go to Fry’s or Best Buy and see our product displays, and I have a problem about how things are being merchandised, I snap a picture and e-mail it to my organization and say, ‘Hey let’s take a look at this. How do we get this fixed?’ Whether I am at a trade show, documenting competitive products, or I want to send compliments back to the team on our booth layout and how well executed that was, I use images. Typically we’re used to seeing images as a complementary form of communication, where I’m writing a report and I’ll put in a couple of images to enhance that report. I think we are seeing that get turned on its head right now. When I send off the 12 images that I think capture the experience, the text is going to complement the images, instead of vice versa.”
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