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The former Soviet satellite, with a population of 1.3 million, went through a radical transformation after the collapse of its Communist government in the early 1990s, and has emerged as one of the most economically successful EU members to join after the fall of the Soviet Union by building a truly digital government and society.

Nearly all government services are provided online, and a national system of electronic identity cards allows citizens to sign contracts, file their taxes, and even vote in national elections online. The economic result? Estonia’s GDP per capita has quintupled since 1991, growing faster than its Baltic neighbours Latvia and Lithuania as well as outpacing Russia and nearby Finland.

It’s an unlikely result for a post-Communist country less than half the size of Newfoundland, where the densely forested landscape is dotted with castles, churches and hilltop fortresses. But now, nearly all of those forests, castles, churches and hilltop fortresses are blanketed with fast, free Wi-Fi.

“Going digital has allowed small Estonia to punch well above our weight on a global scale,” says Siim Sikkut, Estonia’s Government Chief Information Officer.

Sikkut is the person charged with keeping the country on the cutting edge. He took the job last year and is working on bold new projections including introducing self-driving vehicles to the country’s public transportation systems.

Siim Sikkut is Estonia’s Government Chief Information Officer, the man charged with keeping the country on the cutting edge. He took the job last year and is working on bold new projections including introducing self-driving vehicles to the country’s public transportation systems.

He was also behind the country’s e-residency program, which allows foreign citizens to become Estonian residents without ever entering the country. Aimed at entrepreneurs, the program is meant to offer them an easy way to get access to the EU market and euro-denominated transactions, while also helping boost the country’s economic prospects.

It hasn’t always been an easy path for Estonia. The switch from the Soviet planned economy was hard, but the newly independent country made an early bet that technology and the Internet could drive exponential growth in the economy. By 1997, 97% of Estonian schools had Internet access.

“As a small country, we had to find ways to be really efficient to pull off the challenge of being a fully fledged developed country,” Sikkut says.

All that technology required new ways of learning, and the government also focused on building a world-class education system. Estonia is now ranked behind only Singapore and Japan in the OECD’s international comparison of school performance by 15-year-olds.

While Estonia has embraced technology to revolutionize delivery of public services, it’s also familiar with the dark side of data. The detailed files kept in the KGB office in Tallinn helped the government maintain an iron grip during the Communist era. Transparency about the use of data and government activities is part of the justification for the domestically developed blockchain that the country uses for data verification and independent oversight of its processes.

Work began on that blockchain tech in 2008, before the original Bitcoin proposal was even published, and that isn’t the first time Estonia has been an innovator. Estonians were behind the original development of Skype and the file-sharing service Kazaa, and as far back as in 1970, the government used computerized data analysis to run a dating service for Estonian singles.

The country has adopted many of the social-democratic policies promoted by its Scandinavian neighbours across the Baltic Sea. Early childhood education, school lunches, and universities are free. But what sets Estonia apart is its embrace of the digital future, and building a digital present for its citizens.

Tune into our next RBCDisruptors event on Facebook Live, Democracy.exe: Estonia’s Digital Society, on Thursday, May 24 at 11:30 a.m. ET for a fireside chat with RBC’s John Stackhouse and Estonia’s GCIO, Siim Sikkut, live from the C2 Montreal conference. Click here to register, and make sure to like C2 on Facebook to get a notification when the event begins.

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Our Stories

Videos that showcase Canadian entrepreneurs changing the world. Learn and be inspired. RBC has joined forces with the C100 to share stories of Canadian entrepreneurs and our connections with Silicon Valley. “our stories” is your inside track on what it takes to succeed as a global player. RBC and C100 will be sharing videos that showcase Canadians changing the world, provide real-life stories of successes (and failures) and advice on how to succeed as an entrepreneur. RBC is committed to sharing Canadian technology, entrepreneurship and innovation stories to elevate the conversation at home and abroad. Sharing and highlighting content elevates the conversation around infrastructure, education, talent, regulation and resources needed for economic prosperity in Canada. C100 is dedicated to giving back to the Canadian innovation economy and fostering the next generation of successful entrepreneurs and innovative companies in Canada. Showcasing Canadian business thought leaders in the San Francisco Bay area through storytelling sheds light on their successes, their challenges and their advice for those who are building global players based in Canada. About the C100: C100 is a non-profit, member-driven association of Canadian thought leaders in the San Francisco Bay Area committed to supporting and accelerating the innovation economy in Canada. The C100 represents a select group of experienced entrepreneurs, executives of leading technology companies, and venture capital investors.

