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YOUTUBE ¿Cómo Reproducir El Éxito?

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YOUTUBE ¿Cómo Reproducir El Éxito? CASO insight Ilustración: iSTOCK/PHOTITOS2016 Ilustración: YOUTUBE ¿Cómo reproducir el éxito? 60 PRIMER TRIMESTRE 2018 NÚMERO 36 CASO insight YOUTUBE DESDE QUE ENTRARA EN GOOGLE, SUSAN WOJCICKI NO HA DEJADO DE COSECHAR TRIUNFOS. Insistir en comprar Youtube y dirigir la plataforma de vídeos han sido los últimos. ¿Cuál debe ser el próximo paso para ambos? usan Wojcicki se ha labrado su carrera asumien- comía los márgenes de sus vídeos musicales y de que el do riesgos. Se incorporó a Google cuando no era contenido que colgaban los usuarios infringía las leyes más que una startup montada en su garaje y con- de propiedad intelectual. venció al gigante tecnológico para que comprara Algunas discográficas habían empezado a diseñar SYouTube. Ahora se pregunta qué estrategia debería se- nuevas estrategias para desafiar el dominio de los con- guir la popular web de vídeos y si es ella la más indicada tenidos musicales ejercido por YouTube. Vevo, el servi- para seguir dirigiéndola. cio de streaming de vídeos musicales de Universal y Sony, Aunque Google Video resulte poco familiar para la desarrollaba un nuevo modelo de negocio dirigido al seg- mayoría de las personas, no hace tanto era uno de los pro- mento más alto del mercado. yectos prioritarios del gigante tecnológico. Pero solo un En la industria cinematográfica, empresas de ser- mes después de su nacimiento, una startup le arrebató vicios de vídeo como Netflix y Amazon estaban aden- todo el protagonismo, como la propia Google había he- trándose con fuerza en la producción y distribución de cho con los motores de búsqueda rivales unos años antes. películas. Además, Facebook y Vessel empezaban a ser La startup en cuestión, YouTube, parecía haber salido de rivales cada vez más fuertes en la categoría de vídeos la nada y de repente se colocó a la cabeza del emergente virales. mercado de los vídeos en Internet. La directiva responsable de Google Video, Susan Wo- Hacia los contenidos televisivos jcicki, tuvo que decidir entre mantenerse en sus trece, Tras su llegada a YouTube, Wojcicki amplió la web y ten- en la creencia de que Google Video alcanzaría a YouTu- tó a los anunciantes de televisión. Durante su primer año be, o admitir que esta se les había adelantado y lo mejor introdujo innovaciones como las suscripciones, el con- era comprarla. Otros pretendientes estaban moviendo tenido original, el contenido en 3D y la realidad virtual. ficha, por lo que había que tomar una decisión, y rápido. Su mayor reto era transformar YouTube en un pro- “Debía decirles a nuestros inversores y a los miem- veedor de contenidos creíble y competitivo, además de bros del Consejo que el producto al que habíamos dedi- global, social, con vocación de transversalidad y dispo- cado tanto tiempo –Google Video– iba perdiendo y que nible a la carta. A tal fin, en febrero de 2017 Google lanzó tendríamos que gastar más de 1.500 millones de dólares YouTube TV, un servicio de televisión de pago que, por para reparar el error, recuerda Wojcicki. “Fue una de las 35 dólares al mes, incluía programas de las principales decisiones más difíciles que he tenido que tomar”. cadenas generalistas estadounidenses (ABC, CBS, Fox Esa compra –Google pagó 1.650 millones de dólares y NBC) y varios canales de cable. Era una jugada arries- por YouTube en 2006– dio muy buenos resultados. En gada, sobre todo en un mercado saturado en el que com- 2015, YouTube tenía un valor de mercado de 70.000 mi- petidores cada vez más consolidados, como Amazon, llones de dólares y más de 1.000 millones de visitantes Netflix y Hulu, disfrutaban de un mayor valor percibido únicos al día. por los consumidores. Pero, pese a su dominio del mercado y al crecimiento En un mundo en constante transformación, “no hay de su facturación, YouTube seguía sin alcanzar el umbral mejor estrategia que sumarse al cambio”, insistía Woj- de rentabilidad diez años después de que Google la adqui- cicki. Basándonos en su historial, casi cada vez que la di- riera. Esa es una de las principales razones por las que Wo- rectiva ha abrazado el cambio, tanto ella como la matriz jcicki fue nombrada CEO de la empresa cuya compra había de YouTube, Google, han salido beneficiadas. Pero, ¿cuál recomendado. Su misión era transformar los ingresos en era la mejor estrategia para el mayor proveedor mundial beneficios, tal y como había hecho años antes en Google de servicios de vídeo en Internet? ¿Era Wojcicki la per- ayudando a crear AdWords, Google Analytics y AdSense. sona qué mejor podía llevarla a cabo? Esta vez, Wojcicki se topaba con un entorno compe- titivo más intimidante. Dos pesos pesados del mercado El caso “YouTube CEO Susan Wojcicki: Can She Deliver –la industria de la música y Hollywood– veían YouTube Again?” (SM-1649-E), de Isabel Villamor y Marta