Data is good and can be very useful. Manipulated data is bad and can hurt you. What’s the point of collecting information in the first place if you’re going to mess with it? Your method of collection isn’t as accurate as you would like? You must stand behind the data you collected so far and move forward with another method instead. By adjusting numbers you’ve collected, you are misrepresenting the method or formula. Ethically better, I think, to publicly acknowledge a broken metric than stand behind massaged lies.
If the numbers are not for you and instead for someone else (boss, investor, customers, etc.), get to the bottom of why you want to change the numbers. If you feel the data misrepresents your business or project and worry that the numbers might throw you under the bus, it’s important to push back against the people asking for them in the first place. Again, better to admit a broken method than stand behind numbers that aren’t true. Honestly, I can think of no situation where it is ethically or practically appropriate to manipulate data you collected. It’s fine to do that in a budget or estimates, but actual cold hard data should not be toyed with. No one can learn anything from our lies except for the person with something to hide (or of course until the truth is revealed – don’t put yourself in that situation).
Be honest with yourself and your numbers. Don’t lie. Try a new formula instead.
It does not surprise me that Game of Thrones is the most pirated show on television. Without cable, I have no way to watch it. I’d happily pay $20 per month if HBO GO was open to people without cable subscriptions. Unfortunately, that’s not that case. None of HBO’s shows are available on iTunes, Netflix, Hulu or Amazon. I have no way to watch any of HBO’s shows except pay a $75 per month cable subscription for a television I don’t have, wait for them to come out on DVD, or pirate them. I’m a good boy with little expendable time, so I avoid Game of Thrones altogether. But 25 million people have not been angels and found the show through whatever means necessary. Who knows how many more people opt out entirely and forever pass the show by?
I’ve said before that Hollywood should concern themselves less with piracy and more with audience access. Simple supply and demand metrics – audiences demand content and providers are failing to supply to increasingly popular internet channels. It’s the whole industry’s fault for inciting piracy. They are missing out on an expanding margin of customers. In defense of HBO and others, production companies have entangled themselves in lucrative and restricting contracts with cable partners. To offer direct-to-consumer digital distribution would breach their contracts and deprive them of their single strongest revenue source. For most companies like HBO, that may never happen – at least not until everyone has internet televisions or the cable providers themselves die.
Broadcast contracts may be a reasonable excuse for holding content back from web distribution. But if companies plan to stand behind that excuse, they need to stop making such a big deal about piracy. By threatening or incriminating millions of people who cannot access your primary distribution method, you are alienating potential evangelists of your content and failing to understand the trajectory of your market. Web television is not a trend. In five years, most motion picture content will be consumed online – on connected televisions, game consoles, mobile devices or computers. To fight or deny this is foolish and egoistic.
I left Hollywood because no companies were willing to put the engineering muscle behind personal distribution channels. Beyond sheer web design and database builds, online services require customer service and billing infrastructure that can cost a lot of money. Fortunately, these things are getting easier and cheaper. An independent production company with enough content to leverage could easily set up shop on the web with a very controllable investment and small handful of people on the tech side.
If you want a sustainable career in the movie business, start or work for a company with full digital rights. Careful signing onto productions with traditional broadcast contracts and no digital rights – these opportunities, no matter how lucrative, are sinking ships. If they cannot find a way to breach contracts soon, they may not survive the next wave of liberated web-savvy competitors.
Marvel’s The Avengers raking in a $200M+ opening weekend leaves little room to tell Hollywood that they are doing it wrong. The 40-year old blockbuster model continues to pay for the movie business. In the early days, the cinema experience was not far removed from attending a Broadway show: dressing up and cozying into ornate movie palaces staffed by ushers and orchestras. To expand the experience, multiplexes cropped up everywhere. To augment the experience further, Hollywood learned to tentpole a film, merchandise it and open theme park rides. The cinema experience is larger than life.
