OPERATING EUROVISION AND EURORADIO

LEARNING FROM PUBLIC SERVICE MEDIA IN TRANSFORMATION DIGITAL TRANSFORMATION INITIATIVE STATUS REPORT

SECOND EDITION APRIL 2018

1 ABOUT THE EBU

The European Broadcasting Union (EBU) is the world’s foremost alliance of public service media (PSM). Our mission is to make PSM indispensable. We have 73 Members in 56 countries in Europe, and an additional 33 Associates in Asia, Africa, Australasia and the Americas.

Our Members operate nearly 2,000 television and radio channels together with numerous online platforms. Together, they reach audiences of more than one billion people around the world, broadcasting in more than 120 languages.

We strive to secure a sustainable future for public service media, provide our Members with world-class content from news to sports and music, and build on our founding ethos of solidarity and co-operation to create a centre for learning and sharing.

Eurovision Media Services, our business arm, has an outstanding global reputation and is the first choice media services provider for many media organizations and sports federations around the world.

We have offices in Brussels, Rome, Dubai, Moscow, New York, Washington DC, Singapore and Beijing. Our headquarters are in Geneva.

Discover more about the EBU on www.ebu.ch.

2 FOREWORD

The ways people find and interact with media have changed greatly, ABOUT THIS REPORT largely owing to the impact of digital technology on society as a The second edition of this Status whole. In this context, public service media (PSM) must engage in a Report for the Digital Transformation fundamental transformation if they are to remain relevant. Initiative advances further our aim of helping Members understand and implement the process of Some EBU Members have already started this transformation. It restructuring and transforming. is a journey that all will be required to undertake, with increasing urgency. The EBU launched a Digital Transformation Initiative in We have organized two workshops, in 2017 with the aim of providing Members with tools and insights September 2017 and February 2018, that can help them understand and implement the process of involving a total of 19 EBU Members. restructuring and transforming PSM. The second workshop enabled us to refine this report and further develop Without any doubt the Digital Transformation Initiative will be a our digital transformation framework. cornerstone in the new strategy process that the EBU is engaged in This status report has three main aims: for 2018, as we aim for a refreshed vision and purpose for PSM and - Stimulate a culture of for the EBU. peer learning about digital transformation by describing The issues that digital transformation raises affect all aspects of some of the actions and practices PSM. In recognition of this the DTI will be working closely with at PSM in transformation. other departments and strategic initiatives within the EBU, to bring together expertise, resources and services in a clear, accessible and - Propose a definition and framework efficiant way for our Members. for digital transformation in the context of PSM. This report is a stepping stone for further dialogue with the EBU community: how we as PSM can define digital transformation in - Equip EBU Members with input for internal discussion on the a distinctive way; how we can use it to improve our contribution need for digital transformation, to society; and how the EBU can support Members even more along with tools for self- effectively. assessment, prioritization and measurement. All EBU Members, regardless of the stage of their transformation, are invited to contribute to this dialogue and help build a shared In this updated report, we have framework. refined the key terminology of the framework in response to our ongoing consultation and analysis. Our top-level goals now have a greater emphasis on the cultural changes that underpin digital transformation processes, and our enablers reflect the critical role that digital skills and talent management play in long-term success.

The Digital Transformation Initiative is an iterative process, of which this report is a milestone. A wider set of related tOOls and services is in development.

EBU Members are invited to send Noel Curran all feedback directly to Sasha Scott, EBU Director General DTI Research and Project Lead ([email protected]).

Significant editorial changes to this second edition are easily identified by the small line to the side of the text. 3 4 CONTENTS

FOREWORD 3

PERSPECTIVES ON DIGITAL TRANSFORMATION 6

STARTING THE DISCUSSION: SURVEY AND WORKSHOP 8

DRIVERS FOR DIGITAL TRANSFORMATION 10

GOALS OF DIGITAL TRANSFORMATION 14

BARRIERS TO TRANSFORMATION 18

ENABLERS 22

A PROPOSED FRAMEWORK 28

REFLECTIONS ON THE PSM REMIT 30

NEXT STEPS 32

WORKSHOP PARTICIPANTS 36

ANNEXES 39

A. DIGITAL TRANSFORMATION URGENCY MAPPING 40 B. DIGITAL TRANSFORMATION MATURITY GRID 42 C. ENABLERS GRID 44

ABOUT THE DIGITAL TRANSFORMATION INTIATIVE 46

5 PERSPECTIVES ON DIGITAL TRANSFORMATION

A huge amount has been PSM OPERATE WITHIN A DIFFERENT FRAME OF REFERENCE written about digital transformation. All the INDUSTRY PUBLIC SERVICE MEDIA leading business consulting firms have put forward frameworks of one kind Customers VS Citizens or another. However, we have found that none of Business Value VS Social Value the existing definitions and frameworks is well adapted to the unique situation of PSM. Target Markets VS Universality

As the results of even a quick review will show, the literature Revenue VS Impact talks about customers, whereas PSM focus more on citizens; an emphasis on Even when the focus is squarely on media, such as in the World business value contrasts with Economic Forum’s white paper on digital transformation in the the PSM commitment to media industry (January 2016), PSM are entirely absent from the social value; and where other Media, Entertainment and Information value chain presented. organizations can identify a niche and target it, PSM One notable exception is the 2017 report Going Digital, from the embrace universality. For Reuters Institute for the Study of Journalism. While it does not focus other sectors, the ultimate on PSM, the fact that the organizations featured are ‘legacy media’ measure of success is means that many useful parallels can be drawn. The report’s underlying revenue, whereas for PSM the premise is that “legacy media should put as much emphasis on focus is more on impact, on transforming the organization as they do transforming their product”. society, democracy, and the The perspectives provided by the interviews conducted can serve as a lives of citizens. valuable input for PSM organizations facing transformation.

6 It is worth reminding ourselves of the core values of PSM, set out in DEFINING DIGITAL the EBU’s 2012 declaration: TRANSFORMATION There is no one-size-fits-all map to guide PSM towards digital UNIVERSALITY transformation, nor is such a To reach everyone, everywhere with our content. thing even possible given the diversity of our membership. Digital transformation is not INDEPENDENCE about a single problem or To be trusted programme makers, independent of challenge; it is multicausal and political, commercial and other influences. can be addressed in many ways. It involves many stakeholders, with different values and priorities. The issue, whose roots

EXCELLENCE are complex and tangled, is To act with the highest standards of integrity and difficult to get to grips with, and professionalism and set benchmarks within the creative it changes. Perspectives also industries. change, depending on how far an organization is along the road to transformation. Different stages DIVERSITY come with different perspectives, To be diverse and pluralistic in our programming, the digital transformation is a views we express and the people who work with us. context-aware process.

