Now, in Edgedancer, the barely teenage nascent Knight Radiant finds that time stands still for no one. 'Company-owned' business functions must be directly tied to the company's core competency.Three years ago, Lift asked a goddess to stop her from growing older-a wish she believed was granted. There are five pillars of the CTE operating model:

A select few publishing companies are adopting this operating model and starting to see the rewards. This narrowed-down focus on a company's core competency allows the company to have a fanatical focus on flexibility, change, transformation, and innovation powered by its core competency, unimpeded by fixed assets and processes that would forever lock the company into a fixed, inflexible path. All other functions are provided by an ecosystem of trusted partners. A 'company-owned' organization is composed of what is needed to nourish the company's core competencies. In a CTE environment, we have to rethink even the way the company is defined. Static internal business functions are shed in favor of business-outcomes-based service providers. Fixed assets are shed in favor of consumption-based enablers. Change and innovation are embraced throughout the organization.

In the CTE operating model, the company has very little reliance on anything 'fixed.' Operating flexibility is the new mantra. As the marketplace shifts more and more to digital consumption, the publishing companies of today are not hamstrung by a print only CAPEX infrastructure and can be rewarded by their core competency - content creation and aggregation. The CTE operating model has the flexibility and agility to distribute that content in numerous channels print and digital. At the core, it has robust content creation and aggregation. They have reinvented themselves by getting rid of their CAPEX heaving operating models and implementing an operating environment that is capable of continual transformation. Today, the publishing companies that were in dismal shape not too long ago are reviving. These new companies had a CTE operating model where CAPEX was eschewed for OPEX and no processes or infrastructure was established that could not readily be changed based on market conditions. Instead, they were overrun by new companies that were not burdened with this outdated operating model. When it was time to use their core competencies - content creation and aggregation - to produce digital products, they did not have the agility and flexibility to act. They were CAPEX intensive companies with inflexible operating models.

These companies had heavily invested in operating processes, information technology infrastructure and printing presses and machinery that could only be utilized for a print product. I saw this massive shift firsthand as a director at Knight Ridder once the second-largest newspaper company in the U.S. For those publishing companies not entering bankruptcy, fire sales of their assets were common. ( AMZN) Kindle e-book reader into the mix, and soon publishing companies went from operating margins in the 30's to negative margins. This was the start of the massive business disruption that hit publishing companies. Soon, AOL was providing near-real-time news from media companies such as CNN and NPR.īy 1997, about half of all homes with Internet access had it through AOL. Beginning with online games, AOL added the now-famous 'You've Got Mail,' online chat, and a tremendous amount of content from repositories such as the Library of Congress and companies such as Pearson, Scholastic, and National Geographic. America Online and Steve Case positioned AOL as the online service for people unfamiliar with computers. We take our digital access to information for granted.

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