Eric Iverson on Innovation - Innovating OTJ


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Eric Iverson, Vice President of Information Technology, Sony Pictures, gave this presentationat at Pepperdine University’s free conference, “From Information Systems to Innovation Systems: Establishing the Next Generation Information Systems Department,” on Wednesday, October 12, 2011. The conference was sponsored by the Center for Applied Research at the Graziadio School of Business and Management.

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  • Consumer Products & Devices includes televisions, digital cameras and camcorders and home audio and video.Networked Products & Services include Sony Computer Entertainment (PlayStation), personal computers, mobile products and Sony Media Software and Services.Sony Music Entertainment includes Columbia/Epic, RCA/Jive and other labels.Financial Services includes insurance and banking operations.
  • One half of a legacy application (GPMS)No offices - the fish canneryLittle direct fundingNo business owner, yetNo group owned the dataA small start to an IPM Systems strategyNeed SAP QC 30 days (not started)
  • Map it out. Follow the process.Process is data in motion
  • Eric Iverson on Innovation - Innovating OTJ

    1. 1. Iverson on Innovation - Innovating OTJ<br />Pepperdine University<br />10-12-11<br />Coach Eric Iverson<br />VP IT Sony Pictures Television<br />
    2. 2. Agenda<br />Welcome – Getting to know you a little…<br />About Sony Pictures<br />Part 1: Adventures Innovating in Master Data Management – an impression…<br />Part 2: Innovation Lessons from the Journey<br />Wrap up & The Mission<br />10/12/2011<br />2<br />
    3. 3. THE SONY CORPORATION<br />Networked Products & Services<br />Consumer Products & Devices<br />Financial Services<br />Sony Music Entertainment<br />Approximately $7 Billion in Revenues per year<br />10/12/2011<br />3<br />page 3<br />
    4. 4. HUASO<br />SONY PICTURES ENTERTAINMENT<br />Motion Pictures<br />Home Entertainment<br />Television<br />Digital Productions<br />FLORESTA<br />10/12/2011<br />4<br />*Includes wholly and partially owned networks & production companies<br />
    5. 5. SONY PICTURES ENTERTAINMENT<br />Corporate<br />Based in Culver City, CA, SPE headquarters is a 44 ½ acre working studio lot with 18 sound stages, world-leading sound mixing and recording and state-of-the-art post production facilities<br />10/12/2011<br />5<br />
    6. 6. Industry is going through revolutionary change due to digital media technologies<br />Because of the rapid uptake of digital distribution, the industry will make more radical changes to how we distribute content during this 10-15 year window than at any other time entertainment history<br />10/12/2011<br />6<br />
    7. 7. Part 1<br />Adventures Innovating in Master Data Management<br />10/12/2011<br />7<br />
    8. 8. Our journey starts in 2003 while solving another problem: Digital Media<br />Digital Media Initiative and our Dream<br />You can’t manage Digital Media without great metadata and rights<br />10/12/2011<br />8<br />
    9. 9. As it turns out, creating this information for “movie products” happens to be a fairly complicated problem…<br />Hollywood’s interesting product family entity<br />IP<br />Title<br />OPW<br />Variations<br />+<br />Coming soon!<br />Picture & Sound<br />Bonus Material<br />Unique Products<br />The Movie<br />Title Definition<br />Book / Script / etc.<br /><ul><li>Elements are uniquely combined for each business (88) and market (200+)
    10. 10. 1500 unique product elements to Distribute Spiderman world-wide
    11. 11. Hundreds of production & clearance agreements
    12. 12. >25,000 lines of rights data for Spiderman
    13. 13. 200 attributes make up the move
    14. 14. Copyrights and title registrations
    15. 15. 1000’s of marketing materials
    16. 16. Acquire rights</li></ul>“Now multiply all of the above information x 140,000 titles in Sony Pictures’ library…”<br />10/12/2011<br />9<br />
    17. 17. So Steve and I set out on our Intellectual Property Management journey<br />2004<br />10/12/2011<br />10<br />
    18. 18. Terminology: Master Data is:<br />The golden data record that everyone uses.<br />It enables the rapid and accurate connection of processes… typically through business technology<br />10/12/2011<br />11<br />
