Editorial transformation: 7 deadly sins

​This was never going to end well. 

"I don't care what you tell me, what you show me, I don't believe this is going to work." And with that one statement, Houston, we had a problem.

The subject matter was a major editorial transformation project. It was bold, innovative and high risk. It was also absolutely necessary. Unfortunately, this senior executive wasn't having a bar of it. Deep down it rattled her values.

In the end, she stepped out of the way of the juggernaut of change that was bearing down on her and her newsroom. She was an editor with deep experience, wide respect - an honourable person. But without her leadership, without her belief in the project, it was destined to fail.

This tale is sadly a typical one of why editorial change programs fail - captured here in what I refer to as the Seven Deadly Sins of Transformation. 

1. You didn't do your research: The board, the president or your own team has identified the need for seismic change. But you had a rush of blood to your head, got a part plan together and failed to access world's best practice as it could have applied to your business. You'll live to regret that. You've blown your energy, the company's money and resources and a unique opportunity to execute generational change. 
2. You spent too little time planning: Even when you've accessed the best knowledge going around, you failed to put it down on paper. You didn't develop a strategy and you avoided socialising your thinking for fear of being challenged. The pressure to "get on with it" was overwhelming. But, with nine-tenths of success in the planning, your idea of the century is now an epic fail and you've tarnished your reputation as well. Ouch!
3. You took too long delivering: Brilliant. You had a plan, then what happened? You agonised over the minutia and lost your courage. The bureaucracy of the business swamped the program and your team was frozen in the headlights. In today's world, employees expect change. When it comes to implementation, take the mum approach. Don't poke at the edges: rip off that Band-Aid!
4. You didn't have a story to tell: You had your costs worked out and a sexy-looking project plan. You managed to excite the CEO. Unfortunately, these disparate parts, as worthy as they were, did not form a narrative. That was essential for bringing people along for the ride. Media and publishing companies are in the story business. So in the scheme of the seven deadly sins this was a mortal one. Sheesh! 
5. You had a story, but it was a lie:  Despite the profound changes you were seeking to execute, your story and messaging were lame, in fact disingenuous. The need to reduce costs drives many transformation projects. But you sugarcoated the truth. Editorial staff don't appreciate glad-handling or jargon. Give it to them straight..
6. You didn't have the right leaders: You had a great strategy. You had a compelling story. You ticked every box. Except this one. Your leaders really sucked. They equivocated, they were unconvincing. When the pressure was on, they blamed headquarters.  A lacklustre or lame leader will derail your best laid plans. An outstanding commander can pull a flailing project from the abyss and take it to new, unimagined heights.
7. You didn't manage and reinforce the change: You implemented a business-defining project. The boss even gave you a big bonus. Rally the troops, roll out the company flag, it's mission accomplished. But hold on. Only weeks after the changes, those shiny new processes started to shake. New problems emerged, those supporting the project moved on to new endeavours and those left behind spent their time in the kitchen reminiscing about the good old days. You failed to reinforce - a common sin of inattention.

​Aside from the usual issues that need to be addressed on any meaningful change initiative, newsrooms throw up unique circumstances.

Newsrooms can be crazy places to work; utterly entertaining, adrenalin inducing and exhilarating, but also stressful and cynical eco-systems. That spells an additional degree of difficulty for project teams who must be adept at earning journalists' trust and getting them to understand intellectually about the transformation in question and then to commit to it unequivocally.

Being aware of the seven deadly sins does not guarantee an easy road; no stairway to heaven. But it might just help you avoid a slippery slope into dark and uncomfortable places where no-one wants to go. 

ABOUT THE AUTHOR: Stuart Howie is the Director of Flame Tree Media. He prides himself as someone who has learned from the sins of his past across 30 years in media and publishing. For his penance, he is helping media groups find a new path to righteousness - and ongoing profitability.