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our stories

Videos that showcase Canadian entrepreneurs changing the world. Learn and be inspired.

RBC has joined forces with the C100 to share stories of Canadian entrepreneurs and our connections with Silicon Valley. “our stories” is your inside track on what it takes to succeed as a global player. RBC and C100 will be sharing videos that showcase Canadians changing the world, provide real-life stories of successes (and failures) and advice on how to succeed as an entrepreneur.

RBC is committed to sharing Canadian technology, entrepreneurship and innovation stories to elevate the conversation at home and abroad. Sharing and highlighting content elevates the conversation around infrastructure, education, talent, regulation and resources needed for economic prosperity in Canada.

C100 is dedicated to giving back to the Canadian innovation economy and fostering the next generation of successful entrepreneurs and innovative companies in Canada. Showcasing Canadian business thought leaders in the San Francisco Bay area through storytelling sheds light on their successes, their challenges and their advice for those who are building global players based in Canada.

About the C100:

C100 is a non-profit, member-driven association of Canadian thought leaders in the San Francisco Bay Area committed to supporting and accelerating the innovation economy in Canada. The C100 represents a select group of experienced entrepreneurs, executives of leading technology companies, and venture capital investors.

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But with Bitcoin meeting gravity — falling from a high of $20,000 in December to $7,000 this month — is it also at risk of becoming the latest bubble to pop?

We put that question to three cryptocurrency experts at our most recent RBCDisruptors event:

Hilary Carter, Research Director at the Toronto-based Blockchain Research Institute;

Christian Lassonde, Founder and Managing Partner of Impression Ventures, who specializes in fintech investing;

and Matthew Spoke, the CEO of Nuco, a blockchain company that’s building a network to connect blockchains around the world.

Lassonde thinks crypto is more of a speculative asset than a medium of exchange, and fueled largely by greed and hype. Spoke disagreed, believing cryptocurrencies address a discontent with the centralized financial system. Either way, Carter thinks big companies and governments need to explore underlying blockchain technologies that can eliminate the frictions and costs of centralized book-keeping, whether for financial transactions or other methods of exchange.

<!– To hear our full discussion, listen to the RBCDisruptors podcast on Soundcloud or iTunes. –>

Here’s some of what was said:

Listen on Apple Podcasts, Spotify or Simplecast


1. What’s the Problem?

For centuries, money has been centrally controlled and managed, for reasons of personal security and economic stability. But with universal access to electronic exchanges and cloud computing, those central ledgers may no longer be needed. Or so the cryptocurrency advocates would have you believe. They think every financial transaction can now be instantly recorded — and encrypted — on every computer in the world. Think of it as one of those card games that doesn’t require a dealer. But what if we like having a dealer, to keep track of the cards and score, and to keep an eye on the other players for us? Centralization is something most consumers seem happy with, whether it’s centralized social media platforms (Facebook), entertainment platforms (Netflix) or money (U.S. dollars). And we’ve already got a range of systems, including digital payments, that work fairly well. Even where there are areas of friction — cross-border payments, for instance — improvements are emerging through technology and competition. Carter still believes cryptocurrencies may be most useful in parts of the world where technology and competition are not widespread, or where trust in the banking system may be weak. She estimates there are 2.5 billion “unbanked” people in the world without access to traditional financial institutions. For them, cryptocurrencies offer an alternative — and may even be necessary for those wanting to protect their money from corrupt governments.

