Hace unos días estaba haciendo una sesión sobre panorama y tendencias en los medios digitales en un gran grupo editorial de nuestro país, que pertenece a una gran multinacional, les presenté campañas y contenidos que hoy eran innovadores en medios de comunicación de otros países y pese a la negatividad y los malos presagios del sector quedaba patente que el futuro solo pasaba por innovar, tener capacidad de adaptación al nuevo entorno tanto tecnológico como de demanda del consumidor y tener la capacidad de no perder las oportunidades.

A few days ago I was teaching a seminar about landscape and trends in digital media in a publishing group in Spain, it belongs to a huge multinational. I showed them recently campaigns and content that were innovative in other countries and, despite negativity in this media sector, the future need to innovate, be adaptable to the new environment, technological and consumer demand and be able to not miss opportunities.

Hoy leo este artículo: Old Media, New Tricks al respecto que prefiero no traducirlo sino tan solo reflejarlo en el blog para compartirlo, y solo diseccionar un par o tres de titulares que me parece de gran interés.

El artículo hace referencia al diario The New York Times y su capacidad de innovación tecnológica. Para mi obviamente, el primer titular y el quiz del artículo es, todo y sus errores, haber sabido preveer hace 7 años nuevos escenarios e instalar una célula independiente al resto de la empresa (casi enfrentada) capacitada para poder investigar y afrontar estos cambios: una start up dentro y fuera de la propia empresa. El elemento LAB es el que me parece más innovador de todos, el resto es derivaciones de este.

Destacaré varias frases más como titulares y por supuesto los modelos de innovación en la gestión de contenidos que propone el New York Times R&D Lab .

Innnovaciones y citas destacadas:

CÓMO Y DÓNDE RECIBO EL CONTENIDO

“I don’t think there is anyone working in the media business right now that doesn’t feel pressure,” he says. “The landscape is so volatile.”

CÓMO SE MUEVE EL CONTENIDO

The Times’ innovations—and potential meal tickets—include projects with names like Cascade and Ricochet, bundled in pilot programs with deep roots in social media.

Times reporters and inaugural clients like software giant SAP have used Cascade to demonstrate how a story travels virally across social channels. Tweets can be tracked to see which language and posting frequency works best, and who is paying attention.

CÓMO CONTRATAR LA PUBLICIDAD Y TARGETIZAR LA AUDIENCIA

Ricochet that appears to hold the greatest marketing potential. The program allows brands to buy ad space around articles relevant to their messages that can be then distributed via a unique URL. The highly targeted program could potentially revolutionize now-imprecise ad exchange audience targeting.

Otro de los grandes Washington Post recientemente también creo su propio LAB WaPo Labs, su caso es un buen ejemplo en la industria: todo y tener una gran cantidad de seguidores (audiencia), convertirse en un líder de contenidos, no consigue monetizar ese trabajo con este nuevo contexto e investigan como obtener un nuevo modelo de negocio.

Sin duda el futuro del sector es incierto “The probability of anything you start succeeding has to be 1 in 50,” says Josh Auerbach, CFO of New York-based tech incubator Betaworks  razón que suma a que exista » the natural tension between startups and old media» pero algunos lo tienen claro e incluso vislumbran  oportunidades para el sector “The future is uncertain, and it is good for the industry,” says Carr. “With declining revenues, investing in R&D is counterintuitive, but you have no choice.”

NO CHOICE, esa es la clave, está claro que no se sabe cuál es la respuesta pero lo que está también claro es que no puedes vivir ajeno a esta realidad, una corriente cada día más fuerte, que no es que te arrastre, que te moviliza sin que puedas quedarte al margen ni como individuo ni como marca;-)

Os dejo leyendo el artículo con calma mientras hay que pensar que una buena solución para adaptar antiguos modelos de negocio al nuevo contexto pasa por arriesgarse y utilizar esta especie de puentes interdisciplinares, intergeneracionales, interconextuales, porque si la realidad es que tendemos a un mundo mixto, no serán necesarios los puentes?? yo es lo que hago a diarios, trazar puentes;-)

Today I read this article: Old Media, New Tricks, l would like to reflect on the blog to share it, and just dissect a couple or three headlines that I find very interesting.

The article refers to The New York Times and his technological innovation capacity. For me, obviously, the first headline and article and quiz of question is how the NY Times, although his mistakes, have predicted new scenarios 7 years ago and create a independently cell of the rest of the company (hardly facing) trained to investigate and deal with these changes: a start-up in and out of the company. The LAB element which I think is the most innovative of all, the rest of article are derivations of this.

Highlight several phrases as headlines and of course the models of innovation in content management proposed by New York Times R&D Lab .

Key innovations & quotes:

HOW AND WHERE TO GET THE CONTENT

“I don’t think there is anyone working in the media business right now that doesn’t feel pressure,” he says. “The landscape is so volatile.”

HOW TO MOVE THE CONTENT

The Times’ innovations—and potential meal tickets—include projects with names like Cascade and Ricochet, bundled in pilot programs with deep roots in social media.

Times reporters and inaugural clients like software giant SAP have used Cascade to demonstrate how a story travels virally across social channels. Tweets can be tracked to see which language and posting frequency works best, and who is paying attention.

HOW TO TARGET THE AUDIENCE

Ricochet that appears to hold the greatest marketing potential. The program allows brands to buy ad space around articles relevant to their messages that can be then distributed via a unique URL. The highly targeted program could potentially revolutionize now-imprecise ad exchange audience targeting.

Another major Washington Post recently also created his own LAB WaPo Labs, his case is a good example for the industry: it has a lot of followers (audience), becoming a leading content but monetize the job fails with this new context and they are investigating how to get a new business model.

No doubt the industry’s future is uncertain The probability of anything you start succeeding has to be 1 in 50,” says Josh Auerbach, CFO of New York-based tech incubator Betaworks, reason to add » the natural tension between startups and old media» but some of them will see in the crisis opportunities for the sector “The future is uncertain, and it is good for the industry,” says Carr. “With declining revenues, investing in R&D is counterintuitive, but you have no choice.”

NO CHOICE, that’s the key, it is clear that we do not know what is the answer but somthing that is so clear is that you can´t  live outside this reality,  stronger every day, and you can be an outsider or stay on the sidelines as an individual or as a brand;-)

I leave reading the new while you think that could be a good solution for old business models adapting to the new context is taking risks and using this kind of  interdisciplinary, intergenerational intercontextuals bridges, because if the reality is that: we are moving to a mixed world , are not bridges necessary? This is what I do daily, building bridges;-)