In the next two years, Creative Directors without a DAM reporting solution will begin to be fired.
Sound like an exaggeration? Consider a modern manufacturing plant manager who cannot answer these simple questions:
- How much product was produced last quarter?
- What bottlenecks impaired production capacity?
- How long will it take to service this rush order?
- How much time, labor, and raw materials does each kind of production run take to execute?
- Which manufacturing lines, foremen, and workers are the most productive?
That plant manager would be fired. That plant manager would never be rehired. That plant manager would endure snide remarks about the 1950s calling and wanting their processes back.
Right now, a majority of Creative Directors are operating with analogous blind spots. Those Creative Directors who institute a DAM reporting framework will go into annual budget meetings armed with facts and figures that defend their performance and make the case for increased budget.
Those without this information. Well … the 1950s are calling, and the news isn’t good.
Of course, reporting is rarely a Phase I initiative for DAM, but prudent early planning is critical to lay the proper groundwork for later rollout of reporting. Four of the most common types of reports for DAM are detailed in the posts below as well as considerations for laying the groundwork to implement each type of report: