Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Hearst at DIS: Rethinking Entrepreneurship


Published on

Hearst CTO Philip Wiser calls himself a "startup guy in a suit and tie." In this session, learn how to bring an entrepreneurial approach to a major corporation. Hint: It’s not about just about blowing everything up and doing it agile.
Presenter: Philip Wiser, svp, CTO, Hearst @philwiser

Published in: Technology, Business
  • Be the first to comment

  • Be the first to like this

Hearst at DIS: Rethinking Entrepreneurship

  1. 1. 1MOVING. FORWARD. FASTER.Rethinking EntrepreneurshipDigiday Innovation SummitMay 17, 2013
  2. 2. 2MOVING. FORWARD. FASTER.Startup Guy…In a Suit and Tie
  4. 4. 4MOVING. FORWARD. FASTER.100+M unique users, dozens ofleading media brandsMy new startup was on top of theworld!Then, I looked down and saw that Iwas wearing a suit!!!!
  5. 5. 5MOVING. FORWARD. FASTER.a·gil·i·ty [uh-jil-i-tee]1. the power of moving quickly and easily; nimbleness.2. the ability to think and draw conclusions quickly;intellectual acuity.
  6. 6. 6MOVING. FORWARD. FASTER.My last technology meeting on accelerating product development
  7. 7. 7MOVING. FORWARD. FASTER.(At least) forty-four “reasons” not to changeThat’s not my jobIt’s too radical a changeWe don’t have the timeNot enough helpOur place is too small for itWe tried that before.This place is different. It coststoo much. That’s beyond ourresponsibility. We’re all toobusy to do thatWhy change it – it’s stillworking ok You’re right – but…You’re two years ahead ofyour time We don’t have thepersonnel It isn’t in the budgetNot practical foroperating peopleThe staff will never buy itThe union will screamWe’ve never done it beforeIt’s against regulationsRuns up overheadWe don’t have the authorityThat’s too ivory towerLet’s get back to realityThat’s not our problemGood thought, but impracticalLet’s give it more thoughtTop management would nevergo for it Let’s put it in writingWe’d lose money inthe long runIt’s never been tried beforeLet’s shelve it forthe time beingLet’s form a committeeHas anyone else ever tried it?What you’re really saying is…It won’t pay for itselfI know a fellow who tried thatWe’ve always done it this wayIt’s hopelessly complexWhat would the presidentsay?Maybe that will workin your department, but not inmine The executive committeewill never… Don’t you think weshould look into that furtherbefore we act? Let’s all sleepon itCopyright Todd Jick
  8. 8. 8MOVING. FORWARD. FASTER.Hey dinosaur, get digital!BTW, we’re alllaughing at you…
  9. 9. 9MOVING. FORWARD. FASTER.Ask a Big 4 consultant about innovation and you get… babies?1887Hearst is born2012Hearst Must Leverage LegacyTo Compete With Digital Newborns
  10. 10. 10MOVING. FORWARD. FASTER.Hmmm…• You can’t consult your way outof the wrong culture• You can’t force your currentteam to behave differentlyunder the same conditions• You CAN develop a productfocused agenda and executeon that one project at a time
  11. 11. 11MOVING. FORWARD. FASTER.PRODUCT… A focus to quickly delight our customers
  12. 12. 12MOVING. FORWARD. FASTER.CLOUD … Enabling our rapid product developmentFlexibleUser-Friendly Open
  13. 13. 13MOVING. FORWARD. FASTER.DATA … Knowledge is KingCliff Stoll, Astronomer
  15. 15. 15MOVING. FORWARD. FASTER.AGILE was with Hearst all the time
  16. 16. 16MOVING. FORWARD. FASTER.“Creativity and innovation are something you can’t flowchartout. Some things you can, and we do, and we’re very disciplinedin those areas. But creativity isn’t one of those. A lot ofcompanies have innovation departments, and this is always asign that something is wrong when you have a VP of innovationor something. You know, put a for-sale sign on the door.”- Tim Cook – CEO, Apple Inc.
  17. 17. 17MOVING. FORWARD. FASTER.Matching your pace to the ability of theorganization to accept the ChangeΩ ΖImpedance : A fancyword for resistance ResistanceComplexResistance
  19. 19. 19MOVING. FORWARD. FASTER.Holistic approach to technologyPartnerships CorporateStrategyTech TalentR&DInnovation
  20. 20. 20MOVING. FORWARD. FASTER.Idea Now…BudgetPlanExecuteITOperationsSalesIdea Then…Results = Days/WeeksResults = Several Months/YearCost: $1-2MMTechCreativeSalesProduct
  21. 21. 21MOVING. FORWARD. FASTER.Create a New Product Culture Holistic Techo Kill the concept of traditional ITo Integrate technology teams Datao Continually optimizeo Fearless experimentationo Objective decision makingOutputChallengesTest/Measure
  22. 22. 22MOVING. FORWARD. FASTER.Fallacy of “Digital” MgmtBehaviors that Failo I’ll act like Steve Jobso I’ll just raise more moneyo Create a rogue “commando team”o Trying to act like a Lean Startup when you are a major corporationBehaviors that Scaleo Ask honest and deep questions on the value propo Change your planning process to accommodate agile R&Do Identify limited strategic changes that you are seekingo Be persistent on goals, one project at a time
  23. 23. 23MOVING. FORWARD. FASTER.STARTUP != CORPORATION Cash Strapped vs.o Always starvingo Running to the next meal Cash Capableo Fail Fasto Continually optimizing
  24. 24. 24MOVING. FORWARD. FASTER.Recipe for New Product Innovation1. Get mgmt buy-in to a new process for this type of development2. Get the org and talent team identified, scale expectations accordingly3. Create clear challenges/opportunities for the org4. Set aside an agile/lean dev fund as dedicated portion of your opex5. If you find yourself in a detailed budgeting process, go back to Step 16. Identify positive output from the stew, scale and repeat