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News Corp - On deadline in a digital world

James Henderson | June 7, 2017
As challenges impact newspaper businesses, News Corp outlines how the channel can help instigate change through digital technologies.

"Through technology, we provide the connective tissue and create collaboration across the organisation. "Business needs technology to take ownership and it's the foundation and powerhouse of any business today."

 

Buying process

Despite the freedom to adopt emerging technologies however, News Corp still relies heavily on the opinion of IT and key business stakeholders, striking a balance between innovation and governance as a result.

"We might be agile but we still adopt a business case approach," Drasutis said. "My team is a hybrid, they are focused on both the customer and business outcomes.

"When the business requires a new capability, we assess the value of either building or buying that technology. If we buy it, we have a conversation, create a RFP and work out who is the best vendor.

"The business still requires some level of lean governance over the top."

Driven by business outcomes rather than purely technology performance, Drasutis represents the new breed of IT buyer, a buyer that views value differently to the IT department.

Such difference requires new levels of engagement from partners and vendors alike, considering the changing expectations of the end-user.

"Vendors and providers need to talk a different language because my questions are different," he said.

"Why should my customer care? Why are you different to anyone else? Are you open? Can you be integrated in a seamless frictionless way with my current systems?"

To target a buyer of Drasutis' calibre, technology providers must now completely rethink how to take IT products and services to market, changing sales techniques as well as offerings to ensure traction.

"Providers must talk in a way that is about the customer, and how we can piece together technologies and services to deliver the most amazing customer experience," Drasutis advised.

In taking a deep breath and glancing at a whiteboard of post-it notes and ideas, Drasutis cited artificial intelligence (AI) as a key case in point.

"How many providers tell me that they can utilise AI and machine learning to deliver the right content, to the right customer, at the right time, on the right device?" he asked. "Literally, thousands of them.

"But I don't need to work with thousands of them. I need to run experiments with a few smaller businesses that are agile and nimble enough to change and understand my business."

Adding weight to the channel theory that specialised niche providers are now in vogue, Drasutis represents a buying demographic allured by tailored solutions and services.

In short, it's a specific request for a specific type of expert provider.

"Today, if I strike a deal with a large traditional vendor, I've put all my eggs in one basket and then I'm taking a risk," Drasutis explained. "It's all about risk and it's a huge risk to take.

 

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