The Right Perspective on Digital Content
Preview:
DESCRIPTION
Adapt to the digital world: The right perspective on digital content - a special report from Cap Gemini in Intellectual Property.
Citation preview
- 1. SPECIAL REPORT Adapt to the digital world The right
perspective on digital content
- 2. Adapt to the digital world The right perspective on digital
content Digital Natives: Predicting the Future of TME The Internet
has irrevocably changed the landscape for digital rights
management. With a rapidly growing market, telecom, media and
entertainment (TME) industry players have to re-evaluate their
business models to maximize opportunities for tapping new revenue
streams. Find out how Capgemini can transform your management of
digital rights and intellectual property to help you take advantage
of the latest trends in acquiring, packaging and consuming digital
media content. Detecting early indicators of change is a crucial
skill for TME companies looking to stay successful and relevant.
Younger generations, more technology-savvy than ever, hold the key
for companies to predict where the market is heading. The World
beyond Digital Rights Management Rapid advances in digital
technology mean digitized content is readily available to most
people. What does this mean for content owners and commercial
stakeholders in terms of protecting intellectual property and
commercial rights? In this book, Capgemini looks at the technology
and architecture behind digital rights management that companies
can use to better manage their approach. Best Practice in
Intellectual Property Management Weighed down with large content
assets and legacy solutions, many large and established content
providers lack the flexibility to seize market opportunities. In
particular, sub-optimal rights management is emerging as one of the
major issues hindering them from further commercial success.
Capgemini can show TME industry players how to capitalize on
intellectual property management trends. The Intelligent Way to
Manage Your Intellectual Property Many media organizations have
difficulty coming to terms with the challenge of defining,
implementing and sustaining an effective IP solution. Capgemini is
working with industry players to enable them to turn intellectual
property into valuable assets.
- 3. BEST PRACTICE IN INTELLECTUAL PROPERTY MANAGEMENT: trends
and analysis 01
- 4. Grasping the opportunity in a changing market Successful
businesses understand that proliferation and the effects of new and
radical market change presents both risk uncertain shifts in user
demand on their and opportunity. For those who can align business
models and IP management. The themselves to new market demand the
lack of certainty has impeded investment in rewards can be huge;
for those that cant some companies, causing them to delay the
effect can be catastrophic. During times spending until a clearer
picture of the future of radical change the hallmarks of success
market and its demands have emerged. are the ability to respond
quickly and Others have tried to cover all the possible
effectively, combined with the willingness to outcomes, and have
seen both their costs experiment. These characteristics tend not
and the complexity of their supporting to be associated with big
companies, infrastructure increase, due to their tactical although
large companies possess other investment strategies. The number one
issue with attributes that give them advantages over regard to
rights management is their smaller rivals not least the advantages
The good news is that industry consensus clarity clarity as to what
rights of scale. The challenge is therefore to act is now emerging
about future business weve acquired and of the big, but to think
small. models and the technical requirements of current inventory
of rights. supporting them. Best practice, gained from John
MacGuire, Head of Corporate 2008 sees the media and entertainment
considerable hard-won experience, is now Systems, BBC Worldwide
industry midway through such a period of available to guide
companies on their journey radical change, as technological
innovation and help maximise the effectiveness of their
fundamentally alters the way in which technology investment. Whats
more, IP content is consumed by customers and management has been
identified as such a presents a wide range of new distribution
pivotal issue for commercial success that it channels. now has
board-level attention and support. The race to tap the huge
potential revenue Change is not a new phenomenon in this streams on
offer has started in earnest. industry. It has already weathered
much technologically-stimulated transformation If you are
considering how to improve your from the advent of printing to the
birth of IP management, this report provides vital television, and
everything in between. insight including: Todays major content
players have survived Why IP management is vital to success in and
prospered amidst the relentless the digital market highlighting the
issues introduction of new types of media, new that all companies
should be aware of. distribution channels and new technologies, Key
trends in IP management analysing and have successfully responded
to huge the most pressing priorities and concerns shifts in
consumer demand. of content providers. The golden rules of
successful IP Now, however, they face arguably their management
revealing our top tips to biggest challenge and opportunity to date
successfully exploit IP in the digital age, the transition to the
digital market. And with gained from the combined experience of
large content providers forecasting a thought leaders at Capgemini
and SAP. significant uplift in revenues from digital Next steps a
guide to how you can find content , 2008 may very well turn out to
