Tag Archives: digital products

Q&A with an information architect (aka @currybet aka Martin Belam)

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Martin Belam, of the CurryBet blog, has recently been appointed as ‘information architect’ for Guardian.co.uk. Journalism.co.uk asked him what he’ll be doing for the site…

For those who don’t know what you do, fill us in your background and the new gig…
[MB] I was at the Hack Day that the Guardian’s technology department ran back in November 2008, and the talent and enthusiasm that day really shone. I’ve really enjoyed the freedom of working as a consultant over the last three years, much of the time based either in Crete or in Austria, but the opportunity of coming to work more permanently for an organisation as forward-thinking as the Guardian is being with initiatives like the Open Platform was too much to resist.

So, an ‘information architect’ what does that mean and what are you doing?
Information Architecture has been defined as ‘the emerging art and science of organising large-scale websites’.

All websites have an inherent information structure – the navigation, the contextual links on a page, whether there are tags describing content and so forth. It is about how people navigate and way-find their way through the information presented on a site.

What I’ll be doing at the Guardian is influencing that structure and functionality as new digital products are developed. It involves working closely with design and editorial teams to produce ‘wireframes’, the blueprints of web design, and also involves being an advocate for the end user – carrying out lots of usability and prototype testing as ideas are developed.

Is it a full-time role?
I’m working four days a week at The Guardian, as I still have some other commitments – for example as contributing editor for FUMSI magazine – although already it feels a bit like cramming a full-time job into just 80 per cent of the time!

It’s not happy times for mainstream media brands: where are they going wrong?
I don’t think it is only mainstream media brands that are suffering from the disruption caused by digital transition, but we do see a lot of focus on this issue for print businesses at the moment. I think one of the things that strikes me, having worked at several big media companies now, including the BBC and Sony, is that you would never set these organisations up in this way in the digital era if you were doing it from scratch.

One of the things that appealed most about joining the Guardian was that the move to Kings Place has brought together the print, online and technical operations in a way that wasn’t physically possible before in the old offices. I’m still very optimistic that there are real opportunities out there for the big media brands that can get their business structures right for the 21st century.

What kind of things do you think could re-enthuse UK readers for their newspapers?
I think our core and loyal readers are still enthusiastic about their papers, but that as an industry we have to face the fact that there is an over-supply of news in the UK, and a lot of it – whether it is on the radio, TV, web or thrust into your hand as a freebie – is effectively free at the point of delivery. I think the future will see media companies who concentrate on playing to their strengths benefit from better serving a narrower target audience.

Do you see print becoming the by rather than primary product for the Guardian – or has that already happened?
I think there might very well be a ‘sweet spot’ in the future where the display quality on network-enabled mobile devices and the ubiquity of data through-the-air means that the newspaper can be delivered primarily in that way, but I don’t see the Guardian’s presses stopping anytime soon. Paper is still a very portable format, and it never loses connection or runs out of batteries.

Your background is in computer programming rather than journalism, will the two increasingly overlap?
I grew up in the generation that had BBC Micros and ZX Spectrums at home, so I used to program a lot as a child, but my degree was actually in History, which in itself is a very journalistic calling. I specialised in the Crusades and the Byzantine Empire, which is all about piecing together evidence from a range of sources of varying degrees of reliability, and synthesizing a coherent narrative and story from there. And, of course, I’ve spent most of this decade blogging, which utilises ‘some’ of the journalist’s skill-set ‘some’ of the time.

Whilst I’d never suggest that journalists need to learn computer programming much beyond a smattering of HTML, I think there is something to be gained from understanding the software engineering mindset. There are a lot of tools and techniques that can really help journalists plough through data to get at the heart of a story, or to use visualisation tools to help tell that story to their audience.

One of the most interesting things about working at the Guardian is the opportunity to work alongside people like Kevin Anderson, Charles Arthur and Simon Willison, who I think really represent that blending of the technical and journalistic cultures.

You’ve spoken out about press regulation before; why do you feel strongly about it?
In a converged media landscape, it seems odd that Robert Peston’s blog is regulated by the BBC Trust, Jon Snow’s blog is regulated by Ofcom, and Roy Greenslade’s blog is regulated by the PCC.

