Disney CEO, Robert A. Iger, will unveil a redesigned disney.com on January 8 at the Consumer Electronics show(NY Times ).
When the new disney.com launches it is expected to have an updated look and make better use of Disney’s voluminous electronic content (like video), but as the article points out, there seems to be plenty of infighting behind the scenes as various business units wrestle with the Internet group for control over strategy.
From NY Times: Revamping Disney.com has been a No. 1 priority for Mr. Iger, who has sought to extend the Disney brand by embracing new digital media. But behind the revamping, analysts and others say there is an equally pressing issue facing Mr. Iger, one that many entertainment conglomerates may face in the coming years: Who should be running the company’s Internet properties?
In the past, Disney executives have bristled at the influence Disney’s Internet Group, which oversees most of the company’s online ventures, exerted over film, television and theme park Internet operations. Executives wanted more authority over their own online creative ventures.
It is not the first time Mr. Iger has grappled with how much autonomy executives should have. In 2005, he disbanded the company’s unpopular strategic planning unit, giving more power to the company’s individual units.
“It’s inevitable that each division will be in the Internet space,” said Harold L. Vogel, a media analyst. “I don’t detect that Disney has resolved this. Someone is going to have to coordinate and, at the same time, not quash the creative side. I’m sure there will be political fights over this constantly. It will happen at every media company.”
I suppose its encouraging to think that even the amazing Walt Disney Company suffers from the same problems we do. But I wonder what’s the best way to solve them? How do we best combine the strengths of our business unit (or department) leaders with the strengths of the Internet team?
There seems to be a Resee’s Peanut Butter Cup tug-of-war going on. (You got Internet in my business strategy! NO. You got business in my Internet!) And round and round we go.
It’s not uncommon for a company to centralize the AUTHORITY of Web site operations one day, only to do and about face the next day and give power back to the units / departments to control the content or strategy of the site.
Traditional media organizations may hire specialized reps for digital, only to shift sales power back to the traditional sales force. Or vice versa. What’s the answer?
It seems to me the key to solving this problem is to find a way NOT to think of the Web site as a department, or a business unit. Instead, we should think of it as THE OPERATING SYSTEM for the entire business. And focus our operating system around the CUSTOMER, rather than allowing any particular department strategy or technology to drive the bus. This is easier said than done.
We are redesigning Colts.com, and when it launches, it will have the capability to connect our entire ecosystem: sponsors, suite holders, season ticket holders, fans, sales staff, administrative staff. At the heart of this plan is the customer. With CRM, we’re seeking to create a 360-degree view and appreciation for each Colts fan. This is very tough to do.
But while connecting customers with departments and streamlining communications is a tall task, it is relatively easy compared to aligning the priorities of all the people who work in the departments.
Each manager has his or her own habits (relative to technology). The older they are (generally speaking) the less inclined they are to have made the Web a big part of their business lives. Each has his or her own personal goals and vision. Very few think of the Web as a primary channel for any of their initiatives. Meanwhile, the Internet guys can’t understand why it’s taking so long for everyone else to “get it”. This is not surprising. Most managers over 30 have built their success without the Web, so why overturn their apple carts for the sake of technology? Most younger folks have grown up with technology and can’t imagine not using it.
Adding to the challenge, our industry (at the team level at least) is not known as “cutting edge” when it comes to technology, so there hasn’t been a lot of cultural influence pushing anyone to “get with” technology.
Bottom line, we struggle with the same things that Disney and many other mature businesses are struggling with. I’m not sure there’s any way to solve these issues without a complete strategic overhaul of the entire business, a la Good to Great. I believe a central part of such an overhaul would be a REAL push to put the customer (customer, not fan) first in everything we do, whether it’s creating content for the Website, or any off-line initiative.
I would add a side comment that it’s obvious the person(s) that designed and developed the website could afford very large monitors with very high resolutions…. I can barely read the page. Doesn’t that make it tough for kids to get around?