Strategy & Change

Media and entertainment

Effective growth strategies for media firms

Media growth: Organic or acquisitions?

organic-or-acquisitions-which-growth-is-more-effective-for-media-companies

"Anyone who does what they can already do, always remains what they already are." This quote from the American automotive pioneer Henry Ford is more relevant than ever. Today, innovation and investment are required. Growth is not just an option, but a necessity for media companies.

Hendrik Langen

Germany

Organic or acquisitions – which growth is more effective for media companies?

Organizational

Data & AI

Which ones are you already using?

Key AI use cases in newspaper publishing

the-most-important-ai-use-cases-from-newspaper-publishers-which-ones-are-you-already-using

Artificial intelligence (AI) will be one of the strategic cornerstones of economic success for newspaper publishers in the coming years. This is the opinion of 77% of publishers surveyed in a global study conducted by Highberg (formerly known as Schickler) together with WAN-IFRA on the use of AI at newspaper publishers. But how do you actually use AI properly and which areas should you focus on? 
With many AI use cases already successfully in use at global industry pioneers, the answer to this is now well known. We have summarized the results of our global study on the most important AI use cases in the areas of reader market, content production and content playout for you below.

Ole Fehling

The most important AI use cases from newspaper publishers – which ones are you already using?

Digital

The foundation of your digital future

Data Lakehouse

Data-Lakehouse-The-foundation-of-your-digital-future

The importance of data for a digital strategy is undisputed. The problem: The data is often not available, not processable or not complete. The cause usually lies in the traditional IT infrastructure. The modern solution is a data lakehouse, as an evolution of the data warehouse.

Rolf-Dieter Lafrenz

Data Lakehouse - The foundation of your digital future

The Next 5 years decide

Transformation endgame (part 1)

transformation-endgame-the-next-5-years-decide

Newspaper publishers are facing the biggest challenge they have ever faced in their history. The next few years demand radical action. Even if you only hear the wind rustling softly in the distance: the storm is coming, and it is brutal.

Christoph Mayer

Transformation endgame (part 1) - the next 5 years decide

Optimization of strategy, culture, organization and technology

Data strategy in media

transformation-into-a-data-driven-media-company

Transformation to a data-driven media company: Why the right strategy, culture, and organizational form are more important than the technological foundation.

Transformation into a data-driven media company

Digital Strategy & Execution

Financial Services

Healthcare and Life Sciences

Energy and Utilities

Retail and Consumer Goods

Technology and Telecommunications

(High Tech) Manufacturing and Logistics

Government and Public Sector

Tips for portfolio organization, the portfolio process and continuous improvement thereof.

Managing value with portfolio management – 3

Daniil silantev io Ywos PYC0 U unsplash

In the first part of this blog series I indicated that there can be several forms of development in an organization, but always with a common goal: realizing value. With portfolio management you find each other by continuously managing this in a coherent manner. In the follow-up blog I provided a set of concrete tools to continuously manage the highest value in a coherent manner. In this third and concluding part, I provide tips for portfolio organization, the portfolio process and continuous improvement thereof.

Managing value with portfolio management – Part 3

How to ensure that agile and devops teams realize the strategic organizational goals

SAFe portfolio management in practice

safe-portfolio-management-in-practice

How to ensure that agile and devops teams realize the strategic organizational goals?
Traditional portfolio management is based on multi-year and annual plans for projects and programs, with associated budgets and management. The portfolio is evaluated over the course of a financial year and priorities are recalibrated. Because the vast majority of technology is developed in an agile way, or even devops, this conflicts with the traditional portfolio cycle. Because agile teams do not commit to the long term; you don't have to expect any planning from these teams. Agile teams are accountable with reviews (demo) every two weeks; progress reporting as an accountability mechanism is a far cry. What is the guarantee worth to a portfolio manager that the capacity is properly allocated? How do you ensure that the realization of the agile teams is in line with the organizational strategy and therefore the portfolio?

Ron Mostert

Netherlands

People find it difficult to make choices and mainly driven by costs, not by value

Managing value with portfolio management

In organizations with many IT initiatives (development of front-end, ERP system, data platform, infrastructure, etc.) the following sometimes occurs: There is a lack of coherence between all these initiatives, people find it difficult to make choices and mainly driven by costs, not by value. Decision-making starts slowly and it takes a long time before initiatives are realized. All this does not benefit the working atmosphere, which may make it difficult to retain employees.