be out more about IP management in the a landmark year in this
transition. digital age and participate in future networking
opportunities and high-level No-one can afford to be complacent in
this collaborative research. 1For example: Disneys CEO Robert Iger
has challenging and fluid market. A lucky few forecast that his
company will see digital revenues grow from $750 million to over
are quietly confident. Most companies, $1 billion in 2008. Beth
Comstock NBC however, have varying degrees of concern Universals
president of Integrated Media stated in January 2008 that she
expects her company about how they will cope with the inevitability
to pass $1 billion in digital revenue by the end of change, the
consequences of platform of the year. 02
- 5. Why rights management is key to business success in the
digital age The effects of a major content revolution are now being
felt across the media and entertainment business. Technology has
lowered the barriers to market, fuelling a boom in user-generated
content (UGC) and enabling content creators to experiment with
direct-to-market strategies. At the same time technology has
created new opportunities for content, as well as a proliferation
of new routes to market and a large range of innovative content
applications. Promising new opportunities are being presented by
social media and user- generated content, mobile rich media and
digital advertising amongst others. Media and entertainment
companies are positioning themselves to exploit the opportunity by
aggressively pursuing a multi-platform distribution model for their
content. However, to be successful this needs to be accompanied by
a sophisticated and scalable solution to manage IP rights and As
user demand builds, however, further A key priority for us is
achieving track their exploitation across multiple delay in
investing in adequate IP management metadata consistency.
platforms. solutions will seriously impede companies ability to
compete in new markets. This Pam Williams, Picture Workflow and is
because the business is currently Metadata Manager, News
International As technology lowers the barriers to market entry,
agile and disruptive players are fragmented and manually-intensive,
and appearing in both traditional and new legacy IP management
solutions are markets. Hamstrung by the sheer weight of struggling
to scale or extend their scope to their content assets and legacy
solutions, cover new niches. Legacy systems were many large,
established content providers designed for a different business
paradigm are struggling to get to market quickly and when media and
entertainment companies to fully exploit the opportunities
presented. could exert considerable control over the Sub-optimal
rights management is a major way content was formatted, distributed
and headache for them and plays such an delivered. Moreover, the
proliferation of important role in future commercial success
multiple vertical solutions, and the use of that it is now high on
the boardroom agenda. outdated technology (such as old, custom-
built solutions, spreadsheets and databases), Over the last few
years two main investment means that companies lack an integrated
strategies have been employed by enterprise-wide view of their IP
rights to established media and entertainment support their
multi-channel distribution companies. Some have employed a wait-
strategies. Failure to exert adequate control and-see approach,
choosing to delay large- over rights management risks scale
investment until there is more certainty disintermediation or
companies falling around business models and channels to behind
more agile competitors. market. Others have taken an opportunistic
and tactical route to market, employing Figure 1 summarises the
risks of getting IP siloed or bespoke solutions and management
wrong, as well as the benefits experimenting with emerging
opportunities. of getting it right. 03
- 6. Why rights management is key to business success in the
digital age (cont.) Figure 1 Risks and opportunities from IP
management Risks from poor IP management Opportunities and benefits
from good IP management Opportunity cost high failure to fully
exploit assets Increased visibility and clarity supports full
exploitation of commercial potential Risk of disintermediation
Increases value of proposition to content creators and other
partners enabled by powerful online analytical capabilities Slower
time to market Faster time to market Higher risk of human error
Lower risk of human error technology supports human effort Cost of
legacy can be high Opportunity to lower cost of legacy solutions
Cost of manual effort high Opportunity to minimise human effort and
place it where it adds most value Inability to scale Greatly
enhanced scalability able to handle more assets, more finely cut
rights and greater scope Inability to handle major new content
types such as UGC, Flexible and agile solution can handle both
emerging and future long-tail services and emerging channels
content types and channels, and support product innovation Cost of
content high due to increased due diligence costs Cost of content
is lowered because rights information is clear and visible,
reducing the cost of rights clearance Errors in royalty payment
result in loss of revenue and loss Accurate, timely royalty
payments attract the best content partners of partners and drive
growth Flawed financial information breaches legal requirements
such as Accurate, current and accessible data compliance with
Sarbanes-Oxley Act supports compliance The risk of
disintermediation is particularly which many companies currently
struggle to acute. It has never been so easy for content produce
due to siloed architectures and creators to go direct to market2.
