The New York Times and Boston Scientific: Two Different Way of Innovating with Information Technology
Almost everybody has a story about how to save the U.S newspaper industry. The only concensus, it could all about disapper. At The New York Times, tough times have elevated IT- enabled innovation to the top of agenda. A research and development group, created in 2006, operates as a shared service across nearly two dozen newspapers, a radio station, and more than 50 Web sites. “Our role is to accelarate our entry onto new platforms by indentifying opportunities, conceptualizing, and prototyping ideas, “ explains Michael.
Zimbalist, the company’s vice president of R&D. Zimbalist’s staff of 12 includes experts in rapid prototyping, specialists in areas like mobile or cloud computing and data miner who probe Web site data for insight into what visitors do. They work within a common framework based on idea generation, development, and diffusion throughtout the business. Recent projects included prototypes for new display ad concepts as well as blackberry applications for boston.com and the expert site About.com. the team’s work is intended to supplement and support innovation takin place within the business unit. For example, the team is prototyping E-Ink, an emerging display technology; some business unit can’t spare the resources to investigate it.
At NYTimes.com the design and product development group of Marc Frons, CTO of Digital Operation, worked with Zimbalist’s team and adobe developers on the Times Reader 2.0 application, the next generation, on-screen reading system it developed on the Adobe AIR platform. Frons further encourages forward on the adobe AIR platform. Frons further encourages forward thinking among his 120-person team with twice annual innovation contests. Winners receive cash, recognition and the resouces to turn their ideas into reality. Typical projects are measured against criteria like revenue potential or journalistic value. R&D projects aren’t. “Since we build software, there’s mo huge capital investment up front,” Frons says, “which allows us to experiment. The emphasis in on rapid development.”
Times Widgets, a widget-making platform, was a contest winner, as was the recently launched Times Wire, a near real time customizable interface for online contest. “We’re trying to solve specific problems and think about where the business is going,” Frons says. Frons is focused on enhancing revenue, cutting cost, and increasing efficiency through process improvements and automation.
The New York Times has launched a cool interactive map the shows the most popular Netflix rentals across 12 U.S metropolitan areas: New York, San Fransisco/Bay Area, Boston, Chicago, Washinton, Los Angeles, Seattle, Minneapolis, Denver, Atlanta, Dallas and Miami. If you’re a Netflix junkie and a closet Twilight fan (and you live in major U.S. city), your rental habits are now on display. To create the map, The New York Times partnered with Netflix. The map is a graphical database of the top 100 most-rented. Netflix film of 2009 laid on top of maps. With it you can graphically film of 2009 laid on top of maps. With it you can graphically explore top 2009 Netflix movies based on three criteria: film that were hated or loved by critics, an alphaberical list, and most rented. For example, select most rented, and when you place the mouse over a zip code, a window pops up showing you what the top Netflix rentals are for that specific region.
Some trends are not surprising: The most popular Netflix movie of 2009 was The Curious Case of Benjamin Button, although Slumdog Millionaire and Twilight were both in the top 10. Milk, the story of San Fransisco and othert city centers, but not so much in suburbs of southern cities (such as Dallas and Atlanta). Mad Men, the 1960s-set drama about advertising execs, was hot at all in Miami.
The map does show some interesting trends: Big block-busters were not as popular in city centers (wanted and Transformers : Reverge of the fallen, barely made a splash in the city center of Manhattan and San Fransisco), although this could be due to the fact that a lot of people see blockbusters in movie theaters. Last Chance Harvey, a romantic comedy staring Dustin Hoffman and Emma Thompson, was enjoyed in wealthier suburbs (such as Scarsdale), but not in city centers (such as Manhattan). Tyler Perry’s movies (Tyler Perry’s Madea Goes to fail and Tyler Perry’s the Family that Preys) were popular in predominantly black neighborhoods.
Much of what has been innovative thus far at The New York Times can be classified as process or product innovation. Typically, a healty and growing company should be content with focusing 90 to 95 percent of its innovation dollars on such core business innovation and 5 percent or 10 percent on new business models, says Mark Johnson, chairman of strategic innovation consultancy Innosight. However, he adds, “The newspaper industry is in so much trouble at business model innovation is more important than ever.”
Now is a good-and bad-time for fostering such innovation. “You’ve got the leadership’s attention you need,” says Johnson. “But it’s harder in the sense that there’s an urgency to fix the financials, and being patient in the way you need to be for a new business model to unfold is a very difficult thing to do.”
