edithhopegardenjournal

Digital tech and platform firms are rapidly losing the Silicon Valley naiveté that has characterized their activities in the past 20 years. Billions of dollars of fines and lawsuit losses for abuse of dominant positions, misuse of personal data, workplace harassment, securities violations and a host of other offenses are shaking their world. Company leaders appear aghast and paralyzed by the developments, often unable to comprehend and effectively adjust to the forces of regulation and litigation that are acting on them globally, but especially in Europe and North America. A good part of their bewilderment is due to blind spots in their perceptions of themselves and the place of digital firms in society.   For two decades their founders, the companies themselves and digital gatherings and conventions have repeated the mantra that they are revolutionary, different, and old rules don’t apply.   They have argued that digital tech frees users and firms from the constraints of national regu

The majority of newsroom hires in many news organizations today are digitally oriented personnel with titles such as web developer, data scientist, interactive digital designer, social media editor, engagement manager, and digital content editor. These job titles say a great deal about news organizations' strategies of servicing audiences across platforms. They also reflects the reality that screens are now the primary way most people get information and entertainment and that visual display of information has increasingly become the norm in recent decades. There is now a public expectation that news and information will be conveyed with some visual display of information, such as infographics, slideshows, multimedia presentations, mapping, interactive graphics and data bases, video and interactive video, and calculators. The growth in digitally oriented personnel in newsrooms is producing a growing struggle about how news stories should be told and what forms they should take. Tra

Cable and satellite companies are increasingly finding it difficult to get the growth in customers and revenue they would like. Over the past 4 decades they achieved growth first by introducing services in new markets and by acquiring smaller providers and then, as unserved markets and acquisition opportunities declined, by offering an increasing number of channels, telephone and internet services.   The strategy increased customers and revenue, but inevitably let to a mature market in which only lower growth was possible. In the past decade cable and satellite overcome that maturity and achieved growth by offering a variety of new services and products to consumers--allowing them to access programming at times it is not offered on their channels or systems or in different forms--and syndicating their original programs and finding new income through merchandising and related activities. The development of connected TV and use of video on laptops, tablets, and smartphones has spurred us

Applications that aggregate articles based on what others in one’s social network are reading and reformat them into an attractive magazine and presentation formats are growing in popularity, but they are raising concern among some publishers. The processes build upon the referral and curating functions of colleagues and friends in social networks and reduce the need for users to go to multiple sites for content on their own. Some of the best known social magazines are Flipboard, Newsmix, Currents, and Pulse. Some publishers are starting their own social reading apps, such as New York Times that has a Facebook app pulling together stories that friends have read in NYT. Many publishers are fearful of these developments, however, because they represent another step away from publishers controlling when, where, and how readers use their content, reduce the impact of the publishers’ brand strategies, and diminish control over the presentation and marketing of their content. But publish

Newspapers across the US are shedding large downtown buildings in favor of more modest facilities, often away from the center of cities. The downsizing is the consequence of reduced need for office space following staff cuts, changes in production technologies that reduce space requirements, and the outsourcing many printing and distribution activities. Examples include: The Miami Herald has sold its bayfront building and the 14 acres around it for $236 million and is planning to relocate elsewhere next in 2013. It will use the proceeds to pay down debt and pension liabilities. The Ft. Worth Star-Telegram has sold its home for the past 90 years and will be moving to new offices this spring   The Boulder Daily Camera in Boulder, CO, sold its downtown facilities for $9 million and is moving to facilities outside the center of town. The Tribune & Georgian in St. Mary’s, GA, shed its former building by donating it to United Way of Camden Country in February to be used for work space

What do you do when your industry is changing? What do you do when your innovations are fueling the changes? Those problems have plagued Eastman Kodak Co. for three decades and the company’s experience provides some lessons for those running legacy media businesses. Eastman Kodak’s success began when it introduced the first effective camera for non-professionals in the late 19 th century and in continual improvements to cameras and black and white and color films throughout the twentieth century. Its products became iconic global brands. The company’s maintained its position through enviable research and development activities, which in 1975 created the first digital camera. Since that time it has amassed more than 1,100 patents involving electronic sensing, digital imaging, electronic photo processing, and digital printing. These developments, however, continually created innovations damaging to its core film-based business. Digital photography created a strategic dilemma for the com