Many have tried to define ACCOUNTABILITY digital transformation. To be open and listen to audiences and engage in Narrow definitions limit it to meaningful debate. transforming the company’s core value proposition into a digital form, sometimes INNOVATION referred to as digitizing or To be a driving force for innovation and creativity and digitalization. For some EBU enrich the media environment of the countires we work in. Members, that is the extent of their transformation strategy. However, we propose a broader perspective, as the one we Existing digital transformation frameworks speak to only a subset of favour sees digital as a driver these values. While most industries strive to embody excellence and for the wholesale rethinking of innovation, the other core values of PSM do not feature strongly, if every aspect of the organization. at all.

The need, therefore, is clear. To help equip EBU Members for digital transformation, we need to start by defining the framework that encompasses the role and circumstances of PSM. We are not reinventing the wheel; rather we are designing one that meets the unique needs of our community.

7 STARTING THE DISCUSSION

Presentations and be seen as a cross-section of Each participant was discussions at a pair of PSM organizations in Europe, asked to provide a brief Digital Transformation it should not be considered update on their own workshops, involving a as representative of the organization’s progress in total of 19 EBU Members, entire EBU membership. digital transformation. When served as the primary source outlining the vision and material for this report. Both The participants were joined strategy underpinning the workshops took place in by a number of EBU staff. process, they were asked to Brussels, with representatives The workshops were led by identify: of 12 Members attending the EBU Head of Digital Ezra first, in September 2017, and Eeman and moderated by - Drivers that increased 9 Members (7 of which for Ruurd Bierman. the urgency of digital the first time) represented transformation. at the follow-up workshop in SHARING AND LEARNING February 2018. To ensure that participants - Goals of the digital would share their experiences transformation process for The organizations that openly and honestly, the their organization. participated were each Chatham House Rule was at a different stage of applied: neither the identity - Barriers that frustrate or their own transformation nor the affiliation of any block the achievement of journey. The attendees individual participant would digital transformation. were senior management be linked with the information and staff involved in digital shared. Where this report - Enablers to achieve their transformation in some way. includes information about digital transformation The Directors-General of a specific Member or a goals. their respective organizations quotation from a participant, nominated them to attend. permission has been granted. So, although the group could

8 At both workshops the The results of the survey we considered to be rather presentations were followed helped to set the scene for the advanced in their digital by group discussions. In workshops and have also been transformation journey in September 2017 the focus used to cast additional light on comparison to others, their was on identifying common the discussions in this report. own self-assessment varied ground for PSM undertaking from 3/10 up to 7.5/10. One digital transformation. At the SURVEY: reported that he had marked February 2018 workshop, the PROGRESS TOWARDS his organization in the middle framework that had been TRANSFORMATION of the scale and that he developed in the interim The survey’s opening question believed it should “get used to period was discussed, asked respondents to assess this position”. He believed that particularly with a view to their own organization’s development never ends and assessing the goals and progress towards digital the transformation is never enablers that had been transformation. Even without complete. defined. Participants were revealing which Members also invited to test some of were placed where, we can Reflecting at the end of the tools provided with the learn from the resulting the first workshop, three of report. chart (see below). Bear in the participants said that, mind that the responses given another opportunity PREPARATORY SURVEY reflect the judgement of one to complete the survey, they Ahead of the workshops, or two individuals for each would rate their organization participants were invited to participating organization. a little lower on this scale. At complete a survey. Nineteen The average, 5.3/10, stands the same time, they reported responses were received, just above halfway, indicating feeling optimistic that further covering 17 Members. An that this group of EBU engagement with the group average was calculated when Members felt they had a long could help their respective two responses from the same way to go. It is notable that, organizations on the path to organization differed. even for organizations that digital transformation.

Where does your company stand in its digital transformation?

6

5

4

organizations 3 of of 2

1 Number 0 0 1 2 3 4 5 6 7 8 9 10

Not yet started Fully implemented

If more than one respondent per organization, answers are averaged Source: Digital Transformation Workshop - EBU Member survey, September 2017 & January 2018

9 DRIVERS FOR DIGITAL TRANSFORMATION

PSM organizations are but perhaps not exclusively, a clear understanding of the accustomed to being under from the impact of new digital technology and industry drivers pressure. It goes with the technologies on an increasingly that will affect their business in territory for publicly-funded networked world. future. organizations that are measured in terms of their SURVEY: UNDERSTANDING On the question of contribution to society. So why THE URGENCY understanding the urgency to do we now talk about an urgent The results of our survey transform the picture is only need for digital transformation? suggest that the EBU Members slightly less positive. However, if that responded are doing a we look only at those who “fully PSM today face a set of reasonable job of keeping track agree” with these statements disruptive challenges that of the external drivers that are around understanding, urgency fundamentally threaten their likely to affect their business. and preparedness, those that ability to fulfil their remit. These Fourteen out of 18 respondents are well positioned are in a challenges originate largely, agree that their company has minority.

Leading Digital Transformation MY COMPANY HAS A FULLY AGREE CLEAR UNDERSTANDING OF THE FUTURE 4 10 4 INDUSTRY AND TECHNOLOGICAL DRIVERS SOMEWHAT AGREE AND HOW THEY AFFECT OUR BUSINESS. SOMEWHAT DISAGREE

FULLY DISAGREE MY COMPANY UNDERSTANDS THE URGENCY TO TRANSFORM 3 10 3 2 FUNDAMENTALLY, IN ORDER TO TAKE ADVANTAGE OF THE DIGITAL SHIFT

MY COMPANY HAS A CLEARLY DEFINED TRANSFORMATION 2 11 4 1 VISION AND STRATEGY If more than one respondent per organization, answers are averaged Source: Digital Transformation Workshop - EBU Member survey, September 2017 & January 2018 10 ZOOM IN: DIGITAL TRANSFORMATION DRIVERS

