After two years in the public sector, I started my consulting career at PwC in 2010. Throughout my time there I developed a broad set of consulting skills designing and implementing large scale change...
Richard Holmes, Consultant
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Home > Sectors > Media & Entertainment Consulting
For our Media Agency Holding Company (HoCo) clients, some of the key industry themes we are helping them address include:
Our content producer and publisher clients share a similar set of challenges, but some specifics of their drivers for change include:
All of this is causing a greater pace of change in the Media & Entertainment sector than ever before. Digital technology has largely moved from supporting the business to being the business, but the successful organisations are those that can combine this with great innovation, creativity and content expertise. To win in this environment requires a company footprint that keeps your finger on the global pulse and a business operations infrastructure flexible enough to change and adapt quickly to new opportunities and challenges.
Media and entertainment companies are challenged by whether to partner or acquire to gain access to the latest technology and expertise, both for their digital offerings and also for the infrastructure (such as cloud, security and data centres) to support their business operations. Extensive customer insight is the key to optimising content, delivery channels, and advertising revenues, but this requires a much greater focus - and more skills and expertise - in information, analytics and big data than companies have ever needed before.
The only certainty is that nothing is standing still. If you’re in this sector, transformational change is becoming a way of life rather than a oneoff. The challenge is to set direction and deliver more (and more quickly) than ever before; be constantly responsive to change and evolution; but all while maintaining enough consistency to avoid unconstructive churn.
Berkeley can help you succeed with all these challenges and opportunities through consulting services in the areas of:
Strategy – helping you set direction for the overall business, or for a specific function, or for a specific big decision. In this disrupted sector there are few advisors that can tell the agencies, producers and publishers what their strategy should be, so Berkeley can help you through a rigorous and data-driven approach that leverages the best of your own leaders and insights as well as injecting our expertise.
Operating Model – helping you understand the best target state for your capabilities, processes, people, organisation structure, governance, technology and data to all work together optimally in future to achieve your business strategy.
Transformation Leadership – managing complex programmes and portfolios of change in any of the areas above, be they primarily concerned with business change or technology change or both. We can help you define, mobilise, select the right suppliers and deliver as needed.
Digital Transformation – helping you harness technology to drive value in this much faster, tech-savvy and data-rich world, whether that is in innovative approaches to engage with your customers and consumers, or a fundamentally new mind-set and culture.
Data and Analytics – helping you with the data strategy, technology and operating model to really drive business value from information, and help you turn your organisation into a fundamentally data-led business.
Change Management – good change management is fundamental to any transformation, and involves a clear, well-articulated vision, a compelling business case, committed leadership, well-informed and involved stakeholders and an organisation ready and willing to make the change. Drawing on our experience and applying our distinctive approach to change management, we can help you realise the true business benefits of a transformation.
This Finance Platforms and Shared Services Assessment defined the future landscape and the business case for such a transformation allowing the CFO’s and CTO’s of each business, and at group level, make an informed decision about how to move forward.
Together we developed a Global M&A Playbook for technology to bring a well-developed, repeatable process, approach and ways of working to each acquisition from first due diligence to final acquisition integration.
We worked with them to define a clear and aligned view of the Current State of their finance process and systems landscape (including all pain points and opportunities), a Target Future State, and a business case and roadmap to move between the two. We then went on to help them mobilise the programme to deliver this change.
We were further engaged by the same company to help them work out their strategy for Customer Billing systems – made very complex by the fact they offer both physical and digital products and services; on both a purchase and subscription basis; with both Business-to-Business and Business-to-Consumer lines of business.
This included collaboration and workflow elements for one of the world’s largest financial services organisations.
We assisted to quickly bring the acquisition onto one, consistent, Cloud-based Finance and HR platform.
In the face of an immovable start-of-season implementation deadline, the new solution went live on time and on budget with strongly positive fan feedback. We also went on to help the same Club refresh their technology and service provider strategy specifically for retail merchandise sales.
This programme consolidated and streamlined all of their back-office (i.e. Finance, HR, IT, Operations) transformation programmes into one portfolio with consistent a consistent programme operating model. This gave executive visibility and management of structure, governance, resourcing, change management, investment management and integrated planning.
Berkeley took overall programme leadership, and also led the Change Management work-stream. The programme successfully transitioned all countries on time, and we delivered an additional $0.5m savings by renegotiating contract end dates with a number of 3rd parties.
We have helped our clients in all the areas of industry challenge and change discussed above. Our work spans top-level, front-office business operating model design working directly with the exec team to large scale back office transformation.
It’s about doing it fast and doing it right, 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. Above all, this is about sound judgement – doing enough analysis and drawing on our experience to help our clients make a confident call on what’s right for them.
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.
See our full range of services.
The pace of change in Media and Entertainment is breath taking – which brings both challenge and opportunity. Fragmentation of media continues to change the landscape fundamentally: in the USA just 5 years ago the biggest TV shows would reach around 15% of households, but the top show of 2016 reached just 5%. Nowhere is the digital transformation having more impact – and it’s causing fundamental change not only to products and services, but also to payment models and back office functions. With our deep experience of transforming the Media and Entertainment sector, we can help you set the strategy and deliver the change you need to succeed.
Jon Bradbury talks about the big picture of big data & analytics.
Partner, Jon Bradbury, talks to the Sunday Telegraph about the hype around the cloud.
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