The Kevin Costner-led drama, which aired its season finale last week, is now the most-watched series not only in Paramount Network’s brief history, but also in nearly 15-year run of predecessor network Spike TV. Yellowstone reached an average of 5.1 million viewers weekly throughout its nine-episode first season, garnering the largest audience for an ad-supported new cable series since FX’s The People Vs. O.J. Simpson in 2016 and earning a 1.47 rating among the coveted 18-49 demographic. Among ad-supported cable dramas, only The Walking Dead has attracted a larger audience in 2018.
On the digital front,the summer hit from the seven-month-old network mirrored Viacom’s larger success across digital platforms. Season 1 content generated more than 12 million streams across Paramount owned-and-operated platforms and received over 9 million transactions on video-on-demand — the highest consumption for any Paramount Network series in channel history.
The success proves the newcomer network made a smart decision by recruiting big-name talent such as Oscar-nominee Taylor Sheridan — who wrote and directed the series — to drive its premium scripted lineup.
“When we launched, we wanted to build two nights of scripted entertainment,” Paramount Network President Kevin Kay told The Hollywood Reporter. “Now we know Yellowstone can anchor one of them.”
Yellowstone follows the Oscar- and Emmy-winning Costner as John Dutton, owner of a prominent and enormous Western ranch that has been passed down through generations in the Dutton family while he tackles the obstacles of keeping up with his adult children and making sure his land remains safe.
The finale of Yellowstone brought in 5.4 million viewers (L+7) and ranked as the top ad-supported episode of scripted television since April. The series accounted for 9 of the 10 largest audiences on ad-supported cable this summer (excluding news and sports). Season 2 production is already in the works with a debut set for 2019. Filming will take place in Utah and Montana, with Costner returning in his lead role.
Nickelodeon’s canon runs deep: AAAHH!!! Real Monsters, All That, Are You Afraid of the Dark?, CatDog, Clarissa Explains It All, Doug, Kenan & Kel, Legends of the Hidden Temple, Rocko’s Modern Life, The Angry Beavers and The Wild Thornberrys.
Beginning today, these and many other Nick favorites – nearly 30 altogether – are available on NickSplat, an over-the-top destination served up a la carte or as part of the VRV platform. The channel, with its treasure chest of classic Nick shows, serves as both the latest evidence of Viacom’s deliberate move into the digital arena and an affirmation of its brands’ enormous reserves of intellectual property.
“Viacom’s content – including our deep library of genre-defining television – is highly in demand, and our audiences are always looking for new and innovative ways to enjoy our programming,” said Viacom Executive Vice President of Distribution and Business Development Partnerships Sam Cooper. “We’re committed to finding the best partners to bring our individual brands direct to the consumer, and this relationship with VRV is an exciting step forward in our strategy.”
The NickSplat launch over VRV builds on a series of recent moves to widen Viacom’s content footprint within the digital universe, both via the company’s own channels and over third-party platforms. In June, Nickelodeon announced that it would produce two seasons of Pinky Malinky for Netflix, while MTV would revive Real World, Daria, Aeon Flux and other classic shows for as-yet-to-be-announced platforms. Awesomeness, which Viacom recently acquired and folded under its Viacom Digital Studios umbrella, has a strong track record of third-party production, evidenced most recently by To All The Boys I’ve Loved Before, which debuted earlier this month on Netflix.
This studio model complements a general ramping up of premium content production throughout the Viacom ecosystem, from the explosive growth of Viacom Digital Studios to the consolidation of its global network into Viacom International Studios to the zero-to-$400-million-in-projected-annual-revenues ascendance of Paramount Television.
VRV is the premiere launch partner for NickSplat, and Viacom will curate content for the channel throughout the partnership. The $9.99-per-month service joins a roster of 12 channels – including Crunchyroll, Funimation, Rooster Teeth, Shudder and more – along with exclusive series such as HarmonQuest, Killjoys, Thundercats and Gary and His Demons.
“Viacom produced another quarter of strong progress, with clear evidence that our turnaround is delivering results and that our evolution into a truly global, multiplatform, brand- and IP-driven entertainment company is well underway,” said Viacom President and Chief Executive Officer Bob Bakish.
