The democratization of content and the entry of social media and technology players have blurred the lines between media and entertainment market segments – creating a new ecosystem that will be driven by content-as-a-service (CaaS) models. By identifying the level at which content can be effectively packaged and sold, content providers – legacy and born-digital alike — can generate more value from their content and boost their returns.

Consumers’ need for instant access to information through multiple channels is growing. While some companies in specific segments of the IS industry offer impressive capabilities, none provide the full range of technologies and resources needed to support a cohesive, all-inclusive, digitally-equipped environment for analyzing, ingesting, managing, and delivering content across the value chain. In a hyper-digital environment, IS organizations can distribute content at breakthrough speeds — anytime, anywhere.

The Work Ahead is a research series providing insight and guidance on how business – and jobs – must evolve in an economy of algorithms, automation and AI.

Like their counterparts in other industries, Information, Media and Entertainment (IME) providers face myriad challenges brought about by digital capabilities and technologies. As they restructure to align with today’s “digital first” imperative, these companies will evolve into three “mega segments” based on how their business models change and how they interact with customers. Assessing the maturity of their content ecosystems will dictate a range of actions that align with their business goals and fit within the context of their content and transformation objectives.

By applying user context and uncovering essential information, search engines can deliver a more rewarding experience, resulting in more digital revenue for the organization.

For communications services providers (CSPs), the transformational journey to Agile and Lean methodologies is best accomplished with a focus on four key spheres: individual behavior, institutionalizing change management, team roles and managing governance.

Collaborative consumption, also known as the "Peer-to-Peer" or "P2P" economy, poses significant risks for insurers. At the same time, consumers' willingness to share and utilize assets and services like Uber and Airbnb offers significant revenue opportunities for P&C carriers at a time when most have experienced flat-line growth.

Complexity is a fact of life for today's IT infrastructures, which must now step up to the heavy demands of digital business. Using a structured, three-phase approach, CIOs can strengthen and streamline their organization's capabilities and deliver on the promise of doing business in the digital age.

Many firms are working to accelerate and improve the daily financial close, but are far from ready. By formalizing the F&A value chain, modernizing and strengthening their F&A platform, assessing and optimizing existing service models and heightening overall F&A governance, companies can achieve this goal, supported by a set of success factors for measuring progress and aligning transformation activities.

IT organizations walk a fine line in optimizing both maintenance and opportunity costs; our structured approach ensures operational excellence and increased business relevance to make the application portfolio not only “fit for use” but “fit for purpose.”