Managing the Shift to Next Generation Television

Columbia University’s Professor Eli Noam was in Oxford yesterday, 17 October 2019, speaking at Green Templeton College about two of his most recent books, entitled ‘Managing Media and Digital Organizations’ and ‘Digital and Media Management’: The title of his talk was ‘Does Digital Management Exist? Challenges for the Next Generation of TV’. Several departments collaborated with Green Templeton College in supporting this event, including the Oxford Internet Institute, Saïd Business School, the Blavatnik School of Government, and Voices from Oxford

Green Templeton College Lecture Hall

Professor Noam has focused attention on what seems like a benign and economically rational technical shift from linear TV to online video. Most people have some experience with streaming video services, for example. But the longer term prospects of this shift could be major (we haven’t seen anything yet) and have serious social implications that drive regulatory change, and also challenge those charged with managing the media. What is the next generation of digital television? Can it be managed? Are the principles of business management applicable to new digital organizations? 

The Principal of Green Templeton College, Professor Denise Lievesley opened the session and introduced the speaker, and two discussants: Professor Mari Sako, from the Saïd Business School, and Damian Tambini, from the Department of Media and Communication at LSE, and a former director of Oxford’s Programme in Comparative Media Law and Policy (PCMLP). Following Eli Noam’s overview of several of the key themes developed in his books, and the responses of the discussants, the speakers fielded a strong set of questions from other participants. Overall, the talk and discussion focused less on the management issues, and more on the potential social implications of this shift and the concerns they raised. 

Roland Rosner, Eli Noam, Bill Dutton, Mari Sako, Damian Tambini

The social implications are wide ranging, including a shift towards more individualized, active, emersive, and global media. There will be some of the ‘same old same old’, but also ‘much more’ that brings many perspectives on the future of television into households. The concerns raised by these shifts include threats to privacy and security to even shorter attention spans – can real life compete with sensational emersion in online video? Perhaps the central concern of the discussion focused around media concentration, and not only in cloud services, such as offered by the big tech companies, but also in national infrastructures, content, and devices. 

This led to a discussion of the policy implications arising from such concerns, particularly in the aftermath of 2016 elections, mainly around the efforts to introduce governmental regulation of the global online companies and governmental pressures on platforms to censor their own content. This surfaced some debate over the cross-national and regional differences in approaches to freedom of expression and media regulation. While there were differences of opinion on the need and nature of greater regulation, there did seem to be little disagreement with Eli’s argument that many academics seem to have moved from being cheerleaders to fear mongering, when we should all seek to be ‘thought leaders’ in this space, given that academics should have the independence from government and the media, and an understanding informed by systematic research versus conventional wisdom across the world. 

Eli Noam presenting his lecture on Digital Media Management

Eli is one of the world’s leading scholars on digital media and management, and his latest books demonstrate his command of this area. One of the speakers referred to his latest tome as an MBA in a box. The text has a version for undergraduate and graduate courses, but every serious university library should have them in their collection. 

Bill and Eli with Susanne, a former Columbia Un student of Eli’s, now at the OII and Green Templeton College, holding Eli’s new books


Eli Noam has been Professor of Economics and Finance at the Columbia Business School since 1976 and its Garrett Professor of Public Policy and Business Responsibility. He has been the Director of the Columbia Institute for Tele-Information, and one of the key advisors to the Oxford Internet Institute, having served on its Advisory Board since its founding in 2001 through the Institute’s first decade. 

His new books on digital media and organizations have been praised by a range of digital and media luminaries, from Vint Cerf, one of the fathers of the Internet, to the former CEO of Time Warner, Gerald Levin and former CTO of HBO, Robert Zitter. 

An interview with Eli Noam will be available soon via Voices from Oxford.

The New Status Symbol: A Secret Email Address

I have been so wrapped up in communicating with my colleagues and those who contact me, that I have missed the rise of a new status symbol. I recently took on a task that led me to contact a range of academics, with excellent track records in their respective fields. Some are simply known to be strong academics, others approach virtual ‘rock stars’ in the academy. I was struck by how often I found it quite difficult to find the email addresses of many, particularly the stars.

