I’ve spent a lot of my time over the last decade helping businesses to put together strategies for the use of social media, both internally for collaboration and externally for community building and marketing. I know that for some companies, my strategy was a document that they continued to refer to for literally years after we put it together. (I… Read more →
Media management prof Charles Warner thinks that media companies lack innovation because they are driven by an individualistic, star-obsessed culture. Good corporate culture are rare and take a lot of work, and while I don’t think it’s going to be the magic cure-all for the woes of media suffering digital disruption, media companies cannot afford the dysfunctional internal dynamics of their past.
News organisations are still facing a lot of challenges. You only have to look at continued cost cutting at large groups including Tribune Group and Gannett as well as the failure to launch of Reuters Next to see that we’re still in a period of significant disruption. However, we are also learning how to be more nimble and experiment more successfully, and Joy Mayer and LSE’s Charlie Beckett’s have some good suggestions on how to get better faster.
Newspapers and print media saw the ‘asteroid’ coming, as Neil Thackray of Briefing Media put it, but like so many other industries facing disruption, they failed to adapt. In this piece that originally appeared on The Media Briefing, I look at ways that news organisation can increase experimentation and therefore increase their ability to adapt to the rapid changes that digital is bringing to their industry.
In a post that originally appeared on The Media Briefing, I look at how newspapers responded to digital disruption and whether integration was precisely the wrong response. Clark Gilbert, who worked with Clay Christensen at Harvard University, has applied Christensen’s Innovator’s Dilemma in practice at the Deseret News. He argues for a dual-transformation of the legacy print business while also setting up a disruptive digital business. If you merge the two, the legacy business often “suck(s) the life out of” the digital disruptive business, he argues.
The Media Briefing is using LinkedIn very effectively, and on one of their discussions, they have the following question: Q: If you could go back in time and talk to yourself as a fresh-faced young entrant to the media industry what advice would you give? I thought about this for a while, and to be honest, some of this advice… Read more →
After The Guardian and The Observer announced its ‘digital-first’ strategy the other week, which I, like Kevin, see as a burning platform admission, Alan Rusbridger went on Radio 4’s Media Show (MP3) to talk about the situation. Listening to the interview with half an ear open, one would hear a very calm, measured response from Rusbridger that would seem to… Read more →
I’ve featured Dan Pink talking about incentives before, but this animated version of his talk is so spectacular I thought you’d forgive the repetition. (Hat tip Zé, via Steph.)
Dean Kamen, inventor of the Segway, told the Better World conference at the end of April that the main barrier to technical change is cultural inertia: Don’t gauge the rate at which you will be an instant success by how quickly you can develop the technology,” he told would-be entrepreneurs. “I would gauge how long it takes the collective culture–any… Read more →
A couple of weeks ago I surmised that the travel disruption caused by the eruption of Icelandic volcano Eyjafjallajökull might force businesses to rethink how they manage their long-distance relationships. It might, I posited, force businesses to be more open to teleworking, teleconferencing and the use of social media for geographically dispersed teams. Eyjafjallajökull is showing no signs of stopping…. Read more →