Transformation of news production Transformation of news production

Brigitte VermeerschBrigitte VermeerschDidier BrackenierVRT Programme Management News

Agenda

Vision

M j h llMajor challenges

Fundamental pillars of our approach

Lessons learned

2

Vision

bring a cross-media offer for News & Sports

cope with changes in lifestyle and media p g yconsumer needs…

more live content– more live content – on demand– everywhere

cross medium– cross-medium– focused / specialized – differentiation

3

Major challenges (1)

Implementation of digital platformNews Room Computer System (NRCS)

Avid(TV)

Polopoly(Online)

Dira(Radio)

Workflow - working together in a digitized world

Storage & Media Management

Workflow - working together in a digitized world

4

Major challenges (2)

Newsfloor and spaceplanning

Organisational changesOrganisational changes3 divisions

working separately1 newsfloor

gathering together

News TV

g g gdifferentiated broadcasting

Small broadcastingunits per channel

5

TV

NewsOnline

NewsRadio News Gathering & Production

ApproachWhat do we do differently ?

We’ve spent substantial effort in 2 key areas : Transformation p y– transformation management– learning and change

management

Learning & change

Processes &Organisation

Training

without forgetting of course traditional

Technology

Organisation … without forgetting, of course, traditional tracks such as organisation, processes, training, technology, facilities, …..

Facilities

Technology

6

ApproachWhat do we do differently ?

The complete transformation program has been defined in terms of subsequent waves of change we wanted to realize

This resulted in subsequent organisational releases; each time, the f th l b d th h t d t

Transformationmanagement

scope of these releases was based on the change we wanted to implement, and not on the technology solutions available at that time!

Each of the subsequent was required specific alignment and focusactivities such as dialogue sessions, scope reduction, …

Processes &Organisation

Training

Learning & change

g

Build an internal transformation team : use external expertise, don’t rely on external manpower

Facilities

Technology

Q3-2005 Q4-2005 Q1-2006 Q2-2006 Q3-2006 Q4-2006 Q1-2007 Q2-2007 Q3-2007 Q4-2007 Q1-2008 Q2-2008

Get people familiar withvideo digitization through« isolated » pilot project

Create willingnessto work together

Additional output and efficiency through common newsfloor and

digital platform

Additional workflow

Increase flexibility

and efficiency

waves of

change team

Common NRCS for all media

News Gathering Teams P2 / Avid / Transmission

R1 R2

Relocation and Go-live News

R3

Go-live Sports

R4

Browseediting

R5

g p y

releases

tran

sfor

mat

ion

7

Strategic Alignment Chief Editors

Alignment Business-Technology

Validate Transformation releases

Stripping Technology Platform

OrganisationalAlignment within VRTalignment

and focusInte

rnal

t

ApproachWhat do we do differently ?

Learning &

Transformationmanagement

Learning &

We’ve started from « in-depth » analysis of all target groups… with respect to the change we wanted to realize

Processes &Organisation

Training

gchangechange The story-line should be the same for everyone, however :

– the way to bring it depends on the target audience– it is important to communicate through the hierarchal line

Facilities

Technology

Guts instead of brains : do not communicate conclusions, trigger people on different levels in the organisation to make the same conclusions (learning sessions)

Assure that your people in a couple of hours

understand the reasons why, andunderstand the reasons why, andare able to define the same conclusions

(even if it took months/years to define them within the team)

8

Test your communication, learning, … material

ApproachWhat do we do differently ?

Learning &

Transformationmanagement

Learning & Common NRCS for all media

Q3-2007Q3-2005 Q4-2005 Q1-2006 Q2-2006 Q3-2006 Q4-2006 Q1-2007 Q2-2007 Q3-2007Q3-2005 Q4-2005 Q1-2006 Q2-2006 Q3-2006 Q4-2006 Q1-2007 Q2-2007

News Gathering Teams P2 / Avid / Transmission

R1 R2

Relocation and Go-live News

R3

VisionProgram book

New newsfloor

AwarenessProcesses &Organisation

Training

gchange

gchange for all mediaP2 / Avid / Transmission Go live News

Facilities

Technology

BUITENLAND HOOFD_

NIEUWS-INTAKE

BUITENLAND

MEMA

REDACTIE

BINNENLAND

SPORT

TV SET

RADIOSTUDIO

KOPPEN

9

ApproachWhat do we do differently ?

During Strategic Alignment : 3 Chief Editors

Learning &

Transformationmanagement

Learning &

Project Team : 12 people

Extended Project Team : 60Project TeamChief Editors

Processes &Organisation

Training

gchange

gchange

Extended Project Team : 60 people

– key players were assigned as project leaders on subtracks

– a sounding board with existing line management was established in

ExtensionProject Team

Facilities

Technology

gorder to communicate and integrate change on the floor

Since then, monthly (1-way) communication sessions were

Everyone

communication sessions were organized

Later, we established real i t ti d i Vi i

10

interaction during Vision Sessions

Lessons learned

1. Get new line management earlier on board and let them play a key role in the dry-run and migration period

2. Clearly explain relevant changes as introduction in every training, linking the training to the vision

3. Simplify digital platform even more and make it userfriendly

4. Monitor progress and quantify results

5 S d ti li ti d t lid t i ti5. Spend time on realistic dry-runs to validate organisation, processes and technological platform in practice

6 St bili d d t ll thi d i 6 th ft li !

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6. Stabilize and do not allow new things during 6 months after go-live !

ConclusionIf you only remember three things …

Step by step approach

Transparencyp y

Involvement & commitment

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