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Tag: Saleha Williams

  • Saleha Williams takes over as IABM CEO

    Saleha Williams takes over as IABM CEO

    MUMBAI: The international trade association for broadcast and media (IABM)  today announced the appointment of Saleha Williams as CEO. Williams took up the role with effect from 2 December 2024. She succeeds Jerry Gepner who was CEO from October 2023 to May 2024. He had replaced Peter White who occupied the corner office for around 13 years before stepping down in January 2023.

    As the CEO of the association, Williams will lead IABM’s mission to advance the interests of the global broadcast and media technology industry. She will work closely with its board and team to develop and implement strategies to drive innovation, foster collaboration, and promote the industry’s growth.

    Williams brings a wealth of global experience and a proven track record in the media technology industry. Over her 30 plus  year career, she has spearheaded profitable growth and elevated market positioning for entities, including BBC, Google, WPP, Cognizant, Cisco, Siemens, BT, UK Gov, the Olympics, and media and entertainment clients from Hollywood, Indian cinema and everywhere in between. 

    As a passionate technology ESG advocate, she also serves as a non-executive director at WCMC – the United Nations Environmental Programme World Conservation Monitoring Centre (UNEP-WCMC).

    A multi-award-winning tech thought leader, speaker, and DEIB evangelist (Financial Times Top 100 Tech Leaders, London 2012 Olympics Inspire a Generation, Insead Tech Inspirational Female, NAB Show, IBC Show, Mobile World Congress, Royal Television Society, Broadcast Asia and more), Saleha is deeply committed to driving strategies that foster an inclusive culture of innovation across the global media and entertainment industry. She believes in creating environments where teams and talent can flourish, clients and partners can succeed, and where media and technology stories have the power to positively impact people and the planet.

    IABM chair Josh Arensberg said: “Saleha brings a deep history of leadership in the media industry and understands the potential of our industry to deliver groundbreaking products and services. She is the right mix of thought leader, entrepreneur, and relationship builder to help bring the entire industry together. The board of IABM is eager to work closely with her to build our future vision together. We could not be more excited to welcome her onboard.”

    Said Williams: “IABM has a long history of supporting the global broadcast and media technology industry, and I am excited to work with the board and the team to build on this legacy. Our industry is at a pivotal moment, and I am committed to working with our members to shape the future of media technology and drive innovation across our entire ecosystem.”  

    “Saleha will bring a completely fresh approach to IABM, and I am very much looking forward to working with her as we strive to make it  even better at delivering on its primary purpose – helping all our members to do better business,” said IABM chief finance & operations officer Lucinda Meek.

  • The more or less challenge – the role of outsourcing

    The more or less challenge – the role of outsourcing

     SINGAPORE: With the broadcast industry rapidly going digital, broadcasters need to provide new services on their existing cost bases to achieve operational efficiencies to drive in business changes.

    So, besides other seminars on going digital, the third day’s afternoon session at Broadcast Asia focused on how broadcasters need to focus on their core competencies by outsourcing in other areas.

    Some of the important issues that were raised included – why outsourcing is relevant to the broadcast industry and what benefits it can bring. And most importantly what are some of the ways in which outsourcing can be delivered.

    Throwing light on the rapidly accelerating changes in the broadcast industry, Siemens Business Services Media head Saleha Williams said, “Broadcasters have to grow out of their traditional operating models which are no longer working, because of rapid technological changes and business models. Outsourcing can also save us from various revenue pressures which have come in with lots of competition with more platforms, audience fragmentation and increasing churn and new advertising models.”
    The seminar brought out five core elements to the technology change

    o Broadband

    o Mobile

    o PVR

    o HDTV

    o Increasing competition from gaming and other forms of non broadcast entertainment

    Some of the regulatory-led change are:

    o Digital broadcasting (analogue switch off)

    o Deregulation

    Willaims gave out some pointers on how outsourcing can help broadcasters

    o Outsourcing in broadcast markets as much about innovation as cost savings.

    o Solving new problems, such as distribution to emerging platforms.

    o Outsourcers act as a catalyst, enabling broadcasters to transform ways of working. At heart of every outsourcing relationship.

    o Economies of scale, improved operational effectiveness and off shoring.

    o Typically savings of 20-30%, but depends totally on the nature of the service.

    Williams also listed out some of the benefits achieved by outsourcing other parts of the world.

    o Outsourcing in broadcast markets as much about innovation as cost savings.

    o Solving new problems, such as distribution to emerging platforms.

    o Outsourcers act as a catalyst, enabling broadcasters to transform ways of working.

    · Significant technology investment needed to compete in changing broadcast market.

    o Outsourcers can help broadcasters smooth their investment profile.

    o Pay an annual charge i.e. from capex to opex.

    o Outsourcers and their partners provide greater specialisation.

    o Apply learning from working with other broadcast organisations.

    o Sometimes easier to measure and incentivise services provided externally.

    o At heart of every outsourcing relationship .Economies of scale, improved operational effectiveness and off shoring.

    o Typically savings of 20-30%, but depends totally on the nature of the service.

    o Allows broadcaster to concentrate more effectively on its business strategy.

    o Reduces the level of management attention required for non core activities.

    o Hands problem over to a third party.

    · Driven by cost savings and risk transfer / reduction.

    · Embeds outsource provider in broadcaster’s organisation.

    o Provides transformational change.

    o Driven by risk sharing / reduction and cost savings.

    o Flexibility

    Three Principal Issues

    o Not understood initial cost base or level of savings achievable in house

    o Not factored all costs into deal e.g. transition, management and termination

    o Maintain outsourced services in house (pay twice over)

    o Efficiencies change over time i.e. cost efficient process in 2006 may be an expensive one by 2010

    Reasons and Observations

    o Both actual falls and perception that service levels have fallen are important

    o Broadcaster culture – problems need solving at once even if not “on air”

    o Require realistic service levels to be agreed and communicated to all users

    o Broadcaster and outsourcer need to understand each other’s business drivers

    o Need to protect competitive strengths and strategic identity. For instance, a company outsourcing technology may decide to keep enough of its technology strategists in house to be in control of its technology vision.