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Mobile's Impact on Workflow and Talent
 

Mobile's Impact on Workflow and Talent

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Session Description: ...

Session Description:

Mobile technology and social media are straining the resources of information companies. On top of their regular responsibilities, Editorial is expected to work with a wider range of media types, such as blogs and videos, some of which they have no experience in. Development needs to syndicate content to an array of smartphones and tablets.

This session offers a portfolio approach to creating successful, profitable mobile and social products. It presents frameworks for:

*Evaluating and supplementing existing talent, content and technology,
*Structuring the organization to be responsive and effective,
*Evaluating and funding new business ideas,
*Prioritizing initiatives so that the most promising are not starved of resources and the “”moonshots”" get a fighting chance, and
*Avoiding the pitfalls that arise from “”not knowing what you don’t know.”"

Learning Points:

This session will address key questions and provide actionable solutions for effectively building out your content offerings for smartphones, tablets and social media:

1. Budget – Are there funds available to support a mobile initiative? What is the new product development process? What features, functions and content should be included?
2. Organization – Is the current organizational structure conducive to creating mobile offerings?
3. Publishing – Can I use or augment my existing streams or do I need new ones?
4. Talent – Do I have the talent I need? If not, should I hire or outsource or train?

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    Mobile's Impact on Workflow and Talent Mobile's Impact on Workflow and Talent Presentation Transcript