Viacom’s core media networks business continues to increase share, Paramount Pictures is surging and profitable, domestic affiliate revenues are up sequentially, and new initiatives are helping to build ad sales strength. Even as these traditional business drivers stabilize, Viacom continues to transform itself by feeding booming digital consumption, growing its Advanced Marketing Solutions (AMS) portfolio, increasing its number of live events, and establishing a burgeoning cross-portfolio studio model that opens significant opportunities for third-party production.
A RESURGENT BUSINESS
Over the past several quarters, Viacom has revitalized four core elements of its business – Paramount Pictures, media networks’ audience share, ad sales, and its domestic affiliate business – while continuing to strengthen its balance sheet and improve its credit rating.
“This improvement in operating performance – combined with meaningful actions over the past 18 months to de-lever our balance sheet – have resulted in a stronger credit profile to help support Viacom’s return to long-term sustainable growth,” said Bakish. “We remain focused on building this momentum with an even stronger September quarter as we continue to position Viacom for the future.”
Here’s a look at how Viacom’s core business elements demonstrated a resurgence in the latest quarter:
Paramount Pictures continues profitability on theatrical hits, television production strength
Paramount’s new management team kicked off their slate with a pair of hits: A Quiet Place brought in $188 million domestically (and another $144 million internationally), on a $20 million budget, while Book Club, acquired for $10 million, raked in $68 million. After growing operating income for six consecutive quarters, Paramount Pictures reached profitability over the past two, with domestic revenue surging 58 percent year-over-year (YOY) in Q3. This trend is expected to continue during the fourth quarter on the strength of the well-reviewedMission: Impossible – Fallout, which has earned more than $330 million globally – a record open for the franchise – since its July 27 debut.
The studio’s Paramount Television production arm continued to show strong growth, and is aiming for $400 million in revenues for fiscal 2018 behind licensing income from acclaimed series such as the second season of Netflix’s 13 Reasons Why and The Alienist, which earned six Emmy nominations.
With deepened and expanded distribution deals, affiliate revenue is headed back toward growth
As Viacom has renewed or closed major affiliate renewals, the company has often broadened the agreements’ scope to include advanced advertising and co-production elements. Viacom has also captured new distribution, returning in full to Charter and Suddenlink and establishing carriage on vMVPD bundles, such as AT&T Watch. Domestic affiliate revenue has improved sequentially throughout fiscal 2018, and Viacom anticipates growth of one percent in the fourth quarter.
Viacom’s flagship media networks continue to grow audience share behind ratings strength
For the fifth consecutive quarter, Viacom’s flagship brands achieved YOY share growth as a unit. MTV is the fastest-growing network in primetime among the top 50 cable and broadcast channels in its target demo of adults 18 to 34, and the network has recorded YOY primetime ratings gains for four consecutive quarters. Combined, VH1 and MTV own nine of the quarter’s top 10 unscripted cable series. BET (up 23 percent in live-plus same day ratings among adults 18 to 49), and Comedy Central (recording its largest YOY primetime quarterly ratings gain since 2014), also delivered strong quarters.
Viacom’s move into premium content with the Paramount Network also showed momentum, with Western drama Yellowstone compiling an average of approximately 4.4 million live-plus-three-day viewers, good for the year’s most-watched scripted cable series after The Walking Dead.
Strengthened brands and Viacom’s AMS portfolio – which includes branded content, advanced advertising technologies, and experiential offerings – helped drive the company’s best Upfront pricing in five years. AMS revenue grew 33 percent for the quarter, driving projections of a $300 million haul for the year and a return to growth for ad sales in fiscal 2019. Fox is also licensing Viacom’s ad-targeting Vantage product, an additional incremental revenue stream that validates AMS’ sophistication and value.