The New York Times is focused on experimenting with a number of different initiatives, but Boston Scientific faces a much different challenge: how to foster innovation without risking the disclosure and leakage of very valuable intellectual property. And the company has turned to technology to help find the right mix of access and security.
Boston Scientific wants to tear down barriers that prevent product developers from accessing the research that went into its sucessful medical devices so that they can create new products faster. But making data too easy accessible could open the way to theft of information potentially worth millions or billion of dollars. It’s a clasic corporate data privacy problem. “The more info you give knowledge workers, the more effective they can be in creating a lot of value for the company,” says Boris Evelson, a principal analyst at Forrester. “This creates disclosure risk-that someone’s going to walk away with data and give it to competitor.” This tension compels the $8 billion company to seek out software that allows the broader engineering community to share knowledge while managing access to product development data, says Jude Currier, cardiovascular knowledge management and innovation practices lead at Boston Scientific. “Active security is the way to address this problem,” Currier says. That is, regularly monitor who’s accessing what, and adjust permission as business condition change.
Keeping the pipeline of new stents, pacemaker, and catheters fresh is especially important because heart-related item account for 80 percent of Boston Scientific’s sales. Over the past few years, engineers have been focused on quality system improvements, Currier says. Boston Scientific had inherited regulatory problems from acquisition it made during that timr. Now that those situations are addressed , the company is ready to reinvigorate internal innovation. Boston Scientific is piloting invention Machine’s Gold fire software, which, Currier says, provides the right mix of openness and security for data. Before, Boston Scientific’s product developers worked in silos with limited access to research by colleagues on different product lines. Information was so locked down that even if scientists found something useful from a past project, they often didn’t have access to it. “We’re changing that.” Currier says.
Gold fire makes an automated workflow out of such tasks as analyzing markets and milking a company’s intellectual property. It combines internal company data with information from public sources, such as federal government databases.
Researchers can use the software to find connections among different sources, for instance by highlighting similar ideas. Engineers can use such analysis to get ideas for new products and begin to study their feasiblility. The goal is to have any engineer be able to access any other engineer’s research. “The people in the trenches can’t wait for that day to arrive,” he says. Athough the goal is more openness, not all data stay open forever. For example, as a project gets closer to the patent application stage, access the data about it is clipped to fewer people, Currier says.
He adds that since installing goldfire, patent applications are up compared to similar engineeting groups that do not use the Goldfire tool. “we have had to educate people that we aren’y throwing security out the window but making valuable knowledge available to the organization,” he says.
1. Media The New York Times melakukan sebuah tindakan kepada seluruh unit bisnisnya. Jelaskan bagaimanakah bentuk tindakannya? Analisislah bagaimana dampaknya terhadap perusahaan baik dari segi keuntungan maupun kekurangannya!
Tindakan yang dilakukan oleh media The New York Times untuk seluruh unit bisnisnya adalah dengan malakukan tindakan berupa inovasi peningkatan teknologi informasi yang kuat, meningkatkan sistem pembacaan di layar yang dikembangkannya pada Adobe AIR peron, serta meluncurkan peta interaktif yang menunjukkan rental Netflix yang terkenal diseluruh 12 area kota besar US. Tindakan tersebut tentunya membawa keuntungan dan kerugian, adapun keuntungan serta kekurangannya antara lain:
Keuntungannya:
Untuk mengakselerasi masuknya kami ke platform baru dengan mengidentifikasi kesempatan; konseptualisasi; dan ide-ide prototip untuk penggalian data yang menyelidiki situs web sebagai wawasan apa yang pengunjung lakukan, dapat lebih mudah mengeksplorasi secara grafik film Netflix utama tahun 2009 dengan berdasarkan tiga kriteria: film yang dibenci atau dicintai oleh para kritikus, daftar huruf alfabet dan paling banyak disewa
Kerugiannya:
Perusahaan harus mengeluarkan baiaya yang lebih besar untuk bisa melakukan program yang diterapkan untuk seluruh unit bisnisnya karena sejak perusahaan membuat software, tidak ada investasi modal besar di muka, perusahaan juga harus mempunyai skill (kemampuan) sesuai dengan bidang yang diterapkan oleh perusahaan The New York Times karena hal ini memungkinkan perusahaan untuk bereksperimen sehingga mengakibatkan penekanan pada pengembangan yang cepat, The New York Time juga harus memfokuskan diri pada kenaikan pendapatan, pemotongan biaya, dan meningkatkan efisiensi melalui proses perbaikan dan otomatisasi.
