Strategy

In this example, we were asked at short notice to help produce a televised debate between political candidates before a general election. We had three-and-half weeks to make it happen.

Continually monitoring how content is being consumed by your audience, and responding quickly to technological and market opportunities, is essential to developing a sustainable business model.

A media business is like a table with four legs. These are the media organisation's target audience, the core editorial proposition that it offers to that audience, the values that the business holds dear, and the market that sustains the business. Each leg has to be strong and firm. If one leg is weak, the table wobbles. A shaky media organisation is not good.

A media organisation must always remain alert to changing audience demand and behaviour. This involves continually examining what is produced to ensure that it is relevant to those who consume it.

For most staff, personal objectives are the most important, but they also need to know about the wider objectives. It is the line manager's responsibility to set personal objectives to help employees contribute fully.

Media training is about investing in people - your staff. They are your most precious resource. Without well-trained and motivated staff, you will struggle to deliver the right quality of content to your audience.

Sustainable journalism in practice - how it affects newsrooms in terms of values, challenges, transparency and production.

A media organisation must be clear about what it stands for. If your audience puts its trust in the news you produce, then you need to set out your editorial values and be ready to be judged.