EVOLVING INTO A MULTI-PLATFORM, GLOBAL, BRAND- AND IP-DRIVEN ENTERTAINMENT COMPANY
As Viacom transforms elements of its core business, the company has also been evolving to thrive in a digital and mobile landscape. Here’s a closer look at the three key initiatives – expanding the digital footprint, establishing a broader studio production business, and growing live events and adjacent businesses – that are driving the company’s evolution:
Digital consumption explodes under the Viacom Digital Studios umbrella
Behind the fast-growing Viacom Digital Studios, Viacom tripled its total digital streams since Q3 2016 to approximately 7 billion in this quarter, while recording YOY jumps in video views and watch time of 112 and 104 percent, respectively. The acquisition of Gen Z-focused digital video producer Awesomeness should further drive Viacom’s momentum in this space.
Viacom is building a cross-portfolio studio production operation that is aiming to be a $1 billion global, episodic content production business by 2020
From its launch in 2013, Paramount Television grew into a $400 million business, and Viacom is now expanding this studio production model across its portfolio. With deep vaults of intellectual property to feed the insatiable global demand for content, Viacom’s brands are ideally situated to feed this pipeline: Nickelodeon has already forged a deal to produce two seasons of Pinky Malinky for Netflix, while MTV Studios will leverage assets like The Real World, Daria, Made and others from its enormous and largely untapped youth-focused IP library. More deals are on the way, and other Viacom brands will soon launch their own studio models. Meanwhile, the newly formed Viacom International Studios is already producing Spanish- and Portuguese-language shows for Netflix, Amazon, Telemundo, Fox and others.
Live events attendance is becoming a substantial business driver
Demonstrating the power of its brands to transcend screens and translate across a variety of experiences, Viacom drew millions of fans to 65 branded live events – including Comedy Central Clusterfest, the BET Experience and Viacom’s first Vidcon – in the first three quarters of fiscal 2018. At the cross-section of live events and digital platforms, Bellator inked a nine-figure, multi-year distribution deal with global sports streaming service DAZN that will double Bellator’s revenue and make the organization profitable. Live events helped Viacom drive ancillary domestic revenues up 31 percent YOY during the quarter, to $93 million.
Viacom will wrap up its fourth quarter and full fiscal year in September. To see what Viacom will debut in the months ahead, scroll through the timeline below, or click here to view the full-screen version.
Like Ethan Hunt prevailing in a helicopter chase through a mountain obstacle course, Mission: Impossible – Fallout won the weekend box office with a franchise-record $61.5 million debut in the U.S. and Canada. An additional 36 international markets added $92 million, bringing the well-reviewed sixth installment of Paramount Pictures’ action institution to a $153.5 million worldwide total – also a record – in its opening weekend.
Featuring a dazzling array of HALO-jumping, motorcycle-crashing, bathroom-smashing stunts in a round-the-world freefall of unrelenting action, the sixth entry in the Mission: Impossible series drew raving critical reaction from its first premiere earlier this month. Fans of the series clearly noticed, chasing the action into theaters.
“The Mission: Impossible franchise is a crown jewel for Paramount Pictures,” box office analyst Paul Dergarabedian told Variety. “There is a long track record that shows that they can rely on Cruise and his creative partners to deliver time after time. As long as Cruise can keep delivering the goods, Mission: Impossible is an annuity that will keep paying dividends for both Cruise and Paramount for years to come.”
AwesomenessTV Holdings, LLC (aka Awesomeness), a media company and leading digital-first destination for original programming, has established an unparalleled connection to GenZ – that coveted up-and-coming cohort born along with the tech revolution of the mid-1990s. Fed by strong relationships with top digital talent and influencers, Awesomeness has accumulated 6.4 million YouTube subscribers and another 158 million subscribers on its Awesomeness Network, becoming the premiere digital media network for the most digitally savvy cohort in history.
And now Viacom is acquiring Awesomeness, which will live under Viacom Digital Studios (VDS) and play an important role in Viacom’s robust and growing premium content production ecosystem, drive additional growth at VDS, and strengthen Viacom’s established digital and social relationships and dominance in youth culture.
“Awesomeness has done an incredible job building their brand into a digital media powerhouse for today’s most sought-after and hard-to-reach youth audiences,” said Kelly Day, President of Viacom Digital Studios and former Chief Business Officer of Awesomeness. “The team brings strong digital expertise, deep connections with top talent and influencers, and a robust branded content studio and creative agency that will accelerate the growth and scale of Viacom Digital Studios.”
