Eric Iverson on Innovation - Innovating OTJ
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Transcript of Eric Iverson on Innovation - Innovating OTJ
Iverson on Innovation - Innovating OTJ
Pepperdine University10-12-11
Coach Eric IversonVP IT Sony Pictures Television
Agenda
• Welcome – Getting to know you a little…• About Sony Pictures• Part 1: Adventures Innovating in Master Data
Management – an impression…• Part 2: Innovation Lessons from the Journey• Wrap up & The Mission
10/12/2011
2
page 3
THE SONY CORPORATION
Consumer Products &
Devices
Networked Products & Services
Sony Music Entertainme
nt
Financial Services
Approximately $7 Billion in Revenues per year 10/12/201
13
Motion Pictures Home Entertainment Television Digital Productions
FLORESTA
HUASO
*Includes wholly and partially owned networks & production companies
SONY PICTURES ENTERTAINMENT
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4
Corporate
SONY PICTURES ENTERTAINMENT
Based in Culver City, CA, SPE headquarters is a 44 ½ acre working studio lot with 18 sound stages, world-leading sound
mixing and recording and state-of-the-art post production facilities 10/12/201
15
10/12/2011
6
Industry is going through revolutionary change due to digital media technologies
Theatrical Home Entertainme
nt
Television & VOD
Broadband Mobile
10 Years Ago…
Very few Digital prototype theaters
DVD only – no legal copy
Just beginning to grow
Movie link and Cinema Now – or… illegal
Experiment with games, ringtones, and wallpapers
This Year
In the middle of full digital cinema deployment
Legal Digital Copy delivered with BD.ULTRAVIOLET
Industry grew from $0.3B in 2000 to $1.2B by 2010, an avg. of 14% growth per year and a 10 yr growth of 265%
Dramatic increase in offerings: iTunes, Netflix, Hulu, PSN, Microsoft, Amazon, etc..
Explosion of handheld devices, tablets and plans that enable mobile media
Because of the rapid uptake of digital distribution, the industry will make more radical changes to how we distribute content during this 10-15 year window than at any other time entertainment history
Part 1Adventures Innovating in Master Data
Management
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7
Our journey starts in 2003 while solving another problem: Digital Media
Digital Markting
Distribution LinesTraditional Distribution
Digital Production
Source Sytems
IP Program
CentralizedPrcess
+
Digital Distribution
Fullfilment
Digital Media Initiative and our Dream
You can’t manage Digital Media without great metadata and rights
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8
As it turns out, creating this information for “movie products” happens to be a fairly complicated problem…
IP Title OPW Variations
• Elements are uniquely combined for each business (88) and market (200+)
“Now multiply all of the above information x 140,000 titles in Sony
Pictures’ library…”
• 1500 unique product elements to Distribute Spiderman world-wide
• Hundreds of production & clearance agreements
• >25,000 lines of rights data for Spiderman
Picture &
Sound• 200 attributes make up the move
• Copyrights and title registrations
• 1000’s of marketing materials
Bonus Materia
l
+
Unique Product
s
The Movie
Title Definitio
n
Book / Script /
etc.• Acquire rights
Hollywood’s interesting product family entity
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9
Coming soon!
So Steve and I set out on our Intellectual Property Management journey
2004
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10
Terminology: Master Data is:
The golden data record that everyone uses. It enables the rapid and accurate connection of processes… typically through business technology
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11
Our SAP Project and the 800lbs Gorilla
• What Happened:– Aligned project to aggressive SAP project– Threw strategy out the window– Hired an excellent team, quickly– Created a new way to integrate at SPE– Kept the MPM# (financial) separate from the Title ID– No GPMS, No Account # - MONEY Talks– Created a new central business team for data
2004
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1
Innovate with new customers - Merged divergent projects
• What Happened– Co-opted Acquisitions group project eliminating 57 step
procedure shaving weeks off of acquisition propagation
– Cleverly squeezed in contract and key data amidst other project (no time for rewrite)
– Drove next-gen technology– Began creating “their” ID.
