It’s time to drown out all the negative talk about the news industry and trumpet the good news about how readers are engaging with us on multiple platforms.
Throughout INMA World Congress 2013 in New York, various speakers suggested actions news media companies can take to make their products more attractive.
Like marching zombies, digital start-ups and pure plays are popping up everywhere, moving in on our advertising territory. Fight the invasion by arming your sales teams with a powerful weapon: time to sell.
What really stimulates innovation in some, while other, very bright executives within our industry appear to be innovation-averse?
I recently attended the Astech Roundtable in Vail, Colorado, which provided the opportunity to listen to and see what others within the news media industry are doing to stimulate innovation within their various markets.
While each presentation over the 2 ½ days was interesting and innovative in its own way, two outstanding examples came to the forefront: the presentations by James Gold and the Leap Media team and the Columbus Dispatch team.
Both organisations have taken or are undertaking significant innovative changes to their business models that are quite unusual for news media companies. Make no mistake: These are major changes that involve risk, albeit calculated, when moving forward with their new business models.
But this column isn’t about either of those presentations, although I would encourage all to explore those outstanding innovations. It’s about what really stimulates the kind of innovation they are undertaking.
I have to ask: What really stimulates innovation in some, while other, very bright executives within our industry appear to be innovation-averse? What clicks with some, while others fail to heed the call to action, or don’t understand the dire situation we as an industry find ourselves in today?
While not earth shattering, I have come to this conclusion: While there are many bright and innovative people within our industry, without the push and culture from the top (wherever the top might be in your organisation), innovation will never be a part of your company’s DNA. In listening to these outstanding presentations, what became evident is that those in charge of the innovation process were given the resources, the power and authority, and even the push from the top to innovate.
By definition, disruptive innovation disrupts. The disruption can come in many forms: in the systems and/or processes; in the culture; in the team involvement, or lack thereof; in how the customer is dealt with; and on and on. The only constant with disruptive innovation is the disruption. Disruptive innovation is not for the faint of heart; it is for those with a grasp of reality and the knowledge of the cost of their failure to innovate.
I believe far too many within our industry want to innovate as long as there is no financial or disruptive risk. Good luck with that. Disruptive innovation need not be financially blind. It may not always involve major financial risk. But it will always involve, without fail, disruption.
All too often I fear we seek the path of least resistance when we need to seek the path of most resistance. Of course, the path with the most resistance usually always yields the greatest reward. It is time for those in leadership roles to not only encourage innovation, but demand it. For when we create the DNA of innovation, our industry will thrive instead of merely hoping to survive.