Managing value with portfolio management – Part 1

Guidelines for portfoliomanagement

Managing value with portfolio management – 2

In the first part of my blog series I indicated that in an organization with multiple development forms there is a common goal: realizing value. With portfolio management you achieve the highest value together by continuously managing this in a coherent manner. In this follow-up blog a set of handles.

Managing value with portfolio management – Part 2

Circumstances demand of every organization, that it be designed agile

Agile governance

agile-governance

Agile leadership 
Internal and external circumstances demand of every organization, that it be designed agile. The question is no longer whether you want to work agile, but how you set this up for your organization. And how you shape Agile leadership in doing so.

Clients like to have an estimate even if the work is going to be done "agile".

How do I estimate my agile project?

Hoe begroot ik mijn agile project?

Clients like to have an estimate of functionality (still) to be built, even if the work is going to be done "agile". This seems perfectly justified to me. To estimate, two approaches are common in ICT: working with function points or working with story points. Function points have been around since the 1970s. Working with story points is relatively new and has grown in popularity, especially through agile working. It is sometimes claimed that one method works and the other does not. But this is a lot more subtle. 
When does what work best? Here are my insights on that question and my tips from practice.

Ed van Doorn

An Agile annual plan requires more than a day of scrumming

Agile annual plan: one day of scrumming?

We willen ons jaarplan met de Scrum-aanpak schrijven, wil jij ons begeleiden?

The end of the year is in sight. This also means the annual moment of looking back and forward. Luckily the caller can't see my smile when he asks: 
'We want to write our annual plan with the Scrum approach, would you like to guide us?' 
The smile is of a farmer with a toothache. Because although facilitating an annual planning session is interesting, it generally has nothing to do with what scrum is intended for.

Aart-Jan Eenkhoorn

Report differently in Agile software development to maintain grip and control

Report differently in Agile development

Lukas blazek mc S Dtb WXUZU unsplash

In the software, past results do not guarantee future performance. Everyone knows examples of software developments that are stopped after so many years without results. Control mechanisms are therefore set up at every level. An important but often forgotten aspect of auditing is: how do you report when software is developed with Agile Working? Important because almost all software is developed with a form of Agile Working: Scrum, DevOps, SAFe, etc. Agile Working requires a different rhythm and different measuring instruments to maintain grip and control over software development.

Since the introduction of the GDPR, privacy has never been so prominent.

Agile working and privacy go hand in hand

Xavier von erlach Sg A90 Vd EF Fk unsplash

Since the introduction of the GDPR, privacy has never been so prominent. The GDPR requires by law that privacy has been considered in advance when realizing new services, processes and systems. This is called “Privacy by Design” (hereinafter PbD). Agile working, such as scrum, is delivered per sprint of 2-4 weeks, with a focus on rapid implementation of new functions. Privacy is often still regarded as a side issue or final element. I also repeatedly hear talk about the “privacy ballast” that would hinder Agile working and would also be contradictory to Agile principles. With this blog I want to emphasize that “Privacy by Design” fits perfectly into Agile working and that the two even reinforce each other.

Geert Eggens

Book ‘Grip on Agile working’ with experiences from public and private organizations.

Book ‘Grip on Agile working’

Electronic music party in space astronaut is a dj picjumbo com

At the successful CIO seminar “Grip on Agile Working” we brought together managers from public and private organizations to share experiences about managing organizations in relation to agile working. Because successfully applying the agile principles and achieving the agile ambitions of the organizations requires a different type of organizational management. We call the latter Agile Management.

Key strategies for developing new business models

Blueprints for business innovation

Blueprints-for-Business-Innovation

From numerous projects, we have summarized practical tips for building new business models that not everyone yet knows or takes to heart.

How video content is reshaping the publishing landscape

Video sells!

Video-sells

The challenges are becoming ever greater. Volatile increases in cost parameters coupled with declining revenues from sales and marketing mean that print publishers of all types are currently facing an unprecedented existential challenge. In addition, digitization is fundamentally changing the way information is consumed.

Klaus Böhm

Sarah Rothenberger

Footer Navigation

Header Navigation

Media

At Highberg, we help media organizations navigate digital disruption, optimize operations, and engage audiences in new and meaningful ways. From content strategy to emerging technologies, we provide the insights and solutions needed to stay ahead in a rapidly evolving landscape.

Media | Highberg

<title>Media | Highberg | Highberg</title>

Media

Media

Related Insights