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The Digital Story Innovations Team: a Case Study on Digital Journalism Innovation at the Australian Broadcasting Corporation

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The Digital Story Innovations Team: a Case Study on Digital Journalism Innovation at the Australian Broadcasting Corporation The Digital Story Innovations team: A case study on digital journalism innovation at the Australian Broadcasting Corporation Master’s thesis Journalism and Media University of Amsterdam Anna Livia Céline Benders UvA-net ID: 10088121 Thesis coordinator: dhr. prof. dr. M.J.P. (Mark) Deuze June 18th, 2018 Preface I woke up at 4 this morning, because the air was vibrating. I am buzzing with the energy of new possibilities that lie ahead. My stomach is aching from excitement about a future that has never felt as unknown as in this very moment. And from the pure joy to end a chapter and to, for the first time in months, write something non-academic. No literature, no referencing, just words. The story about how this thesis came about is a classic tale of a series of events and meetings leading up to what I hope will result in my graduation today. In October 2014 I boarded an airplane to Perth. It was a one-way ticket. I knew no one and I had no plan. Upon arrival, someone I had met only once a few years earlier, who happened to be from Perth, wrote me that I should go meet his 60 year old dad. I had no particular intention of spending my days hanging with a relative strangers’ father, but was so surprised by the Australian hospitality that I decided I was going to be a yes-woman. I ended up spending an entire month at Bryan Bourke’s house in Claremont. We went for early morning swims in the ocean, ate Thai food and he helped me pick out a car that later became my (temporary) house. We also watched TV. Every Monday, we religiously watched Four Corners and talked about what we had seen until late in the evening. Now I know that he is the face of a dying breed of Australians still willing to sit down in front of a television at a set time, to look at what the investigative reporters had dug up for him that day. With every Four Corners show, I became more convinced that I wanted to become an investigative journalist. Fast forward to November 2017. My professor Mark Deuze was stood in front of a classroom of journalism students, talking about his Beyond Journalism project. Over twenty of his former students had gone to different parts of the world to study journalism start-ups and this year he wanted to shift his gaze to innovative units embedded in existing media organisations, he explained. The ABC immediately came back to mind. Once home, I started to search the internet: “ABC Four Corners innovation”, “ABC Four corners multimedia”, “ABC Four Corners digital journalism”. Bingo. There it was. An article written by Kimberley Porteous introducing her new Digital Story Innovations team, with a link to a crafty digital production on mortgage stress the team had made in collaboration with Four Corners. In no time I wrote my research proposal, but when back in the classroom the next morning I had lost all hope as I came to my senses. I had no savings, the ABC was on the other side of the world and the chances of anyone saying yes to a random Dutch student shadowing their every move for weeks seemed slim at best. “Who wrote that proposal to go to Australia?” asked my professor. 1 I raised my hand in hesitation as the rest of the classroom started laughing. “Well you are a lucky then, because I know the woman who set up that team at the ABC and I am meeting her while I am on my book tour in Australia in a couple of weeks.” My mind was blown. And so it happened. Within weeks I had found someone to sublet my room in Amsterdam, applied for two scholarships, which got me just enough money for a return ticket, and I was on my way to Sydney – where I spent the first weeks staying at my friends’ house looking for a room I could afford, doing field research at the ABC by day, and working on my first ever investigative article for the Dutch newspaper NRC by night. After moving three times in three weeks, the end of my field research was approaching and two doctors were threatening to sue me if I went on publishing a story about them continuing to practice abroad despite being struck off the register. Needless to say, the story was published and thankfully no one was sued. I was happy and exhausted and had found the most beautiful home to spend my last months in Sydney in. Journalists need stories to make sense of the world around them. Maybe this is just one of them. Maybe it is all coincidence, but as cheesy as it sounds, sometimes all stars just seem to align and you find yourself exactly where you need to be. Which, in my case, was in a most amazing beach house in Freshwater, overlooking the ocean while transcribing my interviews. I am so thankful to Kimberley Porteous, Stephen Hutcheon and the DSI team members for granting me full access and cooperation to study how the team innovates. It was a privilege to observe the work of such talented and passionate media professionals. To Bryan Bourke for letting me stay with him for a month in 2014 and for introducing me to the journalism of the ABC and to Kat for hosting me that first week in Sydney. A big thank you also to my parents and friends for putting up with me whinging about my thesis and to Mark Deuze for introducing me to Kimberley and for guiding me to the end of my degree. And I am so grateful for all those special moments and for the wonderful people I met in Sydney. It has been a rollercoaster. I have no idea what the future holds, but I trust that it will be just golden. 