The document discusses the establishment of a newsroom within a major Austrian bank, outlining the rationale, processes, and requirements necessary for successful implementation. Key points include the importance of organizational development, open-minded leadership, and a strong communication strategy. Ultimately, the goal is to foster innovative communication methods and improve customer relationship management through an integrated media approach.

1. How to bring a newsroom into
a bank…
RoX Conference 2015
Robert Hanke, crosscom
robert.hanke@crosscom.cc
+43 (699) 1234 20 44

2. How it all began…
The client: “Develop Digital Signage for our new
branches…”
Answer: “OK”

3. Result:

6. Done!

7. How?
• Process

9. Banks love processes!

10. Do we need processes in our daily work?
• No.
• But they are ladders.

11. What to do with ladders?
• Throw them away, aUer established.
(Ludwig WiWgenstein, Tractatus Logico-Philosophicus)

12. Next step:
• The client: “Develop processes for all the other
media we have…”
• That means: Transfer the learnings & processes
we made when establishing Digital Signage to all
the other media:
– Internet
– Intranet
– Social Media
– Print Publishing
– and so on.

13. How?

14. 3 possible ways:
a) Evaluate the internal processes, make sugges_ons
how to op_mize and create synergies
b) Do a) and in addi_on establish a small team of pilots,
working interdisciplinary across classic
communica_on disciplines (print, online, marke_ng,
mul_ channel management, PR, communica_ons,…)
c) Establish a newsroom (like in the big media houses…)
This last op_on was meant to be the drop result.
Why?
It simply wouldn´t fit to a bank.

15. • The client: “Your mission is to establish a
newsroom…” (…in one of the biggest banks in
Austria).
• The answer: “No way.”

16. • Client: “You just tell me what you need for the
project, and you´ll get it!”
• The answer: “Well,…”
• “Let´s do it!”

17. Recipe for a newsroom:
• Organiza_onal development
• Enough _me (at least one and a half year)
• Power to reorganize established processes
• Open minded CEO
• Social first
• An innova_ve working environment
• And a strong brotherhood with IT (that meant to
do most of the concep_onal development by
yourself, strong external partners and tolera_on
of the internal IT)

18. • Mix it all together with a plan,
• ready!

19. What is important?
• Doors are open (symbolic power)
• A key to the system for the users (licenses & smart
terminals, MS Surface for example)
• Trainings for the employees
• Know how your internal target groups are ac_ng
• Let the experimental character
• If possible no interference with other organiza_onal
development projects (like moving the whole
department into a new working area)
• Design, Design, Design (Usecon, to work on usability)
• Communicate, communicate, communicate!

20. How does it work in real life?

22. What´s next?
• The newsroom as a base for a new era of
communica_on

23. That means:
• Establishing new func_ons of CRM (targe_ng,
retarge_ng, segmenta_on, big data,..)
– Obstacles are not technical but security, compliance issues
• New methods of content distribu_on
– “storytelling” & content hub
• New Media
– New website
– New online customer magazine (“no more print
publishing”)
– New newsleWer system
• That leads to new online processes and to
• New products. Some_me.

24. We never give up!
• Thanks for listening!
• Team
– Margit BiWner
– Hermann Rauschmayer
– Reinhard Tötschinger
– Wolfgang Rehberger
– Mario Simandl
– Peter Hössl
– Robert Hanke
T TSCHINGER
T R A N S F O R M A T I O N
Dr. Reinhard Tötschinger
1010 Wien
Spiegelgasse 23/7A
0043 1 5854976
0043 (0)664 1623409
reinhard@toetschinger.com
www.toetschinger.com
Contact: Robert Hanke, crosscom
robert.hanke@crosscom.cc
+43 (699) 1234 20 44