Spring 2013 marks a new moment in time; a time where even the most digitally savvy leaders recognize that technology alone can’t drive business strategy. To compete you need customer-centric product development; brand strategy; differentiated marketing and leadership capable of attracting, engaging and motivating the best and the brightest employees.
Yesterday’s announcement that Newsweek would cease publishing its print edition as of 2013 came as no surprise. (http://newsweek.tumblr.com/post/33830925419/memo-from-tina-brown-to-all-staff-re-newsweeks). Certainly the once influential brand faced the same print to digital pressure that all traditional publishers are facing, but on an even more fundamental level Newsweek was felled by the fact that news long ago ceased to be a daily business – let alone a weekly one.
Many traditional brands will succeed digitally. In fact, Reader’s Digest now sells more copies digitally than it does on print newsstands. (Disclosure: I was North American President of Reader’s Digest Parent Company until August 2012). The key is to ensure that your brand’s reason for being remains relevant regardless of distribution platform. That was something that Newsweek simply could not do – based on its name alone.
With increasing complexity comes the need for simplicity. Wonderful look at technology improvements and the “Art vs. Science” battle looming in digital media advertising
If you haven’t read this fascinating perspective on the recent NFL referee strike by University of Toronto Professor Roger Martin – do. It is a blueprint for what all businesses will continue to deal with to remain competitive in the years ahead: