Bonnier's Approach to Establish a Centralized Research and Development Department
Question 1:Was the approach that Bonnier used to establish a centralized R&D Department and to change its innovation approach a sound business decision? Why or why not? What made this decision risky?
It was a good decision.
In a new digital world, Bonnier needed to introduce a new culture of innovation and the centralized R&D team was a perfect driver for that. Moreover, the new R&D team report directly to Jonas Bonnier (CEO).
This last point was a risk because that disrupts Bonnier decentralized organization tradition.
Question 2: What specific approaches did Bonnier and Ohrvall use to overcome related challenges?
Due to Ohrwall installation in San Francisco (in the heart of the digital revolution), Bonnier perceived earlier the consequence of digitalization on his traditional market segment. Ohrwall also placed a bet on digital touch screen and was one of the first media companies who provide dedicated content on iPad.She perceived globally the challenges media companies face due to the disruptive effects of digitalization, where traditional products and services are challenged by new digital category breakers.
Question 3:What is the nature of digital innovation and how can fast-paced digital innovation practices be most effectively handled in traditionally conservative business contexts and industries?
The nature of digital innovation for Bonnier was to build a new digital business modelion the top of traditional publishing industry. In this model — content (Bonnier digital publishing or publishing customers), experience (customer interactions) and platform (Mag+) — work together to create a compelling customer value proposition.
Common to all these efforts was the creation of unique content not available via any other source.
As Ohrwall said, in a presentation atUmeå Universityii, the following constraints or problematic need to be addressed, especially in a traditionally conservative business contexts and industries:
Firstly, you need to be not only the
It was a good decision.
In a new digital world, Bonnier needed to introduce a new culture of innovation and the centralized R&D team was a perfect driver for that. Moreover, the new R&D team report directly to Jonas Bonnier (CEO).
This last point was a risk because that disrupts Bonnier decentralized organization tradition.
Question 2: What specific approaches did Bonnier and Ohrvall use to overcome related challenges?
Due to Ohrwall installation in San Francisco (in the heart of the digital revolution), Bonnier perceived earlier the consequence of digitalization on his traditional market segment. Ohrwall also placed a bet on digital touch screen and was one of the first media companies who provide dedicated content on iPad.She perceived globally the challenges media companies face due to the disruptive effects of digitalization, where traditional products and services are challenged by new digital category breakers.
Question 3:What is the nature of digital innovation and how can fast-paced digital innovation practices be most effectively handled in traditionally conservative business contexts and industries?
The nature of digital innovation for Bonnier was to build a new digital business modelion the top of traditional publishing industry. In this model — content (Bonnier digital publishing or publishing customers), experience (customer interactions) and platform (Mag+) — work together to create a compelling customer value proposition.
Common to all these efforts was the creation of unique content not available via any other source.
As Ohrwall said, in a presentation atUmeå Universityii, the following constraints or problematic need to be addressed, especially in a traditionally conservative business contexts and industries:
Firstly, you need to be not only the
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