As the music industry continues its rapid evolution to digitalization, those in the music business must adapt to change. At Impact 2014, Broadcast Music , Inc (BMI), a global leader in performance rights managements, shared their vision and approach to innovating their operational platform. BMI continues their own evolution by integrating BPM, Operational Decision Management (ODM) and IBM Integration Bus to support and manage more than 8.5 million musical works for BMI's 650 thousand-plus songwriters, composers, & publishers. We welcome you back to learn how BMI is continuing this strategic initiative, sharing some lessons learned and successes they are realizing with IBM's most advanced suite of BPM, ODM

1. How BMI is Revolutionizing the
Music Business through IBM’s
Technology Solutions
Brian Graves: Sr. Director, Enterprise Services Broadcast Music,
Inc.
Kristin Chew: Solutions Architect Broadcast Music, Inc.
Prithvi Srinivasan: Practice Head: Integration, Infra & Cloud Services Prolifics

2.  Broadcast Music, Inc. –
1939
 Operates on a non-profit
making basis
 Collects license fees and
distributes royalties
 Performing Rights
Organization (PRO)
 Seven locations: Nashville,
New York, Los Angeles,
Atlanta, Miami, London,
Puerto Rico
 More than 600 employees
Broadcast Music Inc.
Highlights:

3.  8.5 million musical works
 Ed Sheeran
 Taylor Swift
 Kayne West
 John Legend
 Eminem
 650,000 songwriters,
composers, and
publishers
 Represents all genres of
music
Broadcast Music Inc.
Highlights:

4. When music is performed publicly, by law, songwriters
and publishers must be paid for the use of their music
Broadcast Music Inc.

5. © 2008 – 2014 Twitter Counter (third party application for Twitter)
Seven out of the top ten
most followed users are
musical artists
Social Media – Twitter

6. Pandora... is currently available on nine out of the ten
best-selling passenger vehicles
© 2014 Inside Radio
 2011: 100 million users
 Listener hours during the
month of March 2014
were 1.71 billion
 2014: 250 million users
Online Radio – Pandora

7.  YouTube is the leading source for music
discovery and access on the internet
 Today 64% of teens primarily listen to
music through YouTube
© 2013 The Nielsen Company
YouTube Music

8. Performance counts across all media
channels have been growing fast
© 2014 Next Big Sound, Inc.
Digital Age of Music
0 100 200 300 400 500
2012
2013
2014 434B
223B
93B
434,695,663,62
6
Sources, Spotify, Youtube, Vevo,
Soundcloud, Vimeo, Rdio.

9. Over 500 digital music services worldwide
offer consumers the opportunity to legally
access up to 26 million songs
© 2012 Pro-Music
Digital Music Ecosystem

10. BMI Challenges:
 Transactional numbers are through the
roof
 6000 tables across various database systems
 400+ major applications in production
 Twenty-four different programming languages
 Many years of growth and expansion
 Music is global; copyright law differs by country
 Over 100 billion copyright transactions per year
 Over one million musical works registered per
year
Digital Music Impacts

11.  Create a single view of data
 Integrated/Common UX/UI
 Services Oriented Architecture
 Optimized Business Processes
Trust
Access
Simplicity
Efficiency
BETTER SERVICE AND A MORE VALUABLE EXPERIENCE
BMI’s Commitment

12. Single View of Data
Increased Data Quality
Alignment of business processes and business data
through master data management
Predicted analytics to
support business strategy
 Consolidate over 6000 tables into single view of data
 Service enabled QualityStage
and DataStage jobs
 Cleansing, de-duplication,
and consolidation
 Cognos

13. App
1
App
2
App
3
App
4
Flexible Business Process
COMPOSITE
APPLICATIONS
Mine and redefine business functions and business process
Service Oriented Architecture
SOA
APP 4APP 3APP 2APP 1
Services Common to All Apps
SILO
Common Database
* such as Enterprise
Security based on RBAC
Common
Infrastructure
Services*
Migrate data to new data model for increased flexibility
Create Service Model and new Process(Orchestrations)

14. Optimized Business Processes
Process Improvements: Quotes:
 Dramatic reduction of
processing time
 Fully automated global
society search
 Instances of human
error minimized
 Process Owner: “BPM for the
first time has given us
transparency into our
processes.”
 Affiliate Analysts: “BPM has
replaced many manual steps
and created a unified
workspace.”

