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Mobile's Impact on Workflow and Talent
- 1. PDMA Product Camp2012 The Impact of Mobile and Social Media on Workflow and Talent Teri Mendelsohn Mendelsohn Consulting, Inc.
- 2. Data “iPads are outsellingdesktop 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
- 3. Data Source: Morgan Stanley Blue Paper, “Tablet Demand and Disruption: Mobile Users Come of Age,” Feb. 14, 2011. 3
- 4. Data Source: “BII REPORT: How Content Is Being Consumed On Mobile Devices,” Business Insider, Sept. 25, 20212.
- 5. Data: Industries thatwill 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
- 6. Agenda 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 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
- 7. 1. Budget Budget Carve out % of Secure funds for Dedicate budget $ existing resources trial product 7
- 8. 1. Budget: Innovationprocess Ideas submitted Ideas to innovation Trials Number screened committee funded of ventures Approve Approve Approve •Redlight •Redlight •Redlight •Revise •Revise •Revise •Greenlight •Greenlight •Greenlight 8
- 9. 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
- 10. 2. Organization Budget Carve out % of Secure funds for Dedicate budget $ existing resources trial product Organization Status quo Revise ownership Create structure heavyweight team structure 10
- 11. 2. Organization: Common Structure resultsin silos …and duplicate resources 11
- 12. 2. Organization: Recommended Has breadth of authority to make everyone work together Supports & trains but does not produce content Play to strengths but required to produce all media types 12
- 13. 2. Organization: Teamstructures • 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 for Source: E. Smith & S.C. Wheelwright, “The New Product Development Imperative.” (Boston: Harvard Business School Publishing, 1999, rev. 2001). 13
- 14. 3. Publishing Budget Carve out % of Secure funds for Dedicate budget $ existing resources trial product Organization Status quo Revise ownership Create structure heavyweight team structure Publishing Use as is; acquire Modify, acquire Modify, acquire ltd. add’l. software/licenses 14
- 15. 3. Publishing: Content Illustrative Existing Platform Use As Is Modify Needed Notes Images X •Photos •Charts, tables, graphs •Maps Text X •Articles (short, daily/weekly) •Reports (long, monthly) •Blogs (short, daily) Video •Live X •Streaming X •YouTube X Audio X •Live •Streaming •Podcasts 15
- 16. 3. Publishing: Content Illustrative Existing Platform Use As Is Modify Needed Notes Events X Presentations (PPTs) X Social media X •Twitter •Facebook •LinkedIn •Google+ 16
- 17. 3. Publishing: Platform Illustrative Existing Platform Use As Is Modify Needed Notes Print X Web X Mobile •iPhone X •iPad X •Android X •Other Events X Social media X 17
- 18. 4. Talent Budget Carve out % of Secure funds for Dedicate budget $ existing resources trial product Organization Status quo Revise ownership Create structure heavyweight team structure Publishing Use as is; acquire Modify, acquire Modify, acquire ltd. add’l. software/licenses Talent Train and/or Train Train and hire outsource 18
- 19. 4. Talent: Neededskills and talent Skill not on staff Deliverable Medium Responsibilities Skills Best Performed by Questionnaire 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 •Statistics Presentations 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 way Video interviews Video, Brightcove •Draft questions •TV presence TV journalists •Conduct interview •Create compelling •Edit final version narrative in visual 19 medium
- 20. 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
- 21. 4. Talent: Sourcingskills and talent Deliverable Train Hire Outsource Estimated Cost Source Presentations X $10,000 Presentation skills consultant Data X X •$70,000/yr. •Data viz. visualizations •$100/hr. designer •Freelancer Video interviews X $5,000 Media training consultant 21
- 22. 5. Summary Budget Carve out % of Secure funds for Dedicate budget $ existing resources trial product Organization Status quo Revise ownership Create structure heavyweight team structure Publishing Use as is; acquire Modify, acquire Modify, acquire ltd. add’l. software/licenses Talent Train and/or Train Train and hire outsource 22
- 23. 5. Check list Budget 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
- 24. 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