STRATEGY AND INNOVATION IN CONVERGING MEDIA ORGANISATIONS Johan Winbladh – march 2013 [email protected] M: 21915612 www.medieinnovation.dk Aalborg University Postgraduate Programme in Operations and Innovation Management
Media innovation and operation management - AAU
Jan 20, 2015
Lecture given to postgraduates on media transformation, cultural, strategic and innovation approaches and operational management focusing on both proces and product.
The Operations and Innovation Management programme is designed to develop the candidates international practical experience and theoretical understanding of international aspects of strategy, innovation and change processes. The programme is focused on the development, operation and maintenance of business systems and aims at giving a balanced analytical, systemic and managerial understanding of Global Business Development and its underpinning disciplines.
The Operations and Innovation Management programme is designed to develop the candidates international practical experience and theoretical understanding of international aspects of strategy, innovation and change processes. The programme is focused on the development, operation and maintenance of business systems and aims at giving a balanced analytical, systemic and managerial understanding of Global Business Development and its underpinning disciplines.
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Transcript
STRATEGY AND INNOVATION IN CONVERGING
MEDIA ORGANISATIONS
Johan Winbladh ndash march 2013
johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
Aalborg University Postgraduate Programme in Operations and Innovation Management
200 x TV amp Cinema Productions 1984-1998
Musician 1982-1992
Set Designs (Theatre) 1991-1994
About me (career part1 ndash fun analogue content production)
hellipbut late 90rsquoies I was attracted by the digital opportunityhellip
Strategist Marketing Agency1999-2001
Market Research 2001-2005
Innovation Manager (digital) 2006-2011
Project Manager (digital) 2011-12
Media Innovation Biz developer 2012 gt
About me (2)
Interactive TV 2000 Mobile Newsvoting 2001 Teletext 1983 (2002) Drdk 1996 (2003)
About me (career part 2 ndash digital business)
which actually became a complementary adventurehellip
In my beginning this interactive sphere was approx where I spent my first years
1950 1970 1990 1980 2000 1960 Phone Donation
for Hungary Crime
Investigation
Ask the doctor
You Decide
(vote)
Golden Arrow
(game) Hugo
(game) Pick a Movie
(vote)
Eurovision
Song Contest
Animals and me
Do it Yourself
assistance
What is it worth
For TV participation interaction engagement is no news Creativity quickly adapted new opportunities
Itrsquos not content (still very creative)
-Participation
-Lean forward
-Communities
-ldquobroadcastrdquo vs
PARTICIPATING IN THE DIGITAL AGE
But other things than content changed the game
lsquoSOME DEFINING MOMENTSrsquo
2006 podcast
Revenue 2011 bullTV 1110 miodk (export 230m)
bullCinema 885 mio dkk (export 113m)
bullComputer games 425 mio dkk (export 240m)
bullAdvertising 390 mio dkk (export 42m)
Content Production companies in Denmark Game growth ndash goes global
MUSIC - fragmentation
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
The money flow changes channels
(mio dkk) Advertising spendingyear - Denmark
ADVERTISING ndash changing channels
Own figure data provided through MediawatchFDIM
Itrsquos all about the business model
All 9 aspectshellip
New
competitors
Offer better
value
Consumers change
needs and behaviour
Relations Digital is
new rules of game
(il) loyalty
New technology for
distribution
New initiatives
increase expenses
Revenue stream
disrupted by free
freemium etc
Ressources Global
Corporations are BIG
Competences
culture mission
Partners gravitate
to best ROI
Itrsquos all about the business model
All 9 aspectshellip
bull Create new revenue streams (business development)
bull Find new + maintain partners (increase brand position)
bull Improve customer service (ARPU Cable-co open channels etc)
bull Establish content paywalls (subscribe micro freemium)
bull Reduce cost Downsizing outsourcing processing
bull Play politics (governmental supportfunding)
bull Improve products (Behavtarget BigData 2nd Screen etc)
bull Establish culture of innovation (departments initiatives Incubation)