2. Isn’t That a Side Door to Money Laundering?

Crypto is sounding alarm bells with regulators because of its obvious appeal for those who want to go unnoticed. Even big investors may not want to be connected to it because of its links to the underground economy and illicit activities like smuggling, tax evasion and terror financing. As Lassonde put it, “the money that’s coming in doesn’t want to be known, doesn’t want to be traced.” He thinks cryptocurrencies are so useful to money launderers and sanction-busting governments that they won’t escape the long arm of global regulators for much longer. Can those concerns be addressed in time? Spoke, a crypto proponent, admits that’s unlikely, as the technology is out of the bag and “regulatory arbitrage” is already underway. But he feels the underlying technology can still be useful to identify patterns of abuse, and root out the wrong-doers, who will always be looking for alternative channels to move money. Throw out crypto, he said, and the evaders will find something else. “With every new technology, comes the good and bad and you just hope that over time, the good outweighs the bad, and this is a perfect example of that.”

3. What If Regulators Move to Shut It Down?

The Chinese government has cracked down on crypto activity, last year banning Initial Coin Offerings (ICOs) and this year announcing it will scrutinize crypto exchanges. Do crypto investors in Canada face similar risks of a regulatory crackdown? Lassonde thinks so, likening it to the peer-to-peer music sharing platforms that disappeared after regulations were imposed. “We may see a change in the laws here in the next five plus years, where the ownership of crypto has become illegal — there’s very effective tools from centralized states to crush this stuff,” he argued. Carter and Spoke see it differently, with an opportunity for Canada to lead. Recognizing cryptocurrencies as currencies would allow the federal government to license digital wallets, a move that would help Canadians keep their assets safe, they said. But Spoke worries public officials aren’t spending enough time on the issue. “If anybody understands this the least,” he said, “it’s governments and regulators around the world.”

4. With So Many Concerns, Will Crypto Ever Become Mainstream?

Crypto remains on the fringes, used largely by early tech adopters, speculators and thrill-seekers. Lassonde believes that taking that into the mainstream will require massive behavior change. And that usually requires a large organization investing heavily in the infrastructure needed to create platforms for entrepreneurs and developers. He likened it to what Apple did for smart phones — except with crypto, no major developer is stepping forward. Without that investment, he argued, massive growth will be hard. Spoke agreed, saying,“if we can’t get these systems to a point where they’re significantly more accessible and more efficient, I don’t think they will hit the mainstream.”

5. Could Crypto Find a Second Life in Other Areas?

If regulators crack down on crypto-currencies, the underlying technology may find a home in less regulated fields like voting and business registration. Carter says governments are interested in “non-payment applications” as a way to reduce inefficiencies, and they may be willing to launch test cases in fields that currently require a centralized ledger. Drivers licenses and vehicle registration, for instance. “If you’re the Blockbuster of today,” she asked, “what’s the Netflix of tomorrow?”

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our stories

Videos that showcase Canadian entrepreneurs changing the world. Learn and be inspired.

RBC has joined forces with the C100 to share stories of Canadian entrepreneurs and our connections with Silicon Valley. “our stories” is your inside track on what it takes to succeed as a global player. RBC and C100 will be sharing videos that showcase Canadians changing the world, provide real-life stories of successes (and failures) and advice on how to succeed as an entrepreneur.

RBC is committed to sharing Canadian technology, entrepreneurship and innovation stories to elevate the conversation at home and abroad. Sharing and highlighting content elevates the conversation around infrastructure, education, talent, regulation and resources needed for economic prosperity in Canada.

C100 is dedicated to giving back to the Canadian innovation economy and fostering the next generation of successful entrepreneurs and innovative companies in Canada. Showcasing Canadian business thought leaders in the San Francisco Bay area through storytelling sheds light on their successes, their challenges and their advice for those who are building global players based in Canada.

About the C100:

C100 is a non-profit, member-driven association of Canadian thought leaders in the San Francisco Bay Area committed to supporting and accelerating the innovation economy in Canada. The C100 represents a select group of experienced entrepreneurs, executives of leading technology companies, and venture capital investors.

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our stories

Videos that showcase Canadian entrepreneurs changing the world. Learn and be inspired.