15.  BMI Live allows BMI
songwriters who play their
music live, regardless of venue
size, to easily submit those
performances for royalty
payments
 Since 2011, this innovative
program has granted
thousands of songwriters
who have never received
royalties a means to apply for
their first royalty check
“BMI Live has impacted my career in a positive way by paying me for
live performances in venues I never received royalties from previously.”
~ Songwriter / BMI Live top earner, Granger Smith
Integrated UX/UI – BMI Live

16. BMI Strategic Partnerships
IBM
Prolifics
 Best
practices Guidance
 Integration
Technologies
 Implementation

17. 5-Years Compound
Annual Growth
Rate
19%
Employees
Worldwide
1,500
Global Presence
United States, United Kingdom, Germany, India
20+
Technology
Accelerators
550+
Technical
Certification
s
Over 10 Technology and
Solutions Awards since 2009
including Business Agility,
Customer Integration and
Digital Experience, the first
ever Beacon Laureate for
Business Agility
Over 160 global customers
are currently Fortune
1000 companies
Best-in-class architects and
specialty experts:
BPM, Integration, Digital
Experience, Security, Testing,
Business Analytics and
Enterprise Content
Management
Rate of Repeat
Engagements*
91%
Years in
Business
35+
Offices
14
Awards
Technology Expertise
Fortune 1000
Prolifics at a Glance

18. BMI ENTERPRISE PARTNERS
Current State: BMI Enterprise
Key Challenges…
 Independent Tightly coupled
Applications – 100’s
 Multiple Database Systems
(Oracle, DB2, SQL Server, MS
Access)
 Integration – File Processing only
 Data Ingestion – Manual
 Data Structures – Inconsistent
 Distribution – Time consuming
 High Maintenance Cost –
Numerous Technology &
Applications
 Lack of Development Standards –
Numerous Tools & Technologies
 Lack of Enterprise Framework

19. Aligning Business Strategy with Technology

20. Aligning Business Strategy with Technology
Define Strategic Goals
Identify Client Values
Prioritize Client Values
Define Unit Of Measurements
Verify Values with Clients
Define Client Value Map and Capabilities Map, Competitive Analysis
Prioritize Capabilities (hence create Product Roadmap/timeline)
Prospects to
Licensee
Contracts to
License Fee
Applicant to
Affiliation
Performance to
Asset Management
Performance to
Distribution
Implement tactical Goals
Architecture / Process Governance
Program Implementation team will derive & align
End to End Processes from Client Values
Program Charter / Project list with Priorities

21. Actionable Architecture:
Using the “ ” Tools

22. Actionable Architecture:
Using the “ ” Tools

23. Actionable Architecture:
Using the “ ” Tools

24. Actionable Architecture:
Using the “ ” Tools

25. Logical Component Level Architecture

26. Detailed IT Architecture

27. Technologies
Business Process Management (BPM)Data
Web and Cloud
SDLC and Collaboration
Service Oriented Architecture (SOA)
Business Rule Management (BRMS)

28.  Multiple IBM tools/products acquired at once
Architecture Issues
Architecture Resolution
 Established informal Enterprise Architecture
 Creation of tool agnostic architecture approach
 Overlaid products into appropriate architectural
layers
 Documenting tool selection, usage, abilities,
patterns
 Changing architectural direction / implementation for
tools
 Continued development and training of existing staff
 Implementing new projects in new pattern
 Growing existing staff’s confidence in ability to
deliver in product sets

29. Reset Architecture Pattern

30.  There are more than 12,000 television stations in the US
Television Licensing
Project
 Stations playing programming with BMI represented
music
must license with BMI Cue sheets are the primary means by which performing rights
organizations track the use of music in films and TV

31. Current process has…
Project Challenges
 Manual data ingestion
 Manual validation of fee calculations
 Lack of visibility into process performance
 Lack of data flow between legacy systems

32. Integrated Process
BPM Process Implementation
 Automate workflow & file intake process
 Monitor for events and track business process
 Rule driven payment determination
 Aggregates legacy systems/data for user review & approval
 Established thresholds to indicate when to end cycle
Benefits
 Defined common data view, leveraging legacy data
stores:
Program, Cue, License, BMI Represented Works
 Granular data request
 Decrease process lifecycle
 Provide consistent, traceable and reporting clarity into the
process
 Consistent fee determination and calculation

33. Project Architecture
TV Stations BMI Personnel
Security
DataPower / AD
Business Process
BPM
Enterprise Service Bus
IIB / MQ
Licensing
Document
Repository
Cue
Sheets
Works
Writer
Publisher
Status
Reporting
Rule Engine
ODM
Reporting
(SMDB)
Data Access Layer
WAS / DataStage
CRM

34. Lessons Learned
 Rational Software Architect’s generation of services base
on a common library of objects – granularity issues
 Invocation options (web service, MQ, IIB)
 Performance tweaking
 Communication between the ESB and DataStage
 ODM
 Infrastructure Configuration
 Cross-product deployment

35. Questions?