In a large European media group, the interim manager (as managing director in a permanent position) was tasked with leading the digital content brand business in Germany to its first successful turnaround and growth. The media group was - and still is - in a disruptive, difficult market environment with highly competitive competition. The media group had launched an extensive product and innovation offensive for all media genres as part of a long-term transformation process.
The ad hoc assumption of the management role (initially as Co-Managing Director, then as CEO) included the consolidation of the portfolio, strategy development and the future-proof positioning for the digital business of the content media brands in the premium segment.
Digital content brand business realigned in terms of personnel and organization
At the start of the transformation process for the digital content business, it was initially important for the manager to build trust. She created an atmosphere of trust with regular communication, transparency, personal responsibility and initial joint success stories. This resulted in open and future-oriented cooperation between employees as a fundamental basis for all upcoming changes.
In the first few months, the manager and the management team focused on centralizing the previously heterogeneous digital content brand business to create synergies and efficiencies. She aligned the new organization as a matrix within the new Group-wide structure as part of the transformation process. As part of this process, she established a new management board together with the Co-Managing Director. Together with the board and their management teams, all specialist areas in the organization were repositioned and realigned.
Agile and flexible mindsets introduced - product relaunches and innovations
In all the changes, the manager placed great importance on creating space for innovation. The introduction of agile and flexible ways of thinking was of pioneering importance. The introduction of the new working methods was a fundamental step towards increasing the speed and quality of digital development for all areas - from technology to the editorial teams.
At the same time, the manager started consolidating the entire digital content brand portfolio together with the product managers. The further development and expansion of the products included numerous and extensive product relaunches and product innovations. In all developments, it was also crucial to gradually switch to mobile first across the entire portfolio.
Synergies created and heterogeneous IT infrastructure renewed
Building synergies was extremely important for competitiveness and cost management. Until then, the media company had operated a very heterogeneous system landscape. The manager therefore successfully implemented a large, complex IT consolidation and roll-out project at the same time as the product and innovation offensive. She renewed the entire IT infrastructure and introduced state-of-the-art technologies. The roll-out included extensive product relaunches for the entire product portfolio. Today, all brands have the same - or if appropriate - an alternative IT basis. Development is innovative and operations are highly efficient. This also applies to the use of all software tools.
Digital business successfully led to growth
Thanks to the numerous initiatives, the manager, in collaboration with the management team, was able to successfully (re)establish the publishing market leadership and significantly improve the market positions of individual brands. All relevant key performance indicators, such as reach and sales, were increased and strong growth was generated. The first turnaround of the digital content brand business in a large media company was successfully achieved.
