Rogers Criteria of assessment:
- Relative advantage
DOKI & iTV (WAYL) were chased intuitively – if a client would back it, then it was ok. This chase continued with projects developed to support equally speculative broadcast / internet linked projects. From a business perspective this was encouraging clients to chase chimera.
We should have know better and offered value in money made or saving made … networking for the NHS was developed within their far more cautious framework. The advantages had to be apparent and the transition compatible. Though apparently complex the technology & the players were in place to take the next step. It could be trialled at a limited number of outlets and observations shared with the team.
The relationship with Ragdoll was different again; all they wanted was a website. We tried to steer them towards something that would be a credible tool for selling product (their programmes & merchandise). We all got tantalised by the creative opportunities.
With FTKnowlege it was another leap in the dark, feeling their brand name could be instantly attached to a distance learning MBA programme and feeling their was a need to get in their first. The view being that not to do otherwise would see other Amazons and the like taking a huge market share.
Kaye, R. and Hawkridge, D. (eds) (2003) Learning and Teaching for Business: Case Studies of Successful Innovation, London and Sterling, Kogan Page.
Rogers, E.M. (2003) Diffusion of Innovations (5th edn), New York, Simon and Schuster.