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Listen and Learn: Introduction to B4: Technology

For a multimedia introduction to this session, please click on the “play” button on the left or on the audio file above.

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INTRODUCTION: B4 Technology

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How to WIN: Addressing the STEM Gap in education

Giving women equal opportunities to pursue — and thrive in — STEM careers helps narrow the gender pay gap, enhances women’s economic security and ensures a diverse and talented STEM workforce and prevents biases in these fields and the products and services they produce. �A typical STEM worker earns two-thirds more than those employed in other fields, according to Pew Research Center. And some of the highest-earning STEM occupations, such as computer science and engineering, have the lowest percentages of women workers. Key factors perpetuating gender STEM gaps include: Gender Stereotypes; Male-Dominated Cultures, Fewer Role Models, Maths Anxiety and the Confidence gap. Read the full article here..

According to the American Association of University Women (AAUW), women make up only 28% of the workforce in science, technology, engineering and math (STEM), and men vastly outnumber women majoring in most STEM fields in college. The gender gaps are particularly high in some of the fastest-growing and highest-paid jobs of the future, like computer science and engineering.

INTRODUCTION: B4 Technology

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What is covered in this lesson?

SECTION 1: IT in your organisation

The importance of technology in digital maturity
Are you sending mixed messages on digital progress?
IT: Organisational structure matters

STOP AND THINK: Is your company supporting digital progress?

SECTION 2: Methodology

From waterfall projects to Agile methodology
Taking Agile into the broader organisation

STOP AND THINK: Using Agile concepts elsewhere in the business

SECTION 3: Tools, technology and teams

Editorial tools of the trade
Some important tech terms to understand
The ins and outs of mobile apps
Future technologies: looking ahead

GROUP WORK: Give examples of where technology is preventing progress in your company?

TIME FOR REFLECTION: What changes would you make if you were CEO?

INTRODUCTION: B4 Technology

In this section, we are looking at one of my favourite subject: technology.

Described by Deloitte as the pivot to “flexible, secure infrastructure”, this step towards digital maturity comprises the implementation of tech infrastructure that protects the consumer, allows flexible capacity (ie you can scale your operations) and builds in the development of capabilities in an agile way.
Examples include adopting cloud infrastructure, embracing Agile / DevOps methodologies, developing and using appropriate tech platforms, and having a decent cybersecurity strategy wherever possible.

�I am going to take you through some of the challenges of IT - for example: are you supporting your digital ambitions with IT investment: are you asking your journalists to file remotely or take videos, but not providing good infrastructure, allowances or funding?

We are going to look at IT project methodology and the difference between Waterfall and Agile, and then in the final section I have touched on some common terms and points of understanding around IT as well as a peek ahead at some future technologies. As always, there are a lot of extra readings: It is difficult to cover such complex topics in such short lessons, so please do read more and enrich your knowledge as much as possible.

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The importance of technology in digital maturity

The choice of technology tools, software, and infrastructure underpins business efficiency.

Pivoting and future-proofing your business requires serious investment toward a solid technology foundation.

Described by Deloitte as the pivot to “flexible, secure infrastructure”, this step towards digital maturity comprises the implementation of tech infrastructure that protects the consumer, allows flexible capacity (ie you can scale your operations) and builds in the development of capabilities in an agile way.

Examples include adopting cloud infrastructure, embracing Agile / DevOps methodologies, developing and using appropriate tech platforms, and having a decent cybersecurity strategy wherever possible.�
The IT department is the natural area for this work, and it needs to be led by competent and visionary individuals who aim for organisation-wide adoption and overhaul. �
Over 60% of higher-maturity companies surveyed had implemented this pivot in at least five functions compared to just 15% of lower maturity companies.

Adobe Stock

SECTION 1: B4 IT in your organisation

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IT: Quality has a huge effect on business

Let’s look at some common issues:

Ancient computer systems with no storage, poor graphics or faulty screens
Unstable internet connections, hard firewalls, and a ban on most websites to “save costs”
Lack of mobile equipment, heavy old laptops (if any), staff funding their own data costs
Digital development team are working externally, they are outsourced or reporting internally to an infrastructure manager who does not understand digital
Service desk staff undertrained, willing but unable to help, or rude and unpleasant to staff
Customer-facing products (websites and apps) are clunky, slow and reflect badly on brands
Editorial CMS in dire need of replacement: incapable of digital-first workflows
Most internal systems are in dire need of upgrades or replacements, but IT investment is a grudge purchase and not seen as a priority as long as things tick along

At its most basic level, the quality of IT and IT staff has a huge effect on a media business.

SECTION 1: B4 IT in your organisation

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Listen and Learn: Organisational Structure

For a multimedia walkthrough of the next slides, please click on the “play” button on the left or on the audio file above.

Video thumbnail here

(Drag & Drop)

SECTION 1: B4 IT in your organisation

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Are you sending mixed messages on digital progress?

