FAST & SLOW               – How well-planned               journalism and               pre-production has               t...
Making more with lesstisdag den 28 augusti 2012
Since 2009, SvD has cut the          newsroom workforce by 25%,          reorganized - and improved          editorial qua...
This is Svenska Dagbladet               Part of Schibsted Media Group. 175 journalists.               Sweden’s 5th largest...
Keeping print readership up             Daily readership, 1000’tisdag den 28 augusti 2012
Gaining market shares             in print circulation                 Gap between SvD and main competitor Dagens         ...
Market leader on digital platforms             with continued rapid growthtisdag den 28 augusti 2012
2 problems for print news                                 Risk of print content becoming irrelevant               Bottlene...
The risks of bottlenecking                 When too many stories are                 delivered late in the day/           ...
...and the news are still old              Text              Making a newspaper from scratch              each day leads t...
Rethinking the role of print               • More focus on agenda-setting news, especially                 on weekdays    ...
Rethinking the organization             • Daytime production of the newspaper             • At least 40 % of all news page...
Fast and Slow             • The difference between own stories and general               stories is bigger than between pr...
How it works             • On each desk, we have one slow and one fast               news editor, on a rolling schedule   ...
Long-term planning             • Major news stories planned 1-3               weeks ahead - and pre-produced             •...
Ridiculous? Or just logical?              ”When we first heard, we thought that’s ridiculous — how              could you ...
A new mindset            • More daytime production means            • ...earlier deadlines, which demands            • ......
Tools in the process             • Clear, measurable objectives for each               department and each journalist     ...
Why plan?             • Great parts of every newspaper CAN be produced               in advance, due to its character and ...
Planning increases flexibility               • When large news stories occur, we can put more                   resources i...
SND, Best In Show & Gold Award:      This is one of the best      pieces of breaking news      coverage we’ve ever      se...
Effects of the Fast & Slow Model             • More scoops and agenda setting stories (SvD               today more quoted...
Challenges             • This is not a production matter: you need to               change the way everyone in the newsroo...
Our conclusion             • Workdays starting with blank               pages are more stressful,               requires m...
thank you…      tack      Martin Jönsson                Deputy Editor-in-chief, SvD, mj@svd.setisdag den 28 augusti 2012
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Martin Jönsson - The newsroom - Beyond integration

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64th World Newspaper Congress and 19th World Editors Forum

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Martin Jönsson - The newsroom - Beyond integration