bull Re organize to meet demands (structure roles tasks)
NEW STRATEGIES
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
200 x TV amp Cinema Productions 1984-1998
Musician 1982-1992
Set Designs (Theatre) 1991-1994
About me (career part1 ndash fun analogue content production)
hellipbut late 90rsquoies I was attracted by the digital opportunityhellip
Strategist Marketing Agency1999-2001
Market Research 2001-2005
Innovation Manager (digital) 2006-2011
Project Manager (digital) 2011-12
Media Innovation Biz developer 2012 gt
About me (2)
Interactive TV 2000 Mobile Newsvoting 2001 Teletext 1983 (2002) Drdk 1996 (2003)
About me (career part 2 ndash digital business)
which actually became a complementary adventurehellip
In my beginning this interactive sphere was approx where I spent my first years
1950 1970 1990 1980 2000 1960 Phone Donation
for Hungary Crime
Investigation
Ask the doctor
You Decide
(vote)
Golden Arrow
(game) Hugo
(game) Pick a Movie
(vote)
Eurovision
Song Contest
Animals and me
Do it Yourself
assistance
What is it worth
For TV participation interaction engagement is no news Creativity quickly adapted new opportunities
Itrsquos not content (still very creative)
-Participation
-Lean forward
-Communities
-ldquobroadcastrdquo vs
PARTICIPATING IN THE DIGITAL AGE
But other things than content changed the game
lsquoSOME DEFINING MOMENTSrsquo
2006 podcast
Revenue 2011 bullTV 1110 miodk (export 230m)
bullCinema 885 mio dkk (export 113m)
bullComputer games 425 mio dkk (export 240m)
bullAdvertising 390 mio dkk (export 42m)
Content Production companies in Denmark Game growth ndash goes global
MUSIC - fragmentation
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
The money flow changes channels
(mio dkk) Advertising spendingyear - Denmark
ADVERTISING ndash changing channels
Own figure data provided through MediawatchFDIM
Itrsquos all about the business model
All 9 aspectshellip
New
competitors
Offer better
value
Consumers change
needs and behaviour
Relations Digital is
new rules of game
(il) loyalty
New technology for
distribution
New initiatives
increase expenses
Revenue stream
disrupted by free
freemium etc
Ressources Global
Corporations are BIG
Competences
culture mission
Partners gravitate
to best ROI
Itrsquos all about the business model
All 9 aspectshellip
bull Create new revenue streams (business development)
bull Find new + maintain partners (increase brand position)
bull Improve customer service (ARPU Cable-co open channels etc)
bull Establish content paywalls (subscribe micro freemium)
bull Reduce cost Downsizing outsourcing processing
bull Play politics (governmental supportfunding)
bull Improve products (Behavtarget BigData 2nd Screen etc)
bull Establish culture of innovation (departments initiatives Incubation)
bull Re organize to meet demands (structure roles tasks)
NEW STRATEGIES
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
Strategist Marketing Agency1999-2001
Market Research 2001-2005
Innovation Manager (digital) 2006-2011
Project Manager (digital) 2011-12
Media Innovation Biz developer 2012 gt
About me (2)
Interactive TV 2000 Mobile Newsvoting 2001 Teletext 1983 (2002) Drdk 1996 (2003)
About me (career part 2 ndash digital business)
which actually became a complementary adventurehellip
In my beginning this interactive sphere was approx where I spent my first years
1950 1970 1990 1980 2000 1960 Phone Donation
for Hungary Crime
Investigation
Ask the doctor
You Decide
(vote)
Golden Arrow
(game) Hugo
(game) Pick a Movie
(vote)
Eurovision
Song Contest
Animals and me
Do it Yourself
assistance
What is it worth
For TV participation interaction engagement is no news Creativity quickly adapted new opportunities
Itrsquos not content (still very creative)
-Participation
-Lean forward
-Communities
-ldquobroadcastrdquo vs
PARTICIPATING IN THE DIGITAL AGE
But other things than content changed the game
lsquoSOME DEFINING MOMENTSrsquo
2006 podcast
Revenue 2011 bullTV 1110 miodk (export 230m)
bullCinema 885 mio dkk (export 113m)
bullComputer games 425 mio dkk (export 240m)
bullAdvertising 390 mio dkk (export 42m)
Content Production companies in Denmark Game growth ndash goes global
MUSIC - fragmentation
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
The money flow changes channels
(mio dkk) Advertising spendingyear - Denmark
ADVERTISING ndash changing channels
