hearst at dis: rethinking entrepreneurship
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MOVING. FORWARD. FASTER.
Rethinking Entrepreneurship
Digiday Innovation SummitMay 17, 2013
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MOVING. FORWARD. FASTER.
Startup Guy…
In a Suit and Tie
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MOVING. FORWARD. FASTER.
IT STARTED WITH A DREAM…
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100+M unique users, dozens of leading media brands
My new startup was on top of the world!
Then, I looked down and saw that I was wearing a suit!!!!
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a·gil·i·ty [uh-jil-i-tee]
1. the power of moving quickly and easily; nimbleness.
2. the ability to think and draw conclusions quickly; intellectual acuity.
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My last technology meeting on accelerating product development
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(At least) forty-four “reasons” not to change
That’s not my jobIt’s too radical a changeWe don’t have the time
Not enough helpOur place is too small for it
We tried that before. This place is different. It costs too much. That’s beyond our responsibility. We’re all too
busy to do that
Why change it – it’s still working ok You’re right – but…
You’re two years ahead of your time We don’t have the
personnel It isn’t in the budget
Not practical foroperating people
The staff will never buy itThe union will scream
We’ve never done it beforeIt’s against regulations
Runs up overheadWe don’t have the authority
That’s too ivory towerLet’s get back to realityThat’s not our problem
Good thought, but impracticalLet’s give it more thought
Top management would never go for it Let’s put it in writing
We’d lose money inthe long run
It’s never been tried beforeLet’s shelve it for
the time beingLet’s form a committee
Has anyone else ever tried it?What you’re really saying is…
It won’t pay for itselfI know a fellow who tried thatWe’ve always done it this way
It’s hopelessly complexWhat would the president
say?Maybe that will work
in your department, but not in mine The executive committee
will never… Don’t you think we should look into that
further before we act? Let’s all sleep on it
Copyright Todd Jick
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Hey dinosaur, get digital!
BTW, we’re all laughing at you…
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Ask a Big 4 consultant about innovation and you get… babies?
1887Hearst is born
2012Hearst Must Leverage Legacy
To Compete With Digital Newborns
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Hmmm…• You can’t consult your way out
of the wrong culture
• You can’t force your current team to behave differently under the same conditions
• You CAN develop a product focused agenda and execute on that one project at a time
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PRODUCT… A focus to quickly delight our customers
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CLOUD … Enabling our rapid product development
FlexibleUser-Friendly Open
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DATA … Knowledge is King
Cliff Stoll, Astronomer
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TALENT
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AGILE was with Hearst all the time
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“Creativity and innovation are something you can’t flowchart out. Some things you can, and we do, and we’re very disciplined in those areas. But creativity isn’t one of those. A lot of companies have innovation departments, and this is always a sign that something is wrong when you have a VP of innovation or something. You know, put a for-sale sign on the door.”
- Tim Cook – CEO, Apple Inc.
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Matching your pace to the ability of the organization to accept the Change
Ω ΖImpedance : A fancy word for resistance Resistanc
e
ComplexResistanc
e
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Holistic approach to technology
Partnerships CorporateStrategy
Tech Talent
R&DInnovation
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Idea Now…
Budget
Plan
Execute
IT
Operations
Sales
Idea Then…
Results = Days/Weeks
Results = Several Months/Year
Cost: $1-2MM
Tech
CreativeSales
Product
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Create a New Product Culture Holistic Tech
o Kill the concept of traditional ITo Integrate technology teams
Datao Continually optimizeo Fearless experimentationo Objective decision making
Output
Challenges
Test/Measure
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Fallacy of “Digital” MgmtBehaviors that Fail
o I’ll act like Steve Jobs
o I’ll just raise more money
o Create a rogue “commando team”
o Trying to act like a Lean Startup when you are a major corporation
Behaviors that Scale
o Ask honest and deep questions on the value prop
o Change your planning process to accommodate agile R&D
o Identify limited strategic changes that you are seeking
o Be persistent on goals, one project at a time
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STARTUP != CORPORATION
Cash Strapped vs.o Always starvingo Running to the next meal
Cash Capableo Fail Fasto Continually optimizing
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Recipe for New Product Innovation1. Get mgmt buy-in to a new process for this type of development2. Get the org and talent team identified, scale expectations accordingly3. Create clear challenges/opportunities for the org4. Set aside an agile/lean dev fund as dedicated portion of your opex5. If you find yourself in a detailed budgeting process, go back to Step 1
6. Identify positive output from the stew, scale and repeat
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