Andie is on a mission to shake her stigma with the help of her three best friends in “Foursome,” which airs on YouTube Premium. Starring Jenn McAllister, Rickey Thompson and more.
Viacom is already a top player in youth culture, having curated strong audience connections with kids via Nickelodeon and young adults via MTV. The addition of Awesomeness’ young teen fan base further strengthens this broad demographic reach, while Awesomeness’ strong existing relationships with digital platforms, talent and influencers complements VDS’ existing efforts to reach these GenZ consumers on the mobile, social and digital platforms they call home.
While VDS has been growing briskly – more than tripling digital streams since 2016 and doubling YouTube subscribers over the past year, as total social views and watch time soared by 112 and 104 percent, respectively – Awesomeness’ dedicated sales force, branded content studio, and existing relationships with brands such as Hollister, Gatorade and Invisalign will further drive VDS’ growth and profitability. Awesomeness’ expertise across digital programming and distribution, production, talent management and audience development will also help fill out VDS’ still-growing staff.
With distribution deals with major SVOD players and its own Emmy-winning, youth-focused studios that have produced 200 hours of long-form television and feature film content, Awesomeness’ proven content development and production abilities are an especially good fit for Viacom, which has moved deliberately to ramp up its capabilities in this area recently: consolidating several operations across the Americas into Viacom International Studios to service global markets; moving to a studio model under which Nickelodeon, MTV and other brands will license and produce shows based on intellectual property for third-party platforms; and building Paramount Pictures’ Paramount Television production arm from scratch into a $400-million-and-growing annual business.
During an all-night, lock-in graduation party, a group of new grads will do whatever it takes to make their remaining high school dreams come true in “All Night,” which airs on Hulu. Starring Jenn McAllister, Eva Gutowski, Teala Dunn, Jake Short, Brec Bassinger and more.
Awesomeness alumni have already been helping to power Viacom’s transformation in this increasingly digital and mobile age: VDS President Kelly Day, VDS Executive Vice President of Talent and Development Paula Kaplan, and Paramount Players President Brian Robbins – who co-founded Awesomeness in 2012 with Joe Davola – each joined Viacom directly from Awesomeness, a testament to that entity’s penchant for producing top-grade talent.
On Tuesday, Viacom President and CEO Bob Bakish sat down with Activision Blizzard Studios Co-President Stacey Sher for a panel moderated by Fortune’s Andrew Nusca at the Fortune Brainstorm Tech Conference in Aspen, Colorado. The topic was “the future of entertainment,” and Bakish delivered a broad overview of how Viacom not only fit into that future, but was actively shaping it with a focused strategy, an invigorated leadership team, and a series of initiatives to broaden and modernize its business.
Here are a few highlights from Bakish’s remarks, emphasizing how Viacom is repositioning itself to thrive as an independent company within a rapidly changing and consolidating industry. You can watch the full remarks below.
Step 1: have a plan
“I was given the opportunity to run Viacom roughly a year and a half ago. I’m a big believer in you have to have a plan. … We rolled out a plan. Plan had number of elements to it, probably central to it, which will relate to our conversation, was this notion of flagship brands. That had to do with prioritization and true multi-platform expression. … The other thing was you need to have a killer management team. It’s another place where the company hadn’t changed much. Made significant changes on the network side of the business, really completely overhauled the Paramount team from the top down, and then we got to work executing. If you look at what’s happened in the quarters since, I describe Viacom as not a light switch, but a story of incremental progress against a destination.”
Step 2: execute
“If you look at our U.S. networks and audience share, you’ll see that we’ve consistently grown audience share. You look at a brand like MTV, which had a ratings decline in the ten percent for five years running. Now, five quarters in, we’ve consistently grown ratings every quarter. That’s a function of a different strategy and a different team and focusing on execution.”
