Entertaining a Renewed Customer Experience

Media and Entertainment stand ahead of the industry average in the digital transformation vision-driven quadrant. However, the industry lags in comparison to digital champions in the adoption of analytics to power strategy, transformation initiatives, IT, or business operations. Less than 15% of media and entertainment companies use mature analytics to power corporate strategy and prioritize transformation initiatives.

Rather than using consumer insights to guide decision making, respondents in the media and entertainment industry cite new opportunities and regulatory changes as the most important factors driving digital transformation. The industry will not be able to gain its desired success unless they focus on customer priorities, as customers are the major driving factors for success.

>Digital Transformation in a Highly Competitive Market

Top Concerns for CEOs in the Media and Entertainment Industry

Though the media and entertainment industry has made serious investments in digital transformation, they risk encroachment from high tech and telecom leaders trying to enter the market. While understanding the competition through predictive analysis will help mitigate the effects of future encroachment, media and entertainment CEOs will first need to address these top six concerns.

Cultural Change

Cultural Change

CEOs are feeling the pressure for a cultural change from being product-focused to an experience-focused organization. Listening to customer feedback will be a major driving force that will shift culture and make a massive impact on addressing the changes in media consumption habits.



Fragmented markets and increased competition from other media channels (i.e., social, owned & earned media) are forcing the industry to remodel the way it operates. CEOs will need to develop new service offerings focusing on entertainment bundles to reinvent the product-service portfolio.



While online entertainment consumption has risen notably for television, movie theatres, theme parks, museums, and other external consumption models are yet to catch up. CEOs will need to address consumer and employee demand for specialized, tailored, at-home services to overcome the changing tides.

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Migrating Legacy Systems

The cloud and digital transformation have resulted in the decay of long-standing business models. Powerful computing hardware is more accessible than ever, and this enables digital disruptors to start quickly with minimal upfront costs. For incumbents, migrating their legacy systems can be a mammoth task that reduces business agility in the face of intense competition from agile startups.

Market Disruption

Market Disruption

Rapid digitalization is at a pace never seen before, which can get tough to compete with for traditional players. CEOs will need to keep up-to-date with constantly evolving market trends, initiatives, and opportunities to overcome disruption and digitalization by industry leaders.

Cyber Security

Cyber Security

With the main source of entertainment becoming digital, the increased cybersecurity risk to entertainment, customer, and financial data has also increased. CEOs will need to consider the reputational, operational, legal, and compliance implications that may affect customer safety if cybersecurity risks are neglected.

Recruitment and Retention

Recruitment and Retention

Finding, training, and retaining quality talent is a top concern for any industry, but it is crucial for the media and entertainment industry. What will underpin a CEO’s success is personal involvement, evangelization, and transforming talent through a formal training structure to improve recruitment and retention.

A Changing Approach to the Customer Value Proposition

Media and Entertainment leaders are investing heavily in marketing, human capital, and legal, highlighting the urgency to reinvent their customer value proposition. Legal and human capital are high on the list for analytics investments over the next two years, with organizations trying to better streamline the legal operations and analyze their talent from a transformation and retention standpoint. New value chains will emerge based on a shared role in the customer life cycle. Based on our data, R&D, marketing, and sales will be about customer acquisition; services, production, and supply chain management will form the customer value delivery cluster; and finance, procurement, and legal will form the customer value enablement function.

The Most Successful Digital Transformations Are Powered by Analytics Capabilities

Our benchmarking services are powered by over 1.5 million data points in addition to our primary research and data collection capabilities. With access to leaders across more than 40,000 companies in various size segments, industries, and geographic locations, we can quickly gather additional data to address how your business is performing against the competition.

A graph showing which industries are investing the most in digitalization.

Source: Trasers

Data analyzed in this report comes from 4,000+ responses. For the media and entertainment industry, data from 251 companies have been used.

Our media and entertainment industry experts can offer insights into the following sectors:  


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The Need for a Company-Wide Approach to Digitalization

Media and entertainment organizations have made significant investments in cloud infrastructure, with nearly 70% using some cloud technology for big data infrastructure. These early investments allow the industry to deploy all things data and run analytics on the cloud rapidly.

However, organizations will not be able to make enterprise-wide progress when analytics and digital teams try to advance to the cloud without a centralized infrastructure model, architecture, procurement, and security policy framework.

When analytics initiatives are led by IT without any business involvement, the results are unsatisfactory, often generating minor impacts or adversely affecting the business. 51% of companies across all industries, where business units take charge of prioritization and strategy, provide detailed expectations, and drive the program (while the IT function leads implementation) have seen the most business impact. This finding is mirrored among media and entertainment organizations and industry leaders as well.

CIOs must identify company-specific gaps, share these with business leaders, and jointly prioritize digitalization investments to take a data-driven approach for digital transformation vision, priorities, and roadmaps.

Only 7% of Companies Are Delivering on Their Transformational Initiatives

Our research has shown that 30% of companies will fail to survive this decade due to an inability to evolve digitally. To address this negative trend, we have developed the Digital Enterprise Evolution Model™ (DEEM).

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DEEM allows our clients to recognize digital evolution patterns, implement benchmarking and prioritization strategies, and initiate application management protocols to satisfy stakeholder and market requirements.

A Lack of Benchmarking Analytics Investment

As mentioned before, the media and entertainment industry is above average in most aspects of digital transformation. Therefore, applying benchmarking analytics is a capability that companies can leverage to become the best in the industry.

To gain a competitive advantage, digital disruption must first be encouraged by investing in analytics and understanding customer behavior and changing needs. Companies should also invest in digital technologies that can create new value propositions to address those new needs and opportunities set forth by analytical insights.

In media and entertainment, transformation is about deep audience understanding that allows for smart personalization and delivering a superior digital experience across multiple devices. Companies will only be able to develop innovative products and services when they analyze their competition, customers, partners, and technologies at a much more aggressive pace than they are today.

Human Capital Management (HCM) Is Essential for Media & Entertainment Long-Term

Over the next two years, the media and entertainment industry will rush to make digitalization investments at an even faster pace to catch up in digitalization levels across all business functions. While there will be large investments in human capital and sales, the industry must first ensure they have a strong digitalization foundation that will allow them to implement and use advanced digital technologies effectively.

The priority areas for basic process digitalization in the industry are directed towards using connected devices, platforms, and portals to improve customer experience and enable value-added services to their products. However, the traction of advanced process digitalization remains restricted to around 20%-30% of companies, as most decision makers have either not internalized the significance of advanced digitalization or have not yet developed an understanding of how to deploy advanced technology capabilities within their workforce.

To realize the urgency of upskilling and addressing the skill gap of their workforce, media and entertainment leaders will need to recognize the requirement to transform their learning functions and build new capabilities to remain competitive.

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