The document discusses the transformation of news production at VRT Programme Management News. It outlines their vision to bring a cross-media news and sports offering to cope with changing consumer needs. Major challenges included implementing new digital systems and reorganizing into a single newsfloor. The approach focused on transformation management, learning and change, and traditional areas like processes, organization and technology. Lessons learned included getting early line management buy-in, clearly explaining changes, user-friendly technology, monitoring progress, realistic testing, and stabilizing after go-live.

1. Transformation of news production
Brigitte Vermeersch
Didier Brackenier
VRT Programme Management News

2. Agenda
Vision
Major h ll
M j challenges
Fundamental pillars of our approach
Lessons learned
2

3. Vision
bring a cross-media offer for News & Sports
cope with changes in lifestyle and media
p g y
consumer needs…
– more live content
– on demand
– everywhere
– cross-medium
cross medium
– focused / specialized
– differentiation
3

4. Major challenges (1)
Implementation of digital platform
News Room Computer System (NRCS)
Avid Polopoly Dira
(TV) (Online) (Radio)
Storage & Media Management
Workflow - working together in a digitized world
4

5. Major challenges (2)
Newsfloor and spaceplanning
Organisational changes
3 divisions 1 newsfloor
working separately g
gathering together
g g
differentiated broadcasting
Small broadcasting
units per channel
News
TV
News
Radio News News Gathering & Production
Online
5

6. Approach
What do we do differently ?
Transformation p y
We’ve spent substantial effort in 2 key areas :
management
– transformation management
Learning & change – learning and change
Training
Processes &
Organisation
… without forgetting of course traditional
forgetting, course,
tracks such as organisation, processes,
training, technology, facilities, …..
Technology
Facilities
6

7. Approach
What do we do differently ?
The complete transformation program has been defined in terms of
Transformation subsequent waves of change we wanted to realize
management
This resulted in subsequent organisational releases; each time, the
Learning &
change scope of these releases was based on th change we wanted t
f th l b d the h t d to
Training implement, and not on the technology solutions available at that time!
Processes &
Organisation Each of the subsequent was required specific alignment and focus
activities such as dialogue sessions, scope reduction, …
g
Technology
Build an internal transformation team : use external expertise, don’t
Facilities
rely on external manpower
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 with Create willingness Additional output Additional Increase
waves
video digitization through to work together and efficiency through workflow flexibility
Internal transformation team
of
« isolated » pilot project common newsfloor and and
change digital platform
g p efficiencyy
R1 R2 R3 R4 R5
releases
News Gathering Teams Common NRCS Relocation and Go-live Browse
P2 / Avid / Transmission for all media Go-live News Sports editing
t
Strategic Alignment Alignment Organisational
Chief Editors Business-Technology Alignment within VRT
alignment
and focus Validate Stripping
7 Transformation releases Technology Platform

8. Approach
What do we do differently ?
Transformation
management
We’ve started from « in-depth » analysis of all target groups
… with respect to the change we wanted to realize
Learning &
Learning &
g
change
change
The story-line should be the same for everyone, however :
Training
– the way to bring it depends on the target audience
Processes &
Organisation
– it is important to communicate through the hierarchal line
Guts instead of brains : do not communicate conclusions,
Technology
trigger people on different levels in the organisation to make the
same conclusions (learning sessions)
Facilities
Assure that your people
in a couple of hours
understand the reasons why, and
are able to define the same conclusions
(even if it took months/years to define them within the team)
Test your communication, learning, … material
8

9. Approach
What do we do differently ?
Q3-2005 Q4-2005 Q1-2006 Q2-2006 Q3-2006 Q4-2006 Q1-2007 Q2-2007 Q3-2007
Transformation
management R1 R2 R3
News Gathering Teams Common NRCS Relocation and
Learning &
g
Learning &
g P2 / Avid / Transmission for all media Go live
Go-live News
change
change
Vision
Training Program book
Awareness
Processes &
Organisation
New newsfloor
Technology
Facilities
HOOFD_
BUITENLAND
REDACTIE
BINNENLAND
KOPPEN
TV SET
NIEUWS-
INTAKE
MEMA
RADIOSTUDIO
SPORT
9

10. Approach
What do we do differently ?
Transformation
management During Strategic Alignment : 3
Chief Editors
Learning &
g
Learning &
g
change
change
Training Chief Editors Project Team : 12 people
Processes &
Project Team
Organisation
Extended Project Team : 60
Extension people
Technology Project Team – key players were assigned as
project leaders on subtracks
– a sounding board with existing line
Facilities management was established in
g
order to communicate and integrate
Everyone change on the floor
Since then, monthly (1-way)
communication sessions were
organized
Later, we established real
interaction d i Vi i
i t ti during Vision
Sessions
10

11. 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. Spend ti
5 S d time on realistic d
li ti dry-runs t validate organisation, processes
to lid t i ti
and technological platform in practice
6. Stabilize d do t ll
6 St bili and d not allow new thi
things d i 6 months after go-live !
during th ft li
11

12. Conclusion
If you only remember three things …
Step by step approach
Transparency
p y
Involvement & commitment
12