At the moment, I believe that the system works very well for editors, and very well for the ‘great and the good’ who can afford lawyers, but does absolutely nothing for newspaper consumers. If I see something that offends me on TV, I can complain to Ofcom. If I see an advert that offends me in the street, I can complain to ASA. If I see an article in a newspaper that I think is wrong, inaccurate, in bad taste or offensive, unless I am directly involved in the story myself, the PCC dismisses my complaint out of hand without investigating it.

I don’t think that position is sustainable.

The last thing I want to see is some kind of state-sponsored Ofpress quango, which is why I think it is so important that our industry gets self-regulation right – and why I believe that a review of how the PCC works in the digital era is long overdue.

Online Journalism Scandinavia: David Montgomery’s toughest general – Lisbeth Knudsen, editor-in-chief of Berlingske Media

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Once so controversial as the boss of The Mirror, over the last few years David Montgomery has reinvented himself as a European media mogul.

As head of the pan-European media company Mecom, Montgomery has emerged as an internet evangelist and one of the most optimistic advocates of a multimedia future.

This is good news for Lisbeth Knudsen, CEO and editor-in-chief of Mecom’s worst performing subsidiary.

Denmark’s Berlingske Media is the biggest publisher of daily newspapers in one of Europe’s toughest newspaper markets. Revenues of paid for dailies in Denmark have been ravaged by a costly two-year-long freesheet war.

When Montgomery bought the Danish company in 2006, it had a paltry 3.5 per cent profit margin – miles away from the 15 – 20 per cent Montgomery was promising his investors.

But it’s all grist to the mill for Knudsen, who rumour has it secured her job last spring by submitting the longest list of potential cost cuts.

Montgomery’s toughest general has been charged with justifying his professed faith in the profits to be made from the new media world.

“It is my task to deliver what I have promised, but also to tell Berlingske’s journalists that we have exciting times ahead of us. It is necessary for our survival that we start using new work processes, develop our journalism and launch new digital products. Old traditions are no longer enough,” Knudsen told Journalism.co.uk

Her first act as head of Berlingske was to publicly denounce Mecom’s profit demands as unrealistic.

Simultaneously, she made it crystal clear that the financial situation required radical changes, skilfully lowering the expectations of both her boss and the unions.

Integrate everything
Central to those changes is integration. Not only converging media platforms, but also altering most of the company’s titles into ‘verticals’ that deliver copy across platforms and titles be they broadsheet, tabloid or regional newspapers.

Berlingske may have created one of the most integrated media operations in Europe, but it has also caused great concern among the company’s journalists about work flow, work culture and how it may erode the different media brands.

“Everyone has to be able to work and plan to all media platforms. Journalists get more resources to cover events in this way. Instead of sending three journalists from three different platforms or titles, we will now have one journalist cover the results of a football match, one live blogging it, and one writing the portrait of the game’s top scorer,” said Knudsen.

To ensure editorial standards, she added, each title will have a brand manager to makes sure it runs only content that is appropriate and in line with its specific values.

Discontent
These assurances have not been enough, however, to assure the domestic journalists union. It has voiced continuous concern about merging titles, job cuts and the new ‘integrated’ work environment where journalists are confined to hot desks to create a paperless environment.

Knudsen says that new technology is necessary. Adding that the increase in the number of tools at the disposal of her reporters has also created many exciting new opportunities for journalists.

“This integration is necessary to survive. Journalists today have to accept that they have to fight for every pair of eyeballs. I accepted this job because I believe, both as a journalist and as CEO, we can create something great in this company,” she said.

Not here to please
As for her proprietor, she said: “It is my impression that you can have a discussion. If I am to be in charge of this, I have to believe in it. I have made it very clear that I’m not here to please. I have a very open and direct dialogue with the management about our goals and progress. During my thirty-something years in the newspaper industry I’ve encountered a lot of unprofessional owners. Mecom is a very professional owner, the company imposes certain demands to our revenues, but that is the way it has to be.”

David Montgomery may have got himself a straight shooter, but what impression is she likely to have made on her newsroom staff? It seems she is a journalististic champion who is both admired and feared.

“If anyone can stand up to Montgomery it is she. She is completely ruthless and resembles Montgomery in many ways. I cannot think of anyone in Danish media who dares to pick a fight with her,” said a journalist who has worked with Knudsen but did not wish to be named.

“But her journalistic integrity is above reproach. She is a journalistic champion.”