Stayed flexible - be everyone’s needed ID: even if it is not the master ID. Just be the source!
– Persisted
2004
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2
Separating the twins
• What Happened:– Separated our twins – Built standards services based integrations– Negotiated key master elements with our twin– Sold GPMS as a source and began to bring
people on board– Trusted our ability to innovate. A dude and a DB
can work just fine– Make sure consumers of data knew how to use it
2005
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3
Enhancements to Support MGM TItles:· MGM rights segment flag· New attribute to identify MGM product at title level
(MGM, SPE, Split)Enhance servlet to display MGM rights segment flag and identify MGM / split rights products at the title level
· Company relationship of 3rd Party ReportingNew alternate identifier types for MGM Ids
· New categories for critical MGM attributes (aspect ratio)
Attributes:· Primary Title· AKA Title· Product Status· Product Level· Product Type· Intended Made for Media· Actual Made for Media· Release Year
· Production Year· Runtime· Broadcast Run Length· First Commit Date· Production End Date· Pilot Flag· MGM - 3rd Party Product*· Walker Number· OPC / OCC· Catalog Number· MGM - ESS Number· MGM - SAP Number· Original Language· Number of Actual Episodes· Number of Planned Episodes· Season Number· Episode Number· Episode Name)· Territory· Media· Format· Rights· Sell-Off Date· Effective Date· Terms· Language· MGM - MGM Rights Indicator· Music Clearance· US Copyright Date· US Copyright Comment· Release Date· Release Territory· Release Language· Release Media· Box Office· Release Status· Type of Release
SAP Residuals
OPUS
Functional Processes:· Product Master· Corporate Rights in & out· Supports downstream sales, distribution, and
servicing systems· Supports financial transactions and systems (SAP)
ESS STARS
Conversionprocessing
usingAscential ETL tool
TIGRES
DTSM
ITSM / ITSMS
PRISM
GEM / Pegasus
Pathfinder
SPIRIT
Interplan
GOLD
ProductReleaseEpisodicRights
Attributes
Television
Home Entertainment
Theatrical
WPF
Title & Rights Creation Sales & Distribution Servicing / Fulfillment Financial Tracking
MGM
Contract & Financial information
Order fulfillment request
C2C
ProductReleaseEpisodicRights
Attributes
ProductReleaseRights
Attributes
ProductReleaseAttributes
ProductReleaseRights
Attributes
ProductReleaseRights
Attributes
ProductReleaseAttributes
Product,Release,FinancialAttributes
FinancialAttributes & Validation Process
FinancialAttributes & Validation Process
FinancialAttributes &
Validation Process
SAP
FinancialAttributes
Revenues,FinancialAttributes
FinancialAttributes
Product,ReleaseAttributes
GPMS
FinancialAttributes & Validation Process
Domestic TV contracts and rights out maintenance
Domestic TV sales and availability tracking
Int'l TV sales, availability and rights out tracking
Int'l TV accounts receivable processing
Int'l Home Entertainment sales, scheduling, packaging and rights out tracking system.