como un rival. Elvira, profesora del IESE y titular de la Cátedra Puig de Los sellos discográficos despotricaban de la empre- Desarrollo de liderazgo global, está disponible en IESE sa, quejándose de que el streaming online de YouTube se Publishing (www.iesep.com). NÚMERO 36 PRIMER TRIMESTRE 2018 61 CASO insight YOUTUBE ¿Pueden los altos directivos de una empresa liderar un crecimiento disruptivo? En realidad, aunque estén predispuestos a ello, rara vez lo consiguen. Cambiar mientras triunfas por Alberto tuerca a los cambios que supuso YouTube. En mi opinión, hay cuatro puntos esenciales para arti- González Pascual cular un modelo de crecimiento que permita dar Director de Transforma- ción cultural de PRISA un giro sustancial a una organización así. En primer lugar, iniciar el cambio mientras todavía se está creciendo. Es decir, antes de que LA NATURALEZA DE LOS PROCESOS Y VALO- se vuelva necesario para sobrevivir. De hecho, así RES de la gestión empresarial lleva a los CEO –y a ocurrió con YouTube, cuyas ventas publicitarias otros ejecutivos con una responsabilidad equiva- crecieron un 30% en 2016. lente– a innovar de manera sostenible y a diseñar En segundo lugar, es necesario rodearse de estrategias poco arriesgadas como mero com- personas con talento, expertos que orientarán plemento de las líneas principales de su negocio. la empresa hacia una nueva dirección. Para ello, Esto, en el mejor de los casos. Wojcicki reclutó en 2015 a Susanne Daniels, una Sin embargo, cuando el dueño o fundador de de las mejores programadoras de televisión de la empresa está al cargo de la dirección ejecuti- Estados Unidos para audiencias juveniles. va, existen muchas más posibilidades de que se En tercer lugar, se necesitan procesos produc- produzca el cambio de rumbo y la transformación tivos alternativos con una autonomía operativa cultural que son el caldo de cultivo de una disrup- que permita desarrollarlos y comercializarlos ción. sin obstáculos. Un ejemplo es el lanzamiento de Es evidente que los fundadores tienen ventaja la marca de suscripción RED, que incluye el es- a la hora de abordar un cambio disruptivo. Disfru- treno de treinta series y películas de producción tan de la influencia política y la confianza nece- original de Youtube, o de la pestaña “Comuni- sarias para refutar las creencias y los prejuicios dad” para conseguir que la plataforma de vídeo arraigados entre sus colaboradores y sacar par- sustituya a otras redes sociales. tido de las oportunidades que generan los cam- Y, por último, hay que educar a los equipos bios radicales. Aunque Susan Wojcicki no inventó (fuerza comercial, marketing, tecnología y desa- YouTube, es prácticamente su “fundadora”. Fue rrolladores) para que aprendan a crear e impulsar ella quien se dio cuenta y convenció a sus superio- nuevos productos y servicios. Es decir, cultivar en res de que su compra e integración en la empresa la organización una mentalidad proclive al cam- era la mejor alternativa para Google. bio y la disrupción. Detrás de un caso de éxito siempre hay una Wojcicki parece haber cubierto estas cuatro buena historia en la que se manifiestan las pasio- etapas con brillantez. Esto demuestra que, si ha nes de sus protagonistas. El entusiasmo creativo llegado a ser una de las mejores ejecutivas del de Wojcicki la ayudó a vislumbrar el valor que mundo, es gracias a una mentalidad no estática, tendría para Google vincularse a una platafor- que disfruta transformando el conocimiento en ma que facilitaba la distribución y producción acción. La directiva ha descubierto que, incluso de contenidos, así como entrar en el mundo de en el éxito, tiene sentido cambiar de rumbo. las herramientas de socialización que estaban arrasando en Internet. Esa mis- ma pasión la ha llevado a señalar que en la actualidad se está ace- 1. 2. 3. 4. Iniciar el Rodearse de Crear procesos Cultivar una lerando el particular proceso de CÓMO cambio expertos en la productivos mentalidad transformación de la televisión AVANZAR mientras nueva dirección alternativos proclive a la EN EL con autonomía convencional. CAMBIO todavía estás que quieres disrupción. creciendo. tomar. operativa. Por esta razón, ha llegado el momento de dar otra vuelta de 62 PRIMER TRIMESTRE 2018 NÚMERO 36 CASO insight YOUTUBE El éxito de toda estrategia de negocio depende en gran medida de la capacidad del líder para ejecutarla. Confianza en la diversidad Al calibrar el potencial de YouTube, yo estu- diaría su lógica directiva en lo que respecta a la por Laura I. Gómez diversidad. Para mí, la diversidad no solo es “lo CEO y fundadora, Atipica correcto”. Tiene sentido económico. Es de cajón: si tu base de clientes es diversa –se compone de hombres y mujeres de multitud de etnias de todo el planeta–, tu empresa también debería serlo. EN 2006, POCO DESPUÉS DE GRADUARME, en- Añadir nuevos puntos de vista mejorará tu oferta. tré a trabajar en YouTube.
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