A platform by any other name

Recently my daughter and I were out shopping. Note: this is not an abnormal occurrence. On this occasion, though, we were situated in a large dressing rom with its own raised mirror area. My daughter, ever curious, asked what it was: a platform, I ventured. She immediately took her shoes off and started dancing while oogling herself twirling in the mirrors.

“Well, Mommy,” she said, “A platform makes a great stage!”

While I agreed wholeheartedly at her connection, it wasn’t until I attended a recent symposium on digital literacy that her observation became an amazing business parallel.

The session was on leveraging technology within the workplace. The panelists, all with amazing insights, commented on how technology is an enabler—or, a distraction. The moment of clarity came when Rosalind Hudnell, CDO and global director of education and external relations, Intel, said that technology is platform—and a company’s culture will determine how successful that platform will be in driving innovation and improvement.

At that moment, I didn’t visualize a complex system of IT and software applications. I didn’t think of Skype or Google Mail or a cross-departmental ERP effort. Rather, I saw a technology platform as my daughter would: a stage full of opportunities.

We take for granted that technology makes life easier, work more productive, and everything as cost-effective as possible. But, do you see it as your company’s showcase?

We’ve lost sight of so many of the delightful, surprising, and exciting ways to engage with our clients, partners, an employees via technology. Instead of always expecting so much productivity from a technology platform, how about focusing on the fabulous, the fantastic, or—dare I say it—fun?

During tough economic times, it’s harder to focus on these elements. And yet, I surmise we actually have platforms already installed in practically every company in the US today. We just need to change our view adget out of the productivity-is-everything mindset for a moment. When we do, voila! That currently installed workhorse—your technology platform-can be a stage. A stage showcasing so much more…

Digital Literacy—A Technology Wake-Up Call?

Last week I had the pleasure of attending the Symposium on Digital Literacy for Women and Girls, hosted by the Alliance for Women in Media.  Held in Chicago, the event shed light on the ever-pressing opportunities and concerns of the new digital world, focusing on emerging (yet expansive) social and mobile media platforms.

While there were a number of speakers who addressed the issue of gender head-on, it was the underlying perspectives on technology that accentuated critical changes in our society and world.  As Ms. Rosalind Hudnell, chief diversity officer and global director of education & external relations, of Intel, stated, “There are the technology haves, have-nots, and have-a lots.”

So true!  Don’t we all define ourselves now by the number of devices we have?  Or, how many apps we use?  Or, our ability to tell the world exactly what we’re thinking, what we’re doing, or where we are?  We take for granted that our fundamental “good sense” will take over for our lack of digital literacy…and our own IT plans.

By IT plans, I mean just that.  For years, companies have been determining how to maximize their businesses through the effective use of technology.  There are large projects with business requirements, defined goals and objectives, and management reviews to provide go/no-go decisions on large (and small, in many cases) investments.  It’s the system of check and balances to ensure that investments in technology are made wisely.

And, yet, we don’t do this personally, do we?  Dr. Steve Jones from the University of Illinois, made it very clear by stating the obvious when he said, “There is something about screens that is incredibly addictive!”  We give our money, time, and, in some cases, our own personal integrity, to the vast digital world.  We do not utilize the rigor of our business practices to determine what is the best personal spend for technology.

Our personal spend is not just money, but the precious resource of time.  Regardless of the amazing productivity enhances that have been created from technology, there are still only 24 hours in a day.  Those precious hours should be scrutinized as rigorously as we do in our companies.  The blurred lines between work, home, play, family, company, person, etc., are exacerbated by technology.  With a bit of diligence—and personal commitment to digital literacy—we could all maximize something even more important than our investments.  Our happiness.

The Content Business Strategy

What a week for online search providers!  It’s been some tumultuous change—and for many it was predictable, and others, well, SURPRISE!

In what is becoming a media mud-slinging fest, Carol Bartz was fired from Yahoo.  Of course, the numbers speak for themselves—Yahoo revenue was not trending in the right direction.  Thus, the Board made a change.  One could debate, then, that it either the leader (Bartz) was ineffective, or the number of attempts to increase value as a content provider were ineffective.