We asked the workshop expectations and behaviour. drop-off in the time spent participants to outline why This seems to be most watching news by lower digital transformation was pronounced among young socio-economic groups; urgent for their organization. people, as most participants furthermore, “less well- In short, to quote one mentioned they are off and female audiences participant, it is about “digital struggling to reach a younger perceive less value” from the as a driving force for a lot demographic with their organization. of changes”. The impact of services. To quote just a few: digital technology on the “young people not tuning POLARIZATION IN SOCIETY media landscape creates in”, “declining reach and Participants identified a many challenges for PSM. market share among young difficulty in fulfilling the audiences”, “struggling to public service remit in DIFFERENT AND COMPLEX reach 18-24s and 25-34s”, societies that are becoming COMPETITION “the biggest challenge is increasingly polarized. PSM now operate in markets around relevance with young Participants mentioned the where there are more and audiences”. A participant “degradation of trust” and different competitors. Where from a Member that an “increasingly unequal in the past their competition, dominates in its domestic society and harsh opinions” if any, came from other market noted that young as challenges. Another said broadcasters, today a people still watch television, that his organization had “a multiplicity of players, often “but not linear and not with problem of being seen as global in reach, are vying us. We need to identify biased“. for the eyeballs, ears and the devices and platforms attention of citizens. Members they use and meet them POLITICAL PRESSURES are seeing “huge investments somewhere along the way. While the PSM organizations in digital media by other Or else they will forget represented at the players”. about us.“ workshops seem to remain relatively well funded, some Netflix, YouTube, Facebook The issue of audience referred to pressure to justify and Amazon are part of the behaviour was not only their claim to public funding. daily media diet. Workshop mentioned in the context The debate is often bound participants talked about of younger people. One up with an examination of globalization as a key participant cited, for example, the PSM remit: “Parts of the driver and mentioned the fact that not everybody remit are threatened, so that the “increasingly fierce was online and that the digital entertainment is only allowed competition” from other laggards also needed to be if it helps us to retain parts of platforms. For some Members served. In this sense, PSM the audience or leads them there is also competition for must be prepared to serve to other content.” advertising revenues, content audiences at different speeds. rights and even creative For another participant, Some Members also face talent. being funded by a licence challenges specific to their fee created an obligation to own political environment, DECLINING YOUTH address the “uneven level of whether the impact of Brexit AUDIENCES value“ delivered to different in Ireland or the uncertainty New digital offers, channels audience types, a situation generated by the March and technologies have he said was getting worse. 2018 referendum on the also shaped audience He reported a dramatic broadcast licence fee in

11 Switzerland. While the result OUTDATED FACILITIES to replace those badly in of the referendum was very Many EBU Members are need of refurbishment”, while positive for PSM, the debate operating out of aging another reported that “all the around the issues it raised buildings and with systems production systems are made will continue. that require renewal, referred for producing linear content”. to by one participant as “technological debt“. One participant mentioned “a need to build new buildings

ZOOM OUT: DIGITAL TRANSFORMATION DRIVERS

An analysis of the DIGITAL TRANSFORMATION DRIVERS FOR PSM presentations from the two workshops, informed DIGITAL TECHNOLOGY by an examination of - Social media existing literature on digital - Cloud services transformation, leads us to - Mobile devices propose four domains under - Data and AI which drivers that increase the urgency of digital transformation for PSM can CHANGING AUDIENCE BEHAVIOUR be grouped. - Fragmentation of audiences - Accessibility and interactivity These four domains, with - Demand for content that resonates driving factors grouped - Rise of audience as makers beneath each, are the - Security and privacy concerns first part of our proposed framework for digital INCREASED COMPETITION transformation. - New platform players - Global markets - War for talent - Outdated regulatory systems - Financial inequalities

POLITICAL & SOCIETAL CHANGE - Decline of trust - Rising inequality - Declining funding - Political pressure

I think this is one of the key issues for PSM to survive. I mean, we have to be in the same transition as the whole society is and the rest of the media. So, if we don’t transform, we will be dead.

GUNILLA OHLS Yle

12 13 GOALS OF DIGITAL TRANSFORMATION

What do EBU Members need weaken the position of PSM. of PSM. While this arguably from digital transformation? For some EBU Members the goes beyond the scope of the In the broadest terms, it is threat may even be existential. current report, a reflection on about being able to continue these questions is the subject functioning as successful PSM The digital transformation of a separate section later in organizations. A failure to react process also raises questions this report. to the drivers identified could about the fundamental role

If we want to play our role, which is to have a positive impact on society, on bringing together citizens, on trying to help democracy flourish, we have to stay relevant. And to stay relevant we have to transform ourselves.

ERIC SCHERER France Télévisions

14 ZOOM IN: DIGITAL TRANSFORMATION GOALS

Workshop participants were Creating “a better connection FLEXIBLE ORGANIZATIONS asked to state the goals of between content and We heard about the need their organization’s digital audiences” involves for PSM to be flexible, agile, transformation strategy. For developing “personalization efficient and innovative some, at the outset of their and adapted content”. This in order to survive – to journey, the specific goals implies a move to a more be “organized in a more had not yet been clearly data-driven approach to lean and agile way”. established. producing content adapted These are all goals of to specific platforms and digital transformation, to In general, however, there devices. help Members cope with was agreement that the “permanently evolving change would be holistic, “We need to reach out to circumstances and be addressing all parts of the everyone, and individually. flexible and ready for new organization. We have to become more adjustments”. Quoting her relevant for the population organization’s DG, one REACHING AUDIENCES and listen carefully to their participant said, “we have Naturally, many mentioned consumption habits, and to accept that change is a a wish to grow audiences match those habits through permanent part of how we and reach new audiences. our non-linear distribution.” work now”. This involves “serving linear audiences while adopting SOCIETAL CHANGE Participants discussed the a digital-first approach”. Workshop participants need to “systematically In the face of globalized pointed to community- develop a networked, competition, audiences building as a goal of their innovative culture”. It’s should be served with “world digital transformation, as about having “everyone class content”. Participants part of the response to across the organization mentioned reaching “more some of the political and contributing by making the people” or “additional societal drivers mentioned. right choices”, but also to audiences” with their digital They aspire “to ensure “enable staff to deal with platforms, putting “content everyone is covered through constant change”. at the heart of everything“ lots of communities and and achieving “increased platforms”, and “to create relevance to all users“. content and formats that will fulfil that service of binding SERVING INDIVIDUALS communities together”. Digital transformation should While one participant help position PSM to target referred to using the digital on-demand consumption with transformation process highly personalized offers. One “to promote respectful participant mentioned that, in encounters between addition to being audience- people”, another said that centric, PSM need to be “good her organization aimed at segmenting the audiences”. to add value to society With personalization, audience by creating content that segmentation can in effect generates “inquisitiveness happen at the level of an and curiosity“. individual person.

15 ZOOM OUT: DIGITAL TRANSFORMATION GOALS

Based on an analysis of Under each one, we have the goals identified by our listed sub-goals that workshop participants, we may help provide greater have defined five main goals definition. in our digital transformation framework. We believe these goals, shown below, are relevant for all PSM organizations.