2 Table of contents 1. Introduction……………………………………………………………..5 2. Theoretical framework………………………………………………….9 2.1 Journalism in the transition to digital news work…………………… ...9 2.2 Innovation in journalism……………………………………………...11 2.3 Journalism start-ups worldwide……………………………………….13 2.4 Intrapreneurship in legacy media organisations……………………….15 2.5 Digital storytelling…………………………………………………….18 3. Methodology……………………………………………………………22 3.1 Case study…………………………………………………………….22 3.2 Field research in Sydney and Melbourne……………………………....22 3.3 Internal document and communication analysis………………………23 3.4 Semi-structured interviews……………………………………………24 3.5 Observations and field notes………………………………………….25 3.6 Thick description……………………………………………………...25 3.7 Grounded Theory……………………………………………………..26 4. Context…………………………………………………………………...28 4.1 The ABC: an institution in transition………………………………….28 4.2 Innovation at the ABC………………………………………………..30 4.3 The DSI team members introduced…………………………………...31 4.4 Media landscape in Australia…………………………………………..31 5. Results and analysis…………………………………………………….33 5.1 Composition and mission of the DSI team…………………………....33 5.2 Location and integration of the DSI team ……………………………37 5.3 Organisational culture………………………………………………...39 5.4 Digital strategy………………………………………………………..42 5.5 Work process…………………………………………………………44 5.6 Digital storytelling and audience development………………………...50 5.7 The ABC as an employer……………………………………………...52 6. Conclusion and discussion……………………………………………..57 3 7. References……………………………………………………………….62 8. Appendices………………………………………………………………66 8.1 Document 1: DSI team members introduced………………………...66 8.2 Document 2: DSI mission statement………………………………...69 8.3 Document 3: Mission statement PowerPoint………………………...72 8.4 Document 4: DSI productions and reach……………………………73 8.5 Document 5: Equal Digital Life pilot with Four Corners…………….77 8.6 Document 6: Online reach and engagement comparison…………….90 8.7 Document 7: Links to DSI productions……………………………...91 8.8 Document 8: Interview questions……………………………………93 8.9 Document 9: Transcribed interviews………………………………...99 8.10 Document 10: Field notes and observations………………………..326 8.11 Document 11: Slack communication threads……………………….334 8.12 Document 12: Post-Mortem audience engagement reports………...382 4 Introduction “The last decade has been one of creative destruction in the news industry” (Bruno & Nielsen, 2012, p. 1). And this is not just the case in Europe. Globally journalism is in a state of transition. Newspaper circulation is down, television ratings are plummeting and advertisers are moving away from legacy media. Thousands of journalists have been laid off and newsrooms are largely empty. Those who are still working continuously have to work harder with fewer resources at their disposal (Bruno & Nielsen, 2012; Deuze & Witschge, 2017). As the Internet is becoming ever more prevalent in people’s everyday lives, audiences are turning away from legacy platforms. Moving into a digital era, media organisations are obliged to reinvent themselves in order to survive in this environment – and the online arena offers plenty of opportunities to do so. It is in this context that a new generation of journalism start-ups has emerged. Since the beginning of the millennium online start-ups have started to surface around the world (Deuze, 2017). According to Bruno and Nielsen they “have jumped on the web wagon with passion and pioneering spirit” (2012, p. 8). Simultaneously, legacy media organisations are trying to innovate from within in an attempt to cater to younger audiences who almost exclusively consume news on their smartphones and more often than not access articles via social media (Westlund, 2012). In doing so, they experiment with the recombination of existing media forms and the creation of new media formats and tools, the introduction of tech staff and the use of various distribution methods and platforms (Deuze, 2007; Deuze & Witschge, 2017; Doyle, 2013; Jenkins, 2013). But only passion and motivation in itself will not cut it. The transition to online platforms proves to be difficult to say the least. The digital arena is a very different playing field where audiences are scattered and distractions are omnipresent.
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