Then Google announced its acquisition of Zagats.  Without coming out and saying “we’re focusing on content!” the promotion of Marissa Mayer to vice president of local initiatives got the online world buzzing.  Now, it seems that becoming a content provider is definitely on the slate of Google strategic “to-dos.”

And, dare I mention that past few weeks’ rumors (confirmed and unconfirmed) about AOL shopping itself?  Once the best game in town for online content, AOL has been working on shoring up a content provider strategy since the years before Time Warner—and after—through this year with the acquisition of The Huffington Post.

In essence, online behemoths are now moving into a new world order: one where content is king.  Wait!  Haven’t we seen this before?  Is this déjà vu?

For those of us still working within the un-sexy but highly lucrative television industry, this isn’t a new idea.  Content is the asset we survive—and thrive—on.  In fact, it is our sole business strategy.  Whether it is Discovery launching mobile apps for Shark Week, or local station streaming hyper-local news to its web site, or AMC launching a show so popular (Mad Men) it’s become a runway sensation for popular clothier Banana Republic, we’ve leveraged content in a number of profitable ways.  We brand, sell, leverage, maximize, adore, syndicate, live and breathe our content.

Well, to the newly forming content providers, I say welcome to our world!  Content is—and will remain—king.

(BTW—it will be fun to watch y’all catch up.  Because us traditional media folks?  Well, we’ve got this one figured out…)

The Right Rolodex

Two Edge contacts were having the same problem—integration of an ERP system into industry-specific solutions. Both were ready to throw in the towel—sick of vendor excuses, project delays, and unhappy executives. And, yet both didn’t know that the other was having the problem…

Enter EDGE.

While their smart and savvy IT and development teams didn’t need our expertise to make the integration work better—they certainly needed our network!

At first there was debate—would they actually chat with each other about their respective fiascos? In the business environment, they were competitors. But, in the IT environment, we have found time and again that smart CIOs want to share issues and risks with each other. And, these two enterprises were proving this right again. They both jumped at the chance to participate in a brokered discussion.

The collaborative “technical” spirit did break through the problems faster, cheaper, and definitely quicker than working the problem singlehandedly. In fact, other enterprises have been invited to participate—all for the goal of resolving the collective issue with the ERP vendor. (And, as expected, the more voices—the better!)

EDGE takes its mission seriously: to maximize our clients’ investment in technology. And, you may immediately think that the staffing or project placement assignments. But, you’ll find that within the co-opetitive business environment—we’re masters at leveraging our network.

Is crazy really so uncomfortable?

Recently, I was at an industry panel.  Considering it was at a tradeshow, it was unique—and definitely memorable.  Why?  Because there was strong dissention between the traditionalists—and one “crazy entrepreneur.”  (He used the term himself…)

The topic is not important.  The actions of the panel, moderator, and audience are.

The panelists worked tirelessly to find agreement between the “way things are done” and the entrepreneur.  Each individual, in a unique style, tried to bridge the gap, apply salve to the broken agenda, or placate the outspoken one.

The moderator finally cut the entrepreneur off.  Literally.

And, the audience?  Well, there were those that looked away.  Some left the room.  Others (myself include) actually paid closer attention.  (It is rare to have such a lively and spirited panel at such industry events.)

The conundrum for almost all parties involved (entrepreneur as the exception) was simple: such radical dissention was forcing a broader issue—change.  His premise was that the industry was perpetuating a broken business model and continuing to under serve the underserved.  And, by gosh, he was going to get that message across!

Was the entrepreneur crazy?  Having worked with a number of entrepreneurs before—nope!  He clearly communicated his passion—a passion to change an industry paradigm.  This passion became his business. 

Of course, his type of change can also be considered innovation.  And, yes, it’s uncomfortable.  Giving up what we know for something unknown can be exciting—but generally it’s petrifying.  Thus, when group think starts to set in, we fall into sullen group-think behaviour treating outspoken critics as pariahs. 

But, is that the best way to approach it?  Definitely not—as one audience member brought the uncomfortable session to a close.  In the only question from the audience, she approached the microphone and simply stated that she wanted to hear from the entrepreneur more…

The $$ Value of Perception

Building a culture to change is not a new topic. Countless books have been written about it: many I’ve read, many I’ve disagreed with. While there are a number of quick hit ideas, most lasting change requires transformative leadership at all levels of a company. And, the perceived financial incentives are long-term: greater revenue potential, new market development, and/or higher profitability.

