BMI: Innovating the Music Industry with BPM

© 2013 IBM Corporation
BMI: Innovating the Music Industry with BPM
Brian Graves, Sr. Director, Enterprise Services, Broadcast Music Inc.
2608A
Howard Webb, Practice Director, BPM Advisory & Consulting, Prolifics

22 © 2013 IBM Corporation
IBM‟s statements regarding its plans, directions, and intent are subject to change
or withdrawal without notice at IBM‟s sole discretion.
Information regarding potential future products is intended to outline our general
product direction and it should not be relied on in making a purchasing decision.
The information mentioned regarding potential future products is not a
commitment, promise, or legal obligation to deliver any material, code or
functionality. Information about potential future products may not be incorporated
into any contract. The development, release, and timing of any future features or
functionality described for our products remains at our sole discretion.
Performance is based on measurements and projections using standard IBM
benchmarks in a controlled environment. The actual throughput or performance
that any user will experience will vary depending upon many factors, including
considerations such as the amount of multiprogramming in the user‟s job stream,
the I/O configuration, the storage configuration, and the workload processed.
Therefore, no assurance can be given that an individual user will achieve results
similar to those stated here.
Please Note

Broadcast Music Inc.
HIGHLIGHTS:
 Broadcast Music, Inc. –
1939
 Performing Rights
Organization (PRO)
 Collects license fees and
distributes royalties
 Operates on a non-profit
basis
 Seven locations: Nashville,
New York, Los Angeles,
Atlanta, Miami, Puerto
Rico, London
 600 employees

HIGHLIGHTS:
 7.5 million musical works
 600,000 songwriters,
composers, and publishers
 Represents all genres of music
 Adele
 Kayne West
 Foo Fighters
 Taylor Swift

When music is performed publicly, by law,
songwriters and publishers must be paid for the use
of their music

Performance counts across all media
channels have been growing fast
© 2013 Next Big Sound, Inc.
Digital Age of Music

Mobile Growth
GLOBAL INTERNET DEVICE SALES
In a few years, the number of mobile
devices will DWARF the number of
Gartner, IDC, Strategy Analytics, company filings, BI Intelligence estimates
Personal Computers

Mobile Content
Mobile consumers are getting more
comfortable paying for content on a mobile
device
Consumer Willingness to Pay for
Media Content Downloads
Nielsen Mobile Connected Device Report

© 2008 – 2013 Twitter Counter (third party application for Twitter)
Social Media – Twitter
Eight out of the top ten
most followed users are
musical artists

© 2013 Next Big Sound, Inc.
Lumineers
Top social album creating
the most social buzz of
2012
Social Media

Monthly Pandora listeners now comprise 5% of
broadcast radio's audience
Online Radio – Pandora
© 2013 Inside Radio
 2011 100 million users
 2013 200 million users
 1.6 billion stations in 2012
 14.6 billion hours of music
streamed every
month

YouTube Music
© 2013 The Nielsen Company
 YouTube is the leading source for music
discovery and access on the internet
 Today 64% of teens listen to music through
YouTube

YouTube Music

Digital Music Ecosystem
There are more than 500 digital music services around
the world offering consumers the opportunity to legally
access up to 26 million songs © 2012 Pro-Music

Digital Music Impacts
BMI Challenges
 Music is global; copyright law differs by
country
 Many years of growth and expansion
 6000 tables across various database
systems
 Twenty-four different programming
languages
 400+ major applications in production
 Transactional numbers are through the
roof Over 100 billion copyright transactions per
year Over one million musical works registered per
year

Powered by BMI
 Integrated/common
UX/UI
 Services Oriented
Architecture
 Optimized business
processes
 Create a single view of
data
Access
Simplicity
Efficiency
Trust
Better Service and a More Valuable Experience

BMI Strategic Partnerships
IBM
 BPM Technology, support
Prolifics
 BPM best practices
 Guidance
 Implementation

“Business Process Management (BPM) is a holistic
management approach that encompasses all aspects of a
business including Strategy, People, Processes and
Technology, in order to deliver value to customers and other
stakeholders.”
BPM is about fundamentally changing the
way you view and manage your business
“Operational Transformation is the next frontier of business
advantage.”
Peter Fingar
and Joseph Bellini
Implementing Business Process Management

19
Strategy
Process
Performance Clients
Change
Technology
Business Process Management:
Six Key Areas

Business Strategy
Gain and share understanding of your business strategy
 Client Value Proposition
Make strategy real and executable from senior
management through everyone in the enterprise
 Measurable and innovative goals and objectives
derived from client values
 Clarify • Communicate • Execute

 Fit into the business strategy
Business Strategy
 With Strategy Awareness, everyone in the organization
can state explicitly where each are going and…
 Why their role is important
 Before making any business or technology decisions,
understand how those decisions:
 Will help achieve the goals and
objectives
 How they contribute to
strategic success

Process
 Mapping processes from client perspective is
essential…
 Process Insight is knowing how your processes
ARE being performed, not just how you THINK
they are being performed
 Strategy is delivered through client-centric end-to-
end business processes
 How long they take
 How much they costs to execute
 Process Discovery using BlueWorks Live to understand:
 How many people are needed
 What controls are in place
 How standard the tasks are

Process
 Understand your processes
 Model (visualize) them for clarification and
communication
 Before making any business or technology
decisions:
 Verify what and how things are being
done
 Establish baseline measurements for
improvement

Process and Business Rules
 Business rules should be externalized from
business processes and managed in the
Operational Decision Management (ODM)
environment
 Process agility and flexibility are enabled
through properly implemented decision
management
 Change your rules, not your processes

