A few years ago, I studied a major digital transformation initiative at a large global media company. Instead of trying to change the core of its legacy television broadcast operations, it decided to build an entirely new culture for its streaming service. It hired digital natives from Silicon Valley to helm key positions, built cutting-edge data analytics capabilities, embraced new ways to hire and groom talent, and even mimicked how Big Tech players had created self-service tech platforms for advertisers to target audiences.
Over time, once the process and culture reached a point of maturity at the spin-off, the plan
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