    19. 19. Our SAP Project and the 800lbs Gorilla<br />What Happened:<br />Aligned project to aggressive SAP project<br />Threw strategy out the window<br />Hired an excellent team, quickly<br />Created a new way to integrate at SPE<br />Kept the MPM# (financial) separate from the Title ID<br />No GPMS, No Account # - MONEY Talks<br />Created a new central business team for data<br />2004<br />1<br />10/12/2011<br />12<br />
    20. 20. Innovate with new customers - Merged divergent projects<br />2004<br />2<br />What Happened<br />Co-opted Acquisitions group project eliminating 57 step procedure shaving weeks off of acquisition propagation<br />Cleverly squeezed in contract and key data amidst other project (no time for rewrite)<br />Drove next-gen technology<br />Began creating “their” ID.<br />Stayed flexible - be everyone’s needed ID: even if it is not the master ID. Just be the source!<br />Persisted<br />10/12/2011<br />13<br />
    21. 21. Separating the twins<br />2005<br />3<br />What Happened:<br />Separated our twins <br />Built standards services based integrations<br />Negotiated key master elements with our twin<br />Sold GPMS as a source and began to bring people on board<br />Trusted our ability to innovate. A dude and a DB can work just fine<br />Make sure consumers of data knew how to use it<br />10/12/2011<br />14<br />
    22. 22. Innovation Payoffs – Rapid Acquisitions <br />4<br />Developed a rapid acquisition capability. As a result of our efforts, we can now ingest large acquisitions in under 30 days<br />What we did<br /><ul><li>Developed techniques to handle large data acquisitions and orchestrate the loads through key systems
    23. 23. Kept technology in the hands of our innovators
    24. 24. Developed a way to handle music and rebuilt party master
    25. 25. Created “Awesome” communication
    26. 26. Did a lot of corporate dating </li></ul>10/12/2011<br />15<br />
    27. 27. A turn down Digital lane… More devices<br />2006<br />5<br />More Digital<br />More Devices<br />More Metadata<br />More Master Data<br />10/12/2011<br />16<br />
    28. 28. Vision: Seeing the future, setting a course<br />2007<br />Finally… our Title MDM strategy…<br />What we Did<br /><ul><li>Got good intelligence and envisioned the future
    29. 29. The strategy process drove buy-in for us
    30. 30. Gave confidence to take bold positions
    31. 31. It prepared us to be even more opportunistic
    32. 32. Our strategy was better because we had already innovated</li></ul>6<br />Industry <br />Research<br />Lots of Interviews<br />Domain <br />Research<br />10/12/2011<br />17<br />
    33. 33. Opportunity Knocks: Ventana and the Future of TV Distribution<br />2009<br />7<br />What Happened<br />We knew where we wanted to go (Vision)<br />The Ventana project came along with the goal to dramatically improve the information domestic TV sales and distribution<br />Major innovation on rights<br />Developed integrated music management & clearance <br />Drove more next-gen technology<br />Purposefully lost some battles - because… when you are always innovating, you will still have time…<br />10/12/2011<br />18<br />
    34. 34. The “Manual Digital” Problem<br />8<br />Though digital media held the promise of simplified workflows, much work was still required to move the industry from digital media to digital automation<br />“As Is”<br />“To Be”<br />10/12/2011<br />19<br />
    35. 35. The Digital Backbone: Data and technology revolutionizing digital distribution<br />2010+<br />The Digital Backbone<br />The Completely Automated Digital Workflow<br />“We had to rethink data and process in a digital workflow”<br />BONUS: clever ways to gain agreement when you are innovating:<br />Alphas<br />10/12/2011<br />20<br />
    36. 36. Our Innovation Journey….<br />Separate<br />Twins<br />Digital Integration<br />Ventana<br />SAP Project<br />7<br />3<br />5<br />1<br />8<br />6<br />4<br />2<br />Digital Backbone<br />Integration Payoff<br />New Customers<br />Strategy<br />10/12/2011<br />21<br />
    37. 37. What we’ve accomplished… for now <br />Key Innovations led to…<br />Connecting approx. 64 systems<br />Managing Over 250K+ titles<br />Creating a 30 day integration capability<br />Providing significant cost savings<br />Supporting Digital Supply Chain automation<br />10/12/2011<br />22<br />
    38. 38. Part IIWhat did we Learn?<br />“On great adventures, the adventurers must get clever”<br />10/12/2011<br />23<br />
    39. 39. In a phrase, what is “Innovation”<br />10/12/2011<br />24<br />
    40. 40. Innovation is:<br />….A realized useful solution to a problem. It can be:<br /><ul><li>A new big idea