*Source - BPTrends
Performance
 Performance Management is the discipline to
identify key performance indicators (KPI‟s),
actually measure process performance AND tie it
to continuous improvement
 Align performance to strategic goals and
objectives
 A recent industry survey revealed a shocking 50%
of respondents say they never or rarely define
performance measurements*
 A stunning 65% say that “dedicated” process
managers never, or rarely, use data to measure
the success of their process execution!*

Change
 Be aware that things that you have no control over
are going to change what you do
 Market conditions change
 Political environments change
 No matter how good you think your business is
today, things change
 Your processes become stale, under-
performing

Change
 Your competition is not sitting still… do you want
your customers as badly as they do?
 Continually monitor your processes in the context of
both internal and external forces
 Business Process Management is a continuum from
business strategy through process measurement,
improvement, and technology innovation

Typical Process Problems
Executive
Management
Customer
Service
Invoice
Reconciliation
Teams
Finance
and OpsAccount
Administration
1
2
3
5
4
6
1
2
3
4
5
6
Unstructured Tasks and
Communication (e.g., paper or email)
Inefficient Working
Environment Spans Systems
Inconsistent Prioritization
Incomplete or Inaccurate
Data Flow Between Systems
Lack of Control Over System and
Business Events (Exceptions)
Poor Visibility into
Process Performance
Process Challenges

BPM Brings Order to the Chaos
Automate workflow and
decision making
Reduce errors and
improve consistency
Standardize resolution
across geographies
Leverage existing
systems and data
Monitor for business
events and initiate
actions
Real-time visibility and
process control
1
2
3
4
5
6
BPM Technology
 Huge Reduction in Manual Work,
Errors Faster, More Consistent Issue
Resolution
 Customer Benefits
 Easier to Manage the Business
 Consistent Case Handling
Executive
Management
Customer
Service
Finance and Ops
Account
Administration Risk
Management
Teams

Overall Architecture
SOAP/HTTP
 Federated ESB
Architecture
 Audit logging
 Exception handling
 Protocol
mediation
 Security
(authentication and
authorization)
 Data transformations
 Adapters (JDBC, flat-file,
Email)
 Build and Deployment
Automation
 Policy
Enforcement
 Service
composition/aggregation
SOAP/HTTP (S)
ReST/HTTP (S)
JDBC
SOAP/HTTP (S)

 Process discovery
 Process execution and monitoring for continuous
improvement
 Automate workflow
 Process flexibility through business rules
management
 Process interaction through social mobile
collaboration

 Process documentation and design for
implementation
 User interface
design
 Services integration and re-
use
 Service re-usability through rules and
integration/mediation

Single view of data
 Service enabled
QualityStage and
DataStage jobs Cleansing, de-
duplication, and
consolidation
 Increased Data Quality
 Alignment of business processes and business data
through master data management
 Consolidate over 6000 tables into single view of
data
 Cognos
 SPSS
 Predicted analytics to
support business strategy

Affiliate Management
 Numerous handoffs
 Lengthy processing time
 Limited visibility and
escalation
 Manual tasks
 Current State Observations

BPM–Online Affiliation–BlueWorksLive

BPM – Online Affiliation – Process Designer

BPM - Online Affiliation

Social

Online Affiliation – BPM Improvements
 Dramatic reduction of
processing time
 Fully automated global
society search
Process Improvements:
 Instances of human
error minimized
 Process Owner: “BPM for the
first time has given us
transparency into our
processes.”
 Affiliate Analysts: “BPM has
replaced many manual steps
and created a unified
workspace”
Quotes:

Integrated UX/UI – BMI Live
 BMI Live allows BMI
songwriters who play their
music live, regardless of venue
size, to easily submit those
performances for royalty
payments
 Since 2011, this innovative
program has granted
thousands of songwriters who
have never received royalties
a means to apply for their first
royalty check
“BMI Live has impacted my career in a positive way by paying me
for live performances in venues I never received royalties from
previously.” ~ Songwriter/BMI Live top earner, Granger
Smith

BMI Live – Responsive Design
MOBILE
DESKTOPS
TABLETS

BMI Mobile
The official BMI Mobile App is
powered by content and services
from BMI‟s award-winning website:

BMI Mobile
BMI Mobile is the music
industry‟s deepest mobile
resource for career
building information and
self-service options

BMI Mobile
BMI Mobile gives you full
access to BMI Live with a
rich user experience in
either native iOS or
Android.

BMI Mobile
 Utilize geo-codes to
compare to
centralized venue
database
 Choose from over
one million venues

Partnerships
 BMI partners with Artist
Growth
 BMI members can now use
Artist Growth to submit
performances to BMI Live for
payment.

 Focus on the „What‟
 Funding
Lessons Learned
 Not anticipating magnitude of change necessary
 Communication
 Top down sponsorship
 Identify champions/Early adopters to drive change
 Iterative delivery
 Choosing the right partners

Thank you!
Questions?

We love your feedback!
Don’t forget to submit your Impact session and
speaker feedback!
 Your feedback is very important to us–we‟ll use it to
improve next year‟s conference
 Go to the Impact 2013 SmartSite (http://impactsmartsite/com):
 Use the session ID number to locate the
session
 Click the “Take Survey” link
 Submit your feedback

Speakers
• Contact Us
• Brian Graves
‒ Senior Director of Enterprise Services, BMI
‒ bgraves@bmi.com
‒ @BrianGravesSOA
• Howard Webb
‒ Practice Director, Prolifics
‒ hwebb@prolifics.com
‒ @howardwebb

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configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
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