Virtual common newsroom for three regional Mexican newspapers
To open the "Alliances and Partnerships" section, we have asked Carles Gardeta, Director for Organizational Culture Projects at Cases I Associats (Spain) to feature his two-year work within the Milenio Group in Mexico. Globally, three regional newspapers were involved in a fascinating editorial and management process including: newsroom organization of each one of the titles; formal homogenization of the different dailies; organization of administrative areas; common commercial strategies; and the coordination between the different newsrooms to allow the sharing of the production of common pages.
Carles Gardeta, Director for Organizational Culture Projects at Cases I Associats answers to nine key questions...
1) What is the Milenio group and what was the Cases I Associats mission?
Editorial Milenio is a division of Multimedios Estrellas de Oro group, one of the most important entertainment and communication groups in Mexico, most of all in the northeast states, thanks to cooperation between its divisions. The most important titles among the 11 publications that make up the group are the newspapers Milenio Diario (D.F.), Milenio Diario de Monterrey, Publico Milenio (Guadalajara) and the magazine Milenio Semanal.
The editorial concept for Milenio was defined in the midst of the drastic process of political change experienced in Mexico, and reflects a new relation between media and society. In the year 2000, Vincent Fox took the opposition to power, thus beginning a new chapter in Mexican History. The group appeared at that moment, when 71 years of continuous political regimen from the PRI (revolutionary institutional party) come to an end. The PRI period was marked by a strict and corrupt relationship between government and media.
In that scenario, Milenio positions itself as an irreverent medium, with serious and reliable information and, most of all, which is concerned about the reader instead of the political power.
Other titles that integrate the group, formed with its own newspapers and associated ones, include: La Opinion de Vallarta Milenio, Milenio Nayarit, Milenio El Portal (Veracruz), Milenio Tabasco, Diario de Tampico, La Opinion y Milenio San Luis.
Besides the print division, the movie division stands out, with a chain of movie theatres that add 120 thousand seats. Also notable are its radio chains, operating in more than 40 frequencies, TV channels (free and cable) and leading businesses in other mediums, like Internet.
The group entrusted Cases i Associats with the analysis of production and organizational conditions in different titles that formed the press division. The task included proposing actions aimed at modernizing, optimizing resources and improving quality.
2) When have you worked on it and how many people were involved within your company?
The first work stage, to analyze structural and productive characteristics, took place between May and June 2002, and was conducted by five people, among them, Milenio professionals in charge of implementing the change process and Cases i Associats specialists.
The second phase consisted of an overhaul of three newsrooms (in the Monterrey, Mexico DF and Guadalajara dailies), optimizing resources and coordinating the newsrooms to make the most of the cooperation between the group’s divisions. This second stage was developed between September and October 2002, and was conducted by the same team, along with leaders in each newsroom and the people in charge of technology.
3) Was the main concern of the Milenio Group to cut expenses and to reduce costs?
The Milenio property needed an urgent analysis of the overall state of its products. Profitability was showing a deficit. In the beginning the only goal was to produce a diagnosis, which would provide an overview of the problem’s real dimensions.
The Cases i Associats diagnosis found that it was necessary to work in various fronts. These included: newsroom organization of each one of the titles; formal homogenization of the different dailies; organization of administrative areas; common commercial strategies; and the coordination between the different newsrooms to allow, among other things, the sharing of the production of common pages.
The result of such actions led to, for example, having a strong economy section in only one newsroom, that produces pages to be shared in a national level. The same setup has been applied to national politics, international, sports, entertainment, culture and other sectors, avoiding thus the duplication of sections on a national level. By doing so, the work model also strengthened the local sections in each newspaper.
Change from various isolated and autonomous newsrooms to only one decentralized newsroom, coordinated from Mexico DF, meant an important shift in the production philosophy. That led to an intimate collaboration between the different titles and provoked an internal debate in each of the newspapers about the local-national dichotomy.
4) What were the main difficulties in this mission? Editors? Journalists?
Collaboration from the Milenio professionals in charge of the change process was fundamental to overcome the consequent difficulties of working with a team that had just suffered a major staff reduction. The journalists and all personnel involved in the production processes adapted very rapidly to a new production circuit, radically different from the previous one.
It was also easy for the directives of the different dailies to understand the new production philosophy and accept the disappearance of some of their sections. The reduction in staff didn’t affect the information quality, once the internal production processes were rationalized.
5) Is it time for a first “status report” or assessment or is it too early?
Cases i Associats has been working non-stop with Milenio on this project as well as other ones. Therefore, continuous evaluation is an imperative part of the work between Cases and Milenio. The scope of change implemented by Cases in the Milenio group is large, and now the first stage of newsroom organization has been completed. In terms of optimizing production, the positive result of this first stage made itself evident a few weeks after implementing the new organization.
6) Concretely, what is working better after your mission... And possibly, what is worse?
At this point it can be said that the improvements are centered on the rationalization of technological and human resources that improve business viability for the group of newspapers that comprise Milenio. Production and quality levels are higher, and fewer resources are required.
Another aspect has been the creation of a central desk in each of the newsrooms, which integrates members of different journalistic areas. The Central Desk is in charge of decision making, production control, quality control and coordinating with other newsrooms. This tool has enabled the directives of each newsroom to better control information quality and has enforced the internal coordination of each newsroom, as well as the coordination between different newsrooms.
But technological aspects could still be improved, namely: the absence of a newsroom managing editorial system; poor infrastructure for the communication net between different newsrooms, color print quality…
7) Have you modified anything between your first recommendations and the final process?
The truth is that distortions between Cases i Associats project and its materialization are irrelevant. Of course, after some time, each newsroom has adapted small details to suit its own unique necessities. But those adaptations don’t affect the general proposal, because they are aligned with the aims proposed from the beginning.
8) If you had to work on the same kind of mission, would you approach the issue in a different way?
No. The implementation of a new work culture took place without major problems, keeping up with a calendar of complex actions. I insist that the collaboration found by Cases i Associats among Milenio executives made the success of this project possible.
9) Cases I Associats is very well-known for design issues. How the company has handled management questions?
It is impossible to conduct design works without addressing more global questions like the publication’s concept or means to provide a workflow and organization that enable the constant maintenance of a quality design. Aspects like newsroom organization, information products concepts, commercial strategies, technological consultancy, staff evaluation, and others are natural areas of action in Cases I Associats work. Each project has a different level of action, according to the specific necessities of different clients.
Carles Gardeta
Director for Organizational Culture Projects,
Cases I Associats.
Related links:
nationmaster
milenio
mileniosanluis
prensaescrita
almargen
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NOKIA N93i--US$300
APPLE IPHONE--US$400
SONY ERICSSON P800--US$135
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Do kindly reply back now, thank's and God bless.