MAM
#MediaMinds2 | We prepared last year for the world going completely digital: IBM’s Deepali Naair
NEW DELHI: While the world is still struggling to understand how to take their day-to-day activities online, IBM India was already one step ahead as it enjoys the success of a number of online events, simply by the virtue of being better prepared to handle a complete digital takeover of the world. The company’s CMO for the country and South Asia Deepali Naair shares her thoughts in this latest episode of Indiantelevision.com’s Media Minds season 2.
“Last year in October, when we didn’t even know that Covid2019 was going to happen, my team sat down and said that the world is going completely digital. We, of course, thought that it would take some time for that to happen but we discussed how to prepare ourselves for that moment. What do we need to learn; what do we need to do; what do we need to experiment with! And in February, even before the lockdown, we did a 100 per cent virtual event which was attended by 3500 people.”
She said that their vision and quick actions helped them create properties and a culture that other CMOs also took inspiration from.
Naair also talked extensively about her journey in the industry and the shift between different roles she has taken up in her career spanning over more than two decades. She attributes the success and popularity to her attitude of being a lifelong learner.
“I am a lifelong learner. I approach everything saying let me learn. Let me learn the medium of a podcast, let me learn the medium of digital, which is how I moved to digital and e-commerce much sooner than some of my contemporaries. So that attitude has helped me again that I moved to technology.”
She also shared tips for CXOs who want to get into the personal branding space, stating that having one’s own brand helps even the organisation that one is working for. “I think if you have a large CXO brand you are also available to everybody to reach out to, for them to take an authentic point of view from you.”
Watch the complete discussion here:
Brands
ZEEL transfers syndication business, invests Rs 505 crore in IP push
Restructuring, stake buy and FCCB moves signal sharper content strategy
MUMBAI: In the content economy, owning the story is half the battle monetising it is the real game, and Zee Entertainment Enterprises is doubling down on both. The company has approved the transfer of its syndication and content licensing business to its wholly owned subsidiary ZI-IPR Enterprises, alongside an investment of Rs 505 crore aimed at strengthening its play in content intellectual property (IP) acquisition, management and monetisation. The move, effective April 1, 2026, will see the business transferred on a slump sale basis at book value, including all associated assets, liabilities and commercial rights effectively consolidating IP operations under a more focused structure.
At its core, the restructuring signals a strategic shift. As content consumption increasingly fragments across digital and global platforms, the value of IP lies not just in creation but in how efficiently it can be distributed, repackaged and monetised across markets. By housing its syndication engine within ZI-IPR Enterprises, ZEEL appears to be building a more agile and scalable ecosystem, one that can better extract value from its vast content library while adapting to evolving distribution models.
But the company’s ambitions are not limited to restructuring. ZEEL has also approved an investment of up to Rs 20.09 crore in Culture of Real Experiences (CORE), acquiring a 51 per cent stake in the entity. The move expands its footprint into the broader creative and experiential space, suggesting a push beyond traditional broadcasting into areas where content, culture and immersive experiences intersect.
At the same time, ZEEL has moved to tidy up its financials, approving the redemption of $23.9 million in outstanding foreign currency convertible bonds (FCCBs) and cancelling an unused $215.1 million commitment. The twin steps are expected to ease pressure on its treasury, freeing up capital and improving financial flexibility as the company invests more aggressively in its IP strategy.
Taken together, the decisions reflect a company in recalibration mode streamlining legacy structures, sharpening its focus on content ownership, and exploring new avenues for growth. In a market where the lines between television, streaming and experiential entertainment are increasingly blurred, ZEEL’s latest moves suggest it is not just creating content, but building a system to make that content travel further and pay better.