DIGITAL TRANSFORMATION GOALS FOR PSM

AUDIENCES FIRST - Personalized offer - Seamless user experience - Connecting communities - Mirroring society

DIGITAL CULTURE BUILT ON PSM VALUES - Digital leadership, vision and strategy - Creative and effective knowledge - Integrated, inclusive workforce - Adaptive processes and governance

IMPACTFUL CONTENT & SERVICES - Best in class offer - Relevant and trustworthy - Contribute to society - Innovative content, services and experiences

MASTERY OF DATA & DIGITAL TECHNOLOGY - Operational excellence - Continuous innovation - Data-driven decision making - Safeguarding autonomy

NETWORKED ORGANIZATION - Optimal sharing and collaboration - Team up in new ways with new partners - Essential node in the digital media ecosystem - Drive conversation and set the agenda

16 17 BARRIERS TO TRANSFORMATION

There are, of course, many SURVEY: barriers that can slow down THE MAIN BARRIERS or even block a successful Looking to our survey transformation. This is to results we see, somewhat be expected: if you don’t surprisingly, that more than see many barriers, you half of the organizations are probably not engaged surveyed do not see the in a truly fundamental lack of leadership, lack of transformation! technical infrastructure, lack of an overall strategy or, in particular, lack of financial resources as significant barriers to their digital transformation. The three areas most commonly identified as barriers were staff resistance to change, a skills deficit and a lack of organizational agility.

18 The main barriers to your company’s digital transformation are:

LACK OF ORGANIZATIONAL AGILITY 8 7 3 FULLY AGREE

SOMEWHAT AGREE LACK OF SKILLS / TALENT 3 9.5 3.5 1 1 SOMEWHAT DISAGREE

LACK OF STAFF SUPPORT / RESISTANCE TO CHANGE 4 8 4 1 1 FULLY DISAGREE

NO OPINION LACK OF LEADERSHIP 2 5 7 4

LACK OF MANAGEMENT SUPPORT / PRIORITIZATION 2 9 3 3 1

REGULATORY FRAMEWORK / LEGAL CONSTRAINTS 4 6 4 3 1

LACK OF TECHNICAL INFRASTRUCTURE 3 5 8 2

LACK OF AN OVERALL STRATEGY 7.5 6.5 3 1

LACK OF FINANCIAL RESOURCES 1 3.5 7.5 5 1

Also mentioned: external pressure and resistance from commercial media and publishers

If more than one respondent per organization, answers are averaged Source: Digital Transformation Workshop - EBU Member survey, September 2017 & January 2018

ZOOM IN: BARRIERS TO TRANSFORMATION

These are some of the many said: “it’s all well and good used to unfamiliar situations. barriers identified by our sending people off to train “People are not clear on their workshop participants. and do workshops, but if the rights and duties.“ organization as a whole isn’t COMPANY CULTURE changing then this will be for LACKING LEADERSHIP Transformation requires nothing.” Leadership teams that do a company culture that is not have either the time or open to change, which is A participant from one the understanding to engage not the case for many PSM Member that started the with digital transformation are organizations. “Among some transformation process seen as a significant barrier. sectors of staff there’s a real several years ago pointed out Management often have reluctance to change.” Our that the process itself can other priorities: “the executive participants reported that generate new challenges. For team is focused on the legacy their corporate culture was example, while a reduction business 95% of the time, “not so good” or that there of staff numbers was under under huge pressure in the was “a long way to go on the way, the need to achieve marketplace”; “it doesn’t help cultural shift”. this primarily through the if top management is busy natural rate of attrition made with other things, for example Talking about the obstacles it hard to strategize and plan. the financial and political that his organization faced, Furthermore, the shift from pressures”. one said that, “company a typical siloed structure culture is the biggest, trying to topic-led departments But there is also clearly, for to get people to work across generated discomfort in some, a lack of understanding departments”. Another editorial staff who had to get of what digital transformation

19 is and why it is necessary. FRAGMENTED FINANCIAL FRUSTRATIONS One participant reported ORGANIZATIONS While our survey suggested hearing a management Despite a trend towards that a lack of financial colleague say “now convergence and attempts to resources is not a big everything is digital, so it’s “break down the silos”, EBU concern for the majority done – let’s speak about Members remain fragmented. of respondents, some something else!”, while As one participant said, “in participants nevertheless another said that they theory they have merged, mentioned this as a barrier. “hear the message from but in reality there are still One reported that “today management that ‘digital is silos, especially in the news there is inadequate public everywhere, so we don’t need department, with separate funding” while another said to focus on it’”. editorial teams”. Another “we now have to operate said that a barrier to her with 10% less money“. In one TWO TRIBES organization’s transformation country the government had With digital transformation was its “very siloed and “come back to us asking for bringing new staff and new fragmented structure”. more savings”. skills to the organization, a clear division can open up The problem of silos also The more frequently between those experienced applies to the new digital mentioned area of financial staff who are skilled at teams. In one organization, the concern was about how delivering traditional digital team “is a bit of a silo”. available resources are television and radio content Elsewhere, the scaling up of used. Digital transformation and the newer digital natives. the transformation project is requires “making the financial This “leads to two classes “really frightening, including structures different from within the organization”, for the small digital team, who what we’ve known in the where one of the challenges are nervous about letting what past”. Participants reported is to get the ‘legacy’ staff “to they’ve built be soaked up into that “much of the finance love to make good digital the organization as a whole”. remains tied up in legacy products”. services”. To quote another: REGULATORY ISSUES “the organization has lots One participant said there Right across the membership, of money, but we can’t get was a “risk of almost a there are regulatory situations it to work towards digital civil war between the old that can serve as barriers to transformation. Too much of guard and the newer staff. transformation. A number of the money is locked into our It’s a battle between two participants mentioned labour structures.” different approaches”. laws and trade unions: “labour Another stressed the need laws and legacy work practices TECHNOLOGICAL DEBT to understand that there are are a huge barrier”; “trade While digital transformation “doubts and fears among unions are another key obstacle, is much more about staff” and that “the more you being very conservative”; organizational and talk about change, the more or, with reference to a need cultural change than people have fears and the to reduce the size of the simply replacing analogue harder it is to change”. technology department, “that systems with digital tools, would of course raise issues technology is nevertheless Several of participants with trade unions”. a significant barrier for referred to having a lack of many organizations. Many digital staff and difficulties There are also barriers that participants mentioned with hiring. One highlighted are specific to the regulatory the challenge of producing the fact that, while the environment in a given content for non-linear average employee remained country. One organization platforms using processes with her organization for is not allowed to advertise that were designed for 16 years, the average tech online, while another, traditional linear production. employee in her country which is evolving towards Some referred specifically to changed job every 18 months. prioritizing online delivery, the high cost of maintaining Another pointed out that is not measured for online or replacing obsolete only a tiny proportion of his delivery under its existing systems: “we have a lot of organization’s workforce was charter. One participant legacy code that we have aged under 30, which made described the situation in to manage”; “we have long it challenging to “shift to a her country where the PSM term technological debt – digital-first mentality”. organization is prohibited from we still need to improve the producing “any content that is server infrastructure in our specifically planned for digital, company”. non-linear consumption.”

