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.

1. Aalborg University Postgraduate Programme in Operations and Innovation Management
STRATEGY AND INNOVATION
IN CONVERGING
MEDIA ORGANISATIONS
Johan Winbladh – march 2013
johanwinbladh@gmail.com M: 21915612 www.medieinnovation.dk

2. About me (career part1 – fun analogue content production)
…but late 90’ies I was attracted by the digital opportunity…
200 x TV & Cinema Productions 1984-1998
Musician 1982-1992
Set Designs (Theatre) 1991-1994

3. About me (2)
About me (career part 2 – digital business)
..which actually became a complementary adventure…
Strategist, Marketing Agency1999-2001
Market Research 2001-2005
Innovation Manager (digital) 2006-2011
Project Manager (digital) 2011-12
Media Innovation Biz developer 2012 >
In my beginning, this interactive sphere was approx. where I spent my first years:
Interactive TV 2000 Mobile News/voting 2001 Teletext 1983 (2002) Dr.dk 1996 (2003)

5. For TV, participation, interaction, engagement is no news
Creativity quickly adapted new opportunities
1950 1960 1970 1980 1990 2000
Phone Donation Golden Arrow Hugo Eurovision
for Hungary Crime (game) Song Contest
Investigation (game)
You Decide Pick a Movie
(vote) (vote)
What is it worth?
Animals and me Ask the doctor
Do it Yourself
assistance

6. PARTICIPATING IN THE DIGITAL AGE
It’s not content (still very creative)
-Participation
-Lean forward
-Communities
-“broadcast?” vs.

7. But other things than content changed the game:
‘SOME DEFINING MOMENTS’
2006 podcast

8. Content Production companies in Denmark
Game growth – goes global
Revenue 2011
•TV: 1.110 mio.dk (export: 230m)
•Cinema: 885 mio dkk (export: 113m)
•Computer games: 425 mio dkk (export 240m)
•Advertising: 390 mio dkk (export: 42m)

9. MUSIC - fragmentation

10. NEWS PAPERS – Rapid decline…
Borrowed from Jon Lund

11. NEWS PAPERS – Rapid decline…
Borrowed from Jon Lund

12. ADVERTISING – changing channels
The money flow changes channels
(mio dkk) Advertising spending/year - Denmark
Own figure, data provided through Mediawatch/FDIM

13. It’s all about the business model
All 9 aspects…

14. It’s all about the business model
All 9 aspects…
Relations: Digital is
Competences, new rules of game
culture, mission (il) loyalty
New
Partners gravitate Consumers change
competitors
to best ROI needs and behaviour
Offer better
value
Ressources: Global New technology for
Corporations are BIG distribution
New initiatives Revenue stream:
increase expenses disrupted by free /
freemium etc

15. NEW STRATEGIES
• Create new revenue streams (business development)
• Find new + maintain partners (increase brand position,)
• Improve customer service (ARPU, Cable-co open channels etc)
• Establish content paywalls (subscribe, micro, freemium)
• Reduce cost: Downsizing, outsourcing, processing
• Play politics (governmental support/funding)
• Improve products (Behav.target., BigData, 2nd Screen etc)
• Establish culture of innovation (departments, initiatives, Incubation)
• Re organize to meet demands (structure, roles, tasks)

16. NEW STRATEGIES > new jobs

17. MEDIA FOCUS IN DK – PAID, OWNED
EARNED CHANNELS
http://www.arlafoods.dk/upload/arla%20dk/group/students/pdf%20filer/fra%20push%20til%20pull.pdf

20. A case story

21. 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
• It's TV 2's most ambitious entertainment cross-media venture ever.
• Objective: to engage the audience more than ever before.
• Reduce silos. TV & digital must merge in equal mutual dependecy.
• Find new revenue streams

22. TV creates emotions, digital media is the tool to strengthen
them and provide the opportunity to express experiences.
• User involvement was essential as a part of the
TV show
• Engaging video was a key ‘water cooler’ asset
• Attract audience ambassadors that virally helps to
create loyalty and engagement
• Produce the feeling of being an important and
active part of something bigger

23. Channels we used
• 2 responsive-designed websites
• 3 mobile apps: iPhone, Android,
Html5
• Full broadcast on TV 2 Play
• Integration with Radio 100
• 45 Facebook pages
• 25 twitter accounts
• SMS polls
• A branded iTunes channel where a
music download counted as a sms
vote
• 44 playlists on Spotify, Wimp,
iTunes
• Integration of digital into TV
program

24. Content
•Ca 150 News Articles
•Ca 200 Unique Video clips= ca 13 hours
•Ca 120 tv highlight clips= ca 4 hours
•19 completetshows on demand= ca 16 hours
•15 live backstage webtv = ca 5 hours
•Ca 200 viewer’ online karaoke’ audition videos
•Ca. 200 photos in galleries
•44 profilepages(pics, bio, comment, social etc)

25. ‘Backstage’ Live
My desktop….

26. 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. It’s a creative and ‘liquid’ 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 KPI’s, benchmarks as baseline.
Monitor frequently, and listen to your users. You’re happy, when they are.
Listen to users all the time. They often bring ideas..

27. 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)
http://cko.dk/gruppeindlaeg/status-mediebranchen-i-danmark

28. Barriers – Case:

29. CULTURE business value is achieved
Know how
AND STRUCTURE
What is measured, gets paid, What gets rewarded, gets done.
• Culture: The ‘way of life’ and stable beliefs as understood by employees
• Burning platforms, new values, reward systems and job designs
• Dismantle silos and build organisational alignment (crossfunctional, selfdirected)
• Learn teams to be self-directed and improve methods, communication, cost control etc
• Value ‘idea champions’ as risc-taking creators of competitive advantage
• Ensure ‘sponsor’s for resources – a protegé that lends positional power
• Add a ‘Godfather’ to clear political obstacles for commercialisation
• Concider establishing an organisational greenhouse
PRODUCTION
CUSTOMER MARKETING
FINANCE
SALE R &D LEGAL SERVICE
IT

30. CULTURE OF INNOVATION
Innovation Inside. February, 2010,
The RISE of the CREATIVE MASSES

31. Why Media Companies Are Being Eaten by Tech
Companies
New technologies have been massively
disrupting the media space for 10+ years
Google isn't moving into media based on the existing rules that the media
companies play by – it is approaching media through the lens of technology.
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
http://www.adexchanger.com/data-driven-thinking/why-media-companies-are-being-eaten-by-tech-companies/

32. TRADESHIFT’s APPROACH
Tradeshift is currently used by over 150k businesses in 190 countries
Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award
•Think like pirates
•Act like pirates
•Think outside the box – challenge decisions
•Agile
•Validated Learning (it’s OK to make mistakes)
•Team Camps
•Transparency
•Break up structures
From Tradeshift presentaion;
Symbion Investor Day, dec 2012

33. Disruption from the inside: Media “If you continue to
disrupt our industry, we
companies seek hope in incubators want to work with you.”

35. Johan Winbladh
johanwinbladh@gmail.com M: 21915612 www.medieinnovation.dk