Before deciding what should comes “first” in digital, publishers must figure out the right production workflow. Each and every player must plot its very own path away from the now aging notion of publication to the broader platform model. 

Last week, I spent a few of days in Berlin at the European INMA conference. Among many interesting moments, there was our visit to the Axel Springer group, the number one print publisher in Germany that also operates scores of publications in 44 countries. In 2012, Springer had a revenue of €3.3bn and an EBIDTA of €628m; 40% of its revenue comes from digital, thanks to 160 different online properties and 120 applications. Attaining this level required an aggressive growth strategy: since 2006, Springer launched or acquired new digital activities at the stunning rate of one every two weeks!

Like most modern news outlets, Springer is obsessed with having everyone in the company work without distinction between digital and print. Its latest initiative involves the definitive transformation of the venerable daily Die Welt into a multimedia news factory. To achieve this, the company bets on the radical architecture of its brand new newsroom. Of course, Die Welt is not the first to bet on the physical setting of the workplace to accelerate changes. Among others, the UK’s Telegraph did the same several years ago (it didn’t go smoothly at first but, in the end, the effort paid back.)

Here is the floor plan of the Die Welt’s newsroom that will enter in operation within a couple of months (I reconstructed it from a picture and briefing notes) :

die_welt_newsrm_plan

The open space resembles a sound-proof cathedral on the ground floor of the Axel Springer building in the center of Berlin. It will operate from 5am to midnight. The star shape reflects the news products’ diversity and time imperatives; the closest the workstations are from the center (where on-duty management sits), the faster the treatments are supposed to be: mobile staffers will stay close to the top editors as people in charge of building pages for the daily will dwell at the outer edges. This newsroom is mostly a production center; it actually accommodates only half of the Die Welt 300+ editorial staff as reporters and some staff writers will be located in a separate room. Note how all individual offices are gone while the periphery is filled with meeting rooms of various sizes and shapes that staffers use as needed.

Management gurus often say a radical alteration of physical settings is a key instrument of change. I can’t agree more. Interestingly enough, a firm like Innovation Media Consulting I’ve known since the Nineties as mostly an art direction company now works with architects and workflow specialists to induce changes in the way newsrooms operate.

But a super-modern floor plan is only part of the equation. In last week’s Monday Note,  I addressed the need to make the story the kernel of a cluster of high value products. Both are merely components of a much deeper change, that is the creation of a true News Platform. Anglo-Saxon newsrooms enjoy several advantages over Southern Europe (for instance) ones. Since the beginning, their journalism is built on a clear separation between writers (or reporters) on one side, and editors on the other. Anglo-Saxon journalism comes embedded with a separation between the writing and the editing of journalistic material — that is not the custom in a country like France in which most interns sees themselves as potential heirs to Joseph Kessel. More seriously, here, the principle of heavy editing is much less accepted than in the US, UK or Germany where the process results in much better structured articles, and most powerful storytelling for long-form reporting. In addition, in those countries, newsrooms with top editors entirely dedicated to their role of managers are better equipped to address the needs of morphing news organizations. For the most part, these factors explain why, in the Anglo-Saxon world, the News Platform transformation is way ahead of anywhere else. Axel Springer’s management concedes that this radical news flow structure is the result of a process that started years ago — that’s why it has been smoothly accepted by the staff. Everyone now sees it as the indispensable platform to produce across all major vectors now used by the readers – mobile, tablets, web and print – with greater efficiency along with consistent quality,.

frederic.filloux@mondaynote.com

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