Rogers Criteria of assessment:
1) 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.