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      Paula KleinCreated by Paula Klein on Aug 29, 2012 in Featured Content

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      On November 21 I participated in a Think & Do workshop at USC’s Annenberg Innovation Lab (AIL).  AIL was founded in 2010 as part of USC’s Annenberg School of Communications and Journalism to study the transformational impact of technology and cultural changes on the media industry.  I’ve been a member of AIL’s Advisory Board sinceits founding.

       

      The Lab conducts research projects in a number of areas at the intersection of media and technology.  From time to time it hosts what it calls Think & Do events that bring together students, faculty members, research staff, industry executives, artists, entrepreneurs and policy makers to collaboratively explore new research ideas.  The topic for this particular workshop was Leveraging Engagement.  It was aimed at exploring new frameworks for fan engagement in a variety of media, including entertainment, music and sports.

       

      Like few others, the media industries have been severely disrupted by the digital revolution and the forces of creative destruction.  Everything seems to be changing at once, from the way content is produced and delivered, to the sources of revenue and profits.

      One of the major changes is the relationship between the creators and distributors of media content and their audience, especially their most committed audience members or fans.

       

      What do we mean by fan?  The briefing book prepared for the workshop draws a distinction between an audience of relatively passive listeners/spectators and fans.  Fans are “enthusiastic followers or admirers… have a passion, are emotionally connected to the object of their passion, and experience their passion through their own subjective lens.”

       

      The Internet, smartphones and related technologies, are enabling fans to play a more central and active role in the evolving media ecosystem.  They are active participants in social networks.  They are critics, co-creators, and brand influences.  They are also potential consumers of all kinds of goods and services related to their passion.

       

       

      AIL’s Leveraging Engagement project is taking advantage of all the data we can now access and analyze - including from social media and mobile devices - to get deeper insights into the drivers of fan behavior.

      “It is no longer enough to divide fans into classic demographic segments such as male and female or young and old,” notes Erin Reilly, lead project researcher.  “Instead, we need to understand the unique emotional investments of fans in order to better comprehend their motivations and map (or, more pragmatically, predict and encourage) their engagement with media.”

       

      This is particularly important as media companies struggle to come up with new business models.  “By understanding how fans engage with content, media companies can better understand what motivates fans…  and determine the most effective strategies to market, develop, distribute and offer content to fans, not only in a cost-efficient manner but also in a way that respects what fans enjoy and how they like to participate in it.”

       

      To continue reading the full blog, see my Dec. 10 post here.

      Facebook’s recent announcement that it’s readying a version of its social software for workplaces got me thinking about Enterprise 2.0, a topic I used to think a great deal about. Five years ago I published a book with that title, arguing that enterprise social software platforms would be valuable tools for businesses.http://ebusiness.mit.edu/images/enterprise.jpg

       

      The news from Facebook, along with rapid takeup of new tools like Slack, the continued success and growth of Salesforce’s Chatter and Yammer (now part of Microsoft), and evidence of a comeback at Jive, indicates that the business world might finally be coming around to Web-style communication and collaboration tools.

       

      Why did it take so long? I can think of a few reasons. It’s hard to get the tools right — useful and simple software is viciously hard to make. Old habits die hard, and old managers die (or at least leave the workforce) slowly. The influx of ever-more Millennials has almost certainly helped, since they consider email antediluvian and traditional collaboration software a bad joke.

       

      Whatever the causes, I’m happy to see evidence that appropriate digital technologies are finally appearing to help with the less structured, less formal work of the enterprise. It’s about time.

       

      What do you think? Is Enterprise 2.0 finally here? If so, why now? Leave a comment, please, and let us know.

       

       

      This post first appeared on my Business Impact of IT blog November 20 here.

       

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