To conclude my series of posts on lessons broadcasters could learn from newspapers, I present some comments regarding the human factor.
Online TV skills from outside required
TV broadcasters need a new breed of execs, of content personnel, of technicians, of sales persons…etc. Training internal resources will only work as long as there is a critical mass of sharp online personnel aboard. This means that talent and skills will have to come from outside, especially during the early stages. Later on, the usual flow of TV hires will join the company with that ‘online module’ already built in. One cannot change the taste of a dish without adding some new ingredients. The new hires will also help to mold the TV culture to the new times and needs.
Hire online experts from the best online newspapers teams
Speaking of online skills, web journalists have dealt for many years with many of the issues now affecting broadcasters. They have experience with the problems of traditional media going online, with its cultural, technical and content challenges, plus they know the difficulty that legacy and new platforms have interacting with each other. Online journalists have a good understanding of video challenges and may have even experimented with the concept of online TV. Those managers boast years of practice in handling complex digital operations with massive traffic, especially when compared to the number of unique users of almost any broadcaster. They understand what drives user behavior and can integrate online trends, such as social media, into the content proposition. Lastly, their marketers are experts in using statistical, competitor analysis and general market intelligence tools to gain insight into their operation and that of their competitors. Among their weaknesses, few have relevant experience with DRM (Digital Rights Management). In sum, do not disregard their experience because, at least to a certain degree, they have done this trip before.
Do not try “to own” your online TV team during the early stages
Do not suffocate your team by imposing the dominant TV culture. The existing culture made your channel successful, but it has to be transformed to succeed in the new digital challenges. A top newspaper exec once told me he hired someone just because he wore a gold ring in his ear. This is just an anecdote to illustrate that things will be different in an online environment. Let them act, relate, meet and work as they please, without other preconceptions other than rigorous delivery. Once the team spirit is built, you will have to bring both cultures closer. That said, the new media manager should report to the top exec and, in my opinion, be a member of the Steering Committee ASAP.
Allow for active networkers
I apologize for copying and pasting this point from a previous post, but it fits here beautifully: “…pay attention to the networking that takes place within. The real success of your project will take place if the right networkers are able to operate freely across your established organization. They are the energetic people the organization trusts and relies on. Regardless of their titles, they move around irrespective of the organization chart connecting people and experience, transforming bits of information into added value. They are the energizers. Their enemies are the authority figures who dislike active networkers and hold too high a respect for established channels of communication. By making sure that loose pieces of information are transformed into solutions these employees will increase the possibilities of success of your project. Make sure they are not subdued by your “establishment.” Let there be a certain degree of noise. Total peace belongs in cemeteries.”
Be ready to partner as never before
Historically, the agenda of a newspaper executive did not include meeting a lot of outside companies. Newspaper managers had a simple and consistent work flow. That changed with the Internet and now their agendas are busy with meetings with vendors and interaction with competitors, players and interlocutors of all kinds. The company network is much denser. To offer an example, when newspapers started migrating the businesses included in their papers, they realized that in the case of online employment, they lacked critical mass. Currently, Gannett Co. shares its CareerBuilder web priority with Tribune Co., McClatchy Co. and Microsoft.
Managers need to become more open, more adept at interacting with many different players in a time efficient way. The TV set is not the only platform to keep in mind anymore and for every new device to carry the TV content there are agreements to be negotiated and implemented.
Lastly, newspapers did not have many persons working from the outside. Online changed that. I foresee that broadcasters will have to excel at streamlining their interaction skills to relate with a larger amount of external teams working for them, peers, vendors and clients in order to contribute to the faster and more complex delivery of the online/mobile.
You are free to use this article in your publication as long as you credit the author Fernando Samaniego.
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