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Small steps toward accepting a Corporate Newsroom

Success Story Newsroom

How a public-law entity with over half a million members set up a Corporate Newsroom and overcame Comms' silo structure.

CLIENT & INDUSTRY

Public-law Entity: Comms Departement
Media Business

 

SERVICES

Corporate Newsroom Concept

Collaborative Culture

Transformation

  • A public-law entity had well over half a million members to communicate with.
  • To this end, she had a large communications department at her disposal. This consisted of a TV and a radio studio, each of which produced weekly programs. In addition, there was an online and a print editorial team.
  • The related +40 communication team members were not only distributed across multiple floors and buildings, so that they remained physically separated in their silos.
  • In addition they used different channels to communicate with the organisation’s stakeholders – without a joint strategy or any collaborative structure.
  • This led to expensive multi-structures and mixed messages in the organisation’s communication.
  • Therefore, the Executive Board wanted to quickly replace this silo structure with a modern integrated communications department, a Corporate Newsroom setup.

Social & Emotional Aspects

  • These plans led to great unrest and resistance, especially among the middle management.
  • Those affected were particularly concerned about the loss of their privileges.
  • Among employees, the plans caused fear of additional work, among other things.

viadoo's Contribution to Success

  • The top-down transformation generated the expected emotions. Therefore, the initial focus was on a detailed discussion with those affected on the necessity of the change and the timing. The works council was also involved.
  • In order to quickly make initial progress in overcoming silo thinking, the change team introduced a new meeting structure among the +40 team members.
  • After that, the central roles and processes of the newsroom were defined. Specially established working groups dealt with key issues.
  • One team, for example, started checking suitable software tools for joint topic planning, for a collective digital image archive, for a joint and cross-channel content management system (CMS), for a joint monitoring system.
  • In the following months, those involved were able to familiarize themselves with the selected tools.
  • In the now regular meetings, the Corporate Newsroom team exchanged ideas on planned topics and developed multimedia stories and messages for each topic.
  • By sticking to existing content production sites and modernizing their hardware and software, the change team was able to alleviate the concerns of those affected in the Corporate Newsroom setup.
  • At the end of our engagement, the Corporate Newsroom had been designed and the key measures for its successful implementation had been rolled out.

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Categories: Corporate Newsroom, Reorganization