211 kent nejm beta
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Transcript of 211 kent nejm beta
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Learning by Doing
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Old Journal World
ReaderJournal
Text
Line Art
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New Journal World
UserJournal
Text
Line Art
Animation
Audio
VideoMeta-data
Databases
XML
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Facing the Future
• Users control more of the value equation• Workflow is king• Computers are disappearing into the role
of a utility• Differentiation is vital to an online brand• Cycle times for innovation are shrinking
– Adoption rates are very fast for most users
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The Existential Question
“If something isn’t where I am and in the things I use, then it’s not cool, and it might as well not exist.”
22-year-old reflecting on how brands stay relevant
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Yoda Knows Beta
“Try not. Do or do not. There is no try.”896-year-old reflecting on how a Jedi stays
relevant
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Beta Than the Real Thing
• Eight development initiatives on NEJM in mid-2006
• No way to identify them as a theme• No way to get audience input or insights• No way to coalesce brand equity of innovation• No indication that this was part of our plan
• July 2006 – Launch beta.nejm.org
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Beta Carrot Team
• Google Labs• Yahoo! Beta• Fidelity Beta• MyTimes Beta (NY Times)
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Beta Aspirations
1. Increase the pace of innovation
2. Create a more cohesive development team
3. Find ways to highlight new items online
4. Integrate customer feedback into development efforts
5. Become more agile in our development
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Past Poll Questions
• Do you currently use an electronic medical record?
• If NEJM were to begin a blog, what topic would be of greatest interest?
• Do you own an iPod?• Have you used Wikipedia to find medical
information?• Which general search engine do you use
most?
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Beta Measures
• July 2006• 4 New Projects, 2 Graduates = 6
• June 2007• 8 New Projects, 4 Graduates = 12
• July-August 2007• 8 New Projects, 8 Graduates = 16
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How It Works Technically
• Two-tier architecture – home page and individual feature pages
• Polling tool using Flash• Hosted in-house• Designs to populate Beta features to main
site• Features built case-by-case, architected
similarly
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How It Works Logistically
• Weekly 1-hour meeting• Team includes: Product Development, Operations,
IT, Designers, Editorial, Artists• 6-10 people in the meeting usually• Two key decision-makers – publishing and editorial• Projects are updated, launch plans made,
handshake with operations• New ideas have a quick intake process, goal is to
“do it”
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What I’ve Learned
• Technology doesn’t beat ideas• Users are way ahead of us• Interfaces make a huge difference• Content can be in many forms• Making stuff means rolling up shirtsleeves• Risk is often overblown by the skittish• Making it in beta teaches us a great deal
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Beta Report Card
A Increase the pace of innovation
A Create a more cohesive development team
A- Find ways to highlight new items online
A Integrate customer feedback into development efforts
A Become more agile in our development
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Brand New
“. . . leading brands constantly maintain their relevance to a targeted set of customers and sustain their credibility by increasing customers’ trust of and loyalty to them”
“[a leading brand] fosters innovation and brings new products and line extensions into its value proposition.”
What Makes Brands Great? by Chuck Brymer
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The EndKent R. AndersonExecutive Director
International Business & Product Development
?