Own figure data provided through MediawatchFDIM
Itrsquos all about the business model
All 9 aspectshellip
New
competitors
Offer better
value
Consumers change
needs and behaviour
Relations Digital is
new rules of game
(il) loyalty
New technology for
distribution
New initiatives
increase expenses
Revenue stream
disrupted by free
freemium etc
Ressources Global
Corporations are BIG
Competences
culture mission
Partners gravitate
to best ROI
Itrsquos all about the business model
All 9 aspectshellip
bull Create new revenue streams (business development)
bull Find new + maintain partners (increase brand position)
bull Improve customer service (ARPU Cable-co open channels etc)
bull Establish content paywalls (subscribe micro freemium)
bull Reduce cost Downsizing outsourcing processing
bull Play politics (governmental supportfunding)
bull Improve products (Behavtarget BigData 2nd Screen etc)
bull Establish culture of innovation (departments initiatives Incubation)
bull Re organize to meet demands (structure roles tasks)
NEW STRATEGIES
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
1950 1970 1990 1980 2000 1960 Phone Donation
for Hungary Crime
Investigation
Ask the doctor
You Decide
(vote)
Golden Arrow
(game) Hugo
(game) Pick a Movie
(vote)
Eurovision
Song Contest
Animals and me
Do it Yourself
assistance
What is it worth
For TV participation interaction engagement is no news Creativity quickly adapted new opportunities
Itrsquos not content (still very creative)
-Participation
-Lean forward
-Communities
-ldquobroadcastrdquo vs
PARTICIPATING IN THE DIGITAL AGE
But other things than content changed the game
lsquoSOME DEFINING MOMENTSrsquo
2006 podcast
Revenue 2011 bullTV 1110 miodk (export 230m)
bullCinema 885 mio dkk (export 113m)
bullComputer games 425 mio dkk (export 240m)
bullAdvertising 390 mio dkk (export 42m)
Content Production companies in Denmark Game growth ndash goes global
MUSIC - fragmentation
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
The money flow changes channels
(mio dkk) Advertising spendingyear - Denmark
ADVERTISING ndash changing channels
Own figure data provided through MediawatchFDIM
Itrsquos all about the business model
All 9 aspectshellip
New
competitors
Offer better
value
Consumers change
needs and behaviour
Relations Digital is
new rules of game
(il) loyalty
New technology for
distribution
New initiatives
increase expenses
Revenue stream
disrupted by free
freemium etc
Ressources Global
Corporations are BIG
Competences
culture mission
Partners gravitate
to best ROI
Itrsquos all about the business model
All 9 aspectshellip
bull Create new revenue streams (business development)
bull Find new + maintain partners (increase brand position)
bull Improve customer service (ARPU Cable-co open channels etc)
bull Establish content paywalls (subscribe micro freemium)
bull Reduce cost Downsizing outsourcing processing
bull Play politics (governmental supportfunding)
bull Improve products (Behavtarget BigData 2nd Screen etc)
bull Establish culture of innovation (departments initiatives Incubation)
bull Re organize to meet demands (structure roles tasks)
NEW STRATEGIES
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
Itrsquos not content (still very creative)
-Participation
-Lean forward
-Communities
-ldquobroadcastrdquo vs
PARTICIPATING IN THE DIGITAL AGE
But other things than content changed the game
lsquoSOME DEFINING MOMENTSrsquo
2006 podcast
Revenue 2011 bullTV 1110 miodk (export 230m)
bullCinema 885 mio dkk (export 113m)
bullComputer games 425 mio dkk (export 240m)
bullAdvertising 390 mio dkk (export 42m)
Content Production companies in Denmark Game growth ndash goes global
MUSIC - fragmentation
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
The money flow changes channels
(mio dkk) Advertising spendingyear - Denmark
ADVERTISING ndash changing channels
Own figure data provided through MediawatchFDIM
Itrsquos all about the business model
All 9 aspectshellip
New
competitors
Offer better
value
Consumers change
needs and behaviour
Relations Digital is
new rules of game
(il) loyalty
New technology for
distribution
New initiatives
increase expenses
Revenue stream
disrupted by free
freemium etc
Ressources Global
Corporations are BIG
Competences
culture mission
Partners gravitate
to best ROI
Itrsquos all about the business model
All 9 aspectshellip