RBC has joined forces with the C100 to share stories of Canadian entrepreneurs and our connections with Silicon Valley. “our stories” is your inside track on what it takes to succeed as a global player. RBC and C100 will be sharing videos that showcase Canadians changing the world, provide real-life stories of successes (and failures) and advice on how to succeed as an entrepreneur.

RBC is committed to sharing Canadian technology, entrepreneurship and innovation stories to elevate the conversation at home and abroad. Sharing and highlighting content elevates the conversation around infrastructure, education, talent, regulation and resources needed for economic prosperity in Canada.

C100 is dedicated to giving back to the Canadian innovation economy and fostering the next generation of successful entrepreneurs and innovative companies in Canada. Showcasing Canadian business thought leaders in the San Francisco Bay area through storytelling sheds light on their successes, their challenges and their advice for those who are building global players based in Canada.

About the C100:

C100 is a non-profit, member-driven association of Canadian thought leaders in the San Francisco Bay Area committed to supporting and accelerating the innovation economy in Canada. The C100 represents a select group of experienced entrepreneurs, executives of leading technology companies, and venture capital investors.

As Senior Vice President, Office of the CEO at RBC, John Stackhouse is responsible for interpreting trends for the executive leadership team and Board of Directors with insights on how these are affecting RBC, its clients and society at large. Prior to this, John was editor-in-chief of The Globe and Mail (2009-14), editor of Report on Business, the newspaper’s national editor, foreign editor and its foreign correspondent based in New Delhi, India (1992-99).

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This is what you’ll hear whether you ask a third generation winery, the country’s largest home care provider, or an entrepreneurial program within a university – and we did just that.

Canada is currently facing a ‘quiet crisis’, with half of all jobs being disrupted by technology and automation in the next decade. In a recent year-long study, conducted by RBC, our team crisscrossed the country to speak with a wide range of students and youth in their early careers, employers in virtually every sector, as well as educators and policymakers.

We found that recent grads are overqualified for the jobs they have now, and youth are unemployed without the skills needed for the jobs currently out there.

“We have to prepare youth for the future, from a skills perspective, and from an inclusion perspective,” said RBC President & CEO Dave McKay.

McKay kicked off the last RBCDisruptors, our regular forum on innovation and how it’s changing the world around us. The event was organized in part to celebrate RBC Future Launch, a $500-million commitment over 10-years to prepare young Canadians for the jobs of tomorrow.

We also welcomed three dynamic employee/employer pairs that told us how they are preparing for, and adapting to the future of work in their respective industries. Here’s some of what we learned:

We have to prepare youth for the future, from a skills perspective, and from an inclusion perspective.

RBC President & CEO Dave McKay

Technology Doesn’t Replace People

When it comes to automation changing the nature of (some) jobs, technology should be embraced and not feared. There are many things machines can’t do, such as communication, critical thinking, complex problem solving and social perceptiveness.

“Technology is not a job stealing, it’s job enhancing – it’s freeing up your time to use your human skills to devise new processes, and create community that can’t be done via technology,” said Thirty Bench winemaker Emma Gardner, who was joined by John Peller, CEO of Peller Estates. The winery is using innovative technologies such as drones and heat maps, empowering the winemakers and producing better wine.

Gardner uses her smartphone to track and harvest important data from their precious vineyards, such as wind speed, water saturation and vine health.

“We are overwhelmed with data and it’s helping us be smarter and make decisions more quickly,” said Peller.

He points out that machines don’t make wine, they help people make better wine.

Always Embrace Learning

One question Peller asks his employees is, “are you learning as fast as this world is changing?” He believes in creating a culture of learning and growing as a team.

This means more co-op placements with local post-secondary institutions, team collaboration, communication and leadership development. “Drawing all those things together is what will keep a company successful in the future,” he said.

At Guelph University’s Arrell Food Institute, students learn entrepreneurship first-hand by building businesses from scratch, and gain workplace relevant, team-based, training experience that cannot be taught in the classroom. “It’s an experimental space, and gives people the full skills portfolio of what they need in the workforce,” said Evan Fraser, the Institute’s director.

