Innovation is a process more than it is a great idea. That was one of the great lessons from last month’s INMA World Congress in San Francisco.
And it’s especially important for media companies aiming to reinvent themselves in the eyes of readers, advertisers, communities, shareholders, employees, and other stakeholders.
Merging that idea with what I see among media companies worldwide, I would say that it is the willingness to throw down seeds that will multiply that separates the companies that occasionally come up with great ideas using gut instincts akin to the mad scientist in his garage and those that are laying the foundation from which ideas grow systematically via culture and process.
“Innovation” is an over-used word in the media industry these days. For companies to capitalize on innovation’s ramifications, we have to see innovation as a foundation and not an idea. That requires some vernacular gymnastics in the media business.
To this end, INMA this year launched the Global Innovation Awards. This was a contest designed to surface efforts by media companies to innovate routinely.
In today’s blog post, I want to shine a light on the four regional winners and turn the light brighter on some examples that fit David Kelley’s view of innovation as culture and process.
Regional winners of Global Innovation Awards
First, congratulations to regional winners of the INMA Global Innovation Awards. With their permissions, we provide you links below that give descriptions of their innovation programmes.
Fairfax, MittMedia, and state of innovation
What do these case studies tell us about the state of innovation in the media industry?
There is a movement afoot in the media industry to encourage the kind of seed-planting, human resources-facilitated, people-oriented innovation programmes for which Gannett, MittMedia, and Fairfax Media were rewarded.
MittMedia and Fairfax Media won Global Innovation Awards for the comprehensiveness of their programmes.