Clearly, all the academics had ample information online about their record of publications, their career and various academic positions and activities. They also have links to their Twitter, blog and Websites clearly identified. But email addresses are surprisingly often hidden, if not totally absent.

Some sites have a form to complete for staff to decide whether and how to forward a message to the academic they support. Some have an email tucked deep in text explaining how busy they are and that they cannot be bothered to respond to solicitations, requests for endorsements, and so forth. Some just don’t give you a clue about how to reach them by email.

What is going on here? One possibility is simply a rational response to the impossible task of keeping up with email. Many of us could spend their entire day simply responding to email. So if you want to pursue your own priorities, rather than only responding to others’ priorities, maybe making it more difficult to send you an email is a very pragmatic response. They could move to the Midwest, for example, but it might be easier to hide your email address. th-1

Another possible fix is to delegate email responses. At one time when I could ask an assistant to filter and respond to some email, I found myself taking more time going over decisions with my assistant than it would take me to work directly with my mail. I’m not sure there are good short cuts.

When I am busy on a deadline or travelling, I can get so far behind on email that many go without responses, and are eventually buried in the inbox. So maybe it would be better to not have an open email address than letting people believe you simply choose not to respond. Either way you irritate people you’d like to help.

Many of us are hooked on email because opportunities come your way, such as potential collaborations, prospective students, news, or job openings. You can argue that if a person really needs to reach you, they will find a way. It is not uncommon for example for people to ask me how to reach a colleague – a communication role I try to avoid. Nevertheless, it takes some confidence and courage to knowingly cut your self off from many emails.

But I don’t think you can reject the possibility that this has also become a sign of one’s status. It is a trend that is growing and among top people in your field. They are among the best at managing their time, and they are very busy following their own agenda. So they have less to lose, and more to gain, but protecting more of their time. So it might be a sign of one’s status, but also a rational response to the threat of email undermining one’s priorities. But for now, I’ll keep my email address public.

What Meetings Should Academics Avoid?

Colleagues will tell you not to waste your time blogging, or spending too much time doing this or that, but few ever tell you not to waste your time in meetings. In fact, they ask you to come to meetings all the time, and seldom if ever advise you not to attend a meeting, however problematic the topic or the expected likelihood of a meaningful discussion. Seeing my own colleagues on the meeting treadmill, largely of their own making, I thought I should give some unsolicited advice to the blogosphere of academics who need to have some framework for deciding what meetings to avoid.

So here are my preliminary thoughts on how to think about (avoiding) meetings that are unnecessary or otherwise a waste of time for academics on the publish, have impact, and perish road to promotion. But there are also some general rules:

  1. You can always say ‘no’ to being on a committee or taking on an administrative assignment. No competent administrator who understands scholarship would fault you.
  1. Leave as much governance and administration as possible to senior faculty, who have been promoted.
  1. Teaching trumps research, when teaching loads are reasonable. Research trumps administration and administrative meetings.
  1. Good citizenship is important, but citizenship does not overcome weak teaching or research.

That said, here is a framework to help you think about what meetings you might avoid:


Type of Meeting
Administrative Training Networking Research
Unavoidable, unless Conflicting with Higher Priority, e.g., field research, teaching Faculty Meetings; Review with Head of Unit; Required (increasing in number) Social Events for Colleagues; Introducing Yourself or Your Work to Colleagues Presentations or Evaluations of your Work; Meet to Solve a Problem or Assign Work
Avoidable, but Go Retreats, Away Days, Meetings You Call, Meetings that could talk about you or your work Topic or Skill or Procedure you Want to Learn Coffee or tea with a colleague; Meal or drinks with 2-5 colleagues Seminars, Lectures, Roundtables, Coordination of Research Projects
Should or Must Avoid Long Faculty Meetings; Routine Meetings w/o Important Items; Large Meetings Efforts of Administrators to Save Their Time; Cover Their Backside Meeting to Impress Colleagues; Talk about Other Colleagues Top Down Efforts to Promote Collaboration

I’m sure that many will disagree with my advice, or have better ideas or frameworks, so I’d like to hear them. Meeting overload is a real problem.