bull Create new revenue streams (business development)
bull Find new + maintain partners (increase brand position)
bull Improve customer service (ARPU Cable-co open channels etc)
bull Establish content paywalls (subscribe micro freemium)
bull Reduce cost Downsizing outsourcing processing
bull Play politics (governmental supportfunding)
bull Improve products (Behavtarget BigData 2nd Screen etc)
bull Establish culture of innovation (departments initiatives Incubation)
bull Re organize to meet demands (structure roles tasks)
NEW STRATEGIES
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
But other things than content changed the game
lsquoSOME DEFINING MOMENTSrsquo
2006 podcast
Revenue 2011 bullTV 1110 miodk (export 230m)
bullCinema 885 mio dkk (export 113m)
bullComputer games 425 mio dkk (export 240m)
bullAdvertising 390 mio dkk (export 42m)
Content Production companies in Denmark Game growth ndash goes global
MUSIC - fragmentation
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
The money flow changes channels
(mio dkk) Advertising spendingyear - Denmark
ADVERTISING ndash changing channels
Own figure data provided through MediawatchFDIM
Itrsquos all about the business model
All 9 aspectshellip
New
competitors
Offer better
value
Consumers change
needs and behaviour
Relations Digital is
new rules of game
(il) loyalty
New technology for
distribution
New initiatives
increase expenses
Revenue stream
disrupted by free
freemium etc
Ressources Global
Corporations are BIG
Competences
culture mission
Partners gravitate
to best ROI
Itrsquos all about the business model
All 9 aspectshellip
bull Create new revenue streams (business development)
bull Find new + maintain partners (increase brand position)
bull Improve customer service (ARPU Cable-co open channels etc)
bull Establish content paywalls (subscribe micro freemium)
bull Reduce cost Downsizing outsourcing processing
bull Play politics (governmental supportfunding)
bull Improve products (Behavtarget BigData 2nd Screen etc)
bull Establish culture of innovation (departments initiatives Incubation)
bull Re organize to meet demands (structure roles tasks)
NEW STRATEGIES
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
Revenue 2011 bullTV 1110 miodk (export 230m)
bullCinema 885 mio dkk (export 113m)
bullComputer games 425 mio dkk (export 240m)
bullAdvertising 390 mio dkk (export 42m)
Content Production companies in Denmark Game growth ndash goes global
MUSIC - fragmentation
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
The money flow changes channels
(mio dkk) Advertising spendingyear - Denmark
ADVERTISING ndash changing channels
Own figure data provided through MediawatchFDIM
Itrsquos all about the business model
All 9 aspectshellip
New
competitors
Offer better
value
Consumers change
needs and behaviour
Relations Digital is
new rules of game
(il) loyalty
New technology for
distribution
New initiatives
increase expenses
Revenue stream
disrupted by free
freemium etc
Ressources Global
Corporations are BIG
Competences
culture mission
Partners gravitate
to best ROI
Itrsquos all about the business model
All 9 aspectshellip
bull Create new revenue streams (business development)
bull Find new + maintain partners (increase brand position)
bull Improve customer service (ARPU Cable-co open channels etc)
bull Establish content paywalls (subscribe micro freemium)
bull Reduce cost Downsizing outsourcing processing
bull Play politics (governmental supportfunding)
bull Improve products (Behavtarget BigData 2nd Screen etc)
bull Establish culture of innovation (departments initiatives Incubation)
bull Re organize to meet demands (structure roles tasks)
NEW STRATEGIES
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
MUSIC - fragmentation
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
The money flow changes channels
(mio dkk) Advertising spendingyear - Denmark
ADVERTISING ndash changing channels
Own figure data provided through MediawatchFDIM
Itrsquos all about the business model
All 9 aspectshellip
New
competitors
Offer better
value
Consumers change
needs and behaviour
Relations Digital is
new rules of game
(il) loyalty
New technology for
distribution
New initiatives
increase expenses
Revenue stream
disrupted by free
freemium etc
Ressources Global
Corporations are BIG
Competences
culture mission
Partners gravitate