20 21 ENABLERS

Digital transformation SURVEY: ENABLING THE The picture looks slightly requires a company-wide TRANSFORMATION more positive with respect effort, with clear leadership. The pre-workshop survey to expert guidance on Beyond that, there is a wide asked respondents to transformation; and progress range of tools and tactics assess the extent to which is being made on allocation that can be used to enable their organization had put of sufficient budget, having the transformation. in place structures and the right skills and talent, and resources to enable the taking a holistic approach. In developing a digital digital transformation. The transformation framework overall message that emerges for PSM, we aim to catalogue from the responses to this a set of best practices that question is that digital can be used as enablers for transformation is very much the identified goals. The EBU a “work in progress”. can provide support in a number of these areas, either Areas in which most through existing programmes respondants still have work or the development of new to do include having a solid programmes. The next phase data strategy and having of the Digital Transformation robust IT infrastructure Initiative will include a (with respect to indexing, detailed map of existing or archiving, search and planned EBU programmes security). Other weak areas with identified enablers. include the need for a clear framework to measure the value of the transformation and establishing a culture of testing and learning.

22 Implementing digital transformation: my company has...

A HOLISTIC APPROACH ACROSS 5.5 10.5 YES, DEFINITELY DEPARTMENTS, TEAMS AND FUNCTIONAL SILOS 2

A DEDICATED ADVISORY BOARD OR EXPERTS GUIDING SOMEWHAT, WE ARE GETTING 3 7 2 5 OUR COMPANY THROUGH THE TRANSFORMATION THERE

THE RIGHT TALENT / SKILLS WORK IN PROGRESS 1 7 8 1 TO IMPLEMENT OUR DIGITAL TRANSFORMATION

ALLOCATED SUFFICIENT BUDGET NOT YET ADDRESSED 2 7 7.5 1.5 TO ENSURE THE DIGITAL TRANSFORMATION NO ANSWER A CLEAR SYSTEM TO PRIORITIZE 6.5 5.5 5 DIGITAL TRANSFORMATION INITIATIVES

AN ESTABLISHED 2 4 8 4 CULTURE OF TESTING AND LEARNING

A ROBUST IT INFRASTRUCTURE 1 3.5 10.5 2 (INDEXING, ARCHIVING, SEARCH, SECURITY)

A CLEAR FRAMEWORK TO MEASURE 1 4 6 6 THE VALUE OF OUR DIGITAL TRANSFORMATION

A SOLID DATA STRATEGY 1 2 12 2

If more than one respondent per organization, answers are averaged Source: Digital Transformation Workshop - EBU Member survey, September 2017 & January 2018

ZOOM IN: ENABLERS

At the workshops, process in every department created the position of Chief participants described at every moment.“ Digital Officer, distinct from the tools and approaches Participants also stressed Chief Technology Officer, underpinning their the need to make employees reporting directly to the organizations’ progress proud of working for their Director-General. Another towards digital company and to create a talked about their focus on transformation. A large and change-friendly atmosphere. “improving teamwork in the diverse range of examples top management group, were presented. LEADERSHIP working on joint priorities”. For those organizations CHANGING THE CULTURE that seem to have made INVESTING IN DIGITAL Digital transformation is, significant progress in While our workshop according to one participant, their transformation participants did not, in “a culture project more than journey, the importance general, talk about a lack of anything else. Changing of clear leadership shines financial resources, they did mindsets and getting people through. This starts with pinpoint a need to reallocate together.” This theme was the Director-General, but resources to digital content, picked up by others: “people’s extends throughout the skills and talent. Digital mindset needs to be shifted”; top management: “the first transformation would require and “it’s necessary to have enabler is the CEO, but organizations to “increase a change of culture”. One the whole board needs the share of resources for said “we must never stop the to be on-message too”. publishing and content internal evangelization (for One participant reported production” and “move change) – it’s an ongoing that his organization had finances from broadcasting

23 to digital”. Members would her organization’s top- services and make sure we need to “get better at digital down approach to the are present there”. Another storytelling”, come up with reorganization, first creating stressed the importance of “new products for certain new directorial positions people “working together, audiences” and “formats for to replace the traditional and not just within [the social media”. ones (such as Director of company] but with external Television), etc. One new partners”. NEW TECHNOLOGY director-level position, for With digital technology example, has responsibility MEASUREMENT being one of the main drivers for “audience, channels and Being able to measure of digital transformation, marketing”. progress towards digital it is not surprising that transformation goals is key. investment in technology NEW SKILLS The role of dashboards was mentioned as being One participant stressed and data came up several an important enabler. the need to “have the right times. At one Member they One participant noted people in the right place are “constantly evaluating the importance of having doing the right things”. everything we do, for a manager who “has The role of training was example with journalists committed to continuing mentioned, with a view looking at how their own investment in new to “improving digital skills stories are performing”. At technologies”. Another and collaboration”, and another Member there are talked about the need to “use also “finding suitable staff developers dedicated to the technology development to hire”. One presentation creation of new dashboards. as leverage”, while we also mentioned that the technical They have achieved “a heard that developing a new staff had been reduced by tenfold increase in the user experience “requires one-third, retaining only staff number of people looking investment in artificial with the skills to serve the at dashboards across the intelligence, machine organization’s vision. organization“. learning and the creation of interactive user interfaces”. TEAMS & NETWORKS There was discussion of the Organizing staff into difficulties measuring some One specific technology- multidisciplinary teams aspects of transformation, related enabler mentioned seemed to be important. although one participant was the implementation Participants referred to stated that everything can of a single sign-on (SSO) “creating agile teams be measured as long as system for online content. drawn from staff across there is a clear definition Three workshop participants the company” and having of the issue. “Making it highlighted its importance, “small units working in an measurable will make it while another said the lack interdisciplinary manner”. concrete. It helps to make of such a system remained a One Member organizes decisions based on data barrier for her organization. “gatherings of middle rather than on opinions.” management, getting them REORGANIZATION to share successes and NEW FACILITIES Transformation usually failures”. Such initiatives are For many Members the implies some element sometimes self-forming. digital transformation goes of reorganization or One participant described hand in hand with the restructuring. One trend the positive contribution of process of replacing aging at EBU Members over the a “group of young people buildings and facilities. past 5-7 years has been in the company, who meet Some are already on the to “break down the silos”, regularly and speak openly path towards moving into “a particularly in news. This about company challenges”. new, more suitable building”, seems set to continue whether in the short, medium (“tearing down the barriers PARTNERSHIP or long term. But even where between the different news Along with internal networks, a new building is not on the programmes”) and perhaps the importance of engaging agenda, there remains a need to extend beyond news: with external partners to “invest in collaborative “convergence of departments was also mentioned. One working spaces”. following content rather participant outlined how than distribution channels”; his organization’s strategy LABS & START-UPS “the structure needs to involves having its own Some participants described be changed, away from services (programmes, how an internal start- the siloed structure”. One websites, apps), “but also up approach had been participant described to partner up with other taken. In one case, a digital