As competition grows, Viacom benefits by building upon its content production expertise – and profiting off this competition by producing their content
Again, with what we call the tech companies coming in, do you have some incremental competition? Yes, you do. But at the same time you have a series of demand that needs to be filmed. Take Paramount Television, which is the television production side of Paramount. It didn’t exist four years ago. Today, or this fiscal year, it’ll do $400 million of revenue and it’s producing hits. It’s producing hits like 13 Reasons Why for Netflix, like The Alienist for the Turner networks, like the upcoming Jack Ryan series for Amazon, which will drop at the end of August. There’s fantastic opportunity to feed that ecosystem. At the same time, we look at our IP that we’re developing in house and we do think about, “Is this better as a linear network show on an owned and operated network, i.e., I don’t know, Nickelodeon, or is it better as a studio production, branded studio production for a third-party platform?”
Continue to drive growth through great content – both with new ideas and iconic IP
… we are mining franchises. Part of it is, sure, we’re creating new product that didn’t exist before. If you look at Paramount as an example, you have a film like A Quiet Place. Different idea, great characters in it, great storytelling, great execution, including focusing on how much it cost to make, and a great result. You also have a film like Mission: Impossible, which premiered in Paris last week, will open in the U.S. in two weeks. It is really an extraordinary film. … Yesterday, we announced that we’re taking the Rugrats franchise. It’s probably a franchise most of you have heard about. Nickelodeon franchise. We’re bringing that back in a new iteration, both for feature film and for episodic video, i.e. television, and we’ll do a whole bunch of digital native stuff. It no doubt will show up in our experiential space as it comes to life. It’s really mining those opportunities, pursuing some different business models, but making sure consumers have access and using that combination to ultimately drive growth, which is at the end of the day what I’m focused on, which is making Viacom once again grow.
Embrace technology to drive growth
At the same time, we’re using an extraordinary amount of technology in the, I’ll call it, monetization space. For example, when you look at advertising sales or what we’ve historically called advertising sales, Viacom is at the forefront of data-driven advertising in television. … Starting a year and a half ago, in every affiliate renewal we did, and we’ve renewed or extended well over half the sub-base in the U.S. by now, we incorporated the provision for dynamic ad insertion. We’re now able to insert dynamically in 90 percent of [video-on-demand] homes in the U.S. and in the two largest cable operators in the U.S. in a portion of the national avails.
Operate at (the appropriate) scale
[In answer to a question from Fortune’s Adam Lashinksky: The conventional wisdom is that Netflix, Apple, Amazon, are spending billions and billions of dollars, and therefore you and others your size can’t compete. Do you think that conventional wisdom is wrong? If so, why or how?]: “Yeah, I think it is wrong. The reason I’ll say that is it’s overly simplistic. Because if you think of scale, which is at the root of a lot of these arguments, there’s plenty of examples of scale where there’s actually no value to the combination. We see that today in some assets that own both media assets and distribution, but there isn’t really a lot of crossover. Look, I’d say is there scale or is there relevant scale. The other thing is, and I learned this because I ran our business outside the U.S. for 10 years … Those are places where we had a one percent share, so we didn’t have scale. We had to figure out how could we act like we had more scale? Those were doing things like partnering and creating ad sales, houses, and the like. That’s creating virtual scale. In a world where, yes, people are spending extraordinary amounts of money … By the way, we spent about five billion dollars on content, so we’re not exactly irrelevant in that regard, and we have relationships with leading creatives in front of the screen, behind the screen, in feature film, in episodic television, and, yes, in digital native. … I think there is an opportunity to be more nimble in this regard and not be vertically integrate and, frankly, serve a lot of different demand.
In an unpredictable, changing landscape, the only thing you can do is execute
[Answering the moderator’s question of whether Viacom would be independent a year from now]: “Who knows what the future will bring? My guess is, yes, we will be independent a year from now. We’re certainly executing in that regard. We definitely have the full support of our board. We’re talking about a number of interesting ideas, both organic and inorganic, but we’ll just have to see how the whole ecosystem plays out.”
Since its U.S. debut in January, Paramount Network has quickly bolstered Viacom’s position in the premium content space, with its first three originals – Waco, American Woman, and Yellowstone– drawing strong ratings by fusing quality storytelling with top talent.
