Mobile's Impact on Workflow and Talent

PDMA Product Camp 2012

The Impact of Mobile and Social Mediaon 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

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Data

3Source: Morgan Stanley Blue Paper, “Tablet Demand and Disruption: Mobile Users Come of Age,” Feb. 14, 2011.

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

Agenda

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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

1. Budget

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Budget Carve out % of existing resources

Secure funds for trial product

Dedicate budget $

1. Budget: Innovation process

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Approve

Ideasscreened

Trialsfunded

Ideas submittedto innovation committee

Numberof ventures

Approve Approve

•Redlight•Revise•Greenlight

•Redlight•Revise•Greenlight

•Redlight•Revise•Greenlight

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1. Budget: Prioritizing

5-High (high impact; difficult)1-Low (low impact; easy)Illustrative

Opportunity Impact

Ease of

Contracting Spec’ingDesign-

ingImplement

-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

2. Organization

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Budget Carve out % of existing resources

Secure funds for trial product

Dedicate budget $

Organization Status quo Revise ownership structure

Create heavyweight team structure

2. Organization: Common

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Structureresults insilos

…andduplicateresources

2. Organization: Recommended

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Supports& trains but does not produce content

Has breadth of authority to make everyone work together

Play to strengths but required to produce all media types

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 for

Source: E. Smith & S.C. Wheelwright, “The New Product Development Imperative.” (Boston: Harvard Business School Publishing, 1999, rev. 2001).

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3. Publishing

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Budget Carve out % of existing resources

Secure funds for trial product

Dedicate budget $

Organization Status quo Revise ownership structure

Create heavyweight team structure

Publishing Use as is; acquire ltd. add’l. software/licenses

Modify, acquire Modify, acquire

3. Publishing: Content

Existing

Platform Use As Is Modify Needed Notes

Images•Photos•Charts, tables, graphs•Maps

X

Text•Articles (short, daily/weekly)•Reports (long, monthly)•Blogs (short, daily)

X

Video•Live•Streaming•YouTube

XX

X

Audio•Live•Streaming•Podcasts

X

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Illustrative

3. Publishing: Content

Existing

Platform Use As Is Modify Needed Notes

Events X

Presentations (PPTs) X

Social media•Twitter•Facebook•LinkedIn•Google+

X

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Illustrative

3. Publishing: Platform

Existing

Platform Use As Is Modify Needed Notes

Print X

Web X

Mobile•iPhone•iPad•Android•Other

XX

X

Events X

Social media X

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Illustrative

4. Talent

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Budget Carve out % of existing resources

Secure funds for trial product

Dedicate budget $

Organization Status quo Revise ownership structure

Create heavyweight team structure

Publishing Use as is; acquire ltd. add’l. software/licenses

Modify, acquire Modify, acquire

Talent Train and/or outsource

Train Train and hire

4. Talent: Needed skills and talent

Deliverable Medium Responsibilities Skills Best Performed by

Questionnaire Survey Monkey Compose questions •Domain knowledge•Ability to format q’s (open-ended, yes/no, multiple choice)

Mary T.

Excel, SAS Analyze findings •Familiarity with software•Data analysis•Statistics

Joe S., Ellen Q., Ramesh S., Tanya H.

Presentations PowerPoint, Excel, CMS

•Create visual reports on key findings & implications

•Identify “a-ha’s” in data•Create narrative from data•Display data visually (Excel)

Former consultants, analysts and others with MBA

Data visualizations InDesign GS3, Photoshop

•Identify patterns, findings•Display data in visually compelling way

•Data analysis•Graphic design

Designer with data viz. specialty

Video interviews Video, Brightcove •Draft questions•Conduct interview•Edit final version

•TV presence•Create compelling narrative in visual medium

TV journalists

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Skill not on staff

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

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4. Talent: Sourcing skills and talent

Deliverable Train Hire Outsource Estimated Cost Source

Presentations X $10,000 Presentation skills consultant

Data visualizations

X X •$70,000/yr.•$100/hr.

•Data viz. designer•Freelancer

Video interviews X $5,000 Media training consultant

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5. Summary

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Budget Carve out % of existing resources

Secure funds for trial product

Dedicate budget $

Organization Status quo Revise ownership structure

Create heavyweight team structure

Publishing Use as is; acquire ltd. add’l. software/licenses

Modify, acquire Modify, acquire

Talent Train and/or outsource

Train Train and hire

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?

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Contact Information

Teri MendelsohnMendelsohn Consulting, Inc.

320 Central Park WestNew York, NY 10025

917.603.3987Teri@mendelsohnconsulting.netwww.mendelsohnconsulting.net