24 innovation team that began and strong enough to be goals. One Member, which is with three developers and integrated into the other 80% publicly funded, needs three students “evolved departments.” to increase its “commercial quickly into a big multimedia funding by developing other department”. It was stated Children’s departments sources of income“. Another that, when such teams are were mentioned by several Member has identified created, “you need to give participants as engines of SVOD (subscription-based them a lot of freedom and innovation: “the kids’ TV video-on-demand) as a independence at first”. team can do almost anything potential source of income, they want, as disrupters”; although the service under The role of enthusiasm was “our children’s platform is development would be free mentioned: “we have a highly driving change”. to licence holders. motivated internal team that, though still small, is NEW BUSINESS MODELS enthusiastic about changing For some Members, the organization”. To avoid identifying and developing the risk of creating a new new business models and silo, attention should be paid alternative sources of to integrating staff and ideas income is an important in the wider company at element of the digital later stages. “The difficulty transformation process and is judging when it is mature key to achieving the overall

ZOOM OUT: ENABLERS

The workshop participants’ For our PSM digital These enabler areas can approaches to digital transformation framework, be mapped against digital transformation fall broadly we have analysed the transformation goals to into two categories. For enablers listed by our pinpoint specific actions that some it is very much a top- workshop participants and can be taken to help achieve down approach, but for most identified eight headings that a given goal. A matrix for it is a combination of top- cover the full range required such a map is provided as an down and bottom-up. for transformation, together annexe to this report. with some examples.

25 GROUPINGS FOR DIGITAL TRANSFORMATION ENABLERS

DIGITAL LEADERSHIP - Top-down digital vision - Aligned leadership - Sense of urgency - Substantial budget for digital - Empowerment

ORGANIZATIONAL CHANGE - Breaking down the silos - Agile and cross-functional teams - Change management - Bottom-up engagement

FOCUS ON CULTURE - Audience first mindset - Open and adaptive ethos - Forward-thinking culture - Dynamic work environments

EMBRACING TECHNOLOGY - Investment in technology and connectivity - Modern buildings and facilities - End to end digital processes - New digital ways to deliver value

LEVERAGING DATA - Capture and distribute data organization-wide - Harness audience insights - Personalization and contextualization - Embed trust principles

SKILLS & TALENT MANAGEMENT - Attract, retain and develop digital talent - Up-training and re-skilling existing staff - Future-skills planning - Diverse and integrated workforce

CONTINUOUS INNOVATION - Innovation as a mindset - Labs and innovation vehicles - Iterative product and service development - API-based approach and integration thinking

STRATEGIC PARTNERSHIPS - Establish collaborative alliances - Engage in co-creation - Open organization - Sustain the wider ecosystem

MEASURING VALUE - Appropriate metrics for digital transformation - Evaluating contribution to society - Documenting digital success stories

26 27 A PROPOSED FRAMEWORK

We stated at the outset that of the existing literature on of self-assessment tools there is no existing digital digital transformation, we that EBU Members can transformation framework propose a draft framework. use to analyse their own that adequately accounts for situation and develop a digital the unique position of PSM. By framing the process in transformation strategy. Beta Building on the insights from this way, setting out drivers, versions of these tools are our survey and workshops, goals and enablers, we make presented in an annexe to the and informed by a study it possible to develop a set current report.

DRIVERS GOALS ENABLERS

Digital Leadership Audiences First Digital Technology Organizational Change

Focus on culture Digital culture built on PSM values

Changing audience behavious Embracing Technology

Di Impactful Content & Services Leveraging data

Skills & Talent Management Increased Competition

Mastery of Data & Digital Technology Continuous Innovation

Strategic Partnerships Political & Societal change Networked organization Measuring Value

28 A PSM-FRIENDLY DIGITAL TRANSFORMATION FOR PUBLIC SERVICE MEDIA: DEFINITION - is connected to the overall challenges for European Digital transformation here democratic societies and PSM, propelled by digital disruption. refers to the complex mix of processes by which - provides essential instruments to reach all six core values PSM respond to the social, of PSM: Universality, Independence, Excellence, Diversity, financial, cultural and Accountability and Innovation. technological challenges and opportunities offered - provides the opportunity to develop mass media PSM into a by digital technologies. market player offering engagement and services on a more Furthermore, the relative personal level. impact of these issues is - rethinks PSM as open and networked organizations in particular to the context dialogue with communities, enabling respectful conversations in which each individual between those communities. organization operates. - is happening in partnership with other organizations that generate public value. Many of the current definitions of digital - is an instrument for reaching new audiences and delivering transformation focus more public value to all. specifically on commercial business. Even if they are - is a continuous process – there is no fixed blueprint for the relevant and include valuable destination, and objectives and roadmaps need regular elements, they lack other updating. features that are essential for - is holistic, in the sense that it affects all aspects and all layers PSM. Rethinking definitions of of a PSM organization. digital transformation so that they reflect the values of PSM Accordingly, a single definition of digital transformation can requires a number of aspects easily become either too broad to be helpful, or too specific to be considered, as outlined to be generalizable. Instead, we propose a definition of what here. successful digital transformation for PSM should be.

A continuous, systematic process whereby PSM organizations “ WE NEED redefine themselves on all levels in response to the disruptive TO RETHINK changes in both society and the media industry, in order to increase their contribution to society according to their core DEFINITIONS values, while addressing the challenges and opportunities of the OF DIGITAL digital revolution, and do so in dialogue with their audiences TRANSFORMATION and stakeholders. SO THAT THEY REFLECT THE VALUES OF PSM.”

29 REFLECTIONS ON THE PSM REMIT

If you were to ask the leading The question of whether transformation will have business consulting firms digital transformation fundamental implications about digital transformation, inevitably leads to the for our ways of working, they would most likely advise reinvention of PSM, including our relationship you to be radical, to reinvent including its raison d’etre with our audiences, the yourself as a PSM company in and role, was raised in content proposition, the user all kinds of ways. our Brussels workshops. experience and our business The survey results show model. broad agreement that the

Digital transformation will change...

