What does a data-driven newsroom look like in practice? What roles, structures and mindsets are needed for data to create real added value in corporate communications? Verena Baumgartner, data analyst in marketing communications at DATEV, shares her experiences and insights from her day-to-day work in a data-driven newsroom.
Verena, what makes a newsroom truly ‘data-driven’ in your opinion?
A data-driven newsroom is characterised above all by decisions that are transparent, based on objective data and strategically embedded. Data is not an end in itself, but a tool for expanding experience in a targeted manner and measurably improving the quality of communication.
This requires clear standards, concrete objectives and a common strategy for what data-driven decision-making means. Teams must regularly ask themselves: What do I want to achieve with this measure? Why am I publishing this article? What should the user do next?
Only when there is a common framework in which data-based decisions can be made, and when employees are empowered and actively involved, can the concept have a lasting effect. This also requires the courage to change – both in thinking and in action.
What roles, skills and structures are needed to ensure that data-driven communication in the company works not only technically but also culturally – and how can this mindset be anchored in the team?
For data-driven communication to work not only technically but also culturally, a cross-functional team is needed to define the framework for the work – from strategy to media relations and customer involvement to analysis and technology. Important roles include:
- Strategists
- Media and content specialists
- Data/business analysts
- Data scientists or engineers
A key element is an empowerment concept based on different levels of competence. Not every role needs to work with data in the same depth, but multipliers and targeted learning formats are required. Regular knowledge formats such as ‘tip of the week’ or best practice sharing promote joint learning and create a data-savvy culture.
Success comes when transparency, future orientation and the ability to think outside the box are promoted as core competencies within the team.
How can data, business intelligence and AI specifically help to optimise content, customer journeys and channel strategies?
Data and AI offer the opportunity to tailor communication measures more specifically to visitors or users. A comprehensive database allows all touchpoints to be systematically analysed and coordinated. This enables, for example, customer journeys to be better understood, content to be personalised and optimised across channels.
AI can also help to recognise patterns, identify trends at an early stage and generate suggestions for optimisation – for example, in terms of publication times, formats or target group segments. Business intelligence supports the structured and continuous translation of these findings into decisions.
What role does a central dashboard play in the data-driven newsroom – and how can you ensure that it is actually used and understood?
Dashboards play a supporting role when they are embedded in a clear context and help the team make better and faster data-driven decisions. It is therefore essential to have a common understanding of what the figures represent – without this, dashboards are often misinterpreted or not used at all.
The focus on insights rather than pure reporting is crucial. A dashboard adds value when it makes measurable goals visible and continuously encourages reflection. It should be understood as an extension of the decision-making process, not as pure visualisation.
In your opinion, what are currently the biggest hurdles in setting up a data-driven newsroom – and what factors were crucial for your success?
One of the biggest challenges is getting the entire newsroom on board – including those who don't work with data on a daily basis. There needs to be transparency about strategy and goals, as well as openness to talk about challenges. Focusing solely on dashboards is not enough – instead, the topic should be strategically anchored and gradually operationalised.
A clear success factor is to implement the topic in small, tangible milestones – in line with an overarching vision. Regular reviews (e.g. quarterly) help to reflect on progress and make course corrections.
Your conclusion?
A data-driven newsroom does not happen overnight. It requires strong interaction between technical infrastructure, strategic understanding, skilled employees and a culture of openness. Data is not a goal, but a means to increase impact, improve decisions and make communication more effective. The key lies in clarifying goals, establishing standards and getting people on board.
