Media subscriptions – Where do you spend your media dollars?

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A recent article in the Wall Street Journal about Bloomberg charging for access to their content reminded me digital content providers are competing for my wallet-share. In 2015 I cut the cord with cable/satellite and haven’t regretted it. Now, the digital content I consume for video is based on month-to-month subscriptions. I choose the content valuable to me or that I consider worth paying for. No obligations. Easy. My current list:

Increasingly, news and media providers are also moving to subscription models for their digital content. As the number of subscribers for paper content decreases the media outlets need sources of revenue to sustain themselves. Currently, I don’t pay for online news, data analysis, and opinion articles. I still retrieve news on the internet from ad-only sites, teaser rates, or free allowances. To be fair, I listen to some news on the radio or through a XM satellite subscription. I do enjoy in-depth and good analysis on topics. I just haven’t settled on a favorite to lock-in.

What does that mean for all of us now and in the future? As more providers move toward subscription models, we’ll have to make choices on our media subscriptions to keep our overall spending in-check. How much will brand loyalty influence our decisions?  For me initially, I chose Sling TV as an online streaming provider. After a couple of years I switched to PS Vue based on different in programming packages for live sports. But with Netflix, I haven’t really actively shopped them for alternative providers like Hulu and Amazon.  Have I developed brand loyalty to Netflix? If I pay for a subscription to the New York Times (which I don’t) would I not pay for a subscription to additional online new providers like Bloomberg and the Washington Post?

Where do you spend your media dollar?

Root cause analysis for team building

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Early in my career we used a process that loosely resembled a root cause analysis after a severity 1 production outage. The intent of the process was to determine why the severity outage occurred and then fix the problem so it didn’t happen again. No one liked process and the documents we produced were rarely used to influence process improvement. It was a checkbox and an exercise to fill-in-the-blanks to say we completed it. I always thought the name post-mortem was bit odd as well and we were certainly dead to the process. Looking back, I see post-mortem efforts can be valuable if championed and executed correctly. But there is a better way.

Twenty years later, we are learning to implement root cause analysis (RCA) into our recurring operational procedures. Like a post-mortem exercise, a RCA is typically done after an event has occurred with the intended benefit to prevent problems from recurring. If done correctly, this can reduce waste and downtime.

But a RCA is distinct with its own set of advantages. Our team is using lean A3 problem solving techniques as the backbone for RCAs.  It is apparent to me the RCA process, if supported and executed routinely, can shape a culture of continuous improvement. Here are a few practical ways:

  • The outputs can be used as a proactive measure to predict and prevent future failures. Problem solving focuses on examining why events occur coupled with action items and sustainment activities. This is a great way to identify potential future problems.

In one recent 5-why exercise about a database failure we identified a few weaknesses in a process in addition to the root-cause of a failure. Our corrective action plan addressed multiple weaknesses and has undoubtedly prevented some of the weaknesses from becoming service outages.

  • A systematic approach to RCA involves setting a recurring cadence for problem solving. RCAs require a wide range of knowledge to identify problems, compile documentation, and create sustainment activities. Individuals will struggle, but teams can thrive solving problems like this.

We post our RCAs on our department flow-and-performance board to make them visible, promote discussion, and to keep the process top of mind. Our standard is to perform one RCA per month. This reinforces that RCAs are part of the culture of the team.

  • Done correctly, RCA focuses on resolving process deficiencies instead of blaming people. It’s not always easy but we remind ourselves to focus on behaviors and results over individuals.

Onward and Upward!

Photo Credit: ResoluteSupportMedia via creative commons – https://flic.kr/p/88Kdgw

A note to self

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Dear me,

Don’t be quick to discount new ideas. All improvements for humanity and business started with a new idea. Someone saw opportunity and imagined a better result, a stronger product, or a faster way. Someone acted and made their opportunity a reality. They were not afraid of failure. They overcame doubts. They made peace with uncertainty.

Why?

Because their image of a better result made failures look like stepping stones to success.

Because the promise of a stronger product made doubting look like an admission to defeat.

Because the benefits of doing it faster outweighed the results of the status quo.

So give new ideas a chance. Challenge the status quo. Dream a little.

Keep moving onward and upward!

Sincerely,

Me