娇色导航

Cathy O'Sullivan?

Kia ora and welcome to 娇色导航leadership Live New Zealand. I'm Cathy O'Sullivan, Editorial director for foundry in Australia and New Zealand. My guest today is Katie Macdiarmid, Chief Information Officer at New Zealand Media and Entertainment Group.? Tēnā koe, Katie welcome to the podcast.

Thanks for being with us today. ? Katie Macdiarmid? Thank you, Cathy.

It's wonderful to be with you. ? Cathy O'Sullivan? Great stuff.

And look always love to hear about CIOs' origin stories. So can you tell us a bit about how you got your own start in technology and your career to date? ? Katie Macdiarmid? Yeah, absolutely.

So I like to describe it as one of the best accidents, really, that happened for me in my in my career.

So I came out of university not really knowing which direction I wanted to go in, but I was just hooked by this particular job advert that I saw, which was for the very, very early days of the Internet, where the company in question was looking for people to come and help sell Internet access to small businesses.

And so it really was very emerging days of the Internet era as we know it today. And I feel really lucky in some respects, that that timing was as it as it was, but it that gave me the the stepping stone.

And again, I'm not sure if I necessarily thought that that was a career in technology at the time, all I knew was that it was it gave me the opportunity to talk with people and learn new things.

And you know, I still have some really strong memories of some of those sessions with really clever architects at the time that were trying to explain, or were explaining how, how the Internet effectively was, or the opportunities that it was unlocking for businesses.

And you know, from there, I moved through what was sales roles initially, then into more high value account management roles, and then moved from there into more of the delivery side of the business. So that was my transition.

And through that time, there were quite a quite a few key milestones.

But you know, a couple of the things that really stand out for me were working with the AA, the Automobile Association in the UK, and where we built out the first online map and travel portal for the UK, which, if you think back now, how ingrained that is into our everyday lives.

That's pretty significant.

And then working with Cable & Wireless, where we had to manage a massive email migration, where I really learned the ropes, as it were, around really thorough project delivery and the, you know, the capabilities that you need to bring together all different teams and functions and features.

So, you know, that was really the key the journey for me into those technology leadership roles. But it came about in quite an interesting, interesting way. ? Cathy O'Sullivan?

So your path has led you to New Zealand, and you have been appointed as NZME's CIO, which I understand, is a newly created role.

So tell us a bit about NZME, especially for those listening overseas who may not know about NZME and what you and your team are responsible for? ? Katie Macdiarmid? So, yeah.

So NZME is New Zealand Media and Entertainment.

It is a media business with multiple brands really focused in publishing and audio, and then our real estate pillar, which is OneRoof, there are many brands that interconnect audiences with their advertisers, depending on the channel and the format, whether it's print or digital or video.

So it's a pretty dynamic industry to be in. I joined NZME in 2016 as a project consultant at the time, and got involved in the digital part of their business as we were driving our new digital ventures out to market.

So there are a number of different strategies that were that we were working with at that point to really provide new revenue streams to the business.

So I joined in 2016 and then once those new digital products had gone to market, I moved into more of a business operation, operational role to really establish our ways of working with the new digital ventures.

And in some cases, we were trying to set the business operations up as if these were startups within the wider enterprise.

So I spent some time there and then in 2020, I became GM digital products that was, I'm sure we all remember 2020, that was, of course, bang in the middle of COVID.

And I feel really humbled in many respects, actually, to have that opportunity at that moment in time. Because we all know how, how challenging it was. But for me, that was a real, you know, real stepping stone into this leadership role that I have now.

And so then, most recently, have become CIO. It is a new role where we are effectively responding to the next wave of technology evolution and the advancement throughout the business.

And so it brings the digital teams and the core technology teams together, looking for opportunities to collaborate more, looking thinking about the future of content convergence, and then also really leaning into the role that AI will play, whether that's at an enterprise capability base level, or whether that's much deeper in certain areas, as it actually already is today in parts of our business.