Media executives around the globe are clamoring for new and alternative business models and industry associations everywhere are holding seminars and conferences on how to create and discover them. There is just one problem: They don’t know what business models are. When you cut through the rhetoric, you find that most executives are merely interested in finding new revenue streams. Even when you consider firms touted as having best practices in that regard, none have been very successful in establishing them. The reason is simple: The dominant thought about business models is highly limited and far too narrow to solve the contemporary challenges of media industries. Business models are not merely about the revenue streams. Instead, they establish the underlying business logic and elements. They involve the foundations upon which businesses built, such as companies’ competences, value created, products/services provided, customers served, relationships established with customers and pa

An important contemporary development is the shift of media market definitions from traditional platform-based definitions to functional definitions. This is occurring because media product platform definitions are losing their specificity and uniqueness due to digitalization and cross-platform distribution developments. Newspapers are becoming news providers, delivering news and information via print, online, mobile, and other platforms; broadcasters are moving off the radio spectrum, exploiting not only other streaming and video-on-demand opportunities, but also text-based communication on web and mobile platforms. Although functional definitions clarify what companies actually do, they obscure wide differences in audiences, business relations, and revenue sources on the different platforms and give some the mistaken impression that a functionally defined operation can be successful operating the same way across the different platform environments. The functional definition is also c

Rapidly evolving technologies and market adjustments have thrust media into states of nearly perpetual alteration that require agile and swift responses to gain benefits and defend the firm from outside forces. Managers who have been used to stable environments and well conceived plans are often reticent to move to seize opportunities with quick and decisive action based on incomplete information and knowledge. The turbulent contemporary environment, however, require leaders to rapidly evaluate the potential of new communication opportunities and to take risks in a highly uncertain setting. This is disturbing to managers who are used to employing well developed and elegant strategies that require significant investment and commitment. Declining to test opportunities until a clear roadmap is produced, however, takes away flexibility and the ability to rapidly change with contemporary developments. While preserving the core activities of media businesses, managers need to simultaneously

Humans are social and tribal animals and we have always collectively contemplated the meaning and potential responses to issues and events. In the past tribes gathered around fires and villagers gathered in taverns, cafes, and community halls to consider contemporary developments. Individual engagement and participation in discussion were the norm, with some reliance on leaders and those who held the history and wisdom of the community. Lifestyle changes in the 19th and 20th century society created mass society and reduced time and opportunities for collective contemplation. It was replaced by a form of representative contemplation and a greater reliance on expert and professional commentators. The effect was primarily to produce communications telling members of communities what to think and do. Contemporary communication technologies are dramatically altering that situation and supporting a return to collective contemplation. While not producing face-to-face discussion, blogs and tec

Journalists and technology writers are enamored with communications technology and tend to portray successful technologies as representing large scale trends. We are regularly presented with news stories and promotional materials about the rise of new technologies and about how their uses create social trend that are significantly altering society. The release of the new iPhone was recently featured on network evening news, Blackberry has been heavily discussed because its use by Pres. Obama, and Twitter has been featured in numerous television and newspaper stories. The impression given by coverage is that anyone who doesn’t have an iPhone or Blackberry and anyone who doesn’t Twitter is out of touch with the mainstream and being left out of modern society. These new means of communications offer interesting possibilities, but their consumption needs to be seen realistically. Blackberry, for example, has 14 million subscribers-- about 5 percent of all mobile phone users in the US. iPho

The introduction and suspension of media services is becoming a regular occurrence and the combined effects of multiple false starts is creating turmoil in the marketplace and making consumers wary of new services. Let me give some examples. Wal-Mart recently announced it is halting its online video download service after only a year of operation because Hewlett Packard Co. has discontinued its underlying technology due to poor market performance. The New York Times has one of the most successful newspaper websites but has changed its business model several times, most recently abandoning Times Select consumer paid model for an advertising-based model. Sony created a CONNECT Player for its Walkman, PSP, Clie and VAIO that was so plagued by problems that it ended support for the product and advised owners to use another music player and library manager instead. These are only a few of the hundreds of starts and stops of services that have occurred in recent years. The primary reasons fo