Recently, at The Cable Show, I heard about a short-term financial gain from change: higher valuations from the street.

Of course, I mean Wall Street. Of, for privately-held companies, higher market valuations and potential returns as benchmarked by financial and industry analysts.

Right now, there is a belief that cable companies cannot innovate fast enough for consumer demand and competitive challenges. Therefore, the Street has undervalued cable companies and assets, despite increasing top- and bottom-line profitability.

While the analyst was speaking directly to the cable industry, it could have been to any other one. In essence, there is a financial benefit—or penalty, in the cable companies experience—to building a culture ready for change. As the analyst questioned the audience, “Does cable have the culture to embrace change? You have to convince us.” His statement indicated that change inherently creates value and innovation. Thus, it is handsomely rewarded by current and potential investors.

I had missed this gem in the change handbooks. But, I realized that I have implemented such “perception programs.” The power—and perception—of change cannot solely be about the internal requirements. It is just as important to leverage the necessity and commitment to change externally.

Solidifying a perception of innovation and change is a short-term financial boost no executive should ignore.

The Software Security Blanket

I’ve been working with, in and/or for software companies for more than a decade.  It’s the thrill of the pace, the excitement of multiple possibilities and workflows, and the risk of failure.  Really messy failure…

Which lead me to a technical session that highlighted working within the Cloud.  What enormous potential—and complete chaos—is hidden there?  And, how can we leverage it, without adding storms?  While there were a number of interesting investigations into mitigating risk, the one that caught my attention was about APIs.

APIs—advanced protocol interfaces—are the ways that we connect disparate software systems together.  Like an automatic language translator, they ensure that messages, data, and key actions are managed between systems.  And, as we move further into the Cloud, we will be building enterprises that rely on APIs to make everything work together—despite coming from different vendors, different departments, different software languages.

If not, well, failure could be really really messy.

Perhaps that is why I liked Alan Ramalay’s, CTO of thePlatform, analogy that “…APIs are like a security blanket.”  They help provide comfort and confidence that we can do something we thought we couldn’t do before.  (Imagine Linus of the Peanuts gang trudging into waters unknown with his trusty blue blanket…)  Therefore, we better trust and like our security blanket!

Ramalay outlined key elements to evaluate APIs by.  I captured a very short list as it’s a great reminder of what APIs should be to avoid those messy failures.
1. Broad.  Make sure it can expand for future functionality.
2. Cohesive.  It should do one thing really well and not be a monolith—tackling all functions simultaneously.
3. Secure.  (Obviously…)
4. Data Access.  Make sure appropriate standards, such as REST (Atom, JSON, and RSS) are complete, amongst other things.
5. Notifications.  How complete are they?  Guaranteed?
6. Extending the Schema.  The API must extend objects and/or provide custom fields and data types.
7. Scalability.  Under no circumstances should it fall below 99.99% SLA.

Whether you are building or buying, use this checklist to ensure that APIs in your enterprise are the thrilling, exciting, functional kind.  Otherwise, well, you know the risks.

(Special thanks to Mr. Ramalay of thePlatform for a great—and entertaining—presentation!)

The Dirty Word

When did change become a dirty word? For years, we have masked that primary and necessary word within new, softer words. Business evolution. Personal Transformation. And yet, we’re still talking about the same fundamental behavior: change.

Perhaps I am old fashioned but I love the word change. As someone who has always been asked to tackle the new, the broken, or the underperforming, well—I’ve mastered change. I live it, breathe it, and enjoy it immensely.

Why? Think of caterpillars, tadpoles, seeds, the seasons, well…I could go on and on. Change is a healthy part of life—and of business. Change is a natural state of growth. And, I love growth! (Another word for change within a business climate.)

As a pragmatic leader, I have always felt that the best approach is to clearly communicate desired outcomes. If something is to grow, it has to change. It will be forced to change! So, why not call it like it is! C-H-A-N-G-E.

I will blog about change. Many times, I’ll share experiences within my two domains—media and technology. Other times I’ll share insights from my personal life. But, regardless…this blog is to celebrate, research, understand and grow from the belief in and the understanding of change.

Change is good—regardless of the word we use for it.