So it's that's the rationale and the why we're still very early days and on that journey. But it's, yeah, I guess that gives us the context for the opportunity indeed. ? Cathy O'Sullivan?

And as you said, you know you spent several you've spent several years with NZME now and with you leading that digital products team as GM, tell us a bit about what some of those achievements were during your tenure in that role, ? Katie Macdiarmid? Great.

Yeah. So for for me, as I reflect on on that time, really, there are a couple of major shifts.

Firstly, we've, we've made some some really significant technology advancements, and some of them have required pretty bold and big technology projects or digital technology products where we have rolled out completely new capabilities to the way that the newsroom work.

And you know the newsroom as a 24 by seven operation. It reminds me of, you know, times working with the NHS in the UK, where there is no good moment in time to transition to a new a new system.

And you know the team, and you know, I give credit to many other people for this, but in this time, we've transitioned to a completely new content management system, and that required, you know, taking 300 journalists who could not put their their ways, you know, their day to day activities, down for for training and so on.

But really needed to lean into this new capability. So we've made that shift.

We have really led the way in personalization and the way that we're thinking about personalization, and most recently, we've made another significant shift in our technology stack for the digital products as well, so that we can really start to be much more dynamic about the the subscription offers that we put in front of our customers.

So that has required us getting to a really good operating model.

So that would be, I think, for me, the biggest achievement, as you know, overall, is really working out how the digital teams can best operate, so that we're working on the highest priority items, also that we're giving people a real sense of purpose in their day to day work and people feel that it's within, within a framework of good controls and governance, and so we've, you know, just really had to shift the the way that we plan and prioritize so that you can have those conversations.

And it's not just a kind of constant battle back and forth of tension. So operating model and those key strategic projects would be the summary of those achievements. ? Cathy O'Sullivan?

And in your new role, Katie, you've you've mentioned that, you know, AI is very much on the radar. So how do you see AI and Gen AI, you know, impacting NZME and how do you think it can create value for the business and your audience and customers?

? Katie Macdiarmid?

On every single level, but also, you know, we all need to determine where we spend our effort and where we don't get distracted. So having a really clear view how we have those priority conversations, and we don't just go off kind of chasing, chasing, you know, ideas.

So, you know, for a media business, clearly number one is, how do we create content? So whether that is to support the content creation process.

So today we have an AI editor tool that is supporting the newsroom to make sure that, you know, they've got a good headlines, that they've got good, you know, clearly good grammar, that they've got summaries where they need them.

So content creation at that level to support it, and then in other cases where it makes sense to fully create, but with human oversight, beautiful campaigns and marketing assets. So you know, big use cases across the board there.

The next layer for us is, of course, how we can personalize and how we can be really clear on specific audience segments and what they might need, and how we're driving a slightly more tailored experience to different audiences.

And there'll be a lot more that we do in that space.

And then, of course, behind the scenes efficiency for many, many teams, or almost probably all teams, but also one area for us that many of us are really using AI as that thought leadership partnership as well, and just having an ability to think something through challenge it look for a different perspective.

And you know, there's all I'm working with all the teams around the business, around those key use cases of how will AI support you as a creator, a strategist and as as your assistant, you know they're really the three, three main areas. ? Cathy O'Sullivan?

So that brings me nicely to asking more around you know, how you manage those conversations, internally and externally, with your with your stakeholders, about the use of AI? There's definitely some, I would term it 'cautiouscuriosity' around AI in this region. So what kind of conversations are you having?

? Katie Macdiarmid?

Yeah, I think we are clear on our guard rails. We are clear and you have to be, have to be as as much as you would be with anything else. And so I do say around caution as well. Ultimately, we need to think about this as a tool.

And so where will we use a tool and what with the right oversights? You know, it's the same, it's the same mindset effectively to that. So giving our teams the right guardrails, also helping teams work through how they might approach it.

So for example, I spent some time with one of the sales a group of sales team last last week, where, you know they're an ideas group. You know they have many, many, many, many different ideas. But actually, you need to categorize these things.