to best ROI
Itrsquos all about the business model
All 9 aspectshellip
bull Create new revenue streams (business development)
bull Find new + maintain partners (increase brand position)
bull Improve customer service (ARPU Cable-co open channels etc)
bull Establish content paywalls (subscribe micro freemium)
bull Reduce cost Downsizing outsourcing processing
bull Play politics (governmental supportfunding)
bull Improve products (Behavtarget BigData 2nd Screen etc)
bull Establish culture of innovation (departments initiatives Incubation)
bull Re organize to meet demands (structure roles tasks)
NEW STRATEGIES
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
The money flow changes channels
(mio dkk) Advertising spendingyear - Denmark
ADVERTISING ndash changing channels
Own figure data provided through MediawatchFDIM
Itrsquos all about the business model
All 9 aspectshellip
New
competitors
Offer better
value
Consumers change
needs and behaviour
Relations Digital is
new rules of game
(il) loyalty
New technology for
distribution
New initiatives
increase expenses
Revenue stream
disrupted by free
freemium etc
Ressources Global
Corporations are BIG
Competences
culture mission
Partners gravitate
to best ROI
Itrsquos all about the business model
All 9 aspectshellip
bull Create new revenue streams (business development)
bull Find new + maintain partners (increase brand position)
bull Improve customer service (ARPU Cable-co open channels etc)
bull Establish content paywalls (subscribe micro freemium)
bull Reduce cost Downsizing outsourcing processing
bull Play politics (governmental supportfunding)
bull Improve products (Behavtarget BigData 2nd Screen etc)
bull Establish culture of innovation (departments initiatives Incubation)
bull Re organize to meet demands (structure roles tasks)
NEW STRATEGIES
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
NEWS PAPERS ndash Rapid declinehellip
Borrowed from Jon Lund
The money flow changes channels
(mio dkk) Advertising spendingyear - Denmark
ADVERTISING ndash changing channels
Own figure data provided through MediawatchFDIM
Itrsquos all about the business model
All 9 aspectshellip
New
competitors
Offer better
value
Consumers change
needs and behaviour
Relations Digital is
new rules of game
(il) loyalty
New technology for
distribution
New initiatives
increase expenses
Revenue stream
disrupted by free
freemium etc
Ressources Global
Corporations are BIG
Competences
culture mission
Partners gravitate
to best ROI
Itrsquos all about the business model
All 9 aspectshellip
bull Create new revenue streams (business development)
bull Find new + maintain partners (increase brand position)
bull Improve customer service (ARPU Cable-co open channels etc)
bull Establish content paywalls (subscribe micro freemium)
bull Reduce cost Downsizing outsourcing processing
bull Play politics (governmental supportfunding)
bull Improve products (Behavtarget BigData 2nd Screen etc)
bull Establish culture of innovation (departments initiatives Incubation)
bull Re organize to meet demands (structure roles tasks)
NEW STRATEGIES
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
The money flow changes channels
(mio dkk) Advertising spendingyear - Denmark
ADVERTISING ndash changing channels
Own figure data provided through MediawatchFDIM
Itrsquos all about the business model
All 9 aspectshellip
New
competitors
Offer better
value
Consumers change
needs and behaviour
Relations Digital is
new rules of game
(il) loyalty
New technology for
distribution
New initiatives
increase expenses
Revenue stream
disrupted by free
freemium etc
Ressources Global
Corporations are BIG
Competences
culture mission
Partners gravitate
to best ROI
Itrsquos all about the business model
All 9 aspectshellip
bull Create new revenue streams (business development)
bull Find new + maintain partners (increase brand position)
bull Improve customer service (ARPU Cable-co open channels etc)
bull Establish content paywalls (subscribe micro freemium)
bull Reduce cost Downsizing outsourcing processing
bull Play politics (governmental supportfunding)
bull Improve products (Behavtarget BigData 2nd Screen etc)
bull Establish culture of innovation (departments initiatives Incubation)
bull Re organize to meet demands (structure roles tasks)
NEW STRATEGIES
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
