FO 2012: Industries in Transition (C. Holbrook)
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FO 2012: Industries in Transition (C. Holbrook)
- 1. Industries in Transition The Journey and What to expect April 2012 craig.holbrook@centricconsulting.com (617) 320-6961 NOTICE: Proprietary and Confidential This material is proprietary to Centric Consulting, LLC. It contains trade secrets and information which is solely the property of Centric Consulting, LLC. This material is solely for the Client’s internal use. This material shall not be used, reproduced, copied, disclosed, transmitted, in whole or in part, without the express consent of Centric Consulting, LLC. © 2011 Centric Consulting, LLC. All rights reserved
- 2. Introductory Statements Changes are occurring in the Academic Publishing Industry If we prepare our organizations and lead the team with conviction, we will come out just fine
- 3. Historical Context The Record Industry:
- 4. An Emotional Response to Change Active Anger Emotional Response Acceptance Stability Bargaining Denial Testing Time Depression Immobilization Passive
- 5. Three Stages of Transformation 1. Trigger – causing need for change • New Technology • Change in what customers need or want • Change in Regulation 2. Experimentation • Partnering - promotes information sharing • Imitations and Fads are prevalent • In large industries, more investment fuels this 3. Convergence • Most experiments fail • Handful of product succeed => “Dominant Design • Half of the participants survive
- 6. Aspects of your changed business
- 7. Who are the Characters? • Champions – Have authority, willing to lead • Change Agents –informal leaders willing to engage • Survivors/Adaptors – “I will do what it takes” • Rejecters – Covert resistance and very disruptive
- 8. What to Expect • Unclear future – It will not become very clear • Experimentation – with controlled cost, short cycles • Partnerships and Alliances –information exchanges • Organization • The book assembly process will provide similar value • The ‘disassembly’ processes will provide more value • Personnel - will become even more valuable
- 9. The Take Away In order to succeed and to survive personally: -Make sure your Strategy is built and communicated -Evaluate your Organization and identify Personnel -Experimentation, Partnerships, and Budgets
- 10. References • “The U.S. Newspaper Industry in Transition”, Suzanne M. Kirchhoff, Analyst in Industrial Organization and Business, July 8, 2009 • “Industry Transformation”, Professors Michael E. Porter and Jan W. Rivkin, Harvard Business School Review, July 2000 • “Appetite for Self-Destruction, the Spectacular Crash of the Record Industry in the Digital Age”, Steve Knopper, 2009 • Organizational Change Management References: • “HBR's 10 Must Reads on Change Management” Harvard Business Review, 2011 • “The Five Dysfunctions of a Team: A Leadership Fable” , Patrick Lencioni 2002 • “Our Iceberg is Melting”, Professor John Cotter and Holger Rathgeber, St Martins Press, 2005
Hinweis der Redaktion
- Good point to warm up the audience: Question on how many folks have 10 or more years left in publishing industry Question on how many folks have an eReaders, 20% of Americans now have eReader Question
- This is not a perfect parallel Experimentation with new artists through a 24 hour medium with channels to buy enabled this industry transformation or resurrection
- Get the audience talking about where they are in this continuum Talk about Tom Bland or Complex Billing team at ComEd
- What industry examples can we use to demonstrate these stages: Electronic Computing made IBM, NCR, Burroughs, and Remington Rand all begin to change dramatically (1950s) Use of bar codes, satelite comm, computers, and automate distribution made Walmart and ToysRUS (1980s) Coke and Pepsi to brand products, sell franchises to bottlers, and compete on image adversiting
- Operational (e.g. workflow, responsibilities, etc) Product (e.g. eBooks, digital collections, bundling, etc) Organizational (e.g. structure, skills, roles, training, etc) Financial (e.g. P&L changes, required investments) Technology (e.g. new platforms, integration)*
- Strong Innovative Management Team, okay to have folks from outside be a part of the new order Anecdotes on Champions: Bob Arnett – Outsider who did not know the industry, the organization was stuck in the ways they had been doing things, electronic bills and payments
- Annecdote on uncertainty built into roles: My interview with a candidate recently on an engagement that will change course several times Think about partnerships within your University and with your authors