Analyzing the Cable Threat

At The Cable Show this year, one of my favorite panels was listening to four industry analysts discuss the present issues and opportunities—as well as future ones—for the cable market.  What made it fascinating was less about the agreement—and more about the unique fears each had for the industry.  (But, like any good ghost story, isn’t that the point?)

Overall, the cable industry has much to be excited about.  And, for the first time in a while, there was a general belief that the major issues of the past years are boogeymen; phantasms of business plans gone awry and regulatory environments that have stabilized.  Innovation is happening, advertising rates are going up, and the economic climate has forced key efficiencies that are driving more profitable operations.

Yet, each analyst had deep seeded fears about the future—and dire predictions if key warnings were not heeded. 

In a nutshell, there is a distribution war coming (if not already here) and without substantive changes—cable will become a “dumb pipe” or “lacking customer engagement and trust” and “overall believability in the stock market.”

Jason Bazinet, of Citicorp Investment Research, said that the industry needs to take Silicon Valley head on.  Become powerhouses in software and innovation!

Doug Mitchelson, of Deutsche Bank Securities, said that he fears that the changes in consumer content consumption will force cable to be overly-reactive or usurped by a newer content entrant.

Tom Eagan, of Collins Stewart, said that cable needs to monetize advertising in new ways as money is being left on the table.  And, without extra capital to invest, the stock market will not believe that innovation is core to the industry.

Finally, while Ben Swinburne, of Morgan Stanley, said that he would “…never bet against the American consumer to sit on the couch and watch television,” he agreed that the he wanted to see some changes in the amount of innovation and proactive change in the industry.

And the competitor?  The new boogeyman for cable?  Well, these four experts didn’t quite know.  It’s no longer Netflix.  Or even YouTube.  It’s the new entrant that will:
• build a friendly user-interface
• create targeted and meaningful ways consumers can engage with advertisers
• design and develop trusting relationships for consumers to network with each other
• provide outstanding customer service, and
• differentiate from other, newer content forms.

Hmm…sounds just like a fruity company I’ve heard of…

Cable Show Day 2: The Accretive Value

Fewer terms are getting as much promotion as accretive value at this year’s Cable Show.  As the tagline of the show states, “Everything Possible” has cable programmers and operators viewing everything from competition to shifts in technology to the multi-screen as new opportunities.  Opportunities for new content, new customers, new models of engagement.

And, of course, new revenue.

These new opportunities are projected to be accretive—adding to the success of the traditional model.  For instance, at the Multicultural Breakfast, hosted by Multichannel News, it is widely accepted that the ethnic markets are still currently underserved for a variety of reasons.  When asked about disruptive technologies, like OTT (Over-the-Top), it was unanimous: that technology will bring accretive value by reaching farther into the underserved markets.  The wide belief was that OTT, IPTV, and/or tablets will not diminish cable viewing.  Rather, it will add content for viewers who will expand and add to their current media consumption.  Accretive value.

Panelists in another session, focusing on multi-screen ad sales, highlighted the explosive growth of tablets as a new multi-media screen.  As Beth Lawrence of The Weather Channel questioned, “What is a tablet?  A small TV?  A digital book?  A big smart phone?”  From a content perspective, it can be all things!  Regardless of the answer, those on the stage agreed that the potential new accretive revenue from this screen was phenomenal.  Again, there wasn’t much worry about cannibalism of current markets.  Instead, advertisers will simply advertise more.  Accretive value.

Finally, a winner in the CIO.IT presentation, This Technology, had a similar pitch.  Their solution, in a nutshell, provides a dynamic advertising solution that works directly with current enterprise applications and digital ad networks.  As one programmer put it in the Q&A session, the solution would solve a critical issue—how much money is left on the table or available for the efficient distribution of unique spots.  Accretive value.

Accretive value highlights the bullish optimism of the industry.  Whatever the cloud, there is a silver lining.  Problems and challenges quickly become revenue opportunities for viewers will not abandon the overall viewing experience provided by programmers and operators.  Instead, the world will find more desirable content, more places to engage with programming, and more relevant advertising.  The world, according to cable, will have more subscribers, more original programming, more revenue.

For Cable, there is only one view of the world in 2011.  And, it’s about accretive value.