Adam Gonnerman

Midjourney The entertainment industry has always been about transporting audiences to new and exciting worlds. From the days of silent films to the rise of streaming services, the medium has evolved to meet the changing needs and expectations of consumers. As we move forward into the future, it's clear to me that the next frontier for media and entertainment lies in world building at a massive scale. Streaming companies struggling right now with their revenue model, and I think we can expect to see more consolidation and mergers with other entertainment businesses as well as companies in adjacent industries. The end result will be streaming services that are part of much larger portfolios, encompassing everything from theme parks to books and beyond. These companies will create brand worlds that allow fans to immerse themselves in their favorite universes like never before. At the heart of this trend is the idea of fandom. Fans today want to do more than simply watch a movie or re

The layoffs of late 2022 and early 2023 in the tech sector remind us that there is no such thing as job security. Even if you are a talented and hardworking tech professional, you are not immune to layoffs or company downsizing. Therefore, it is crucial that you focus on your career development, both to improve your employability and to increase your earning potential. My great aunt Mildred worked for the same company in Tulsa for 40 years, retiring with a good pension and a nice write-up in the local newspaper. That is a bygone era, where employees stay with one employer for their entire career. In today's job market, it is common for professionals to change jobs multiple times throughout their careers. In fact, a recent study found that the average worker stays at each job for only 4.1 years.* In my own case, the longest I've managed to stay anywhere in the past 10 years was 4 years and 11 months. That's no reflection on me, but on the turbulence that the media technology

Introduction Scope creep is a common issue that arises in technology projects, which can cause delays, budget overruns, and frustration for both project teams and stakeholders. It occurs when the scope of the project expands beyond its original boundaries, leading to additional work and requirements that were not included in the initial plan. In this blog post, we will discuss some effective strategies for dealing with scope creep on technology projects. Establish clear project goals and objectives  The first step in preventing scope creep is to define clear project goals and objectives at the beginning of the project. This involves establishing the scope of the project, identifying the stakeholders, defining the deliverables, and setting a timeline and budget. By having a clear understanding of the project's objectives and requirements, the project team can better manage the project's scope and prevent it from expanding beyond its original boundaries. Set realistic expectation

Introduction In any organization, managers play a critical role in supporting their direct reports and ensuring they can work productively and effectively. One of the most significant challenges that managers face is shielding their team from last-minute changes, shifting priorities, and other distractions that arise from higher up in the organization. Here are some tips for managers to help mitigate these distractions and support their team's productivity.  Establish clear priorities and communicate them regularly One of the most effective ways to reduce last-minute changes and shifting priorities is to establish clear priorities upfront and communicate them regularly. This helps ensure that everyone on the team is on the same page and understands what is expected of them. Encourage open communication, so your team members feel comfortable discussing any concerns or questions they have.  Create a buffer As a manager, it's important to anticipate the possibility of last-minute

When I was in 6th grade, way back in the 1980s, an odd educational fad swept into the rural school district where I lived. Suddenly we found ourselves being put into groups on a daily basis for our various subjects. Whether it was science, history, English, or social studies, we were told to find groups or to count off and form groups around numbers, then do whatever assignment there was. I hated it. Always there was at least one who was highly motivated and took charge, one or two who helped with whatever the leader(s) said was needed, and a slacker or two. I hated being the primary one pushing to get things done, and I also despised being the lazy member. You would think that a person could simply decide not to be lazy, but apparently that's not how it works. In some groups I simply got the feeling that everyone else had a job to do and there was no place for me, and that my contribution wouldn't mean anything. Still, I felt guilty every time it happened. This dynamic plays

Jeff Geerling (CC BY-NC-SA 2.0) It's been said that "if all you have is a hammer, everything looks like a nail." That's a cognitive bias called the 'Law of the Instrument,' and one that I've encountered in the workplace a number of times. It might sound familiar to you as well.  The worst example I can give is of the time I worked in a division of a company that used Power Point for pretty much everything. All reporting took place through Power Point slides, which is fine for high level presentations but not great when you need to get into details. Not long into my employment I was told emphatically that I had to create a 'detailed project plan' in Power Point. On one occasion I joined a meeting to discover that the person running it had used a one slide Power Point deck for the agenda. It was as if no one could imagine there being a different way to work. Honestly, I don't know how it gets this bad in an organization. That it becomes a hidebou

One of my great aunts worked for 40 years at the same company, retiring in the 1960s. Such longevity is practically unheard of today. In my experience, there is good and bad around someone being at the same company for more than a few years. Having been through a few reorgs and layoffs at companies, I am not often surprised any more at who gets the boot (including when it's me). More often than not being laid off isn't something to take personally. If you've been laid off as part of a larger reorg, it generally just means that there was a perceived redundancy or an 'opportunity' to shift work around and save some money. You are just a name on a row in an excel spreadsheet, and on that same row is your title and salary. Still, it is a little shocking to me when someone with years of experience with the company, and a solid reputation, is shown the door. It really shouldn't be surprising, because it really comes down to that salary. Someone who works their way up