Guiding Business Transformation Through Design Utilizing architecture and design to incubate the bold shift of a newspaper industry leader toward a digital-first media company. Strategic Objectives As part of a visioning process, the Progressive AE team led key stakeholders from Advance Publications through an immersive engagement intent upon setting priorities and understanding goals for driving future success. The following strategic objectives were established: Culture Change “We started with • Create buzz, energy and excitement • Make work visual a proposition • Promote collaboration • Create openness and trust that we were • Celebrate the new business model while respecting going to change its heritage everything about Community Engagement • Connect employees with the community the way we do • Invite the public into the conversation • Push staff outward into the community business. The • Invest in the recovery of the central business district Progressive AE team responded Talent Retention and Acquisition • Create attractive environments for new talent who quickly to us. support the new business model • Retain staff that encourages growth and adoption of the And we moved new strategy forward with • Create an empowering work environment a great deal of Sustainable Operations trust.” • Transition from owned to leased spaces • Create flexible environments to meet current and future needs • Ensure efficient utilization of space MLive Media Group The information in this document is the intellectual property of Progressive AE. Reproduction of any portion of this document for any purpose is strictly prohibited. 2 3 MEDIA GROUP CONCEPT 13 OLD BUSINESS MODEL 1 CONCIERGE/ 2 Local newspaper companies share content with regional digital affiliate for digital distribution. ARRIVAL 14 8 2 ENCLAVE 6 11 4 12 2 PRINT PRINT PRINT PRINT PRINT PRINT 3 INTERVIEW ROOM 8 5 COMPANY COMPANY COMPANY COMPANY COMPANY COMPANY 4 WORK/SOCIAL 4 8 5 MOBILE NEIGHBORHOODS 11 8 8 CONTENT FEED 6 RESIDENT NEIGHBORHOOD 4 7 PHONE BOOTH .COM 8 TEAM/MY WORK 13 7 8 9 TECHNOLOGY 14 THE COMMUNITY 10 TRANSPARENCY 5 13 NERVE CENTER NEW BUSINESS MODEL 11 COMMUNITY/ Sites were analyzed based on Local media group digitally NEIGHBORHOOD 3 CAFE their ability to invest in growing distributes content and shares neighborhoods, as well as content with central services 1 LOCAL 12 LEADER HUB provide exposure and access to company for print publication. 11 the heart of the local community, MEDIA GROUP 13 COMMUNAL Central services company allowing the media hub to serve RESOURCES main street also supports media group as the reporting and sales nerve operations such as HR, IT, 14 STUDIOS/ center of the region. Finance. ENCLOSED COLLABORATION CENTRAL SERVICES CONCEPT EFFICIENT SUPPORT Central services were established CENTRAL SERVICES to strategically collocate 1 ARRIVAL COMPANY regional resources for business administration and support. 2 BRAINSTORM Adjacencies and centralized large “PUB HUB” 3 COMMUNITY CAFE brainstorming rooms enable synergy between the work groups. 4 FILE STORAGE Design Concept AD PRODUCTION 5 KIT OF PARTS The original design 5 MOBILE Strategic objectives derived from the visioning session NEIGHBORHOOD 3 8 6 I.T. were synthesized through an intensive hands-on design was established with the ability to 2 charrette into architectural concepts for both the respond to each location’s specific 6 RESTROOMS ACCOUNTING CUSTOMER media group and the central services companies. For needs and constraints, while CONTACT 7 LEADER HUB CENTER each geographic region the design team manipulated simultaneously maintaining the 5 these concepts to provide creative solutions that essential pieces to support the vision 8 PREP SPORTS 4 CIRCULATION ENCLAVE 4 respond to each site’s unique spatial constraints of and brand. These pieces make up 6 4 each site while maintaining the strategic objectives the tool kit utilized at each location. 2 8 through a consistent kit of parts. The following diagram MULTIMEDIA illustrates the business model transformation and the 2 BRANDING 3 corresponding architectural concepts. 7 COLLABORATION 1 MEETING 5 HUMAN OFFICE RESOURCES HOSPITALITY 4 5 PALETTE The primary identity palette is used to build the identity of the Northeast Ohio Media Group in communication. Always use the primary, full-color, Northeast Ohio Logistical Challenges Media Group logo if possible. Successful delivery of a portfolio of projects at this scale required a design team with comprehensive C91 M70 Y23 K6 C43 M12 Y40 K0 R44 G86 B136 R151 G189 B164 expertise and the agility to covertly deliver across the nation. Over the course of four years, a WEBSAFE #2C5688 WEBSAFE #97BDA4 3 design team of twenty-plus architects, engineers, and interior designers collaborated with local 3 C0 M0 Y0 K100 contractors to realize workplace solutions for the central services and media companies in nine R35 G31 B32 11 WEBSAFE #231F20 states across the United States. 2 LOGO: Syracuse Media Group Only use colors at 100% (no tints). THE PRIMARY IDENTITY PALETTE is used to build the identity of the Syracuse Media Group in communication. Always use the primary, full-color, Syracuse Media Group logo if possible. 