Transforming the Business of Publishing

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Operations executives at large publishers require 3 core competencies to succeed in the digital future.

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  • Transition: There are three core competencies that can drive significant benefits…
  • Transition: Let’s look at process management first. There are many processes required in a successful business. The one that is getting most of the attention these days, deservedly so, is product development
  • Aligns with capabilities…take formatting, for example: easiest example of this is paging.
  • In summary, some things to remember
  • Transforming the Business of Publishing

    1. 1. International Digital Publishing Forum<br />Digital Book 2011, May 23, 2011<br />Transforming the Business of Publishing<br />Ken Brooks, Jr.<br />ken.brooks@cengage.com<br />
    2. 2. Digital products are breaking the steady state relationship between revenue, product investment, and cash<br /><ul><li>Revenues from old products falling off, with some level of reinvestment required to keep it from being precipitous
    3. 3. Reduction in realized price from digital is far exceeding the cost of goods benefit
    4. 4. New and different products, channels and business models are required
    5. 5. New product investment doesn’t yield immediate results</li></ul>How do we keep revenue and cash growing in the face of these dynamics?<br />
    6. 6. Three critical core competencies<br />
    7. 7. Process Management: Product Development<br />
    8. 8. Processes are comprised of capabilities.<br />Plan<br />Execute<br />Level 0 <br />Business<br />Capabilities<br />Control<br />Business Functionality and Processes<br />Level 1 <br />Business<br />Capabilities<br />Business <br />Process <br />Add<br />Tags<br />Index<br />Edit Content<br />
    9. 9. Capabilities can be executed by vendors.<br />Strategic Purchasing of Capabilities<br />Vendor Management Process<br /><ul><li>Standardize expectations
    10. 10. Consolidate volume and services
    11. 11. Negotiate hard on mutual expectations
    12. 12. Manage performance both ways
    13. 13. Share benefits from continuous improvement</li></li></ul><li>Capabilities are also the basis of technology management<br />Plan<br />Execute<br />Level 0 <br />Business<br />Capabilities<br />Control<br />Business Functionality and Processes<br />Level 1 <br />Business<br />Capabilities<br />Business <br />Process <br />Add<br />Tags<br />Index<br />Edit Content<br />Services/<br />Applications<br />Authoring<br />Structuring<br />Semantic<br />Tagging<br />Technology Implementations<br />Data Structure<br />(Logical)<br />DocBook, QTI, etc.<br />MarkLogic, Oracle, etc.<br />Data Platform<br />(Physical)<br />
    14. 14. Summary Themes<br /><ul><li>Architectural thinking: start with the end in mind
    15. 15. Move incrementally toward the vision
    16. 16. Improve existing processes as a way to get to the future
    17. 17. Incremental investment
    18. 18. It’s not just the product – plan process as you plan product
    19. 19. Your vendors are your partners
    20. 20. Technology
    21. 21. Use agile development approaches for both product and process technology
    22. 22. Utilize standards everywhere: product, process, data structures
    23. 23. Buy, don’t build
    24. 24. Measure obsessively</li></li></ul><li>International Digital Publishing Forum<br />Digital Book 2011, May 23, 2011<br />Transforming the Business of Publishing<br />Ken Brooks, Jr.<br />ken.brooks@cengage.com<br />

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