Tomorrow, Viacom will launch a free-to-air Paramount Network in the UK, bringing the blend of premium content, unscripted fare, movies and more to one of its top European markets.
“Launching on TV screens in the U.K. is another critical milestone for the Paramount Network brand, which we’re convinced will resonate strongly with British viewers, given Paramount’s distinguished and successful history of epic, cinematic storytelling for global audiences,” said Jill Offman, executive vice president of Comedy Central and Paramount Network International. “Delivering free-to-air content to millions of U.K. households underlines our belief that, despite the growing popularity of on-demand, viewers continue to value highly TV channels that offer an intelligently scheduled linear lineup of quality entertainment.”
The channel will build on the company’s considerable past success in the UK, plugging in the editorial team of Viacom-owned Channel 5 to schedule and program the new Paramount Network.
“Paramount Network is set to deliver high-end Hollywood entertainment with blockbuster movies, scripted drama and critically acclaimed comedy featuring some of the biggest names on the planet,” said Channel 5 Director of Programs Ben Frow. “Supported by Channel 5’s creative scheduling and audience insight and underpinned by Viacom’s brand-building expertise, Paramount Network is a popular premium content destination in a free-to-air world.”
Launch content will include the hit unscripted Lip Sync Battle, the seventh season of the popular Suits, Kaitlin Olsen’s The Mick, action drama Six and fantasy drama Heroes Reborn. Classic movies, some from Paramount Pictures’ 106-year-old library, will also air on the network, which will be available on Sky, BT and Freeview.
The Paramount Network in the UK is the second to launch outside of the United States. Last month, Spain rebranded its existing Paramount Channel, which was one of Viacom’s highest-rated networks outside of the U.S. Content includes a blend of movies and television series, including the locally popular reality show Alaska & Mario: El Huracan Mexicano.
“Paramount Network has great positioning and fits perfectly with our strategy in Spain,” Raffaele Annecchino, president and managing director of Viacom International Media Networks Southern and Western Europe, Middle East and Africa, said when announcing the network’s arrival. “Paramount Channel has achieved great results in Spain, but it’s time to evolve the brand even further, making the channel increasingly contemporary and relevant for the Spanish market.”
NEW YORK, NY – JUNE 26: (L-R) Quinton “Rampage” Jackson, Gegard Mousasi, Scott Coker, James Rushton, Rory MacDonald, Wanderlei Silva and Lyoto Machida attend the Bellator-DAZN announcement press conference on June 26, 2018 at Viacom in New York City. (Photo by Dave Kotinsky/Getty Images for Bellator MMA)
In recent months, Bellator MMA has crisscrossed the globe, hosting fights for its international fan base in such diverse locations as London (Bellator 200), California (199), Budapest (196) and Israel (188), among others.
Now, the Viacom-owned global combat sports franchise is queueing up fight cards for a totally new destination – online, via a nine-figure deal with international live sports streamer DAZN.
The streaming deal plants an important digital component into Viacom’s ever-expanding live-events business while expanding Bellator’s global footprint and injecting the league with the additional financial resources it needs to expand its roster.
Noting that Bellator had become a “significant revenue generator” since Viacom acquired the property eight years ago, Viacom CFO Wade Davis underscored the importance of live events to the company’s growth strategy.
“Viacom has led the industry in creating iconic, fan-centered events through MTV’s VMAs, the BET Experience that happened in L.A. last weekend, the CMT Music Awards, and Comedy Central’s Clusterfest,” Davis said, speaking at a press conference at Viacom’s Times Square headquarters announcing the DAZN partnership. “Nobody does live events the way we do, with the combination of a focus on brand, talent and sponsors, all expressed across multiple platforms.”
Bellator intends to invest at least some of the proceeds from this streaming agreement into its roster, enhancing the live experience with a dynamic group of fighters.
“This deal will allow the roster to continue to expand, and an expanded roster means bigger fights,” Paramount Network, TV Land and CMT President Kevin Kay said at the press conference. “It means we’ll be able to give our best fighters more opportunities to do what they do best. So more fights that the fans want to see. Everybody wins.”