    41. 41. Applying an old idea in a new way
    42. 42. Incrementally improving or changing on an old way of doing things</li></ul>Typically solved by someone(s) with...<br /><ul><li>Expertise
    43. 43. Time
    44. 44. Imagination & Vision
    45. 45. Ability to Realize
    46. 46. Perseverance (failure)
    47. 47. Knowing what innovation is – is easy
    48. 48. Know how to get innovation - is harder</li></ul>If you have the expertise, vision and passion you will find the resources to make it happen<br />25<br />
    49. 49. Our journey taught us that innovation…<br />…Was in our project’s daily lives<br />…Was a team effort<br />In aggregate we produced a great overall innovation for SPE. However, it was made up of many smaller innovations:<br />Designing creative data structures and key management<br />Creating title MDM department<br />Building of super flexible and precise rights solutions<br />Orchestrating the master data throughout the ecosystem<br />Developing Music Affairs Management<br />Mastering Party (Company) Data<br />Defining Alphas for the DBB<br />Implementing new Technology tools<br />Standardizing integrations (publications and WS) for this kind of data<br />10/12/2011<br />26<br />
    50. 50. So.. Can I still innovate if I am not an innovation superhero? Of course. Build teams that innovate<br />10/12/2011<br />27<br />
    51. 51. Myers Brigs and your innovating team: Quick Review<br />10/12/2011<br />28<br />
    52. 52. Create teams that compliment each other and will maximize your innovation capability…<br />Expertise<br />Time<br />Vision<br />Realization<br />Perseverance<br />Note source<br />10/12/2011<br />29<br />
    53. 53. Adam –vs- Mike<br />10/12/2011<br />30<br />
    54. 54. Your job: Encourage Innovation Behaviors in your Teams<br />“Show me any great innovation and I will show you a great innovating individual or TEAM behind it.”<br />“Innovations don’t create themselves…”<br />10/12/2011<br />31<br />
    55. 55. Fostering Innovation Visioning - Thinking Like an Innovator<br />How do we solve problems?<br />By asking ourselves questions<br />What are examples of good innovation questions?<br />What do we need to know about this problem?<br />Why is it this way?<br />How might we solve this problem?<br />“What if” we could…<br />What would let us bypass the problem in the first place?<br />What is a better way of doing the same thing? Different way?<br />What have others tried? If they failed, why?<br />Where do you Innovate best?<br />During work?<br />@ Work but between work activities?<br />@ Home – social or inactive?<br />@ Home, but doing something active (mow the lawn)?<br />Away from home and work?<br />“It’s easy to think small once you can think big. It’s hard to think big if you can only think small”<br />10/12/2011<br />32<br />
    56. 56. Enemies of Innovation<br />“If one of these ‘enemies’ getting in your way? Write it down. Ask yourself, how do I overcome this challenge? Write down the answer and do it.”<br />10/12/2011<br />33<br />
    57. 57. Now that I have a team, where do I Innovate?<br />Biggest Value<br />Careful in box 4<br />What is your innovation focused on?<br /> …. Winning <br /> ….or Not Losing<br />10/12/2011<br />34<br />
    58. 58. But… is innovation important for your organization?<br />10/12/2011<br />35<br />
    59. 59. The Dow Jones 30: What is interesting about this list?<br />10/12/2011<br />36<br />
    60. 60. Innovation is important for almost all organizations. Because organizations that innovate…<br />One company made it 100 years<br />93%<br />80%<br />57%<br />Since Crash in 1929<br />Since college<br />Since I was born<br />10/12/2011<br />37<br />
    61. 61. THRIVE<br />10/12/2011<br />38<br />
    62. 62. The Mission<br />For you:<br />Write down the good ideas you already have but that you lost the spirit to pursue<br />What can you do to move this forward right now. Today.<br />How can you persevere this time?<br />For your teams:<br />Build great complimentary teams. Relook at your team with Myers Briggs goggles. Do you have teams that can innovate? <br />Assess where your organization’s innovation is focused? Help optimize the innovation focus with skills, talent, and priorities<br />Teach and encourage innovation behaviors. Expect your team to innovate<br />Show a great team the mountain and let them take it<br />“Your every day innovations make the difference.”<br />10/12/2011<br />39<br />
    63. 63. Questions Anyone?<br />10/12/2011<br />40<br />