While all of that may work for three or four titles, hundreds of motion pictures barely scrape by each year. The internet and a proliferation of choice in the new millennium continues to threaten the sustainability of the movie business. The entertainment industry as a whole keeps falling behind the times. They still depend on Nielsen‘s myopic ratings and surveys to make strategic market decisions. They collect little to no data on their viewers to leverage repeat conversions. They build no intimate relationships with their customers and create few opportunities outside the theater to communitize their content. They embrace an antiquated scarcity model by rolling content out onto different platforms across rigid windows weeks and months apart, thereby eliciting content access demand and piracy. Merchandise still sits on retail shelves or on random websites online, far from the experience of seeing the movie itself. Without update, these practices may be fatal. While box office may be up (due largely to increased ticket prices and 3D or IMAX premiums), attendance is down – even more painful when considering population growth.
All of these issues could be solved by incorporating a thicker web layer into and consolidating the filmgoing experience under one roof – literally and figuratively. By converging merchandise, community and content into a digital or real world platform, Hollywood could make all facets of their business more accessible and leverage entire catalogs toward a more scalable, niche-friendly or cost-effective practice. Loved the movie you just saw? The theaters should make it as easy as possible to leave the theater and impulse buy a plush or action figure of your favorite character. Imagine if you could buy merchandise from and connect with other fans on a movie’s page in Netflix? Organize public screenings or petition for a sequel with the masses online? The community layer would add to the consumer experience and give filmmakers a platform to understand how people engage with their work.
I love the movies. I love the theater. I want the industry to succeed. These issues are reparable. If the industry can recruit key talent from the web tech sector, surrender a century’s worth of logic around brick and mortar business practices, build relationships with consumers online and put storytelling first, there may be a glimmer of stability and hope for film professionals and moviegoers alike. We’ve got work to do. There’s plenty of stories to tell and opportunities to make a living by producing great content.
I hear a lot of companies toss it around – a buzz word like “web 2.0” and “organic.” Think you’re transparent? Call me crazy, but the following things mean “transparent” to me:
Total access to numbers and data
Public punishment and public reward
Open doors (or none at all)
No hierarchy, only leadership
Forgiveness, not permission
While company culture stands to benefit from it, transparency may not work for everyone. Apple is doing just fine without it. If you cannot accept the list above, do not pretend to embrace transparency.
Long term, second place can pay off in spades. I see second place more as a second chance than a loss. Watching someone else cross the finish line ahead can empower you with the drive to improve and an insight into the victor’s foundational success strategy. Knowledge and motivation in hand, you have the key ingredients to better yourself against the competition.
On several occasions, I’ve had the pleasure of following the first in line. I was the second graduating class of my high school, so I watched an entire group of kids go through the ropes before me (always being an upperclassman definitely had its perks). We had the opportunity to fix their mistakes and build on their accomplishments. It was a great deal.
I’ve seen companies beat my ideas to the market. A sad day turns happy when you start to find all the flaws in their approach and the opportunity to perform differently or better. You can refocus your efforts and take more informed strategic bets in the space. Also a great deal.
No, you did not cross the finish line first this time. I’m sorry. But next time, you can win the race and break records in brilliant form. All great athletes lose every once in a while. If they didn’t, they would get bored with winning and have no room to grow. Growth is important. A challenge is a great thing. Competition makes the world go round.
I think people forget that phones can still be used for voice conversations. I get so many back and forth text messages or email chains on a day to day basis. In the hours that pass trading notes, the discussion could have passed and resolved in a handful of minutes. Texts make sense for updates. Emails make sense for a bigger pile of information. For making big decisions or catching up? Not even close.
Call someone. It’s quicker, more personal and less ambiguous.
If you’re having organizational trouble or find yourself doing the same mundane task over and over, chances are pretty high that someone else out there shares your pain. With a little bit of research, you may even find someone who has already conquered your problem. At any rate, it’s worth a look. The internet is a pretty big place these days. There are apps for everything.
As times change, brand new problems crop up all the time that may not yet have structured solutions. Depending on the complexity of your problem and processes, other people’s solutions may not serve your own. If you cannot find a solution, it’s up to you to build one. Given the challenges and material complexity of designing solutions (be they software, logistical or cost), most people opt out and choose to continue suffering. Don’t do that. Don’t settle for the mundane. You should never have to do the same thing more than once – unless you want to.