Itrsquos all about the business model
All 9 aspectshellip
New
competitors
Offer better
value
Consumers change
needs and behaviour
Relations Digital is
new rules of game
(il) loyalty
New technology for
distribution
New initiatives
increase expenses
Revenue stream
disrupted by free
freemium etc
Ressources Global
Corporations are BIG
Competences
culture mission
Partners gravitate
to best ROI
Itrsquos all about the business model
All 9 aspectshellip
bull Create new revenue streams (business development)
bull Find new + maintain partners (increase brand position)
bull Improve customer service (ARPU Cable-co open channels etc)
bull Establish content paywalls (subscribe micro freemium)
bull Reduce cost Downsizing outsourcing processing
bull Play politics (governmental supportfunding)
bull Improve products (Behavtarget BigData 2nd Screen etc)
bull Establish culture of innovation (departments initiatives Incubation)
bull Re organize to meet demands (structure roles tasks)
NEW STRATEGIES
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
New
competitors
Offer better
value
Consumers change
needs and behaviour
Relations Digital is
new rules of game
(il) loyalty
New technology for
distribution
New initiatives
increase expenses
Revenue stream
disrupted by free
freemium etc
Ressources Global
Corporations are BIG
Competences
culture mission
Partners gravitate
to best ROI
Itrsquos all about the business model
All 9 aspectshellip
bull Create new revenue streams (business development)
bull Find new + maintain partners (increase brand position)
bull Improve customer service (ARPU Cable-co open channels etc)
bull Establish content paywalls (subscribe micro freemium)
bull Reduce cost Downsizing outsourcing processing
bull Play politics (governmental supportfunding)
bull Improve products (Behavtarget BigData 2nd Screen etc)
bull Establish culture of innovation (departments initiatives Incubation)
bull Re organize to meet demands (structure roles tasks)
NEW STRATEGIES
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
bull Create new revenue streams (business development)
bull Find new + maintain partners (increase brand position)
bull Improve customer service (ARPU Cable-co open channels etc)
bull Establish content paywalls (subscribe micro freemium)
bull Reduce cost Downsizing outsourcing processing
bull Play politics (governmental supportfunding)
bull Improve products (Behavtarget BigData 2nd Screen etc)
bull Establish culture of innovation (departments initiatives Incubation)
bull Re organize to meet demands (structure roles tasks)
NEW STRATEGIES
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
NEW STRATEGIES gt new jobs
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
httpwwwarlafoodsdkuploadarla20dkgroupstudentspdf20filerfra20push20til20pullpdf
MEDIA FOCUS IN DK ndash PAID OWNED
EARNED CHANNELS
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
A case story
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
A song contest in 3 stages ending with one winner 1 First unknown candidates are presented and selected by 4 coaches
2 Then teams duel internally eliminating half
3 Finally live broadcasts with viewer participation
bull Its TV 2s most ambitious entertainment cross-media venture ever
bull Objective to engage the audience more than ever before
bull Reduce silos TV amp digital must merge in equal mutual dependecy
bull Find new revenue streams
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
bull User involvement was essential as a part of the TV show
bull Engaging video was a key lsquowater coolerrsquo asset
bull Attract audience ambassadors that virally helps to create loyalty and engagement
bull Produce the feeling of being an important and active part of something bigger
TV creates emotions digital media is the tool to strengthen them and provide the opportunity to express experiences
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
Channels we used
bull 2 responsive-designed websites
bull 3 mobile apps iPhone Android
Html5
bull Full broadcast on TV 2 Play
bull Integration with Radio 100
bull 45 Facebook pages
bull 25 twitter accounts
bull SMS polls
bull A branded iTunes channel where a
music download counted as a sms
vote
bull 44 playlists on Spotify Wimp
iTunes
bull Integration of digital into TV
program
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
