TALENT AND ORGANIZATIONAL DEVELOPMENT
Competence building and organizational development are critical to Schibsted’s future success. This is why increased sales, brand expertise, better managers, a stronger focus on recruiting talented people and greater mobility are recurring issues when we discuss how Schibsted is to develop in the future.
The aim is to allow talented people to learn more and have more exciting career opportunities. If we do not make sufficient improvements in these areas, we will not achieve the ambitious business goals we have set for ourselves.This part of our strategy applies to the management teams at both group and subsidiary levels.
To this end, we have launched many new organizational and expertise development programs in recent years: a development program for sales personnel and sales managers and a trainee program for talented young sales staff, management programs for new, mid-level and experienced managers, arenas of expertise in market analysis, sales, growth and organizational development, and board reviews of innovation and organization. Several expertise development projects have also been initiated throughout the group.
Another area of development relates to our focus on improving the way in which we work, which is summed up in our Continuous Improvement Program. Inspired by the innovations developed in Toyota, many service and industrial companies have adopted a philosophy and culture of systematic, small and frequent innovations in all parts of their organizations. Schibsted has established an ambitious program to foster this new culture and way of working, and we are already reaping the benefits.
In a media market that is constantly undergoing rapid change and facing tougher competition, and in a labor market with a growing demand for highly skilled people, we need organizations that can perform better than ever before. That is why development of our organization and expertise is one of the cornerstones of Schibsted’s strategy for the future.
There are obvious advantages in being a large group of companies, and the media industry is no exception in this respect. In many areas – such as in the development of business, products, expertise, managers and talented employees – we benefit from being a large, international group.
In Schibsted we believe in sharing ideas, improving the flow of expertise, establishing common meeting places and paving the way for international careers. In the years to come, this will allow us to move as quickly as a small company yet still enjoy the many advantages of being a large organization.
The key to Schibsted’s management philosophy is local involvement, effective collaboration and an inclusive corporate culture. We intend to safeguard the diversity and integrity of each organization and to promote drive and entrepreneurship. Schibsted should be characterized by a culture of tolerance. By applying this philosophy, we aim to stimulate involvement by our staff, achieve new growth and be perceived as an attractive employer.
We believe that extensive centralization and comprehensive directives would deprive Schibsted of some of its best attributes. It would diminish the level of diversity within the group and the level of local involvement by the individual organizations. We believe just as much in the advantages which small companies represent as we do in economies of scale.
We want to strike the right balance between a sense of community and one of freedom; we want each company to derive pleasure from being creative while at the same time reaping the benefits of being part of an international media group. Industrial production processes, facilities and administrative functions will all be shared between companies to a larger extent.