“The challenge is to set direction and enable swift delivery of results in an environment of consistent business evolution and operating model changes. The sector is moving at such a rate, adding complexity to delivery but also injecting a huge level of desire for change.”
David IrishContact David
The media and entertainment sector is facing a startling pace of change. Digital technology has largely moved from supporting the business to being the business – and the most successful organisations are those that can combine digital capability with great innovation, creativity and content expertise.
To win in this environment requires a footprint and operations infrastructure that allows you to keep your finger on the global pulse and be sufficiently flexible to change and adapt quickly to new opportunities and challenges.
Media and entertainment companies are faced with the decision to either partner with or acquire other businesses to access the latest technology and expertise, and to adapt to new business models. This is for both the breadth and depth of service offerings as well as the infrastructure to support their business operations.
Extensive customer insight is the key to optimising content, delivery channels, and advertising revenues for the media industries. However, this insight requires much greater focus, skills and expertise in information, analytics and big data than companies have ever needed before.
What is certain is that nothing is standing still in the media and entertainment sector. Transformational change is becoming a way of life rather than a one-off.
We have helped our clients in all areas of the industry – media agency holding companies, individual agencies, and the major content producers and publishers – challenge and change. Our work spans top-level, front-office business operating model design (working directly with the executive team) to large scale back-office transformation.
It’s about doing it fast and doing it right to help you achieve results, which suits us down to the ground. With our ‘low volume, high value’ model, we won’t overwhelm with large teams or take months to produce results. Typically only using one or two highly experienced and high calibre people, we can setup, assess or turn around major programmes in weeks, or help you cut through to a core strategy in a matter of days.
We work as close-knit part of your team, doing the work ‘with you, not to you’, and getting to results that have real ownership and buy-in.
Above all, this is about sound judgement – doing enough analysis and drawing on our experience to help you make a confident call on what’s right for you.
I trust Berkeley more than other consulting firms, partly because of size and the people. It genuinely feels like they’re embedded as part of our team."
Chief Technology Officer, a media organisation
How do I change my operating model and improve business unit collaboration so I can offer my clients a more joined-up marketing solution?
How do I transform my business so I can respond to new competition from technology services and management consulting companies?
Our traditional media revenue stream is declining so how and when do we adapt our strategy with replacement revenue streams?
How do we deliver data and technology-driven solutions that combine with great creativity?
What’s the best way to reduce my cost base through consolidating back-office services and technology for HR, finance, and tech infrastructure? How does this align with our new operating model driven by our joined-up offer?
How can I identify potential targets and maximise the value from M&A activity?
How do we adapt our strategy in the face of a fragmented media landscape, the rise of subscription and streaming media models, and declining traditional advertising revenue?
Do we challenge or collaborate with the big tech companies as they disrupt both advertising revenue and content consumption models?
How can I strengthen our brand through investing in content development and new enablers such as publishing, technology and gaming?
Which technologies can we use – and how best to apply them – to deliver slick, intuitive and personalised customer experiences across all our platforms?
How do I adapt or develop my data and analytics capabilities to make the most of our data in everything we do?
How can traditionally federated and decentralised media companies get the best value and synergies from back office services like finance, HR and technology?
Making an impact for our clients and turning their ambitions into real results