2. Boston Scientific menghadapi tantangan dengan menyeimbangkan openness and sharing dengan keamaan dan kebutuhan pembatasan akses ke informasi. Bagaimana penggunaan teknologi yang dapat memungkinkan perusahaan untuk mencapai kedua tujuan tersebut pada waktu yang bersamaan? Perubahan apa sajakah yang dibutuhkan untuk menyukseskan tujuan tersebut? Analisalah serta kemukakan contoh kongkretnya!
Seperti yang telah dijelaskan pada artikel di atas bahwa perusahaan telah beralih ke teknologi untuk membantu campuran yang tepat antara akses dan keamanan. Boston Scientific juga ingin meruntuhkan hambatan yang menghalangi pengembang produk dari pengaksesan penelitian yang masuk ke kesuksesan perangkat medis sehingga mereka dapat menciptakan produk baru lebih cepat.
Adapun suatu hal yang perlu diubah sebagai upaya untuk mensukseskan tujuan tersebut dengan cara mengubah cara pengolahan pengaksesan data perusahaan. Dimana cara yang sebelumnya masih bersifat tertutup sehingga menghalangi pengembang produk untuk mengakses penelitian yang masuk ke perangkat medis yang sukses sehingga mereka dapat membuat produk baru lebih cepat. Dan Informasi yang terkunci membuat para ilmuwan kesusahan dalam menemukan sesuatu yang berguna dari proyek sebelumnya, mereka seringkali tidak punya akses untuk itu.
Boston Scientific merupakan pencetus penemuan perangkat lunak Manchine’s Goldfire, yang memberikan paduan yang tepat antara keterbukaan dan keamanan data. Goldfire juga membuat alur kerja otomatis keluar seperti tugas sebagai penganalisa pasar dan pemerah kekayaan intelektual perusahaan. Ini menggabungkan data internal perusahaan dengan informasi yang bersumber dari umum, seperti database pemerintah federal. Peneliti-peneliti dapat menggunakan perangkat lunak untuk menemukan hubungan dari sumber-sumber yang berbeda, misalnya dengan menyorot persamaan ide. Teknisi-teknisi dapat menggunakan analisis tersebut untuk memperoleh ide produk-produk baru dan memulai studi kelayakannya. Tujuannya adalah untuk mendapatkan teknisi yang dapat mengakses penelitian teknisi lainnya.
3. Peta penyewaan video yang dikembangkan oleh The New York Times dan Netflix grafis menampilkan film populer di seluruh lingkungan dari kota-kota besar di Amerika Serikat. Bagaimana Netflix menggunakan informasi ini untuk meningkatkan bisnis mereka? Dapatkah perusahaan pesaing dan sejenis seharusnya menyikapi hal ini? Berikan argumen dan analisamu serta kemukakan contoh kongkretnya!
Netflix sudah menggunakan informasi yang cukup baik dan mampu untuk memanfaatkan kesempatan ini dalam meningkatkan bisnis yang dijalankan sekarang. Karena Netflix saat ini telah menyediakan peta interaktif yang keren. Karena peta merupakan database grafik dari 100 film Netflix yang paling banyak disewa tahun 2009 yang diletakkan di atas peta. Bukan hanya itu, konsumen juga dapat mengeksplorasi secara grafik film Netflix utama tahun 2009 berdasarkan tiga kriteria: film yang dibenci atau dicintai oleh para kritikus, daftar huruf alfabet dan paling banyak disewa. Maka dengan begitu, jika ingin memilih untuk melihat film di Netflix sesuai yang kita inginkan berdasarkan 3 kriteria yang disediakan, kita bisa langsung saja memilihnya. Misalnya saja, kita menginginkan film sebagian besar yang disewa, maka kita langsung saja menempatkan kursor pada kode pos dan seketika itu, akan muncul jendela yang menunjukkan kepada kita apa yang menjadi persewaan Netflix teratas untuk itu wilayah tertentu.
Perusahaan pesaing menyikapi hal ini yaitu dengan cara melakukan inovasi yang jauh lebih canggih dan baik dari The New York Times karena menurut Mark Johnson, biasanya sebuah perusahaan sehat dan berkembang harus memfokuskan 90-95% inovasi dollarnya terhadap inovasi bisnis inti dan 5-10% terhadap model bisnis baru. Sedangkan industri surat kabar saat ini banyak masalah, dimana inovasi model bisnis model menjadi lebih penting daripada hal lainnya.
Rizkirobi' 