Change Comms as part of a large-scale DAX-40 project
How 40,000 employees of a car manufacturer overcame their fears of a massive change and…


Shared narratives and coordinated campaigns replace siloed content for LinkedIn, website and other channels.
In many SMEs, content is created multiple times in different departments - wasting time, budget, and causing inconsistent messaging. A Corporate Newsroom shifts the focus from channels to topics, enabling shared stories, faster workflows, and clear communication. It breaks down silos and supports agile, efficient collaboration across all platforms.
+49 160 9204 6294 | Book a free Consultation |Success or failure of transformation is determined by communication. In this context, the organizational structure of communication also plays an important role. We therefore recommend to set up what is usually called a Corporate Newsroom. From there, all small and large change projects can be managed centrally and effectively in terms of communication.
If it is not yet in place in your organization, we can help you design such a »Topic Setting Centers« as we would rather call it. It combines all departments that are relevant for the corporate’s internal and external communication. Like in a modern media house, interdisciplinary teams plan topics & stories and distribute content across the company’s media channels.
That’s why every Corporate Newsroom is a role model for tearing down any silo mentality and for an agile organisation as such. We set up the first newsroom in 2012. But of course: There is no off-the-shelf solution for a corporate newsroom. The needs, sensitivities, and cultures are different in every organization.
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Feel free to ask us about your ongoing or planned change initiative. Contact us if you would like to learn more about us and our services. We look forward to hearing from you.

Establishing a Corporate Newsroom requires a professionally managed cultural change process. We are specialized in this, by involving those affected as early as the design phase. Through professional change management, we succeed in significantly reducing fears and reactance and creating acceptance for the Topic Setting Center among the employees.
We analyze the existing processes, structures, and roles in the areas of marketing and communication of the organization. We then work with the parties involved to develop a shared understanding of the Corporate Newsroom (CNR) and key CNR goals. This is supplemented by an analysis of stakeholders and their likely emotions/reactions.
We analyze the existing corporate communication infrastructure (all media, channels, etc.). In addition, we identify organizational and thematic interfaces with other departments or functions within the organization. We identify qualified change agents and set up a Transformation Office (members, roles, governance, etc.). This allows us to identify areas of conflict at an early stage.
Based on phases 1+2, we develop the change narrative and change architecture. This includes, among other things, a description of new processes, roles, structures, and the selection of digital tools, e.g., for topic planning. We also determine training needs and develop plans for stakeholder participation, sponsor involvement, and change communication.
We implement our change architecture in line with the project management. This includes among other things conflict mediation, overcoming dysfunctional teams, and soliciting feedback. In accordance with the agile communication strategy, we also provide ongoing information about even small steps forward. In the end, we actively contribute to your Corporate Newsroom!
For years, only 15% to 30% of all projects have been successful. However, if you invest in change management from the outset, alongside project management, you can achieve a 95% chance of success.
Many skilled workers leave companies during change processes. And it’s usually the best ones who go. However, if you convince your experts of the change, motivate them, and build trust, you will keep them.
In most change initiatives, performance of employees declines first, followed by organisation’s productivity. By up to a quarter. Those who manage their change professionally avoid these losses.
Those who take a strategic approach to change communication ensure transparency, promote acceptance, and strengthen employees’ trust in change. It also eases the commitment of middle management.
Thanks to careful preparation (viadoo’s 4-Phase Model), everyone in the project team knows the shared vision, the reasons for the necessary change, their tasks, and their sponsors (!). This creates motivation for the work.
Investing in professional change management automatically trains your managers in this discipline. At the same time, a network of change agents is created so that future changes are also successful.
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Feel free to ask us about your ongoing or planned change initiative. Contact us if you would like to learn more about us and our services. We look forward to hearing from you.

A Corporate Newsroom is characterised primarily by an interdisciplinary team with a collaborative, topic-centric mindset and team spirit. The emphasis lies on orchestrating communication around strategically relevant topics. No matter where the team members actually work, each of them has the same situational picture of the topic architecture (topics – stories – content) in real time. This calls for transparency, trust, and shared responsibility.
The corporate newsroom mindset increases communication agility, consistency, and relevance. It enables organizations to speak with one voice, react swiftly to external developments, and proactively shape perception. It enhances the strategic role of communication and aligns it more closely with business objectives. This model is particularly effective in complex environments, where clarity, coordination, and rapid response are essential.
In the Corporate Newsroom, the topic managers first identify relevant subjects. Then they develop exciting and engaging stories based on a journalistic approach. In addition, they collaborate with content creators.
The stakeholder / channel managers on the other hand adopt the stories for their specific audience / media channels, track them and collect feedback. They also interface with content production departments such as video/TV studios, audio/radio studios, editing, graphics, etc.
The stories certainly need to be aligned with the company´s overall strategy, objectives, ambitions. Monitoring this is the responsibility of the strategy team and the editor-in-chief. Among other tings, he or she approves any content and chooses the channels.
The organisational structure is aligned with its function (see graphic). To ensure that collaboration runs smoothly, digital tools to create, manage, and distribute content as well to measure performance are also required.


Corporate Newsroom Audio Production

Corporate Newsroom Video Production

Corporate Newsroom Text Production

Digital Tools for Corporate Newsroom (selection)
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We want your change initiative to be a success! That’s why you can both send us your detailed request for proposal (RfP) using the form below and book a free initial consultation. You should then be able to assess whether we are the ideal change guides for you.
What you can expect:
1. Understand your project
∼ 15 mins
2. Preview solutions
∼ 10 mins
3. Tailored next steps
∼ 5 mins