The unique manual steps in their rights and royalty selling point
of large entertainment and management processes. media companies is
that they offer the possibility of maximising the exploitation of
Poor royalty management also risks content while minimising the
effort to companies falling foul of financial reporting content
creators. Being able to produce requirements such as the USs
Sarbanes- valuable and up-to-date insight into content Oxley Act.
The consequences of non- usage and royalty status, combined with
compliance with Sarbanes-Oxley fall on an effective royalty
management processes individual named director, increasing the that
ensure content creators get paid in a pressure for companies to
resolve their timely and accurate manner, are a valuable problems.
Other legal risks resulting from part of a the market proposition
of such poor IP management include copyright companies. The ability
to do so means they infringement and unexercised options within are
likely to attract and retain the best agreements. 22007 saw
high-profile examples of content creators going directly to market.
For example, content partners, thereby maximising their Radiohead
released its seventh album In own commercial potential. Accurate
Standardising on a modern IP management Rainbows as a digital
download, allowing customer to choose how much they paid for it.
payments, as well as the insightful analysis solution that is
integrated with companies Although the band's management has not
yielded by powerful online analytical tools, financial solutions
can however, deliver the released official sales figures, their
lead singer Thom Yorke has stated that the band's profits rely on
the availability of comprehensive, robust, scalable and efficient
solution that from the digital download of In Rainbows was accurate
and up-to-date transactional data, will drive revenue growth in the
digital age. more than from all their other albums combined.
04
- 7. Current trends in rights management Capgemini and SAP have
undertaken a programme of research into the current and future
status of IP management in large media and entertainment companies
in the UK. This includes hosting two high-level events on rights
management and commissioning primary research on the challenges
faced by media, entertainment and telecommunications companies.
From our direct experience of working with a range of media and
entertainment companies supported by the findings from our research
programme, it is clear that a consensus is emerging amongst thought
leaders in rights management concerning common challenges and how
these can be addressed. Content companies perceive The biggest
barriers to exploiting new 2008 to be a pivotal year during which
opportunities in the digital marketplace critical decisions will be
made concerning IP were cited as internal silos (67%) and lack
management. In this section we present key of metadata
standardisation (60%). findings from our research outlining the
Master data management of rights and primary concerns and
investment priorities content was identified as the most critical
of a representative range of large UK area for improvement by 67%
of content providers. respondents, with 60% saying that they
expected substantial spending on this Key concerns area in 2008.
Our research programme suggests that while companies believe the
digital market Implications and key initiatives presents
considerable new opportunities, The role of metadata is seen as
particularly execution challenges are impeding their important.