You need to know where to start. There's no point. You know, going too big and blue sky. I mean, sometimes that's a great thing.

But ultimately, if you're thinking about how you're going to take people on the journey, you need to give people a framework around that we have put together again. It sounds obvious, but training and tools together, you can't have one without the other.

There's no point us running a training program if we don't give people the tools at the same time. And likewise, you know, we've when, if we're rolling anything out for different teams, we're wanting to make sure it's done at a functional level.

What is what does this particular team need versus a blanket, a blanket approach, and then, of course, also having the clear conversations around the benefits, you know, why are we putting another cost effectively into the business with, you know, even just the use of the tools or other bespoke builds.

What's the outcome? Is it more revenue? Is it increased audience engagement? Is it increased efficiency? And we know we need to be clear on that.

So at a board and an exec level, we have put together a an overarching scorecard that brings together those benefits so that the exec and the board can also believe in why and then how we will track and we can have those conversations around where we focus our efforts and where we where we don't.

? Cathy O'Sullivan?

Yeah, technology has had such an impact on the media industry. So it'll be interesting to see where it goes with AI.

Is there any other potential or use cases that you're looking at for other emerging technology in the organisation, or anything that you're particularly excited about coming down the line? ? Katie Macdiarmid?

I think the things that I am curious about I certainly don't have the answers to, is in this particular space, is what the emerging trends will be for our end user devices.

So our phones, our tablets, of course, our laptops, but any other end user devices and what that means for content consumption. So how will our smartphones evolve? Of course, they will have aI enabled throughout them, but what else will that mean for consumers?

And then building on from that, I think the other emerging technology that has been around for a while, but I think now might have its real moment in the sun, is augmented reality.

And again, if you're thinking about how you know, the business of news and content is delivered for the right type of content. I think augmented reality plays a really powerful role in that.

If you can start to really bring something to life and then put the consumer or the audience in control of how they interact with that and how they understand what might be going on in a certain situation, so they'd be the two things I think that stand out the most for me.

There are others, but ultimately, yeah, I think just, they're the they're the two that I'm most curious about. ? Cathy O'Sullivan?

So then Katie tell us what role do partnerships with the likes of MSPs or technology vendors play in your tech strategy and and what does a good partnership look like to you? How do you decide when you're going out to market, who's worth partnering with and on what?

? Katie Macdiarmid?

Yeah, it's they're really important.

And I think on a personal level, then, you know, I know they're even more important to me, me personally now in this role where I want to make sure that I'm continuously learning and connected to what the opportunities might be in different industries and different verticals and and potential opportunities.

So they're, they're really, you know, really, really valuable. We always, I think we would, you know, classify our vendors in two categories. Of course, you know, there are the real in depth partnerships, and then more of the general utility providers.

And so, you know, if I really focus in on the partnerships it, we want it to be a two way conversation.

We want them to really understand what we're trying to trying to achieve, and then and where it makes sense to really challenge us on the approach that we might be taking so, you know, is there another is there another way?

Is there a proof of concept that perhaps they could support us with? Again, what other partners do they have or customers do they have that maybe we can talk to most MSPs will have access to those, you know, innovation hubs and or different sessions and leadership discussions.

So I'm certainly spending more time having those conversations and looking at how I can then connect the subject matter experts and their teams with with those in my team here. ? Cathy O'Sullivan?

And just speaking of your team, then, I mean, how do you approach getting the best out of them, making them feel they're engaged and growing in their roles? Tell us about your approach to team leadership. ? Katie Macdiarmid?

So I think being really clear that everyone has a different set of motivations. Is is really important starting point. And then building trust and transparency.

I really, truly believe in, of course, creating cross functional teams where it makes sense, decentralizing decision making where it makes sense, and then really empowering small groups to to, you know, really drive their own their own road maps and their own outcomes, as long as, of course, everyone is comfortable and clear what the guard rails are.

