The document discusses innovation at News Corp Australia and outlines strategies for driving innovation. It notes challenges like declining print revenue and changing media consumption habits. It advocates for an innovation approach focused on customer needs, operating like a startup, collaboration, prototyping ideas quickly, and creating an innovation culture of autonomous teams, transparency, and acceptance of failure. The key is to focus on customer jobs to be done, think combinatorially, make ideas real through prototypes, and start the process of change through quiet actions today rather than directives.

1. @markdrasutis

2. “OMG! News Corp
Australia has a
Head of
Innovation?!”

3. “Great, someone
with the answers”

4. Innovation: for a
brighter future

5. In this disrupted
world, where do
you start looking
for innovation?

6. Disruption (noun): an
event that results in a
displacement or
discontinuity

7. Australia: print circulation -15% between 2010 & 2014. Print revenue
-20% over the same period Source: World Association of Newspaper 2014
News, Sport & Entertainment is 51% more likely to be consumed on
a mobile now than on a PC, TV or in paper form Source: Nielsen Media Trends 2014
90% of Australians state they are not willing to pay for news, but
35% are willing to pay for digital content Source: Deloitte Media Consumer Survey 2014
33% of Australians state that they get their news via social
Source: Deloitte Media Consumer Survey 2014
For millennials, 56% of all their digital content is consumed on a
mobile Source: Deloitte Media Consumer Survey 2014
72% of millennials now trust content from Google search & social
more than from traditional media (64%) Source: Trust Barometer, US

9. Four myths of disruption:
Driving disruption isn’t necessarily about developing something
entirely new. It can be about assembling already existing elements
into a disruptive whole. (Example: Uber in urban transportation)
Innovation isn’t only about technology. It can also mean developing
new ways to deliver value through a new business model. (Example:
Warby Parker in eyeglasses)
Technologies don’t simply replace other technologies. Rather,
systems replace systems. (Example: Clean technology infrastructure)
Customers don’t care about inventions or innovations. What most
customers care about is what job a product or service enables them to
do that they couldn’t do, or do well enough, before. (Example: PayPal)

10. The journey to a brighter future

11. First 90 days

12. 1. Listen & learn: don’t judge
2. Understand the past & present thinking on innovation
3. Engage the C-suite on what they would see as success in
this space in 3 years
4. Spot & engage the change agents & mavens within the
teams
5. Create a clear team charter: what we will do/what we won’t
do/what will success look like
6. Create a clear definition & agreed methodology to be used
to frame innovation within the business
7. Communicate, listen, change, communicate, listen

14. Clear definition to
provide clear
direction

15. Recombining
content, people &
process in new
ways for growth

19. Connection
Providing a connection with the digital ecosystem & startups
within Australia & beyond to change the culture within News
Collaboration
Providing a platform that allows cross-division collaboration &
an environment to ‘fail safe’ within current business processes
Creativity
Make it real: develop & showcase customer centred
experiences to illustrate & prototype new thinking & ideas

20. Innovation has
nothing to do
with the size of
your R&D
budget, it’s
everyone’s job
Steve Jobs, Apple

22. Combine and
recombine internet
components in new
ways that create
totally new
inventions
Hal Varian, Google

25. Recombining
content, people &
process in new
ways for growth

26. What does
innovation mean
in your business?

27. Where people focus everyday
Where eureka is possible
The work of innovation

28. Where people focus everyday
Where eureka is possible
The work of innovation

29. Why Open
Innovation wins
every time

30. Open Innovation: a paradigm
that assumes that can &
should use external ideas as
well as internal ones to drive
growth in your business

32. How to create an
innovation
culture

33. Your ability to change
at the pace of the
disruption is now your
competitive advantage

34. More Experiments
Execute more often & quicker
across the business

35. Actionable Insights
Real data from real customers to
form a hypothesis

36. Swift, collective
action
Driven by the insights, test the
hypothesis & build the product

37. Organisational
Endurance
Set yourself up to sustain this,
self-disrupt & repeat over & over
again.

40. Aware – devised (and adapted) through perception of the
environment around you and in anticipation of probable
conditions of disruption
Aligned – delivered in harmony among teams and individuals
Mutually Beneficial – defined as a shared outcome with
customers, partners & employees
Supported – embraced by individuals, fed by resources

42. Consumer Outcome-Based – teams designed around explicit and
measurable customer facing outcomes (e.g. deliver products within 2
days) over channels (e.g. website) or disciplines (e.g. design) that
deliver value & impact
Lean – teams populated with only the members essential to the work
to deliver that value & impact (e.g. pizza teams)
Autonomous – teams given diverse skills and control needed to take
an experiment to market without interference or interdependence
Porous – internal structures which are permeable to additional
resources, communities, partners, and all other teams
Self-Organizing – teams granted the authority and resources to
assemble, adapt, or disband based on evidence

44. Simple – systems which are intuitive, uncomplicated, and
interoperable. Every team is part of the same system
Transparent – systems which are explicit and distributed
Plastic – systems which are malleable in pursuit of the
organization’s strategy and in support of the organization’s
structure. Disruption can trigger quick change
Automated – beneficial systems which initiate or take place
without conscious human action. They are not forced

46. Quiet Change

47. Focus on customer
needs & improving
people’s lives

48. Think & operate
like a lean startup

50. Customer & proposition
centricity via Business
Model & Lean Canvas

52. Combinatorial
Collaboration
Creativity

54. Make it real
“A prototype is worth a 1000
meetings”

56. What is the best day to
start to implement
these behaviours?

57. Today

58. What is the best project
to start this approach
within?

59. The one in front of you

60. What are the lessons?

61. Quiet change – don’t tell people what to think, show them the
path & take them on the journey
Customer fixation – focus on the customer need, improving
their lives & the ‘jobs to be done’
Less > more – smaller teams, tighter focus, tangible &
measurable outcomes, then move & scale quickly
Acceptance of failure – create a culture which is happy to take
risk, fail fast & learn from every action & reaction

62. Thank you
@markdrasutis