While MMA fans in 162 countries can already view Bellator events through local television partners, this streaming agreement will add a popular online platform to the mix. DAZN has spent several years steadily building itself into an online destination for sports fans in Canada, Germany, Austria, Switzerland and Japan. With the Bellator deal – and a recent agreement that granted DAZN U.S. streaming rights to the World Boxing Super Series – the streamer is set to enter the United States in September. DAZN will also soon expand into Italy.
“On DAZN’s worldwide platform, our fights will be seen live for the first time to new audiences around the globe,” said Bellator President Scott Coker.
Under the agreement, Perform Group-owned DAZN will exclusively stream seven annual fight cards, and will simulcast another 15 that air on Paramount Network. All fights will stream in all DAZN markets.
“It’s simple; fans want to see great fighters in competitive fights so we’ve handed the keys to Scott Coker and his venerable team to go out and recruit even more top-level talent to further stack Bellator fight cards and build on their success,” said DAZN CEO James Rushton. “With the combination of this investment and our recent announcement to bring more than 30 nights of boxing to the platform annually, DAZN will be a must-have for fight fans in the U.S.”
On a recent Friday, more than 600 Viacom employees, clients, and partners joined Viacom executives, as well as speakers from JP Morgan Chase, ColorComm, Refinery29 and WIE Network for The Girls’ Lounge. Co-hosted by Viacom and The Female Quotient, the event included a full day of panel discussions and professional coaching focused on work-life balance, leadership and diversity. Plus, attendees could schedule professional styling and headshots.
Viacom EVP and Chief People Officer Fukiko Ogisu (L) and Nickelodeon EVP and Chief Creative Officer Kim Rosenblum discuss the keys to leadership at Viacom’s The Girls’ Lounge panel event.
‘Having it all’ on your terms
The first panel, “Career on Fire: Engineering an Integrated, Rewarding Lifestyle,” focused on living mindfully as a professional with responsibilities outside the workplace.
The panelists: Viacom International Media Networks (VIMN) Senior Vice President Kate Laverge, Drop the Ball author Tiffany Dufu, Viacom Catalyst Senior Vice President Cheryl Family, and Human Resources Vice President Lisa Sipress. Brooke Ozaydinli, senior manager Viacom Marketing Strategy, moderated.
“How do you define having it all?” asked Ozaydinli to kick off the panel. “Do you think it’s even possible to have it all?”
Viacom hosted The Girls’ Lounge, a pop-up empowerment seminar, at Viacom Headquarters in May.
Laverge offered her opinion: having it all depends on individual objectives, values and ambitions.
“The question of ‘having it all’ usually speaks to the idea of wealth and riches, romance and family, and spiritual fulfillment, all at the same time,” said Laverge. “If that’s what ‘having it all’ means to you, that’s fine – but it should be an individual question versus a generalized notion.”
Sipress shared her views as a working mother.
“I struggle to have it all,” said Sipress. She discussed feeling guilty, and how she combats this guilt. Her resolution is to have a constant internal conversation around balancing work and personal responsibilities. Some days, Sipress said, work must come first. Other days, parenthood is the priority.
Dufu has evolved to believe this is an important question, especially for women. After connecting with women one-on-one, the author (who is passionate about helping women and girls advance into different levels of leadership) realized how much time women spend juggling different, unrelated tasks.
“Women are managing a lot of different things,” said Dufu. “Women are constantly negotiating between their ambition, their desire to get to the highest level of leadership and achieve mastery of their craft…I think it’s important to define ‘having it all.’ For me, it means having a career driven by my passion and purpose, having a healthy relationship with my partner, raising children who are conscious, global citizens, and being joyful and fit.
“I want all of those things at the same time; I feel I am entitled to all these things at the same time. But I can’t do it all in order to have all of that. I think it’s important to us to get really clear on what matters most.”
The takeaway: There are only 24 hours in a day so prioritize what matters most. Learn how to outsource the lower priorities. Avoid self-imposed perfection.
Drop the Ball author Tiffany Dufu speaks at Viacom Headquarters for a lifestyle panel at an employee event co-hosted with The Girls’ Lounge.