Participants in our IP management ability to fully exploit it.
events highlighted the problems with 93% do not think their current
method of capturing metadata. The consensus was rights management
is sufficient to support that it was vital to capture metadata as
early new and evolving business models. as possible in the content
lifecycle, but Scalability issues are high on the agenda,
participants expressed concern that in particular the ability to
manage investment made in production is not tied to increasing
numbers of contractual accuracy of rights information about the
relationships 87% highlighted this as a content produced. The group
acknowledged key concern. that process changes were required and
87% are concerned that they may not be suggested that production
teams should be compliant regarding the misuse of their
incentivised to ensure metadata is accurately content, of which 67%
are concerned captured at the point of production. To be and 20%
are very concerned. successful this requires training and 73% of
respondents do not have a rights changes to roles and
responsibilities to management system in place for user- ensure
that production staff understand the generated content; although
70% of importance of metadata capture to the those that dont have
one in place organisation as a whole, and the role this consider
user-generated content within plays in the commercial exploitation
of their rights management strategy. content. 05
- 8. Current trends in rights management (cont.) Rights are not
future-proofed there will continue to be the need to
retrospectively add in new models of exploitation. Mike Slemmings,
Evolve Program Director, EMI Music Participants agreed on the vital
role of Respondents to our research programme technology in
successful IP management, also told us about their key investment
but highlighted the vulnerability created initiatives. by poorly
keyed in rights data. It was 67% say that significant IT budget
will be suggested that the type of staff typically spent on content
distribution; while 60% used to capture rights data the youngest,
will be spending significant sums on least experienced, or
temporary staff was master data management. fundamental in causing
inaccuracy. This Of those concerned about managing issue is
particularly relevant in the context of increasing numbers of
contractual solution consolidation, as currently there is
relationships, 69% say they will be significant keying in of data
from legacy changing the systems they use to handle systems. rights
or content, and 46% will be changing their processes and structure.
Many companies have realised that the 31% will be building
relationship with downside to efficiency initiatives designed to
other companies to help manage the drive down the cost of capturing
data is that load. the accuracy of the data captured declines. In
the long run this leads to a range of problems, including higher
costs resulting from the requirement to find and fix inaccuracies.
Human error can also result in overpayment of royalties and
non-compliance with legal requirements. Given the vital nature of
rights data, companies are therefore well advised to consider the
balance of efficiency versus accuracy when designing their rights
management processes, and where possible to use process and
technology to support accurate data capture and governance. 06
- 9. The golden rules of successful rights management in the
digital environment Capgemini and SAP have unrivalled expertise
users will adopt rather than undermine your in designing and
implementing processes IP management solution. Maximising end and
solutions for state of the art IP user buy-in involves ensuring
that end users management. While there is no single recipe are
consulted during interface design and for success, some key pieces
of advice hold that the solution reflects the way in which true
across a wide range of projects. they work. Likewise automating a
poor business process will simply result in a faster Embrace change
but no more effective process. Before The media and entertainment
industry is implementing a new solution it is wise to surfing a
wave of change that isnt going to consider whether your current
business run out of momentum any time soon. processes could be
tweaked or overhauled Accepting the inevitability of change means
to deliver better results. This can be achieved that you can plan
for the consequences by by performing a rights management health
building flexibility into your IT solutions and check that
incorporates both processes and Ensuring that rights are agility
into your business processes. solutions and produces a roadmap for
improvement. expressed in a consistent and Automation is essential
to lower costs unambiguous manner in all and achieve scalability
Avoid the big bang, try managed contracts is of vital importance.
Automation is vital to cope with the evolution Mike Slemmings,
Evolve Program increasing numbers of assets that need to It may be
tempting to attempt a big bang Director, EMI Music be managed, as
well as the increasing solution to your problems rather than risk
granularity and scope of associated IP rights, falling behind your
competitors. The good and the sheer volume of transactions. news is
that its no longer necessary to Automation offers the potential to
increase an employ such a high-risk, high-cost strategy.