Leah Blechscmidt, a Masters Candidate and one of the student entrepreneurs at Arrell, is a firm believer that everyone should take marketing and business classes to further develop their communication skills, to sell their ideas. “It’s definitely an extension of our studies, as it gives us the opportunity to really apply the skills we’ve learned and develop new ones we wouldn’t otherwise have – it’s not every day you get the opportunity to start a business,” she said.

Focus on Communication

“All business is a human sport,” said Peller.

Arrell Food Institute students work in inter-disciplinary teams, gaining valuable interpersonal, critical thinking and project management skills.

The caregivers at Saint Elizabeth, which has a 9,000-strong workforce, act as coaches rather than directors into their patients’ health. Nurses used to be the main holders of information, informing patients on their conditions. Nowadays, information is easily found online.

“We’re not telling anybody about their disease – we’re sometimes translating it and interpreting it for them. We’re certainly not providing care to people, we’re providing together care, in a partnership,” said Shirlee Sharkey, CEO of Saint Elizabeth.

“I’m not just a nurse, I’m a caregiver, a shoulder to lean on and a social worker,” said Felicia Kontopidis, a registered nurse with Saint Elizabeth.

Credentials Aren’t Enough

It used to be that credentials alone were enough to land you that dream job, but not anymore.

“I now look at credentials as the minimum requirement,” said Sharkey.

When hiring, Saint Elizabeth looks for comfort to work independently, the ability to multitask and incredible organizational skills.

“We’re bringing in and testing for those competencies well above and beyond credentials. We need to create the future and future proof the organization and our talent – or else we’re going to have a huge wake up call,” she said.

To hear more from our three sets of guests, subscribe and listen to our episodes of the RBCDisruptors podcast, available on Soundcloud and iTunes.

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our stories

Videos that showcase Canadian entrepreneurs changing the world. Learn and be inspired. RBC has joined forces with the C100 to share stories of Canadian entrepreneurs and our connections with Silicon Valley. “our stories” is your inside track on what it takes to succeed as a global player. RBC and C100 will be sharing videos that showcase Canadians changing the world, provide real-life stories of successes (and failures) and advice on how to succeed as an entrepreneur. RBC is committed to sharing Canadian technology, entrepreneurship and innovation stories to elevate the conversation at home and abroad. Sharing and highlighting content elevates the conversation around infrastructure, education, talent, regulation and resources needed for economic prosperity in Canada. C100 is dedicated to giving back to the Canadian innovation economy and fostering the next generation of successful entrepreneurs and innovative companies in Canada. Showcasing Canadian business thought leaders in the San Francisco Bay area through storytelling sheds light on their successes, their challenges and their advice for those who are building global players based in Canada. About the C100: C100 is a non-profit, member-driven association of Canadian thought leaders in the San Francisco Bay Area committed to supporting and accelerating the innovation economy in Canada. The C100 represents a select group of experienced entrepreneurs, executives of leading technology companies, and venture capital investors.

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If your screens are still filled with football a month after the Super Bowl, it’s because the NFL is trying to turn the league into a 24/7, all-season river of content. In an age of media disruption, the world’s most powerful sports enterprise is charting a digital strategy that it hopes will transcend the seemingly irreversible decline of its mainstay, broadcast TV. According to a study by RBC Capital Markets, the NFL earns US$3.2 billion in profit a year — more than the NBA, NHL and MLB combined. That’s largely because it dominates old media like no other sport. Last month’s Super Bowl was the 10th most watched TV program in history, even though ratings were down 7% from the previous year. But as traditional broadcast audience age, the league is branching into new channels at every turn. “We’re training everyone with ubiquity,” says Mary Ann Turcke, the Canadian media executive who last year became president of NFL Networks and head of the league’s digital operations. (You can listen to our podcast here.) While the NFL’s digital stream is still small — 5% of its total audience — it’s growing at 25% a year. To maintain those growth rates, the league will need a lot more content like Good Morning Football, the NFL Network’s flagship morning program aimed at millennials, and All or Nothing, its reality drama series on Amazon Prime. Turcke’s goal: “interesting football content that keeps people in the football ecosystem.” She spoke recently at RBCDisruptors, our regular series on innovation and digital disruption. Here’s some of what she shared about the world’s most successful sports league and how it’s trying to disrupt itself on the digital playing field:

1. Keep It Fun and Surprising, the Juice of Reality TV

No matter the platform, nothing in content is as powerful as surprise. For the NFL, that includes teams that go from last to first, like this year’s Super Bowl champion Philadelphia Eagles, and players who make viral plays, like Eagles quarterback Nick Foles catching a touchdown in the big game. Turcke says the adrenaline rush of surprising moments like that is still the juice of big audiences. “Sports is the first reality TV produced. It’s live. It’s real.”

