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Leveraging Technology to Win
How media & entertainment
companies are optimizing IT to boost
earnings without straining budgets.
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| No longer a back-office tool, IT has become critical to winning in such areas as ad sales, CRM, supply-chain management, and DRM. We have found that an effective technology strategy can result in new revenues streams, improved products, and increased efficiency – and in the best cases more than one of the above. Our work has determined that many organizations can reduce IT spending by 10-25% while at the same time significantly boosting business performance. |
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IT to support new business strategy
A major diversified media company's Internet division engaged McKinsey to restructure its IT environment and to "professionalize" its management in support of a new strategy for its portal. The Internet division was built through acquisitions, and the technology function had not been integrated. The McKinsey team identified the IT asset and capability requirements to fulfill the new strategy, and designed a comprehensive IT architecture including key applications, data, presentation layers, and integration requirements. The team outsourced part of the architecture to get a better skill set and identified improvements to the project and vendor management procedures. New IT management processes were set up to ensure successful delivery of the IT architecture and ongoing IT capability building. The study produced an IT architectural blueprint with the key requirements for relaunching the portal. In addition, the team established a technology steering committee that aligned key business leaders around the new strategy and identified opportunities for technology monetization.
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Improving IT productivity and service quality
A leading U.S. movie studio asked McKinsey to help boost the productivity of an underperforming IT function by at least 10 percent and to improve the service quality of its help desk. The team recommended that the client first simplify its applications portfolio and reduce the number of projects. The team also streamlined the capital approval process and established a new projectinitiation approach to improve project management. The team also helped to restructure the help desk function and provided functional training to all help desk personnel. Finally, the team defined metrics for major IT functions that allowed end users to better monitor performance. The study reduced the application portfolio by 40 percent, created an effective help desk function, and allowed the client to reduce IT spend by 15 to 20 percent in Year 1.
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