The last few years have seen publishing houses all over the world begin to adapt their editorial products, services, infrastructure and IT. The catalyst for this transformation is the rapidly changing needs of a once traditional print audience who are now moving towards the new opportunities of the digital world.
More and more, editorial departments consider digital channels as important as the print medium. Newspaper brands now offer audio and video stories on their websites or via mobile services and push interactive services such as blogs and discussion forums. These changes and diversification of products and services inevitably have an impact on workflows, roles and structures in an editorial department.
In order to achieve the goal to offer new products and services, a wide range of organisational concepts and strategies were conceived by editorial management. Some of these concepts were the incremental next step of a process of evolutionary development. Others followed a more radical approach to changing every inch of how their newsroom operates.
Looking at the organisational concepts that have been realised in editorial departments, we can see three main structural types:
The first type, let’s call it ‘Newsroom 1.0′ or the ‘multiple media newsroom’, provides dedicated editorial resources for each platform that is serviced by the publishing houses. This results in separate editorial units for the print edition and for the online site. The “low-cost version” would be one or a few editors who take the copy of the print edition, possibly rewrite the copy and put it on the website. This can happen either before the story was published in the print edition or after the newspaper has hit the stands.
On the other side of the spectrum there is a fully equipped editorial department with online reporters and online editors who do their own research and content generation and run the web site as more or less as a separate channel from the printed...