(Updated) I received a message from a European media executive about my Lean Media framework proposal from a few years back. Here’s what I wrote at the time:
A few years ago, before the mobile startup, I heard Eric Ries give his Lean Startup stump speech at MIT. It immediately clicked with me. His focus was software development, but I realized that the things he was saying about product development, feedback cycles, and speed applied not only to software, but to media content as well. I had seen it with my own eyes. Print content, websites, video, music and other products/projects that were developed with these qualities in mind had many positive qualities. They were cheaper to produce, they made it to market more quickly, user feedback loops started sooner, and if they were new brands, they got a huge head start. They were also more fun to work on.
Conversely, products that took the big media approach — bloated teams, top-down directives, planned by committee, limited feedback cycles, etc. — encountered problems. They required huge staff and budget commitments, took years to complete, and seemed to have a higher rate of failure.
Almost immediately I realized there were some issues I had to think through (see Lean Media: The Importance Of Intangibles And Brands and The Lean Media mindset: Can it work for large companies?) even while I found more examples of lean media such as Led Zeppelin (who started lean) and The Deftones (who returned to lean).
Earlier this year, I started writing a book about lean media, but quickly realized that the idea still needed to be refined. This is what I told the European executive:
Thanks for reaching out. I started to write a book about lean media but stopped because A) I have too many other things going on with my business and B) it was hard to think through some aspects of the framework.
For instance: talent/creative can make such a huge difference in the success of a lean media project but “dream teams” with lots of resources can fail. “Creative” is also hard to measure, which in turn makes it hard to translate into actionable advice
Another intangible aspect: “Brand.” It is so easy to create in the lean media world but how it fits in with existing brands (if it is part of a corporate effort) gets very tricky.
There is also the issue of scaling a lean media project into a true business, if that is the goal. Perhaps it is beyond the scope of lean media, though, because more resources and coordination is required.
As you can see I still have some thinking to do about this. Ideally, at the end of the day I want to have a simple framework that managers/companies/entrepreneurs in all kinds of media industries can apply. But I am not sure if such simplicity is possible.
What I probably should do is talk with more people in the trenches. I know there is something here, but expressing it cleanly will talk more contemplation … and perhaps collaboration.