organisations ability to fully exploit the rights Flexible IP
management solutions can it holds, while decreasing the cost of
accommodate future changes and additions managing them and reducing
the effects of for example, allowing you to add or change human
error. However, it is important to workflows enabling you to start
with the recognise that human effort is still needed at area(s)
that most urgently need to change certain vital points in the
process. Rights and that will deliver the greatest business
clearance, for example, will always require benefit. Delivering a
more defined project sound commercial judgement and rights
increases your chances of success and of data will still need to be
keyed in. It is proving ROI, allowing you to get to the therefore
vital that human intervention is benefits of your new solution
faster. By concentrated where it can deliver the most establishing
common processes you can business value or where there is no then
build on this foundation to add lines of alternative. Technology
can help maximise business incrementally. the effectiveness of
human activities in a range of ways for example, implementing An
enterprise-wide view maximises workflow technology ensures
decisions are commercial benefits made in a timely fashion and
according to Clarity over rights held, and enterprise-wide business
processes. visibility of these rights, is key to maximising their
commercial potential and minimising A successful solution will
encompass costs. Many content providers are currently people,
process and technology managing rights across a number of Overall
success ultimately depends on the disparate databases and solutions
and successful fusion of people, processes and need to consider how
they can tie existing technology. End user buy-in is essential to
systems together in order to provide an the success of any IT
system. By investing enterprise-wide view. time and effort into a
good user interface, for example, you increase the likelihood that
end 07
- 10. The golden rules of successful rights management in the
digital environment (cont.) There are two main methods to achieving
lack of a common product hierarchy makes it this: migrating IP data
to a new or very difficult for an organisation to tell whether
consolidated solution, or achieving a they have the rights at a
component level to consolidated view while maintaining legacy do
what they want with the content. By solutions and datasets. In the
short term, agreeing a common product hierarchy at the being able
to achieve a consolidated view start, organisations benefit from a
secure without the necessity to migrate data will foundation onto
which they can add lines of deliver immediate benefit. This may be
the business incrementally. preferred long term solution, or may be
a stepping stone to a physically consolidated While a range of
industry standards are dataset and/or solution. In the longer run a
available to support standardisation efforts3, consolidated,
enterprise-wide solution is the proliferation of standards means
that highly desirable as it yields a number of collaboration
between supply chain important benefits, including the ability to
participants has a vital role to play. Using a drive down costs,
while increasing efficiency standard approach within a supply chain
and performance. means companies dont have to do everything
themselves, but instead can pass Standardisation and collaboration
part of the responsibility to partners and will drive down costs
and speed clients. This can take the form of establishing
time-to-market a common language about products and Standardisation
and common processes are rights across the industry, for example,
or essential to success now, as well as agreeing a standard set of
product and supporting future evolution and business component
definitions. This type of agility. While geographical differences
will collaboration offers huge commercial remain due to the effects
of different advantages by driving down costs and legislative
regimes, standardisation is useful speeding up time to market,
benefiting all 3 These include metadata standards such as at many
levels - both within an organisation participants. ODRL and MPEG21,
and identifier standards as well as across a supply chain. For
example, such as ISRC, ISWC, CAE Number and ISAN. Next steps Want
to find out more? Capgemini and SAP can help you in a number of
ways: > Join our mailing list to ensure you get the latest >
Request a one-to-one briefing or IP management rights management
research healthcheck to benchmark your IP management strategy and
discover the next vital steps your organisation should take
louise@mcdonaldbutler.exvm.com kate.jones@capgemini.com 08
- 11. the way we do it The intelligent way to manage your
Intellectual Property Intellectual Property (IP) honestly claim
that they have the management remains high on vision and the
capabilities to meet the agenda for most media the IP needs of the
future market. organisations in the UK, The problem is that sorting
out the whether their focus is on systems and processes that
support acquiring, producing, selling or Intellectual Property is
seen as a distributing content. The tough nut to crack. models may