Home entertainment DVD manufacturing
Domestic Home Entertainment scheduling and packaging
International Theatrical sales, scheduling and planning
Domestic Theatrical sales and distribution
MGM Stars
MGM Stars
MGM FCI
Functional Processes:·Corporate sales servicing
and fulfillment·Elements tracking·P.O. generationKey MGM Attributes:·MGM title level indicator:
MGM title, SPE title, Split title
Functional Processes:·Accounts payable
processing·Accounts receivable
processing·Financial reportingKey MGM Attributes:·MGM 3rd party reporting·OPC / OCC base rule and
exceptions
Corporate residuals calculation and payements
Corporate participations and royalties calculation and payments
MGM Title / Rights Master and Financial Solutions
Financial Attributes & Purchase Orders
FinancialAttributes
Dom TV will use MGM's Stars System to view MGM title avails until MGM contracts are in
TIGRES
Int'l TV will use MGM's Stars System
to view MGM title avails until MGM
contracts are in ITSM
WPF will use MGM's FCI system to assist in MGM
element location and tracking processes
Titl
e an
d R
ight
s M
aste
r S
yste
mF
ina
ncia
l M
aste
r S
yste
m
Legend
System, application or database
Automted data flow
Manual data flow or process handoff
Sony Pictures Digital
Bakersman
Sony Pictures Digital sales and distribution
IFDSInternational Theatrical sales and distribution
CAD
CAD is a legacy system with a
realtime interface to select GPMS data
elements: Title, Walker #, Episode Name and Number
Product Reporting
DB
ProductAttributes
ProductReleaseEpisodicRights
Attributes
Product Reporting is database that
consolidates and feeds information to
JD Edwards for international financial
processes
J D Edwards
International accounting and financial reporting system
GPMS Systems Flow for MGM Integration Project – April 2005
Innovation Payoffs – Rapid Acquisitions
What we did• Developed techniques to handle large
data acquisitions and orchestrate the loads through key systems
• Kept technology in the hands of our innovators
• Developed a way to handle music and rebuilt party master
• Created “Awesome” communication• Did a lot of corporate dating
Developed a rapid acquisition capability. As a result of our efforts, we can now ingest large acquisitions in under 30 days
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4
A turn down Digital lane… More devices
More Digital
More Devices
More MetadataMore Master Data
2006
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5
Vision: Seeing the future, setting a course
Finally… our Title MDM strategy…
What we Did• Got good intelligence and
envisioned the future• The strategy process drove
buy-in for us• Gave confidence to take
bold positions• It prepared us to be even
more opportunistic• Our strategy was better
because we had already innovated
Industry Research
Domain Research
Lots of Interviews
2007
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6
Opportunity Knocks: Ventana and the Future of TV Distribution
• What Happened– We knew where we wanted to go (Vision)– The Ventana project came along with the goal to
dramatically improve the information domestic TV sales and distribution
– Major innovation on rights– Developed integrated music management & clearance – Drove more next-gen technology– Purposefully lost some battles - because… when you are
always innovating, you will still have time…
2009
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7
The “Manual Digital” Problem
“As Is” “To Be”
Though digital media held the promise of simplified workflows, much work was still required to move the industry from digital media to digital automation
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8
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20
The Digital Backbone: Data and technology revolutionizing digital distribution
The Digital BackboneThe Completely Automated Digital Workflow
BONUS: clever ways to gain agreement when you are innovating:
2010+
“We had to rethink data and process in a digital workflow”
Alphas
Our Innovation Journey….
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21
1
SAP Project
8
Digital Backbon
e
6
3
Separate
Twins
4Integration Payoff
2New
Customers
5
Digital Integration
Strategy
Ventana
7
What we’ve accomplished… for now
1.Connecting approx. 64 systems
2.Managing Over 250K+ titles
3.Creating a 30 day integration capability
4.Providing significant cost savings
5.Supporting Digital Supply Chain automation
Key Innovations led to…
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PART II
WHAT DID WE LEARN?
“On great adventures, the adventurers must get clever”
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In a phrase, what is “Innovation”
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Innovation is:
Typically solved by someone(s) with...• Expertise • Time• Imagination & Vision • Ability to Realize• Perseverance (failure)
….A realized useful solution to a problem. It can be:• A new big idea• Applying an old idea in a new way• Incrementally improving or changing on an old way of doing
things
If you have the expertise, vision and passion you will find the resources to make it happen
• Knowing what innovation is – is easy
• Know how to get innovation - is harder
25
Our journey taught us that innovation…
• …Was in our project’s daily lives• …Was a team effort
• In aggregate we produced a great overall innovation for SPE. However, it was made up of many smaller innovations:– Designing creative data structures and key management– Creating title MDM department– Building of super flexible and precise rights solutions– Orchestrating the master data throughout the ecosystem– Developing Music Affairs Management– Mastering Party (Company) Data– Defining Alphas for the DBB– Implementing new Technology tools– Standardizing integrations (publications and WS) for this kind of
data10/12/201
126
So.. Can I still innovate if I am not an innovation superhero? Of course. Build teams that innovate
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27
Myers Brigs and your innovating team: Quick Review
Extraversion 'E' Introversion 'I'The need to talk things through. The need to think things through.