THE USER EXPERIENCE AND OUR FULLY AGREE 16 2 RELATION WITH OUR AUDIENCE SOMEWHAT AGREE

SOMEWHAT DISAGREE

OUR CONTENT / VALUE FULLY DISAGREE 11.5 5.5 PROPOSITION 1 NO OPINION

OUR BUSINESS MODEL 10 8

OUR RAISON D’ETRE 3 6 4.5 4.5 AND THE MISSION OF PSM

If more than one respondent per organization, answers are averaged Source: Digital Transformation Workshop - EBU Member survey, September 2017 & January 2018

30 Nobody suggests that the However, workshop relevant, if we are prepared to core values of PSM should participants also pointed to change everything inside our be re-examined, but there developments that might companies, build partnerships are opposing opinions about challenge the current role of with outside organizations, whether digital transformation PSM. and last but not least, connect would ultimately change the to the conversations in our raison d’etre and mission of - What is the effect of communities. PSM. platforms like Facebook, expressing similar Most participants see digital ambitions to PSM with transformation first of all as regard to ‘building “ PSM’S an instrument that helps to communities’ and TRADITIONAL fulfil the existing mission even ‘informing, educating and more fully and effectively. entertaining’? ROLE OF Although the transformation SUPPORTING will be difficult, and not - What if ‘personal without risks, it offers contextual services’ via SOCIAL opportunities in terms of new interfaces become COHESION delivering more value to our more important than audiences, strengthening media? IS MORE democracy, boosting diversity, IMPORTANT and serving minorities while - While not (yet) an issue being universal. In short: for older generations, THAN EVER increase our contribution to what if the mass media BEFORE, WHEN society. approach loses relevance, being replaced by a need LOOKING AT In line with this view is the to serve a multitude idea that PSM’s traditional of communities and CHANGES IN role of supporting social individuals? SOCIETY AND cohesion is more important than ever before, when - How, as PSM, should we IN MEDIA.” looking at changes in society prioritize content and (polarization, erosion of trust) target groups in a more and in media (globalization, and more diverse and fragmentation, filter bubbles). fragmented world? What stories should we tell, and Yle, for example, has how? formulated a digital vision for 2020, in which it wants It is too early to be able to to be ‘a platform for equal grasp the full impact of digital interaction and respectful transformation on the day- encounters between people’ to-day operations of PSM, let that ‘ invokes trust’ in an alone on our role and mission, ‘increasingly unequal society if any. with harsh opinions’. In a similar vein, we could mention Meanwhile, listening to the the new vision statement at workshop participants, the RÚV: ‘wide awake broad- transformation offers PSM minded nation’. the possibility of living up to our values and remaining

31 NEXT STEPS

The Digital Transformation Initiative was established The DTI is based on four pillars, with the aim to make the in 2017 to support our EBU a trusted guide and companion in this process. Its Members in responding to precise goals are to: the challenges of digital transformation. - Develop tools to help Members assess their digital maturity and capabilities for digital transformation. “BUILD A SHARED - Define new services, strategies and recommendations UNDERSTANDING that address digital transformation needs.

OF GOALS AND - Create a hub of digital transformation knowledge. ENABLERS FOR DIGITAL - Help Members identify and acquire new digital skills. TRANSFORMATION AT PSM.”

Accordingly, the first to establish a common version of this report reference point for EBU sought to build a shared Members. understanding of the goals and enablers for This second edition is the digital transformation for outcome of this further PSM organizations. As research, resulting in a refined of our second workshop, and improved framework and we have begun testing terminology. and validating our results

32 Pillars of the Digital Transformation Initiative

Map and define PSM Develop tools to measure digital transformation digital transformation

HELP MEMBERS DRIVE DIGITAL TRANSFORMATION

Create knowledge hub Provide Members with new and identify digital skills digital services

OUR WORKPLAN COMMUNITY OF EXPERTS outreach and network Our workshops have already activities through visits to Based on the research we established a core network Members, participation in have already carried out of experts from 19 member events and conferences, and and the feedback we have organizations. We are communication activities. received from Members, currently reaching out to the DTI will develop in the identify key players in every KNOWLEDGE HUB following three areas of Member, to connect them in The DTI is compiling a activity: an exchange of knowledge, database of knowledge ideas and experience. We resources structured along are also establishing a DTI three lines: steering group to ensure the services and resources - A catalogue of ‘best we develop reflect the real practice’ use cases and needs of our Members. guidelines, developed We will continue with our through studies and

33 consultations of successful MEMBER SERVICES offer. Additionally, as an projects at Member The DTI has already interdepartmental project, organizations. defined a solid framework we will be identifying, for understanding digital strengthening and - A library of leading transformation and has integrating current EBU academic and industry begun developing a digital services within the DTI research, summarized, transformation toolkit for framework. curated and coded for our self-assessment and strategy Members. building. Considering the complexity of these issues, - Mapping digital skills and we will be developing a identifying the means to programme of tailored address them. Member support services in response. These will have an emphasis on facilitating knowledge transfer between Members, as we recognize this as one of the core services that the EBU can

The one thing is that we are not alone. We are facing very similar challenges in broadcast organizations and I think it would be a nice idea to strengthen this aim of the EBU, to connect more and connect more often on these issues.

JONAS STRICKER BR

34 35 WORKSHOP PARTICIPANTS

The Digital Transformation Workshops took place in Brussels on 21 September 2017 and 5 February 2018, and were attended by representatives of the following EBU Members:

BR STRICKER, Jonas Bayerischer Rundfunk Germany

BBC PEMBROOKE, Robin British Broadcasting Corporation United Kingdom

CT KOLLAROVA, Denisa Ceská Televize Czech Republic

FTV SCHERER, Eric France Télévisions France

NPO DANAWI, Mezen Nederlandse Publieke VINK, Machteld Omroep Netherlands

NRK SOLDAL, Hildegunn Norsk rikskringkasting THORESEN, Hilde Norway

RAI CALIGIORE, Nicola Radiotelevisione italiana Italy

RTBF MUSCH, Nathalie Radio-Télévision Belge de la Communauté française Belgium

RTÉ MCCABE, Aisling Raidió Teilifís Éireann Ireland

RTS ZWEIFEL, Thierry SRG SSR Switzerland

36 RTVE GOMEZ HERNANDEZ, Ignacio Radiotelevisión Española BULTO LOPEZ, Maria Jose Spain VILA FUMAS, Pere

RUV ÞÓRHALLSDÓTTIR, Steinunn Ríkisútvarpið Iceland

SNRT HRAOUI, Ilham Société nationale de radiodiffusion et de télévision Morocco

SR Sveriges Radio Ab GOOCH, Simon Sweden

SRF WALDEN, Bakel SRG SSR Switzerland

SVT RASIWALA, Sabina Oy Yleisradio Ab Finland

TVP PAZDO, Julian Telewizja Polska PAWŁOWSKI, Bartosz Poland SUFIN, Krzysztof Kuba

VRT Vlaamse Radio en Televisieomroep QUARTIER, Wouter Belgium

YLE JAUHIAINEN, Petri Oy Yleisradio Ab OHLS, Gunilla Finland

37 38 ANNEXES

In this section we present beta versions of self-assessment tools based on our proposed Digital Transformation Framework for PSM. You are encouraged to explore how these tools might be applied to your organization’s situation. Any feedback you have or suggestions on how to improve these tools will be most welcome.