  1. 1. FAST & SLOW – How well-planned journalism and pre-production has transformed Svenska Dagbladettisdag den 28 augusti 2012
  2. 2. Making more with lesstisdag den 28 augusti 2012
  3. 3. Since 2009, SvD has cut the newsroom workforce by 25%, reorganized - and improved editorial quality dramatically, won more awards than ever before, securing the most satisfied readers in the competitive Stockholm market. This is how.tisdag den 28 augusti 2012
  4. 4. This is Svenska Dagbladet Part of Schibsted Media Group. 175 journalists. Sweden’s 5th largest newspaper. Circulation: 185 000. Daily print readership: 473 000 Business section Sweden’s largest business paper: Daily print readership: 410 000 Sweden’s 3rd largest newssite. Weekly unique users: 1,5 million Sweden’s 3rd largest mobile newssite: Weekly unique users: 330 000tisdag den 28 augusti 2012
  5. 5. Keeping print readership up Daily readership, 1000’tisdag den 28 augusti 2012
  6. 6. Gaining market shares in print circulation Gap between SvD and main competitor Dagens Nyheter halved in 7 yearstisdag den 28 augusti 2012
  7. 7. Market leader on digital platforms with continued rapid growthtisdag den 28 augusti 2012
  8. 8. 2 problems for print news Risk of print content becoming irrelevant Bottlenecks in production flow for printtisdag den 28 augusti 2012
  9. 9. The risks of bottlenecking When too many stories are delivered late in the day/ evening, it leads to... * More mistakes * Lower quality in design Text * Less flexibility * Loss of editorial control * Higher costs, with more staff working late and more editions/ print intakestisdag den 28 augusti 2012
  10. 10. ...and the news are still old Text Making a newspaper from scratch each day leads to an emphasis on general news stories. From yesterday.tisdag den 28 augusti 2012
  11. 11. Rethinking the role of print • More focus on agenda-setting news, especially on weekdays • More focus on storytelling and in-depth stories, especially on weekends • More ”social journalism”, where print and digital channels interact, to engage readers • Less of yesterday’s news, except on large news stories • Keep developing, building on the unique strengths of printtisdag den 28 augusti 2012
  12. 12. Rethinking the organization • Daytime production of the newspaper • At least 40 % of all news pages pre-produced • Minimal desks at evenings (cut by 75%) • More focus on planning and idea development for print - and on live coverage, reader interactivity for thedigital channels • Reorganized newsroom to enable more agenda- setting newswork, in all channels • A 2 speed-organization: Fast and Slowtisdag den 28 augusti 2012
  13. 13. Fast and Slow • The difference between own stories and general stories is bigger than between print and digital • Working with our own agenda and the general news agenda must be handled differently • Both need to be integrated, but led and coached differently • Fast is now and for tomorrow’s paper, for large stories • Slow is planned and pre-producedtisdag den 28 augusti 2012
  14. 14. How it works • On each desk, we have one slow and one fast news editor, on a rolling schedule • News reporters are divided into fast (now!) and slow (planned) • Slow editors focus on planning, idea development, coaching and integrated publishing/presentation • Fast editors focus on happening/developing news storiestisdag den 28 augusti 2012
  15. 15. Long-term planning • Major news stories planned 1-3 weeks ahead - and pre-produced • All feature/in-depth stories pre- produced • Long-term planning workshops for 3-6 months • Front pages planned 7-10 days ahead, to improve quality • Magazine approach to own news/ storiestisdag den 28 augusti 2012
  16. 16. Ridiculous? Or just logical? ”When we first heard, we thought that’s ridiculous — how could you do a daily paper and have half of it planned? It comes back to how you think of news. There are so many stories you could do at any point in time, and what newspapers tend to do — to be concise, the way we all grew up — was to leave everything till the last minute, and then between 4 o’clock and 10 o’clock in the evening, make a paper. So you have this huge down period at the beginning of the day and then this sort of crazy period for 6 hours. We haven’t done 40 percent — we’re aiming for 30 percent of content pre-planned. It helps you even out production, it saves on costs — which we have to do — and it produces a paper which is more effective and more analytical” ALAN RUSBRIDGER, THE GUARDIAN, to NIEMAN LABtisdag den 28 augusti 2012
  17. 17. A new mindset • More daytime production means • ...earlier deadlines, which demands • ...better planning, which demands • ...better idea processes, which demands • ...better knowledge and sources and better ways of communicating internally and with the readers • This affects everyone in the newsroomtisdag den 28 augusti 2012
  18. 18. Tools in the process • Clear, measurable objectives for each department and each journalist • Daily evaluation of news and agenda-setting, compared to the competitors • Internal benchmarks to identify the best stories, best scoops and best innovation • Better tools for planning and communication • Transparent planning, on whiteboards to increase newsroom engagementtisdag den 28 augusti 2012
  19. 19. Why plan? • Great parts of every newspaper CAN be produced in advance, due to its character and content • Print needs to look more ahead, not backwards • To stay relevant and competitive, print stories need to be more exclusive and better presented (infographics, visual storytelling etc) • Planning ups the ante for news stories and how they are presented, which increases qualitytisdag den 28 augusti 2012
  20. 20. Planning increases flexibility • When large news stories occur, we can put more resources into them, which helps both online and print • News always comes first: front-page plans are shredded one day out of three. But just for really big stories. • Since we reorganized, we have won international awards for our coverage of the tsunami in Japan and the terror attacks in Norway, showing that the news pulse doesn’t suffer by our modeltisdag den 28 augusti 2012
  21. 21. SND, Best In Show & Gold Award: This is one of the best pieces of breaking news coverage we’ve ever seen. It could be held up as a template for how to handle a breaking news story  Mtisdag den 28 augusti 2012
  22. 22. Effects of the Fast & Slow Model • More scoops and agenda setting stories (SvD today more quoted by other media than our competitor: doubled in three years) • More investigative reporting/series of articles • Better coverage of big, general news stories • Better design/presentation/visuals • Better front pages • Better channel integration • Better working conditions • More creativity in the newsroomtisdag den 28 augusti 2012
  23. 23. Challenges • This is not a production matter: you need to change the way everyone in the newsroom work • The balance between fast and slow is crucial; you must learn when to stick t and when to desert your plan • Print journalism need to change more - but also to be developed more - to maintain its relevancetisdag den 28 augusti 2012
  24. 24. Our conclusion • Workdays starting with blank pages are more stressful, requires more resources and ends in lower quality • Planning and working in several tempos makes it possible to achieve higher quality with less resourcestisdag den 28 augusti 2012
  25. 25. thank you… tack Martin Jönsson Deputy Editor-in-chief, SvD, mj@svd.setisdag den 28 augusti 2012

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