Philip M. Napoli
Philip M. Napoli is the James R. Shepley Professor of Public Policy in the Sanford School of Public Policy at Duke University, where he is a Faculty Affiliate with the DeWitt Wallace Center for Media and Democracy. He is the author of the books Audience Economics: Media Institutions and the Audience Marketplace, and Audience Evolution: New Technologies and the Transformation of Media Audiences. His forthcoming book is titled Social Media and the Public Interest: The Rise of Algorithmic News and the Future of the Marketplace of Ideas.
“Big Data, Algorithmic Decision-making, and the Endpoint of the Rationalization of Audience Understanding”
In this talk, I will revisit a concept introduced in some of my previous work, the rationalization of audience understanding. This concept refers to the historical progression by which media organizations’ understanding of their audiences has grown increasingly rationalized. This notion of rationalization involves four core phenomena: the refinement of techniques of calculation; the enhancement of specialized knowledge; the extension of technically rational control over natural and social processes; and the depersonalization of social relationships. In updating this framework to account for contemporary developments, I will argue in this presentation that we may have essentially finally reached the endpoint in the process rationalization of audience understanding. In this talk, I will consider the managerial implications of this argument and the prospects for the rationalization pendulum to begin swinging back in the other direction.
Christian S. Nissen
Christian S. Nissen is a Visiting Researcher Copenhagen Business School, Center for Civil Society Studies. He was Associate Professor in international politics at the University of Copenhagen and held a number of management positions in the Danish public administration before joining DR, the Danish Broadcasting Corporation, as Director General (1994–2004). During that period he also served as the first chair of the EBU ‘Digital Strategy Group’. Since 2004 he has worked as an independent advisor and lecturer and has served on numerous boards and commissions related mostly to cultural policy. He has authored and edited articles and books about international politics, public administration and media.
“Public service media management in the age of Big Data and Post-industrialism”
Since the establishment of Public Service Broadcasting companies, their organizational set-up and managerial thinking have – with some delay – been closely related to basic features of their societal surroundings and position vis a vis the general media market. That can to some extend explain the managerial changes taking place in the 1990’ies, when PSM met the market competition. Today the PSM institutions have to adapt to two much more fundamental changes. The emergence of a new, disruptive production mode based on high tech and Big Data and a political-cultural skepticism toward the collective mass culture seen as a relic from a bygone past of the industrial era. Consequently, we must rethink the PSM managerial structures and processes – if not the whole PSM paradigm.
Lucy Kueng is Google Digital News Senior Visiting Research Fellow at the Reuters Institute, University of Oxford, Visiting Professor of Media Innovation at the University of Oslo, Non-Executive Board Member of the NZZ Media Group, and strategic advisor to media organisations. Her PhD and Habilitation (from the University of St Gallen, Switzerland) involved deep investigation into successful responses to technology transitions at the BBC and CNN. She is the author of Innovators in Digital News, Strategic Management in the Media, Inside the BBC and CNN – Managing Media Organizations, and When Innovation Fails to Disrupt, the Case of BBC News Online.
“Going Digital. A Roadmap for Organisational Transformation”
Legacy media need to put as much emphasis on transforming their organisations as they do transforming their content: this is the core premise underlying Going Digital. A Roadmap for Organisational Transformation, a research report produced by Lucy Kueng, as Google Digital News Senior Research Fellow at the Reuters Institute. This keynote presents key findings from this study which analyses how organisations can ‘disrupt themselves’ to master the digital environment, and core dimensions of best practice in such a transformation. Drawing on extensive research involving over 60 interviews in organisations including the Washington Post, Vox, Vice, the Financial Times, the Economist, Axel Springer, Schibsted, the New York Times, and Micit explores how media firms are approaching the challenges of increasing agility, merging the cultures of journalism and tech, and balancing long-term strategy against the ceaseless stream of ‘shiny new things’.
Lizzie Jackson was one of the eight Advisors to the Council of Europe who drafted the current Declaration and Recommendation on the governance of public service media (2012). Lizzie launched the BBC’s Online Communities in 1997 and she also managed the BBC’s live streaming team and internet safety initiatives. Lizzie was named ‘One of the 100 Innovators of the UK Internet Decade’ in 2005 by NOP World and eConsultancy.com for her work developing the Social Media industry in the UK. She is Head of the Division of Creative Technologies at London South Bank University.
“Organisational Culture in Data-informed Firms”
The ‘fourth industrial revolution’ (4IR) which is data-driven is likely to become more central to business strategies over the next ten years (Floridi, 2014). Brynjolfsson and Saunders also argue (2010) that information technology will reshape the world economy and that it would be prudent for managers and policy makers to better understand “the relationships among information technology, productivity, and innovation” (2010, xvi). Głowacki and Jackson have been examining city-located high technology clusters who form trust networks and communities of practice (Wenger, 1998). Over 150 interviews were collected (May 2016–January, 2018) with leaders and managers of high technology firms and co-working spaces from ten cities in North America and Europe. The data offers insights into how aggregations of creative firms assist the rapid development of new products and services. This is the first comprehensive study looking at the internal organisational culture of high technology clusters and trust networks across North America and Europe. Partnership working with small to medium-sized businesses (SMEs) might provide access to new skills and practices relating to the use of information technology, new routes to productivity, and new approaches to data-driven innovation.