While companies have a clear message to “become digital”, their actions send a different signal to staff.

Are any of these scenarios (right) familiar to you?

It is not uncommon for management or HR to declare to their staff a clear and unequivocal message that the company is now “digital-first”
At the same time, however, they may be blocking access to websites such as Twitter, social media sites or YouTube - all of which are essential for reporters to do their jobs
Even worse, there may be a culture of “naming and shaming” staff for using too much bandwidth or restricting staff from using wi-fi connections in the office
Reporters may be required to file from the field, or work early or late from home to service digital audiences. They may be required to file videos or multimedia
But management does not want to fund data costs, grant data allowances, expense wifi costs, provide mobile handsets or laptops because of expense, or risk of theft
Similarly, sales staff are berated for lack of digital revenue, but websites are 20 years or more old and bad technology stacks and latency prevents ads from being served fast enough to serve clients professionally

SECTION 1: B4 IT in your organisation

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IT: Organisational structure matters

Many legacy media companies do not have qualified digital product managers, data teams, system architects, quality assurance or even in-house front-end developers
Legacy systems (finance, HR, payroll, print management, circulation, email, office networks, network infrastructure, hardware) all need a strong hand and somebody overseeing their systems BUT this is not necessarily the same person who looks after the digital IT needs of the company
Digital IT specialists should ideally report into a qualified CTO
On the right is a typical IT structure in green, and a recommended IT structure added on in blue - this is suggested to manage a more digitally mature organisation

SECTION 1: B4 IT in your organisation

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Stop & Think

Let’s stop and think for a moment:

On Slide 10, we talked about the mixed messages companies send with regard to digital maturity - is your company doing the same, or investing and supporting the move to digital maturity?

SECTION 1: B4 IT in your organisation

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Section 2: Project Methodology

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From Waterfall projects to Agile methodology

There are many types of technology development methodologies, especially for software development but also for technology infrastructure projects
Traditionally, most legacy organisations have used what is known as “waterfall” methodology. This means that projects are run in a linear sequence from beginning to end.
Waterfall projects are based on strict planning and performing the plan step-by-step. It is usually used on smaller projects and by companies with a more hierarchical structure.
A disadvantage of Waterfall is that the end-result may not be what was envisioned at the outset.

In the past few decades, a project management methodology called “Agile” has emerged: this is a way to run projects in incremental phases, with continuous release schedules and shorter time periods - the methodology is “agile” because it is easy to make changes and pivot along the way.
To read more about Agile and Waterfall methodology, see here
Agile has a particular iteration called “Scrum” which is very widely used in media organisations, and another version called Kanban - read more here
More information on project management methods will be provided in Module C

SECTION 2: B4 Project Methodology

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The video to the right is a very neat explanation of the difference between Waterfall and Agile (Scrum)

SECTION 2: B4 Project Methodology

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Waterfall methodology is a more old-fashioned way of running projects, but Agile (Scrum) is more effective

SECTION 2: B4 Project Methodology

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Taking Agile working concepts into the broader organisation

Certain Agile / Scrum disciplines like the 9am standup - also known as the Daily Scrum, are useful for managing output.
The 9am (or 8am!) is a quick daily progress meeting, held standing up to keep it brief and to the point
Daily standups are an effective way for managers to root out underproductive staff and keep work flowing at a good pace - this can be used to great effect in any project or team to keep momentum
The concept of a minimal viable product (MVP) means that a less-than-complete product can be released for customer feedback before final commitments are made: this is great for editorial product development!

SECTION 2: B4 Project Methodology

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Taking Agile into the broader organisation

Interestingly, some of the fundamental concepts of “Agile” have been taken into the mainstream of organisations with great effect - this methodology can be used for projects other than software very effectively, and the practices of Agile work for any manager
Agile allows more communication between developers, managers, testers, and stakeholders, and this transparency of process makes it attractive to use for collaborative projects
Code or results are worked on in two week “sprints”, and released after that period which means that continuous progress is made rather than waiting for a huge project to finish before the results can be seen

SECTION 2: B4 Project Methodology

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Stop & Think

Let’s stop and think for a moment:

Do you know what project methodology your IT teams use? Can you see the benefit of Agile working in other areas of the business?

SECTION 2: B4 Project Methodology

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Section 3: Tools, technology and teams

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Editorial tools of the trade: content management

An editorial CMS is a vital part of the puzzle to becoming more digital
Digital-first workflows depend on the ability of staff to be able to write, edit, prepare and publish instantly on the web - and yet many media organisations are still stuck with print systems that are not fit for this purpose
Having a good CMS can also help with efficiencies: good and transparent copy flow, the ability of staff to work across publications and titles in multi-title companies, access to all available content and media type files in one environment - these are all factors that ease the pain of convergence and make integrating digital easier