What types of decisions need to come come to a more centralized, centralized function. So yeah, trust and transparency and building an operating model that enables those types of conversations, and then with with the team, building a diverse way of thinking.

And so that might be just how we approach problems, how we mix up the teams from time to time, how we pair people together. But really creating that diversity of thought is really, valuable.

And then certainly from my perspective as a leader, I know that I am absolutely indebted to the people that are in my team, who are those who are, you know, able to really drive things forward, so really doing what I can to support them and asking them directly how I can help them is fundamental to that.

? Cathy O'Sullivan?

So you spoke about the importance of diversity of thought, and look, IT has had a problem in terms of attracting different minds of all kinds to consider technology as a career.

So what can we do better in terms of attracting people into the industry and thinking about technology as a career? ? Katie Macdiarmid?

So one thing that we're finding works incredibly well is working with the universities on their graduate programs, and that is a pretty informal approach that we have here at NZME, but we've had huge success with that, and that really has lent itself to much more of a diverse team here at NZME.

But I do think that it is around giving people and presenting, as we do, a really flexible work place. And so yes, COVID has been a big part of that.

I think that really unlocked an opportunity for us, in many respects, around flexibility of of in office days, the type of work, the way that the cross functional teams were working.

But again, that has really enabled us to become a an employee, that I think offers real flexibility and diversity as a result of that, and that enables much more of an unrepresented group to come forward, because they know that that will make it much more viable for them.

? Cathy O'Sullivan?

And what are the skills that you think you know will be more in demand in in the next five years? ? Katie Macdiarmid?

So for me, this is interesting. Certainly there are really strong technology skills that we need to really lean into.

And so yes, AI, clearly, is, is is fundamental to that, as is that real, strong understanding of data itself and how to protect it, how to leverage it, how to monetize it, etc.

But actually, for me, I think that there is a real an even stronger place for that strong, analytical mind, communication skills, empathy, you know, all of the core skills that are really about bringing people and teams and decisions and technologies all together for those, those discussions around what the opportunities are, those skills are even more important than ever, as we look at much more of an AI enabled landscape.

So yeah, I think it's exciting for certainly from someone who was not a technologist in in the past that actually, I think this next wave brings even more of those, those skill sets to the floor as well.

Yeah, certainly seeing that from a lot of CIOs underlying the importance of those, those soft skills in the years ahead.? So then Katie, just to wrap up, tell us about the next months ahead. Are there any exciting initiatives in the pipeline for you and the team at NZME?

? Cathy O'Sullivan?

Always exciting initiatives in the pipeline. So we are coming off the back of pretty major projects, so we will be, in some cases, allowing the teams to really reset and then start planning ahead into into next year.

At a strategic level, we have a long range plan that we're we're kind of fleshing out and really challenging ourselves on around.

What, as a company level, what we really, truly believe then the next key Horizons will be, and we're building out our strategic roadmap aligned to that, and trying to understand the key business value priorities and being really clear on what the top priorities are and where we need to, you know, make where we need to just park things for a while.

And so we see a really strong opportunity for us in audio, video convergence and the convergence of that full experience.

I think, up until recent history, the way that you consume content has always been either audio or written or video, and now we're just going to see that all kind of come together, and our audiences will just want to pick and choose at any moment in time how they're consuming content.

So that is one key area that we think we well, we know we will prioritize, and we need to understand how we might do that. And then, of course, a wider AI enablement.

So we're looking at all of our enterprise systems and making sure that they are AI enabled at every single, every single level. So that's pretty, pretty, pretty key for us.

And then amongst all of that, really leveraging the the capabilities and the assets that we that we have just to give ourselves, you know, the best, best innovation opportunity that we have off the back of that.

Well, there's never a dull day in the media industry, and we will watch with interest and wish you all the best with the role ahead. Katie Macdiarmid, Chief Information Officer at NZME, thank you so much for your time today. ? Katie Macdiarmid? Thank you, Cathy.