People at the heart of data strategy

The complete MediaPrint transformation journey

This infrastructure implementation is Stage 3 the comprehensive MediaPrint transformation:

Phase 1: Strategic foundations → MediaPrint Data Strategy: Status quo Analysis and Roadmap Development

Phase 2: Organizational Change  👈 This case study

Phase 3: Technical implementation → MediaPrint Infrastructure: Modern Data Stack Implementation

Outcome: From fragmented data silos to a strategic treasure trove

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Following the successful completion of our data audit and the parallel running implementation of a modern data infrastructure at MediaPrint, it was clear that technological change alone would not be enough to make the company's digital transformation sustainable. The organizational and cultural challenges identified in the audit required a fundamental realignment just as much as the technical infrastructure.

The initial situation at MediaPrint was characterized by a complex organizational structure. As the largest Austrian newspaper publisher with well-known brands such as Krone and Kurier, the company combines several independent organizational units under one roof. For historical reasons, these units operated largely autonomously — a structure that was certainly justified in the traditional print business, but was increasingly becoming an obstacle in the context of digitization.

This was particularly clear when dealing with data: Each part of the organization had its own data teams and processes. There was virtually no regular exchange on data topics between the three parts of the organization, which meant that valuable synergies remained unused and redundant work was the rule. This situation was additionally complicated by the complexity of the stakeholder landscape, which made uniform management of data initiatives significantly more difficult.

The management of the three organizational units had recognized the scope of these challenges and was prepared to actively shape the necessary change. In close coordination, we developed a holistic transformation concept that addressed the organizational and cultural aspects of data use and at the same time optimally supported the parallel technical implementation.

At the heart of our solution was the establishment of a new organizational structure in the data sector using the Hub & Spoke model. This model combines the advantages of central control (hub) with the flexibility of decentralized units (spokes) in the various business areas. In concrete terms, this meant the creation of a central body, the data governance board, which defines overarching standards, methods and best practices, while sector-specific teams of analysts ensure professional proximity to the respective business areas.

We also defined clear roles and responsibilities for this new structure. Particularly noteworthy are the data analysts for each part of the organization, who act on the one hand as a strategic authority in prioritization and modelling decisions and on the other hand as an interface between specialist and the engineering team. This clarity of roles ended the previously frequent conflicts of responsibility and created the basis for more efficient cooperation.

Another central component was the establishment of new meeting routines for better cross-organizational coordination. The newly created Data Governance Board, consisting of representatives from all parts of the organization, now meets regularly to discuss strategic data issues and define common standards. This is supplemented by operational weekly and biweekly formats, in which specialist departments can discuss their requirements directly with data experts.

It was particularly important to us continuous monitoring of the transformation process parallel to technical implementation. In this way, we ensured that the organizational changes not only exist on paper, but are actually lived out. A particular focus was on gostering a data-driven culture — from management to individual employees.

The successes of this transformation were quickly visible: The speed of implementation of data initiatives increased significantly due to clear processes, clear responsibilities and defined contacts. The newly created transparency about ongoing and planned data projects across the organization led to a better allocation of resources and prevented duplication of work. The synergy effects between the various parts of the organization proved to be particularly valuable — from the joint use of data models to the exchange of knowledge and the coordinated development of the data infrastructure.

The transformation at MediaPrint is an impressive example that the success of data-driven initiatives does not depend solely on technological factors. Only the combination of modern data infrastructure, clear organizational structures and an appropriate corporate culture creates the conditions for exploiting the full potential of data. Thanks to our holistic approach, which takes all three dimensions equally into account, we were able to decisively advance MediaPrint on its path to a data-driven organization.

The experiences from this project once again confirm our conviction: The sustainable success of data initiatives depends not only on technology, but also on the people who work with it and the structures in which it is embedded. This insight flows into all our projects and forms the basis for our holistic consulting approach.