Researching topics, writing press releases, establishing contact with journalists—the tasks of a press spokesperson were once clearly defined. But change does not stop at communication. Anyone who wants to keep up in an increasingly fast-paced and complex media world must—in the words of Boris Grundl—transform themselves.
The solution is a newsroom that enables companies to manage their topics effectively and in a timely manner. The challenge of such a change project: anyone who decides to implement a newsroom in their company breaks down silos – and the power structures associated with them. This is because the newsroom creates the conditions for focusing on topics and sending out targeted messages. This idea goes hand in hand with the hope that power politics and organically grown structures will also dissolve.
Power imbalances hinder effective communication
In traditional corporate structures with no room for integrated communication, knowledge is distributed unevenly and shaped by individual interests. Knowledge, especially the wealth of personal experience possessed by employees, is indeed power in this context. Unequal power relations repeatedly prove to be an obstacle to integrated corporate communication, as they make it easier for individuals or departments to put their own interests above the company's objectives.
In the context of existing social structures, this means that different departments in market-oriented corporate functions often compete for budgets and responsibilities, which can also affect the career prospects of individuals. They offer great potential for internal political positioning. Again, it's a question of power...
In the newsroom, however, roles are being redistributed. This can cause uncertainty among employees—the power game begins. Change is usually viewed with skepticism. This is hardly surprising, given that the new communication structures, power relations, architectural layouts, working hours, and content represent a profound change in the everyday working lives of everyone involved. Such restructuring measures therefore often cause those affected to worry about losing control and, with it, power. In short, this step should be implemented professionally and with thorough preparation to ensure its success.
Do you lead a team? Trust, openness, and commitment are important components in ensuring that your team does not fail. Flat hierarchies and transparency are essential for the newsroom to function as a large-scale change project. If those in charge live by this principle, it will be recognized by the team and have a positive effect on the upcoming structural changes.
Feedback instead of control
Who will be the managing editor and thus primarily responsible for the operational work in the newsroom? You should clarify and communicate this question as early as possible. The position has significant authority. A multi-eye principle is created, in which everyone is in the picture. Knowledge is shared. Control mechanisms give way to feedback loops, and a structural balance is created.
By clearly separating topics and channels, there is no overlap in areas of responsibility, which significantly reduces competition. Topic desks, media desks, editors-in-chief, and strategy teams must always be in close communication with each other, and the processes must be transparent and comprehensible for everyone. It is particularly important to involve employees in the project from the outset and to communicate clearly. This will turn even skeptics into newsroom advocates.
Yours, Christoph Moss
(with the assistance of Sina Flüß)