2 PMS COLOR #7701 C PMS COLOR #157 C C62 M27 Y0 K49 C0 M47 Y100 K0 Services Required R50 G95 B130 R255 G153 B0 WEBSAFE #325F82 WEBSAFE #FF9900 SYRACUSE MEDIA GROUP LOGO Only use colors at 100% (no tints). STYLEColor AND USAGE GUIDE Guide NORTHEAST OHIO MEDIA GROUP I 3 VISIONING ARCHITECTURE PROGRAM MANAGEMENT LOGO: Advance Media Group ADVANCE MEDIA GROUP LOGO • Business model incorporation • Space planning • Project management THE PRIMARY IDENTITY PALETTE is used to build the identity of the Advance Media Group in communication. • Leadership alignment • Kit-of-parts design • Construction management Always use the primary, full-color, Advance Media Group1 logo if possible. • Priorities • Environmental branding • Budgeting/estimating PMS COLOR Proc. Black brand standards guide | style & usage STYLE & USAGE GUIDE SYRACUSE MEDIA GROUP 4 A C0 M0 Y0 K100 • Measures • Signage • Consultant integration R0 G0 B0 WEBSAFE #000000 1 PMS COLOR #2765 C A B C • Immersive design charrette • Site adapt • Real estate acquisition B C90.2 M89.8 Y1.96 K58.82 R27 G17 B79 • Culture change planning • Systems coordination • Design/build WEBSAFE #1B114F D PMS COLOR #285 C • Specifications C100 M40 Y0 K15 A C R0 G109 B173 WEBSAFE #006DAD PMS COLOR #549 C C60 M24 Y0 K9 D R89 G151 B200 ENGINEERING INTERIOR DESIGN WEBSAFE #5997C8 Only use colors at 100% (no tints). • Electrical, mechanical and • Space planning 11 structural • Furniture application design NATIONAL REACH STYLE & USAGE GUIDE • Information technology • Brand-specific finish palette 42 individual construction projects across 9 states integration development 3 5 • Audio/visual conducted overLOGO: the NOLA Media Group course THE PRIMARY IDENTITY PALETTE should be used to build the identity in communication. Always use the primary, full- of 48 months. color, NOLA Media Group logo if possible. PMS COLOR #2736 C PMS COLOR #123 C C93 M87 Y0 K0 C0 M20 Y93 K0 R55 G68 B156 R255 G203 B38 WEBSAFE #37449C WEBSAFE #FFCB26 Only use colors at 100% (no tints). NOLA MEDIA GROUP LOGO STYLE & USAGE GUIDE NOLA MEDIA GROUP 4 4* 2* 2* 1* 2* AGGRESSIVE MLIVE MEDIA GROUP 11 1* 1* 1* 1* 1* 1* SCHEDULE ALABAMA With project schedules MEDIA GROUP 5 ranging from 90-120 2* 1* NOLA MEDIA GROUP 3 days, the project required a skilled team 1* 1* SYRACUSE 2 to ensure rapid design MEDIA GROUP and construction. 2* PENNLIVE 2 The complete project 1* 2* schedules included site NE OHIO MEDIA GROUP 3 selection, acquisition, 1* 1* 1* construction, move in, OREGONIAN 3 and finally, occupancy. MEDIA GROUP 1* MASSLIVE 1 Individual media group 1* 1* 2* 3* 4* project schedules are NJ ADVANCE MEDIA 11 shown in the table to 1* the right. STATEN ISLAND 1 MEDIA GROUP TOTAL NUMBER OF PROJECTS (09.2011 – 01.2015) 42 * NUMBER OF PROJECTS SEPT 2011 JAN 2012 JAN 2013 JAN 2014 JAN 2015 6 7 CULTURE CHANGE Team/my work spaces “The new business model needed a facility designed to encourage collaboration, promote growth are located adjacent to and project community leadership. It is an integral part of our culture.” resident/mobile working neighborhoods allow staff -Syracuse Media Group to switch from focused “my” work to impromptu “team” Make the work visual work, changing postures and locations. Often placed Visual continuity is essential, putting work activities on display. Whether formal meetings or along high traffic pathways to spontaneous conversation, nearly all activity can be seen if not heard. Large scale photographs enhance exposure, promote celebrate the published work providing a sense of pride for the community and staff. conversation and display the work being done to all employees. Promote collaboration Entice staff to engage in varying styles of interaction from large collaboration to impromptu discussion. Increase the communication between work groups, specifically sales and content, creating a synergy vital to the successful delivery of information. Create openness and trust An open work environment promotes interaction and breaks down departmental barriers. Access Touch-down zones are situated to mentors and leaders provide employees with a sense of empowerment. This new way of along the perimeter of the open working and learning encourage growth and idea sharing. working neighborhoods, providing peripheral knowledge of activity and increased visual connection to Create buzz, energy, and excitement work being developed. Transform the traditional newsroom to accommodate the digital workforce of the 21st century delivering solutions across multiple platforms. Encourage both content and sales staff to be agile by providing the tools needed to respond to the demands of a digital culture, increase efficiency and build productivity. Celebrate the new business while respecting heritage With the transformation into a digital-first media group, co-branding was used to unify the company’s legacy with the new brand. This melding of companies developed a recognizable brand while still honoring the heritage of newsprint.