be different but the pressures and issues are the Some
organisations, however, are same. getting it right. Working with
Yet while the strategic intent is Capgemini, they are seizing the
there, many companies are giving opportunity to turn their IP into
up on the idea of implementing valuable assets. Capgemini has
rights management solutions at proven experience of delivering
least for the moment. solutions supporting the rapidly changing
media and entertainment Most of those organisations are sector,
helping to shape IP struggling to get to grips with the management
best practice for challenge of defining, implementing competitive
advantage. and sustaining an effective IP solution and few of them
would
- 12. Keeping up with the pace of platforms. The uncomfortable
truth Effective IP management will change is that content will be
released on a be the foundation for fully So whats preventing the
wide-scale platform, if not legitimately by the exploiting future
opportunities adoption of IP management content owner, then
illegitimately in traditional and digital solutions? The root of
the problem by someone else. Day and date appears to be the rapid
rate at which release is becoming the norm and spaces. new products
and media are release windows are shrinking. The arriving. same is
true of territories a new season of a hit US series must be
Intuitively, most people think that launched simultaneously in the
UK. improving the way IP is managed in an organisation feels like
the right The release of content to new media thing to do. However,
implementing platforms has a higher manual an IP solution seems to
be an overhead than for existing linear exercise in hitting a
moving target. platforms. In a recent test a major UK broadcaster
recently asked its Content owners recognise that their legal team
to figure out what new existing markets are collapsing media rights
were cleared in a well decline in sales of CDs; decline in known
production. The task took circulation figures for newspapers; two
weeks using current methods decline in audience figures for linear
and systems. Its no surprise then television channels; decline in
that rights clearances form a major listener figures for radio.
part of the pre-launch programme for the Kangaroo video-on-demand
To counter these shifts and to platform. capitalise on emerging
opportunities, publishers, The current siloed approach to IP
broadcasters and other content management is not sustainable in
owners are starting to embrace the long run. Digital products and
digital and drive incremental distribution channel proliferation
revenues by testing new digital are exacerbating traditional IP
distribution channels and revenue challenges. models. No-one really
knows where the market is going so there is no Clearly the target
is moving, but are choice other than to back every you running hard
just to stand still? horse, whether thats getting content out
through catch-up services, The unfortunate outcome of all this
through digital aggregators like continual change can be an iTunes,
or via digital communities over-reaction that sees analysts and
such as Facebook. business reps endlessly cataloguing specific
requirements for every With the advent of every new option possible
outcome. But this hugely theres a scramble to package inflates the
cost, undermines the content into new forms to take business case
and creates a advantage of the opportunity. perception of an
unwieldy behemoth Getting the content prepped is the of a system
that drives a wedge easy part determining whether the between IT
and business. The rights exist to do so is far harder. result? Key
stakeholders refuse to support the programme. Beyond that there is
the pressure to beat piracy there is no time to carefully manage
releases to new
- 13. the way we do it Agility is the goal definitions outweigh
the initial hard Some of the IP management The message is that you
cant design work. solutions on the market the solution for every
eventuality; interface to industry sources instead you need to
focus on making Put in place a common product of information,
significantly the business agile and the system hierarchy at the
start to provide a flexible. foundation onto which you can add
improving the speed and lines of business incrementally. accuracy
of metadata To move forward Capgemini capture. recommends a number
of actions: Music clearances Many organisations when they take
Choose a product that lets you add on an IP project put music in a
box or change workflows as your labelled too-difficult, well do
that business changes. Dont try and later. Thats a mistake, because
not design all the workflows from day facing up to music rights
impairs one; pick the parts of the business the ability to do
everything else. that will benefit most and start Some musical
clearances will always there. remain manual, but for the vast
majority of cases its reasonably Automate what you can, but
straightforward to automate accept that clearances are clearance
based on the restrictions fundamentally about commercial you have
in your blanket judgement. Make sure the solution agreements with
the various you have in place supports work collecting societies.