Content
bullCa 150 News Articles
bullCa 200 Unique Video clips= ca 13 hours
bullCa 120 tv highlight clips= ca 4 hours
bull19 completetshows on demand= ca 16 hours
bull15 live backstage webtv = ca 5 hours
bullCa 200 viewerrsquo online karaokersquo audition videos
bullCa 200 photos in galleries
bull44 profilepages(pics bio comment social etc)
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
lsquoBackstagersquo Live
My desktophellip
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
6 recommendations for crossmedia projects
1 Start with users and root the concept in your understanding of their
behavior motives and needs Go create value
2 Itrsquos a creative and lsquoliquidrsquo process Begin with the final outcome and work
backwards With the vision the roadmap and priorities comes easier
3 Establish crossfunctional teams in the key development tasks instead of
just handing over Connect analysis design technology content
marketing sales etc To remain flexible fast and avoiding waste
4 Think of iterative loops to create space for development freedom for
creativity and room for unforeseen tasks Stay agile to adapt
5 Ensure continuous measurement Use KPIrsquos benchmarks as baseline
Monitor frequently and listen to your users Yoursquore happy when they are
Listen to users all the time They often bring ideas
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
The Media industry share an understanding that 80
of the revenue would come from radical innovation
The remaining come from projects
focused on incremental
improvement of existing business
The reality is the opposite
Mikkel Rasmussen (ReD Associates)
httpckodkgruppeindlaegstatus-mediebranchen-i-danmark
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
Barriers ndash Case
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
MARKETING
SALE IT
PRODUCTION
R ampD CUSTOMER
SERVICE LEGAL FINANCE
CULTURE AND STRUCTURE Know how business value is achieved
What is measured gets paid What gets rewarded gets done
bull Culture The lsquoway of lifersquo and stable beliefs as understood by employees bull Burning platforms new values reward systems and job designs
bull Dismantle silos and build organisational alignment (crossfunctional selfdirected) bull Learn teams to be self-directed and improve methods communication cost control etc
bull Value lsquoidea championsrsquo as risc-taking creators of competitive advantage bull Ensure lsquosponsorrsquos for resources ndash a protegeacute that lends positional power bull Add a lsquoGodfatherrsquo to clear political obstacles for commercialisation bull Concider establishing an organisational greenhouse
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
Innovation Inside February 2010 The RISE of the CREATIVE MASSES
CULTURE OF INNOVATION
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
httpwwwadexchangercomdata-driven-thinkingwhy-media-companies-are-being-eaten-by-tech-companies
Google isnt moving into media based on the existing rules that the media
companies play by ndash it is approaching media through the lens of technology
New technologies have been massively
disrupting the media space for 10+ years
There is a vast gulf between the executive leadership of media companies
and the needs to understand technology
A super smart engineer who can wrap his or her head around platforms and
technology issues can probably learn business concepts and issues faster
than a super smart business person can learn technology
Why Media Companies Are Being Eaten by Tech Companies
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award Tradeshift is currently used by over 150k businesses in 190 countries
bullThink like pirates bullAct like pirates bullThink outside the box ndash challenge decisions bullAgile bullValidated Learning (itrsquos OK to make mistakes) bullTeam Camps bullTransparency bullBreak up structures
TRADESHIFTrsquos APPROACH
From Tradeshift presentaion Symbion Investor Day dec 2012
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
Disruption from the inside Media companies seek hope in incubators
ldquoIf you continue to disrupt our industry we want to work with yourdquo
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
Johan Winbladh johanwinbladhgmailcom M 21915612 wwwmedieinnovationdk
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