More agility in the company with a Corporate Media House

Corporate Media House
Corporate Media House WKO

Why the corporate media house is much more than just another term for the corporate newsroom and which 7 principles best describe it.

Attention is the new power factor

The battle for attention has long been the mother of all battles and has become a central power factor for companies and organizations. Especially in communication. If you don't manage to make yourself or your message the focus of attention within a few seconds, you will be overlooked, overheard or ignored.

Communication drives change

Whether digitalization, greening, Covid or geopolitical upheavals: All of these developments are - intentionally or unintentionally - changing our society and our economy. They are also changing communication. It has long been a key driver of change itself. Companies and organizations face major challenges in navigating this volatile environment, successfully asserting their interests and ultimately maintaining control over their communications.

Danger recognized! Danger averted?

Companies and organizations are well aware of this new, sometimes harsh reality. However, many are often not (yet) in a position to deal with it adequately due to their established communication structures. Internal structures and processes need to be made fit for this. But how?

No story, no glory

Instead of telling a common story, employer branding, marketing, sales, product or investor relations are competing with different stories for the attention of employees, customers and investors. This needs to be brought together: Into a common narrative, a community, a company. And, of course, in communication structures geared towards this. Because only those who master telling a strong story in this new reality in such a way that others become a part of it and actively spread it will be liked, bought and invested in.

Listen to the signals: towards more agility

In order to meet this demand, there are increasing calls in companies and organizations: For "more agility", the "tearing down of internal silos", the desire for "more efficient structures", "faster workflows and decision-making processes". But what can you really do to achieve real improvements and not just remain a silent cry for change?

Agility has a name: Corporate Media House

The Cambridge Dictionary defines agility as "ways of planning and doing work in which it is understood that making changes as they are needed is an important part of the job". This means being able to react flexibly to unforeseen events, new requirements and changes, not only reactively but also proactively. A definition that applies precisely to the Corporate Media House.

Editorial work = agile work


Agile is an often overused buzzword. But what does agility really mean in the context of the Corporate Media House? When it comes to communication, the aim is clear: to increase your own speed of action and reaction. To retain control over the interpretation of topics, messages and content at all times. Or to quickly (re)gain control of your communication in special situations such as crises. "Take back control" is the motto.

Forward-looking focus instead of a communicative blind flight

A corporate media house is designed for agility per se. And this in no way means hectic, uncoordinated work based purely on gut feeling and trial-and-error principles. On the contrary. Agile working at Corporate Media House means highly autonomous, goal-oriented and structured planning, control and implementation of communication activities. With a high degree of interaction and co-creation. Team players rather than lone wolves are required. In order to avoid flying blind, data-based analyses, KPIs and communicative situation reports ensure the right focus and a sharpened view of what is really important.

Change is an agile process

The transformation from established communication structures to a corporate media house does not happen overnight. Rather, it is a real change that goes far beyond the core communication structure. A marathon, not a short sprint. In addition to a clear mandate and commitment from management, this requires structural, procedural and, above all, cultural support. Just as a corporate culture cannot be "prescribed", the new processes and rules of editorial collaboration in the Corporate Media House must be jointly developed, practiced, continuously improved and supported by everyone. This is also an agile process.

Communication is the central management tool

The corporate media house is therefore much more than just a new coat of paint or superficial cosmetics for existing communications departments. It is also not enough - to put it casually - to hang up a few digital screens or place a fancy editorial desk in the office. Rather, the Corporate Media House is associated with the understanding of using communication for what it is: the central management instrument of change. The Corporate Media House is the enabler for this.

"The glorious seven": 7 principles of the Corporate Media House

  1. Structure follows strategy: The structure follows the requirements of an editorial organizational structure. To this end, organizational units such as Topic Management (often also referred to as Content Desk), Channel Management, Analytics and Production have been established. Each of these units is highly specialized in its own and at the same time meaningfully interlinked via the workflows.
  2. Role model: Starting with the Head of, through Topic Manager and Channel Manager as well as experts for analytics and impact measurement. Specific tasks, skills and role profiles that complement each other are defined for each role.
  3. Let it flow: From the strategic planning process (topic and strategy development, communication strategy) and campaign design to day-to-day operations (daily communication). There are standardized workflows and decision-making mechanisms for the most important core processes. The Corporate Media House understands and translates: Corporate strategy into communication strategy. Issues into topics. Topics into measures. Target groups into dialog groups and corporate goals into measurable communication goals.
  4. Connecting people: Interactions between roles are not only defined within the Corporate Media House, but also with contacts in other departments or areas of companies and organizations. Product development, production, HR, CSR and even (subsidiary) companies are connected via interfaces - and thus become part of the Corporate Media House. Concerns and topics from "outside" can be taken up at an early stage, acknowledged and implemented in communication in an impact-oriented manner.
  5. Content is the real thing: This goes hand in hand with the understanding that content is everywhere in the company. This is identified in close coordination with the interfaces, iterated and prepared in a format and channel-appropriate manner for the respective target groups. On the basis of a common understanding of what is to be achieved by means of communication on a topic, a product, a service, a study or any other content. Communication is always based on the topic - not the channel.
  6. Digital first: The editorial process is supported by digital tools. The use of innovative newsroom tools facilitates communication planning (from topic planning to the editorial calendar), control and distribution in the channels through to ongoing impact measurement and optimization. The corporate media house is therefore not necessarily a physical location. It can also develop its impact as a virtual organization through digitalized processes.
  7. More than Words: Combining marketing, PR, social media, internal and external communication into one department on paper does not make a newsroom. The corporate media house not only changes communication structures and processes, but also identity and culture. It affects the depth and breadth of an organization and is therefore much more integrative than a classic corporate newsroom could ever be.

Do you also want to develop your established communication structures into a functional newsroom? Find out more about how we support companies and organizations here.