Why do some web producers release their webisodes weekly when they have evergreen content? That is, if their series of web videos are not tied to current events, why not release them all at once?

One answer might be that the release schedule is tied to the production schedule – episodes are being produced one week and released the next. But why not release them two weeks apart or wait until enough episodes have been produced to release all at once or daily? Why not four hours apart or on demand?

My point is only that there should be some reasoning behind the scheduling and not just because TV has scheduled weekly content.

You see, if TV has taught us one thing about audiences, it’s that they don’t like to be kept waiting. They don’t like to wait while the commercial plays, they don’t like to wait while the episode downloads and they don’t like to wait week-to-week. Many people record several episodes of a series before the viewing or they’ll buy the complete series on DVD. But of course audiences come to TV and the web with different expectations so why copy the TV model online if you don’t have to?

Find out more at Workbookproject.com

All photographs were taken in Richmond, Yorkshire December 2010. More at Flickr: http://www.flickr.com/photos/carolineward/sets/72157625715915422/

Image by NickDawson via Flickr

I’m browsing the internet via leadership opportunities and intrigued by Knotter’s Eight Steps:

John P. Kotter identified eight steps every organization must follow in order to reap long-term benefits from organizational change: establish a sense of urgency; form a powerful guiding coalition; create a vision and strategy; communicate the vision; empower others to act on the vision; generate short-term wins; consolidate improvements and produce still more change; and institutionalize the new approach (i.e., make it a part of the organizational culture).

Step 1, establishing a sense of urgency, involves selling the need for change to managers and employees. Kotter recommends creating a “felt-need” for change in others.

Step 2 is for managers to create a powerful group of people who can work together to enact change. Their power will be a driving force in encourages others to adopt change.

Step 3, the organization must have a vision that will guide the entirety of the change effort, and this vision must be communicated repeatedly (step four)—as much as ten times as often as one would expect to.

Steps 5 through eight occur after the sense of urgency is created, and these steps are easier to delegate or decentralize. In step 5, others in the organization are empowered to act on the vision. Managers should assist in this process by eliminating barriers such as old systems or structures.

Step 6 asks managers to plan for and to create short-term wins. This means that small improvements should be recognized and celebrated publicly.

In step 7, the current improvements are built upon with new projects and resources.

Finally, in step 8, the new approaches should be institutionalized; that is, they should become a routine path to organizational success.

http://www.referenceforbusiness.com/management/Pr-Sa/Reactive-vs-Proactive-Change.html

Related Articles

• When Your Team Reverts to the Old Strategy (blogs.hbr.org)
• John Kotter and Charlene Li Talk Business Strategy (bigthink.com)
• Leadership Theories & Change Management (brighthub.com)
• Tips on Managing the Organizational Change Curve (brighthub.com)

, originally uploaded by Cityco Manchester – Open City.

I recently took part on Cityco’s photography weekend. This photograph was taken at the back of Cambridge Street. The Palace Hotel is in the distance.

Another one of my photoraphs will feature at the Open City Photography Exhibition in The Triangle shopping centre, 9 – 29 July.

A range of photographs from the Open City event can also be viewed on flickr here: http://www.flickr.com/photos/citycomanchesteropencity/

Further down the page is a recommendation to use apricots rather than sugar – great idea! Will do next time.

Following on from my blog post on frame rate and filming: http://noveltyshoe.wordpress.com/2009/02/04/the-magic-numbers-of-film/

The BBC have a white paper on High Frame-Rate Television which identify benefits for high frame rate capture for programmes. It’s straightforward and short (for a white paper). Have a look at  the Research and Development publication here: http://www.bbc.co.uk/rd/pubs/whp/whp169.shtml

The paper is downloadable here: http://downloads.bbc.co.uk/rd/pubs/whp/whp-pdf-files/WHP169.pdf

conversation prism, linking social media apps

Who cannot but admire Hans Ulrich Obrist? (I’m sure there are a few out there who cannot stand him). A person dedicated to art and artists. In his Evening Standard (I would never have dreamed of reading ES before it was free, its taken on the legacy of The London Paper) interview today it mentioned the following:

Art cites need fully evolved ‘ecosystems’ to sustain them, comprising ‘visionary’ artists, great art schools, critics, curators, collectors, galleries, world-class public institutions and so on, and ‘London’s ecosystem’ says Obrist ‘is extraordinarily interesting and rich’

I think London is one of those true art cities in the world and someone like Obrist champion it. Certainly in England there is no competition, and in a way there shouldn’t be, London is a capital city and capital cities should be bigger, greater, busier and maybe even dirtier than other cities in the same country, it’s this ecosystem that fuels London art scene.

I’d love to see a city outside London in the UK really have a strong system of ‘artists, great art schools, critics, curators, collectors, galleries, world-class public institutions’, how big does a city have to be to house all of that though? Maybe it needs to be running through the veins of everyone who lives and works there. The first place that comes to mind is Liverpool, Brighton has something about it too, but I think its more along the lines of being a cultural city than an art city.