In his case the driver is how information is created and monitized by a media company with an "array of television channels, Web sites, a radio network, airport TV sets and magazines" as is the situation with CNN. It seems to be mostly about money, advertising dollars, but if you look closer it is not a stretch to see that Mr. Estenson could easily be looking at the need to create a sustainability strategy across all the CNN properties and to see it as building a trusted network in a network company.
Our call for leadership from among the CMOs and marketing professionals especially in large Enterprise companies is what Mr. Estenson (he's been at CNN.com since July) exemplifies. Here are some comments from the New York Times article, Can the Go-To Site Get You to Stay? (January 18, 2009).
“It’s a very complicated thing to integrate newsrooms, to change people’s job descriptions, and to establish trust across multiple platforms,” he says. “The challenge is herculean.”
Propelled by what he calls the “constant positive dissatisfaction” of his bosses, Mr. Estenson is acting as CNN.com’s in-house optimist, constantly trying to improve the site’s vision.
To that end, he wants to ensure that CNN.com’s success doesn’t cripple innovation. “Fear of change can send you to a very conservative place,” he says, rolling up his shirt sleeves. “We want to redefine the news experience.”
The above graphic shows how we see the connection between his conversation and our focus on sustainability as a business strategy. This view of change takes Mr. Estenson's language and puts it in the context of a sustainability initiative. We think this puts the emphasis where it should be in this period of a new and invigorating air of change and financial makeovers. In companies with an outdated strategic planning process, we offer "Strategic Doing" as a starting point. It's a discipline and innovation by Ed Morrison of the Institute for Open Economic Networks.
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