Keywords: Keywords:outgoing • talkative • sociable shy • reserved • reflective
Intuition 'N' Sensing 'S'Can see the big picture and future possibilities. Trusts the establishment and the tried and true.
Keywords: Keywords:brainstormer • big picture • theory facts • details • data collection
Feeling 'F' Thinking 'T'Considers others before making decisions. Uses the logical choice
Keywords: Keywords:compassionate • personal • warm rational • black and white • tough-minded
Perceiving 'P' Judging 'J'Enjoy surprises and changing plans. Loves routine and to-do lists.
Keywords: Keywords:go with the flow • unscheduled • flexible scheduled • structured • organized
Source of Energy
Receiving Information
Making Decisions
Personal Life
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Create teams that compliment each other and will maximize your innovation capability…
ISTJ ISFJ INFJ INTJInspector Protector Counselor Mastermind
ISTP ISFP INFP INTPCrafter Composer Healer Architect
ESTP ESFP ENFP ENTPPromoter Performer Champion Inventor
ESTJ ESFJ ENFJ ENTJSupervisor Provider Teacher Fieldmarshal
Expertise
Time
Vision
Realization
Perseverance
Note source 10/12/2011
29
Adam –vs- Mike
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Your job: Encourage Innovation Behaviors in your Teams
Expertise Time Vision Realize Persevere
• Support a learning culture with the time to do it
• Thoughtfully mentor careers to develop expertise
• Be smart about picking teams
• Manage the overload factor
• Make space in the calendar for yourself & team
• Encourage your team to be where they can innovate
• Make sure there is time for “their space”
• Encourage a curious organization
• Develop good question asking
• Promote a level of freedom
• Make time• Give teams
space to form their own ideas
• Make sure teams have effective management and planning capability
• Develop missing skills
• Pay close attention to the talent of “do-ers” on your teams
• Allow some room for failure
• Encourage your team
• Develop independence
• Develop confidence
• Show them the mountain, but let them figure out how to get there…
“Show me any great innovation and I will show you a great innovating individual or TEAM behind it.”
“Innovations don’t create themselves…” 10/12/2011
31
Fostering Innovation Visioning - Thinking Like an Innovator
• How do we solve problems?– By asking ourselves questions
• What are examples of good innovation questions?– What do we need to know about
this problem?– Why is it this way?– How might we solve this
problem?– “What if” we could…– What would let us bypass the
problem in the first place?– What is a better way of doing the
same thing? Different way?– What have others tried? If they
failed, why?
• Where do you Innovate best?– During work?– @ Work but between
work activities?– @ Home – social or
inactive?– @ Home, but doing
something active (mow the lawn)?
– Away from home and work?
“It’s easy to think small once you can think big. It’s hard to think big if you can only think small”
• 10/12/2011 32
Enemies of Innovation
Expertise Time Vision Realize Persevere
• Inadequate preparation
• Not enough experience
• No time to learn
• Poorly selected team
• Lack of leadership
• Email & phone calls
• Too many meetings
• Lack of delegation
• Overloaded• No planned
time for error
• The past• Lack of
prioritization• Too much
tactical work• Fear• Wrong people
on the bus• Inexperience• Lack of
curiosity and questions
• Distractions• Lack of focus• Procrastinatio
n• Not having
the right team
• Lack of motivation
• Politics• Disorganizati
on – no plan• Micro-
management /control
• Nay sayers• Doubt• The Past• Politics• Failure• Lack of belief
“If one of these ‘enemies’ getting in your way? Write it down. Ask yourself, how do I overcome this challenge? Write down the answer and do it.”
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Now that I have a team, where do I Innovate?
“What” you
make
“How” you
make it
How you sell
it
How you
operate
Careful in box 4
Biggest Value
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34
What is your innovation focused on?
…. Winning ….or Not Losing
But… is innovation important for your
organization?
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The Dow Jones 30: What is interesting about this list?