A. DIGITAL TRANSFORMATION URGENCY MAPPING

B. DIGITAL TRANSFORMATION MATURITY GRID

C. ENABLERS GRID

39 A. DIGITAL TRANSFORMATION URGENCY MAPPING

AIMS HOW TO USE

This tool aims to help PSM 1. Collect and analyse information related to the four driver areas. map digital transformation drivers in a structured 2. Discuss the information collected and form clusters with and visual way. It can be short descriptions for each driver. used during strategic 3. Map the clusters on the canvas in one of the four areas. conversations to raise Place the most urgent and important drivers towards the awareness at executive middle and the less important ones towards the outside. level and to create a shared understanding Tip: print a the grid on a large sheet of paper and use Post-it across teams working on notes to do the mapping. digital transformation.

Framework based on existing bullseye mapping and environment scanning tools.

Digital Increased Technology Competition

Political & Changing Societal Audience Changes Behaviour

40 Societal Changes Increased Political & Political Competition Digital Technology Changing Audience Behaviour

41 B. DIGITAL TRANSFORMATION MATURITY GRID

AIMS HOW TO USE

This tool aims to help PSM 1. Collect information related to the current state of the top-level perform a holistic review of transformation goals.

where they are with regard to their transformation 2. Discuss the information collected and rate maturity and goals. As a starting point integration within the whole company.

the tool uses the top-level 3. Map the outcomes on the grid. goals as defined in the framework but it can also be used on more specific 4. Discuss what possible actions could be taken to move from one field to another in any given goal layer. sub-levels. It can be used to sharpen goals and to define relevant actions Tip: print a the grid on a large sheet of paper and use Post-it to move further towards notes to do the mapping transformation.

STAGES

Business as usual Pockets of change Formal

Legacy perspective on Pockets of experimentation Experimentation becomes more audience, processes, metrics, driving digital literacy and intentional, with execution at business models and creativity throughout the more capable levels. Change technology. organization, aiming to improve agents seek executive support. specific touchpoints and processes.

Isolated Converged Transformed

Individual groups start A dedicated digital Digital transformation is part contributing research, work and transformation team forms to of all areas of business as insights for a strategic digital guide strategy and operations everyone in the organization transformation roadmap. based on PSM and audience- realizes that change is constant. centric goals. Transformation happens with more solid roles, models, processes and systems.

Framework based on Altimeter’s stages of transformation.

STATIC EXPERIMENTAL ACTIVE ADAPTIVE

Business Pockets Formal Isolated Converged Transformed as usual of change

Audiences First

Digital Culture Built on PSM Values

Impactful Digital Content & Services

Networked Organization

Mastery of Data & Digital Technology 42 Transformed ADAPTIVE ACTIVE ormal Isolated Converged AL F

EXPERIMENT of change Pockets Pockets TATIC S Business as usual

tery of tery Digital Culture Digital Culture Built on PSM Values Impactful Digital Content Networked Organization & Digital Data Technology & Services Mas Audiences Audiences First

43 C. ENABLERS GRID

AIMS HOW TO USE

This tool is designed to 1. Determine what enabler you wish to focus on for the exercise. help identify a set of actions or themes that will help you achieve the 2. Discuss the relationship between the goals and enablers. specific goals of digital transformation. It is to 3. Identify one square of the grid to focus on. be used as a way of Try to formulate possible strategies and solutions that structuring a discussion would help you achieve a goal with a specific around the strategic enabler approach needed within a PSM organization by mixing top-level goals 4. Map your solutions in the grid. If necessary order them with enablers. Depending by feasibility and expected impact. on the context of the discussion, more specific sub-goals can be 5. Repeat the exercise with a different enabler with a focus addressed as needed. on identifying patterns and themes in your solutions. These will help in ordering strategic priorities.

Tip: print the grid on a large sheet of paper and complete the exercise for all the enablers, combining your results in a complete matrix.

Example: Digital Leadership x Audience First

HOW MIGHT WE… APPLY TO BECOME MORE…

IDEATION BOX

DIGITAL AUDIENCE LEADERSHIP FIRST Top down digital vision Personalize offer Aligned leadership Seamless user experience Sense of urgency Connecting communities Substantial budget for digital Mirror society

44 MEASURING MEASURING VALUE STRATEGIC STRATEGIC PARTNERSHIPS ONTINUOUS INNOVATION C

SKILLS & TALENT MANAGEMENT LEVERAGING LEVERAGING DATA EMBRACING EMBRACING TECHNOLOGY FOCUS ON FOCUS CULTURE ORGANIZATIO- NAL CHANGE DIGITAL DIGITAL LEADERSHIP

AL CULTURE AL CULTURE

45 AUDIENCES AUDIENCES ON PSM BUILT VALUES IMPACTFUL & CONTENT SERVICES OF MASTERY & DIGITAL DATA TECHNOLOGY NETWORKED ORGANIZATION FIRST DIGIT ABOUT THE DIGITAL TRANSFORMATION INITIATIVE

The EBU’s Digital Transformation Initiative aims to provide Members with tools and insights that can help them understand and implement the process of restructuring and transforming PSM. It is a cross-departmental initiative, driven by EBU Members and EBU Media with the full support of the EBU Technology & Innovation, EBU Public Affairs & Communications and EBU Legal.

EBU Members who wish to get involved with the Digital Transformation Initiative should contact Ezra Eeman, EBU Head of Digital ([email protected]) or Sasha Scott, DTI Research and Project Lead ([email protected]).

PROJECT SPONSOR WORKGROUP Jean Philip De Tender Madiana Asseraf EBU Media Director Head of EBU Media Strategy & Development | EBU Media

Konstantina Bania AUTHORS OF THIS REPORT Legal Adviser | EBU Legal & Policy Ruurd Bierman Strategy Consultant Alexandra Brenkman Senior Media Analyst | EBU Media Intelligence Service Ezra Eeman Head of Digital | EBU Media Jeroen Depraetere Head of Television | EBU Media Eoghan O’Sullivan Communications Consultant Graham Dixon Head of Radio | EBU Media Sasha Scott DTI Research and Project Lead Ezra Eeman EBU Media Head of Digital | EBU Media

Nicola Frank Head of European Affairs | EBU Legal & Policy

Hans Hoffmann Head of Media Fundamentals & Production Technologies EBU Technology & Innovation

Justyna Kurczabinska Head of Eurovision News Exchange | EBU Media

Hélène Rauby-Mata Business Development Manager | EBU Academy

Sasha Scott DTI Research and Project Lead | EBU Media

Roberto Suarez Candel Head of Startegy and Media Intelligence

46 47

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PHOTO CREDITS Cover, pages 4, 6, 10, 13, 14, 17, 18, 22, 27, 35, 38: iStock Page 3: Toni Cenko Page 25: AFP

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