That said, some lists or messaging, so that when the musical
clearances are always going right answer is not available from to
involve negotiation with labels the system the appropriate and
publishers; the key there is individual can be involved as part
making sure the workflows involve of the workflow. the music
licensing executives in an efficient way early in the process. Pay
attention to the product hierarchy: not having a single User
experience product hierarchy across all lines of Poor user
interface design is another business will impair the ability of key
factor that alienates licensing the organisation to answer the
execs or creatives from many of the question what can I sell?
Without IP management solutions on the that hierarchy it becomes
impossible market, either because they perceive to tell whether you
have the rights its going to turn their job into a at a component
level to do what you data-entry role or that it just want with the
content. doesnt reflect the way they work. Look out for this years
new releases Support cross department working from the major
vendors. At least one by getting the different silos to agree of
the big names now offers a user a common language that addresses
interface that can be configured to the issue of products and match
the way your business works. components being defined slightly
differently across the organisation. This isnt easy: often the
different lines of business are simply reflecting the terminology
of the wider industry that they face off to, but the benefits of
some common
- 14. Partner-up and work smart Some of the niche products on the
As the number of platforms grows and To give licensing executives
the best market succeed by linking producers the pace of the media
business resource for finding and exploiting and broadcasters into
the same system. accelerates, the current fragmented content, the
IP solution must be able Product metadata is gradually built up
means of managing IP will prove to deliver depth and completeness
to during commissioning and production unsustainable. Those leading
players the product information. so that the description of the
product in this sector working with Capgemini is complete by the
time of the first to implement the foundations of a The downside of
this is the burden it broadcast. good IP management solution are
places on metadata capture. It goes already in a stronger position
than without saying that metadata should Conclusion those that have
given up. They will be be captured at the earliest possible Whilst
having good product and rights able to spot opportunities and adapt
point in the lifecycle and by the right metadata is crucial to the
success of to them more quickly and efficiently people. This is as
much about process any IP management solution, the cost than those
who have retained their old changes as it is a feature of the
system: and complexity of maintaining it could manual silo
approach. update roles and responsibilities to undermine your
business case and encourage people to think about the prevent the
solution ever getting off benefits for the whole of the the ground.
The good news is that organisation if they take there are smart and
efficient answers. responsibility for capturing and maintaining
metadata properly view metadata as a corporate asset. ensure that
there is governance in place for the processes and the data across
the old silos. undertake ongoing training to ensure these attitudes
are embedded across Capgemini, one of the world's foremost Through
commitment to mutual success providers of Consulting, Technology
and and the achievment of tangible value, we the organisation.
Outsourcing services, has a unique way help businesses implement
growth of working with its clients, called the strategies, leverage
technology, and The overhead of maintaining the Collaborative
Business Experience. thrive through the power of metadata in the
system has a tendency collaboration. to suppress the business
appetite for Backed by over three decades of industry and service
experience, the Collaborative Capgemini employs approximately an IP
management solution. In truth Business Experience is designed to
help 83,500 people worldwide and reported much of that information
is already our clients achieve better, faster, more 2007 global
revenues of 8.7 billion euros. available in the systems of
suppliers, sustainable results through seamless partners or other
industry players. By access to our network of world-leading More
information about our services, linking with those organisations
you technology partners and collaboration offices and research is
available at can share asset metadata: information -focused methods
and tools. www.uk.capgemini.com about talent is out there in Equity
databases; information about Mark Friend Stuart Gordon producers
and directors is held at Head of Telco, Media and Entertainment
Lead Media Consultant, Technology PACT and DPRS; information about
mark.friend@capgemini.com Consulting music tracks is available via
Phone + 44 (0) 870 366 0801 stuart.gordon@capgemini.com Phone + 44
(0) 870 904 6196 web-services from MCPS-PRS. Intellectual Property
TME APR08JC 2008 Capgemini. No part of this document may be
modified, deleted or expanded by any process or means without prior
written permission from Capgemini