In an era where media organisations must adapt rapidly, insights from leaders like Riske Betten, B2C product director of Mediahuis Nederland, and Christoph Zimmer, chief product officer at Der Spiegel, provide valuable lessons on building nimble and responsive structures. 

During the recent INMA Product & Tech Town Hall, they shared the strategies employed by their organisations to stay agile and competitive.

Cultivating a collaborative culture at Der Spiegel

Zimmer discussed the unique employee-ownership structure at Der Spiegel, which instills a strong sense of responsibility and influences the company culture significantly: 

“Our founder donated a majority stake of the company to its employees and that, of course, has a huge influence on how we’re run and how our culture has developed over the years.”

One of the key strategies Zimmer shared was the integration of their reader revenue and product teams to enhance collaboration across different facets of the organisation. Zimmer detailed the transformative steps taken by Der Spiegel. This strategic move, initiated three years ago, aimed to streamline operations and align the organisation more closely with the evolving needs of its readers.

“These were two very different divisions at the Spiegel,” he said. The merger was not just a structural change but a strategic realignment to enhance the synergy between the teams responsible for product development and revenue generation.

To facilitate a smooth transition, Der Spiegel undertook various measures to unite these previously separate entities. Zimmer highlighted the comprehensive approach adopted: 

“We accompanied this merger with various measures led by a transition team built out of members of our teams. We did things like surveys, workshops of course, but also one-to-one meetings between colleagues from both sides.” 

This meticulous process helped bridge the cultural and operational differences, fostering a collaborative environment essential for the integrated team’s success.

Communication and daily interactions have also been pivotal in maintaining the momentum of this integration. Zimmer emphasised the importance of regular communication: “We really talk on a daily basis wherever we are, and we focus on the two different areas — but also run really the department together. We do staff meetings with everyone.”

These interactions ensure that all team members are aligned and can collectively address any challenges that arise, thereby enhancing decision-making and strategic execution.

The overarching goal of tearing down the barriers between the subscription and product sides of the business was a theme Zimmer revisited: “I think working together across these different teams and really tearing down the wall between subscription and the product side is really important, but it also takes time.” 

This ongoing effort is crucial for Der Spiegel as it seeks to respond more adeptly to the dynamic media landscape, where understanding and meeting reader expectations are critical for sustained growth.

Zimmer also addressed the complexities introduced by the proliferation of digital platforms and formats, which significantly impact how media organisations operate and engage with their audiences. Zimmer elaborated on the challenges and opportunities these new platforms present for Der Spiegel.

Zimmer noted the shifting landscape: “Today we face a multitude of platforms and formats ... consumption is distributed across these different platforms and the consumption of information happens in very different ways.” This marks a departure from the past, where media could focus primarily on print or straightforward digital offerings.

He also pointed out the significant influence of newer technologies:

“We just think about AI assistance, which really has a lot of influence on how information is consumed. But it’s also true for technologies or platforms that have been here for a longer time, like Google Discover or newsletters.”

These tools and platforms pose both challenges and opportunities, as they change the way content is delivered and consumed.

This increased fragmentation in media consumption requires a more nuanced approach to product development and reader engagement. Zimmer underscored the necessity for Der Spiegel to adapt its strategies to effectively meet readers across various platforms. The integration of the product and reader revenue departments is a part of this broader strategy to ensure that the organisation can innovate and remain flexible in the face of changing consumer behaviour.

Streamlining operations at Mediahuis Nederland

Betten shared how organisational structure at Mediahuis Nederland is directly aligned with their strategic objectives, particularly emphasising their subscription-first approach. 

“In general, for me, I think the ‘why’ of organisation is in fact the ‘how.’ In the end, you could see your organisation as your strategy in action,” Betten said.

Mediahuis Nederland places a strong emphasis on a subscription-first strategy, which underscores every decision and innovation within the company. Betten highlighted the importance of this focus: “It is clear to everyone working within the company that it’s subscription first. So everything we do is customer-centric.”  

This approach ensures subscriber needs drive the development of all products and services, positioning customer satisfaction at the core of the company’s objectives.

A pivotal aspect of Mediahuis Nederland’s structure is the integration of the product development teams within the broader B2C framework.  

Betten highlighted the strategic alignment of B2C and product teams as pivotal to their digital and customer-centric focus. She explained the rationale behind this structure: 

“We did so because of the fact that we are a subscription-first company, and we have a clear focus on customer needs.”  

This integration ensures product developments are consistently aligned with enhancing customer experiences and driving subscriber growth. 

Mediahuis Nederland also promotes extensive cross-functional collaboration to ensure agility and responsiveness. Betten discussed the importance of breaking down traditional silos between departments: “What we really try to do is have a proper look at our strategy and then also define which organisation fits that strategy.” 

By aligning various departments under common strategic goals, the company ensures a seamless flow of information and coordinated efforts across the board. 

The use of centralised data and analytics is crucial for informed decision-making at Mediahuis Nederland. Betten touched on the integration of product and customer data, which enables precise targeting and personalisation of products. 

“Connecting these within one department gave us the opportunity to get closer to this 360 view on users and subscribers,” she said, emphasising the strategic use of data to tailor offerings to user needs effectively.

Both leaders underscored the importance of fostering a culture that encourages collaboration and flexibility, which are critical for media companies navigating the rapid pace of technological advancements and changing consumer behaviours. By breaking down silos and encouraging open communication, Mediahuis Nederland and Der Spiegel are setting examples of how media entities can remain competitive and relevant in the digital age. 

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