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Product Management & Leadership


Using OKRs in the Media Industry

The media industry has and is still going through tremendous and rapid change. The transition from print to digital, from desktop to mobile, from traditional display advertising to programmatic, from primary news distributor to content provider for new social distribution platforms, from broadcast journalism to personalised experiences, from local competition to competition from global tech giants. Add to this personnel cutbacks and the challenges appear overwhelming. The only thing that is consistent is change.

Managing this ever changing media landscape is challenging. Systematic, coherent and well coordinated focus from all departments is required to tackle these challenges.
Objectives and Key Results, or OKRs, is an organisational planning methodology VG and Schibsted have begun using. Its main goal is to connect company, team and personal objectives to measurable results, making people move together in the right direction. Creating a clarity of purpose among all departments, teams and individuals in an organisation.


Product Management In Media

Media companies where journalists and technologists don’t get on the same page regarding product and product management will die.

Tl;dr — Unless media companies step it up and totally change their view and abilities on product management, they will be eaten by tech and new players. Only those that fully embrace that product management in media is the intersection between journalism, user experience, software, data and analytics will thrive.

The ability media companies have to innovate and compete in this tech-eats-everything-world is fully dependent on how they view product and product management. As of now, it seems very few (traditional) media companies are able to agree on these terms internally.


The 5 Whys – how to solve problems by identifying the root cause

The art and science of asking questions is the source of all knowledge. This simple, yet profound quote from the late American novelist Thomas Berger illustrates the power of questions – questions can make the invisible visible and the unknown known. Just as a coin has two sides, questions and answers are also intimately linked; understanding the nature of the question often lead us in the direction of the answer. It is humanity’s ability and willingness to probe deeper – to keep asking questions – that has led to incredible discoveries about our own nature and the complexities of our world and universe. (more…)

The pursuit of perfection

Many see the aspiration for perfection as an unrealistic endeavor and a recipe for unnecessary strain or disappointment. Most of us know from experience that virtually nothing in our world ever reaches a static state of perfection. Yet, there are ways to relate to the notion of perfection that is both practically useful and inspiring. Think of perfection as a journey – a direction, rather than a final destination. The pursuit of perfection is a consciously directed process of continuous improvement. It serves as a driving force, moving the present condition in the direction of perfection – the desired goal. (more…)

Servant leadership — Why and how your leader should work for you

Historically, effective leadership has been characterized by a command-and-control approach to managing teams and solving problems; power, direction and autonomy was primarily reserved for higher ranks in the organization. Subordinates were encouraged to find a box to sit in and only influence the aspects of the process or company they were assigned to work on – effectively limiting their own creative energy and potential. Although some companies still subscribe to this culture of leadership, many are looking for smarter and more effective ways to manage human resources and processes. They recognize the power and value of untapped human potential. This leadership challenge is particularly relevant for companies operating online – an environment known for its disruptive technological innovation and fierce competition. (more…)