    • PDMA Product Camp 2012The Impact of Mobile and Social Media on Workflow and Talent Teri Mendelsohn Mendelsohn Consulting, Inc.
    • Data“iPads are outselling desktop PCs…. Apple reported 15.4 million iPads sold in 4Q11.” “That doesn’t even take smartphones in account – Apple sold 37 million iPhones during the quarter, too. Add Android phones into the mix and Windows probably made up less than 50% of all Internet connected devices sold in the last quarter of 2011.” “Another way of looking at it: the iPad is now equal to 17% of the overall PC market, which Gartner pegged at 92.2 million units in the last quarter of 2012. In June, it was 11%. A year ago, it was 7%” --Matt Rosoff SAI Business Insider Jan. 24, 2012 2
    • Data Source: Morgan Stanley Blue Paper, “Tablet Demand and Disruption: Mobile Users Come of Age,” Feb. 14, 2011. 3
    • Data Source: “BII REPORT: How Content Is Being Consumed On Mobile Devices,” Business Insider, Sept. 25, 20212.
    • Data: Industries that will lead mobile payments Source: Heather Leonard, “BII MOBILE INSIGHTS: How Mobile Will Change Business,” Sept. 26, 2012, http://www.businessinsider.com/bii-mobile-insights-how-mobile-will-change-business2-2012-9
    • Agenda1. Budget – Are there funds available to support a mobile initiative? What is the new product development process? What features, functions and content should be included?2. Organization – Is the current organizational structure conducive to creating mobile and social offerings?3. Publishing – Can I use or augment my existing streams or do I need new ones?4. Talent – Do I have the talent I need? If not, should I hire or outsource or train?5. Summary 6
    • 1. BudgetBudget Carve out % of Secure funds for Dedicate budget $ existing resources trial product 7
    • 1. Budget: Innovation process Ideas submittedIdeas to innovation Trials Numberscreened committee funded of ventures Approve Approve Approve •Redlight •Redlight •Redlight •Revise •Revise •Revise •Greenlight •Greenlight •Greenlight 8
    • 1. Budget: Prioritizing Illustrative 5-High (high impact; difficult) 1-Low (low impact; easy) Ease of Design- Implement Opportunity Impact Contracting Spec’ing ing -ing Total A 5 0 0 1 0 1 B 5 0 2 1 2 5 C 5 0 2 1 2 5 D 5 0 2 1 2 5 E 5 0 2 2 2 6 F 5 0 3 2 3 8 9
    • 2. OrganizationBudget Carve out % of Secure funds for Dedicate budget $ existing resources trial productOrganization Status quo Revise ownership Create structure heavyweight team structure 10
    • 2. Organization: CommonStructureresults insilos …and duplicate resources 11
    • 2. Organization: Recommended Has breadth of authority to make everyone work togetherSupports& trains butdoes notproducecontent Play to strengths but required to produce all media types 12
    • 2. Organization: Team structures• Functional (traditional) – Team members work under different functional managers; projects evolve in serial fashion as tasks pass from one function to next• Lightweight – Heightened degree of coordination due to “administrative” oversight; similar to functional team• Heavyweight – Core team members are representative of their functions on integrated development team• Autonomous – Team members are co-located and answer only to heavyweight project manager; team has extreme latitude to devise solutions to problems it has responsibility forSource: E. Smith & S.C. Wheelwright, “The New Product Development Imperative.” (Boston: Harvard Business School Publishing, 1999, rev. 2001). 13
    • 3. PublishingBudget Carve out % of Secure funds for Dedicate budget $ existing resources trial productOrganization Status quo Revise ownership Create structure heavyweight team structurePublishing Use as is; acquire Modify, acquire Modify, acquire ltd. add’l. software/licenses 14
    • 3. Publishing: Content Illustrative Existing Platform Use As Is Modify Needed NotesImages X•Photos•Charts, tables,graphs•MapsText X•Articles (short,daily/weekly)•Reports (long,monthly)•Blogs (short, daily)Video•Live X•Streaming X•YouTube XAudio X•Live•Streaming•Podcasts 15
    • 3. Publishing: Content Illustrative Existing Platform Use As Is Modify Needed NotesEvents XPresentations (PPTs) XSocial media X•Twitter•Facebook•LinkedIn•Google+ 16
    • 3. Publishing: Platform Illustrative Existing Platform Use As Is Modify Needed NotesPrint XWeb XMobile•iPhone X•iPad X•Android X•OtherEvents XSocial media X 17
    • 4. TalentBudget Carve out % of Secure funds for Dedicate budget $ existing resources trial productOrganization Status quo Revise ownership Create structure heavyweight team structurePublishing Use as is; acquire Modify, acquire Modify, acquire ltd. add’l. software/licensesTalent Train and/or Train Train and hire outsource 18
    • 4. Talent: Needed skills and talent Skill not on staff Deliverable Medium Responsibilities Skills Best Performed byQuestionnaire Survey Monkey Compose questions •Domain knowledge Mary T. •Ability to format q’s (open-ended, yes/no, multiple choice) Excel, SAS Analyze findings •Familiarity with Joe S., Ellen Q., software Ramesh S., Tanya H. •Data analysis •StatisticsPresentations PowerPoint, Excel, •Create visual reports •Identify “a-ha’s” in Former consultants, CMS on key findings & data analysts and others implications •Create narrative with MBA from data •Display data visually (Excel)Data visualizations InDesign GS3, •Identify patterns, •Data analysis Designer with data Photoshop findings •Graphic design viz. specialty •Display data in visually compelling wayVideo interviews Video, Brightcove •Draft questions •TV presence TV journalists •Conduct interview •Create compelling •Edit final version narrative in visual 19 medium
    • 4. Enhancement options Deliverables Pros Cons Train •Skill stays in-house •Time consuming Hire •Fresh perspective •Expensive Outsource •Needed skill •Skills depart at end of project •Unfamiliarity with internal systems 20
    • 4. Talent: Sourcing skills and talent Deliverable Train Hire Outsource Estimated Cost SourcePresentations X $10,000 Presentation skills consultantData X X •$70,000/yr. •Data viz.visualizations •$100/hr. designer •FreelancerVideo interviews X $5,000 Media training consultant 21
    • 5. SummaryBudget Carve out % of Secure funds for Dedicate budget $ existing resources trial productOrganization Status quo Revise ownership Create structure heavyweight team structurePublishing Use as is; acquire Modify, acquire Modify, acquire ltd. add’l. software/licensesTalent Train and/or Train Train and hire outsource 22
    • 5. Check listBudget 1. What percentage of team’s time should be dedicated to experiment? 2. Are there funds available (trial, reallocated)? 3. Is there a clearly-defined innovation process (what document to use, committee members, approval criteria)? 4. What metrics will be used to assess each phase? What determines whether to go to next phase? Who will decide?Organization 1. Does owner have authority across publications to make sure everyone “plays nice”? 2. Is there duplication of resources? What kind? Where? 3. Given the scale and urgency of a mobile project, which is the best team structure to use (functional, lightweight, heavyweight, autonomous)?Publishing 1. How much of system currently is automated? 2. What changes/purchases need to be made to produce mobile content? 3. Is the same CMS used for print and digital?Talent 1. Is there broad understanding of pros/cons of training, outsourcing and hiring? Is there general alignment on which to pursue when? 2. Are content producers expected to work across all media types? 23
    • Contact Information Teri Mendelsohn Mendelsohn Consulting, Inc. 320 Central Park West New York, NY 10025 917.603.3987 Teri@mendelsohnconsulting.net www.mendelsohnconsulting.net 24