10/12/2011
36
Company Symbol Industry Date Added3M MMM Conglomerate 8/9/1976Alcoa AA Aluminum 6/1/1959American Express AXP Consumer finance 8/30/1982AT&T T Telecommunication 11/1/1999Bank of America BAC Banking 2/19/2008Boeing BA Aerospace and defense 3/12/1987Caterpillar CAT Construction and mining equipment 5/6/1991Chevron Corporation CVX Oil & gas 2/19/2008Cisco Systems CSCO Computer networking 6/8/2009Coca-Cola KO Beverages 3/12/1987DuPont DD Chemical industry 11/20/1935ExxonMobil XOM Oil & gas 10/1/1928General Electric GE Conglomerate 11/7/1907Hewlett-Packard HPQ Technology 3/17/1997The Home Depot HD Home improvement retailer 11/1/1999Intel INTC Semiconductors 11/1/1999IBM IBM Computers and technology 6/29/1979Johnson & Johnson JNJ Pharmaceuticals 3/17/1997JPMorgan Chase JPM Banking 5/6/1991Kraft Foods KFT Food processing 9/22/2008McDonald's MCD Fast food 10/30/1985Merck MRK Pharmaceuticals 6/29/1979Microsoft MSFT Software 11/1/1999Pfizer PFE Pharmaceuticals 4/8/2004Procter & Gamble PG Consumer goods 5/26/1932Travelers TRV Insurance 6/8/2009United Technologies Corporation UTX Conglomerate 3/14/1939Verizon Communications VZ Telecommunication 4/8/2004Wal-Mart WMT Retail 3/17/1997Walt Disney DIS Broadcasting and entertainment 5/6/1991
Innovation is important for almost all organizations. Because organizations that innovate…
57%
80%
93%
One company made it 100 years
Since college
Since I was born
Since Crash in 1929
Company Symbol Industry Date AddedGeneral Electric GE Conglomerate 11/7/1907ExxonMobil XOM Oil & gas 10/1/1928Procter & Gamble PG Consumer goods 5/26/1932DuPont DD Chemical industry 11/20/1935United Technologies Corporation UTX Conglomerate 3/14/1939Alcoa AA Aluminum 6/1/19593M MMM Conglomerate 8/9/1976IBM IBM Computers and technology 6/29/1979Merck MRK Pharmaceuticals 6/29/1979American Express AXP Consumer finance 8/30/1982McDonald's MCD Fast food 10/30/1985Boeing BA Aerospace and defense 3/12/1987Coca-Cola KO Beverages 3/12/1987Caterpillar CAT Construction and mining equipment 5/6/1991JPMorgan Chase JPM Banking 5/6/1991Walt Disney DIS Broadcasting and entertainment 5/6/1991Hewlett-Packard HPQ Technology 3/17/1997Johnson & Johnson JNJ Pharmaceuticals 3/17/1997Wal-Mart WMT Retail 3/17/1997AT&T T Telecommunication 11/1/1999The Home Depot HD Home improvement retailer 11/1/1999Intel INTC Semiconductors 11/1/1999Microsoft MSFT Software 11/1/1999Pfizer PFE Pharmaceuticals 4/8/2004Verizon Communications VZ Telecommunication 4/8/2004Bank of America BAC Banking 2/19/2008Chevron Corporation CVX Oil & gas 2/19/2008Kraft Foods KFT Food processing 9/22/2008Cisco Systems CSCO Computer networking 6/8/2009Travelers TRV Insurance 6/8/2009 10/12/201
137
THRIVE 10/12/201
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The Mission
• For you:– Write down the good ideas you already have but that you
lost the spirit to pursue– What can you do to move this forward right now. Today.– How can you persevere this time?
• For your teams:– Build great complimentary teams. Relook at your team
with Myers Briggs goggles. Do you have teams that can innovate?
– Assess where your organization’s innovation is focused? Help optimize the innovation focus with skills, talent, and priorities
– Teach and encourage innovation behaviors. Expect your team to innovate
– Show a great team the mountain and let them take it“Your every day innovations make the difference.” 10/12/201
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Questions Anyone?
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