2. Try Every Channel in the Playbook

Twitter now carries NFL video year-round. Its Periscope app features pre-game coverage. SnapChat produces live stories for every NFL game, including the Super Bowl when it was Verizon’s top social channel. And Facebook is sharing abbreviated game highlights. The league’s most ambitious partnership, though, may be Thursday Night Football with content-hungry Amazon. Thursday games have proven to be a big draw for millennials, with the league promoting “your weekend starts here” and trick plays like “colour rush” uniforms that add visual spark to screens. The league is less concerned, for now, about the revenue model, believing it can continue to negotiate the value of its content with platform companies — Amazon, Facebook, Twitter — as it proves its new engagement model.

3. Always Protect Your Lead

It’s an old adage in business, but the value difference between first and second is greater than between second and the rest. The NFL knows that better than anyone. Its fans, advertisers, sponsors, even owners are willing to pay a big premium to be part of America’s game because it continues to be the biggest draw for autumn audiences. Which means broadcasters will continue to spend disproportionately for the rights to games. In fact, the bidding may get more intense as the supply of mass-market draws dwindles.

4. Build Business Models Around Players, Not Just Teams

Few businesses have a more intense and loyal fan following, and the NFL is building on that by spreading what it calls “fandom” to individual athletes. It’s a page from the NBA’s playbook, although not easy in a “football is family” culture that has puts team over player. Even harder when players spend most of their screen time masked by helmets and lying in piles of players. The NFL believes it can use other channels to encourage athletes to develop their own brands to seize on North America’s celebrity culture. Case in point: Tom vs. Time, Tom Brady’s web reality TV show.

5. Go Global, Even If It’s All-American

America’s game is going where the sport has never gone before, taking another page from the NBA. One difference: basketball is played on every continent, and is a big part of the Olympics, while the NFL is and always will be American. It’s not just the rules of the game that are foreign in every other country; the NFL’s patriotic pulse thumps even louder in an America First world. Ex-pats will always be a core fan base overseas, but Turcke thinks the league’s growing celebrity factor can add to foreign markets. Thanks to a TV deal with Sky, the NFL’s ratings last years in the United Kingdom were up 60%. “The more people around the world watch football, the better we are.” Turcke says. “We have to go where they are and reverse-engineer the monetization model underneath it.”

6. Make the Physical and Digital Experience Work Together

The NFL is building its next generation audience around physical and digital experiences. Billion-dollar stadiums in Dallas, Las Vegas and Los Angeles aren’t just pleasure palaces. They’re anchors for business models that include residential developments, retail complexes and entertainment zones that can pull ever-growing digital audiences into the leisure economy. Even on game days, digital audiences thrive on the live experience, following fans at games or just catching the viral buzz of an event. It’s the human power of sport. “I hope no predictive model ever puts a name on it,” Turcke says.

7. Always Watch the Blindside

Concussions, domestic violence, #takeaknee; the NFL has taken a brand beating, much of it self-inflicted. Turcke, in her rookie year with the league, says she learned to work with teams and fans who are intensely loyal to the sport, even if the greater issues of gender-based violence and racial profiling remain unresolved. The league is more acutely aware of its social challenges, she says, thanks in part to the much bigger digital audiences it’s building at home and abroad. But as it discovered in the national anthem debate, which split its fan base in two, the burden of America’s game is it’s one of the few threads that still stitches together red states with blue. That may become a greater burden as it tries to build its audience in new markets and with new generations.

