Training Examples for Media Companies

The media and entertainment industry faces unique challenges today as consumer consumption habits and preferences shift. More and more, consumers are demanding a just-in-time consumption model, as opposed to the conventional broadcast model followed by media and entertainment companies in the past. Add to that the fact that consumers are no longer willing to pay a premium for an experience, and prefer a subscription-like plan, and you can begin to see the immense change that is threatening to overwhelm companies like cable news firms and sports and entertainment firms.

The Idea of JIT (Just in Time)

To really understand how things are changing, we need to delve into the concept of just in time (JIT) a bit more. This is not a new concept. It’s been around for several decades at this point, although it was not something you would necessarily associate with the media and entertainment industry. It was more to do with product manufacturing and logistics.

The JIT concept originated in Japan in the 1970s, and allowed manufacturing companies to eliminate their on-hand inventory of parts in many instances. It streamlined the process, cut down on costs, eliminated overstocks, and provided a number of other benefits. Fast-forward to the 2000s, and you find JIT thinking entering the world of retail and logistics, particularly when tied to ecommerce. JIT ordering ensures that ecommerce companies do not have to hold massive quantities of stock on hand in rented or business-owned warehouses. Instead, products are only ordered when necessary.

How does that translate into media and entertainment consumption? You really only need to look to the birth of TiVo and DVR technology. Ostensibly, this tech was supposed to help ensure that viewers didn’t miss their favorite shows while they were out of the house, but it has done a great deal more. It ushered in the era of consumption on demand, which birthed the rise of services like Netflix, Hulu and the like. It’s also having a profound impact on traditional broadcasters, as media companies must find a way to deal with these massive sea changes in the way their audiences prefer to consume entertainment and media.

Add to this the ongoing problem of key players in the organization retiring and taking their knowledge and experience with them, creating a lack of knowledge retention, the need to identify and then onboard and train replacements, and other factors, and the situation becomes incredibly complex.
Really, the key word here is “change”, and it’s never something that’s easy to address. However, with the right corporate training, culture training and change management strategy, that doesn’t have to be the case.

Reinforcing Company Culture

Media and entertainment companies, face a series of seemingly insurmountable hurdles. One of their key goals should be to develop and then launch a learning initiatives that would enhance the knowledge of their current employees, make knowledge retention possible, while alleviating the impact of departing key personnel, and capture expertise to preserve it and make it available for incoming team members.

Ultimately, this goal is more about reinforcing company culture, while simultaneously developing a blended learning strategy that not only stores the accumulated knowledge and expertise of the company’s top talent, but makes it available to new employees in unique ways. A blended learning approach using gamified solutions and story trials can be used to achieve this goal. It will result in the development of a powerful eLearning courses, face-to-face training workshops featuring gamification, and real-life challenges to employees to verify knowledge retention.

Organizational Change Management and Its Importance within Project Implementation

While reinforcing company culture through knowledge retention and advanced training is vital, it is also important that organizational change management be implanted throughout every step of a project. It’s quite easy for smaller components to be “lost in the shuffle”. Things fall through the cracks that shouldn’t.

For example, a project development team works toward a go-live date – that is their goal. However, in the drive to ensure that everything is ready for prime time, critical tasks that should be completed in tandem with project implementation are lost. Communication with stakeholders concerning the project’s key benefits, inherent challenges and the impact on the organization and its employees is one of those things.

Organizational change management is a critical concern here for a number of reasons. One of those is that it helps to identify the individuals within an organization that will be most affected by changes related to a project, and how those individuals will react to those changes, which then allows the organization to take steps to minimize that impact, or even eliminate it entirely through training.

The Right Training to Address Change-Related Growing Pains

The most significant growing pain a media and entertainment industry firm will likely experience is ensuring that your personnel are ready on day one. Training can help (as you already know). The challenge here is to ensure that the right training is provided. A myriad of programs exist, all claiming to be the cure for the pain your organization is experiencing, but they fail to deliver on that promise. What’s more, many of them not only fail to alleviate personnel-related pain, but cause massive disruptions in organization flow and productivity.

In order for a training program to be successful, it must be designed properly, developed to meet key organizational goals, based on the knowledge and experience of your key players, and delivered in ways that ensure knowledge retention.



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    Susmit Banerjee
    Susmit Banerjee,Director of Sales at Sify eLearning

    As a business Consultant, Susmit specializes in content, learning and marketing communications across varied industries and domains including Media and Entertainment, Engineering, Pharma, Publishing and Information Technology. He has deep experience in facilitating strategic initiatives for Fortune 500 companies.

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