PwC’s Rohan Patel
For the past few decades, Multi-System Operators (MSOs) have dominated in delivering content to subscribers under the same business model. MSO/Satellite providers can no longer depend on an aggregation and distribution model in perpetuity. The new wave of content delivery is nimble, ever changing, software driven and consumer focused. In this dynamic market, business models have a short shelf life and technology can rapidly change a company’s fortunes.
- Vision: Leaders will need to foresee industry trends over the coming years and analyze their implications, including organizational, business, government, technological and individual.
- Execution: Leaders are not just remembered for their vision or intentions, but also for their ability to execute and deliver.
- Collaboration: Leaders will need to drive teams and collaborate with their peers while establishing deep levels of trust with their partners. This means not playing the blame game when a deadline is missed or when a product falters/fails. They must accept collective success and/or failure.
- Establish clear roles and responsibilities: The balance between individual and organizational goals must be addressed so that ideas flow quickly from ideation to deployment. Time-to-market can be reduced by clearly establishing roles and responsibilities from the start. Also anticipate that it will take time to get the machine working on all cylinders—this is overlooked when driving to a product deadline.
- Accept thoughtful failure: Encourage skunk works and beta launches to test new ideas on a smaller scale and refine iteratively based on user feedback. When failures occur, focus on lessons learned and moving forward with the right guiding principles.
- Cross-pollinate teams: Encourage cross-functional ideas and teams. Conduct rotational programs allowing all team members to “step into each other’s shoes.” Ideas will come from the most unexpected places but most likely from diverse/multidisciplinary teams.
- Resiliency: Building partnerships to better monetize new platforms can be more difficult when platform stability is questionable. Platform failures often occur when updating features and functionality. Creating a sound change management competency will reduce the chances of failures.
- Adaptability: The platform must facilitate the creation of converged products and business partnerships. Platforms that can adapt to multiple changing technologies are essential.
- Predictability: Create a platform with predictable results when going through changes. This is not just relevant to engineering teams who need a predictable platform to improve, but also to operations teams who have to maintain it. Lastly, availability of a platform is determined by how predictable a platform is during change (your customer-facing cohorts will appreciate predictability).