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Football’s Still the Biggest Thing on the Small Screen

Sunday Night Football remains the highest rated show in primetime viewership, beating the top scripted show (The Big Bang Theory) by four million viewers.
  • The NFL earns US$3.2 billion in profit per year, more than the NBA, NHL and MLB combined.
  • Live sports were an unstoppable force for TV ratings, but they’re now facing digital disruption. At risk for the NFL: US$10 billion a year in TV rights. Those rights represent the source of 60 percent of the league’s revenue.
  • The league is great for the networks: CBS alone makes US$1 billion in ad sales every year from its NFL deal.

From the TV Screen to the Smartphone Screen

The NFL has entered into several partnerships with tech giants, to reach the digitally-savvy.
  • Twitter: Multi-year agreement that brings official NFL video to fans year-round, including a new 30-minute live digital show that airs on Twitter five nights per week during the regular football season. Live footage is augmented with NFL highlights, news and analysis, and historical content.
  • Snapchat: Multi-year strategic partnership, in which the NFL has become the first pro sports league to have a presence on the “discover” platform. Additionally, Snapchat Live Stories are produced for every NFL game during the season, including the Super Bowl.
  • Facebook: Recently inked deal that sees highlights go to Facebook directly after live gamers, as well as highlights shows on Facebook Watch.
  • Amazon: The NFL has recently moved to Amazon Prime for digital viewing of Thursday Night Football.
  • Periscope: Live, pre-game coverage that includes player warm-ups and sideline interviews, designed to give football fans behind-the-scenes access to teams on game days.
  • Streaming accounts for about 5% of the total NFL audience, but it has seen a 25% increase in viewership over the last year.

The Millennial Challenge

According to a Sept. 2017 Forbes article, the average NFL viewer is now around 50 years old. How are they attracting the younger, millennial demographic?
  • Millennials spend less than half (3:00 vs 6:42) the amount of time in front of the TV per day as Baby Boomers.
  • An Oct. 2017 McKinsey study found that increases in sports options have caused fans of all ages to watch fewer games for shorter durations.
  • Millennials are much more likely to view content non-linearly. In general, they remain sports fans and watch almost as many live games across all sports as Gen X (3.2 games/week vs. 3.4) and the same amount of highlights and other non-live sports (32 minutes/day).

Making America’s Game Global

Football is the quintessential American sport, but the league has great global ambitions.
  • In 2007 the NFL launched its annual London Game Series, which as of this year has seen 26 of the league’s 32 teams play games in London.
  • NFL ratings were up 60% in the UK this past year, thanks to a large TV deal with Sky and a relationship with the BBC, as well as a continued series of games played each season in the UK.
  • Games have also started to be played in Mexico City, which hosted the Oakland Raiders against the Houston Texans in 2016, and New England Patriots and the Oakland Raiders in 2017.

TV Habits

The numbers don’t lie — tv viewership is on a steady decline.
  • The average audience for a game this season was 14.9 million, down 9.7% when compared with 16.5 million viewers for the 2016 regular season, according to Nielsen ratings.
  • Cord cutting is on the rise: the number of broadband-only homes in the U.S. rose nearly 40% between 2016 and 2017 to 5.4 million.
  • Weekly traditional TV viewing by Americans aged 18–24 has fallen by nearly half since 2011.
  • Netflix now has more paying subscribers in the US than all of the top cable TV companies combined.

The Super Bowl Is Still TV’s Biggest Event

This year’s Super Bowl between the New England Patriots and the Philadelphia Eagles was the 10th most-watched program in TV history — even after the audience fell 8% from last year.
  • On Super Bowl game day, Verizon fans (Verizon owns NFL mobile rights) used 18.8 TB of data in and around the stadium, the equivalent of a single user binge watching HD video for 435 straight days.
  • The data usage by Verizon fans was 71% more than the 11 TB used at Super Bowl 51. At Super Bowl 50, Verizon customers used 7 TB of data – roughly 1/3 of Sunday’s big game.
  • The top three favourite social media apps at the gamer were: Snapchat, Facebook and Instagram, with Snapchat moving from third at last year’s Super Bowl to first most used.