Developing its expertise and organisation is one of Schibsted’s cornerstones. This is why increased sales and brand expertise, better managers, a greater focus on recruiting talented people and more mobility are recurring issues when we are describing 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 improve greatly in these areas, we will not achieve the ambitious business goals we have set for ourselves. “Attracting talent, developing good leaders and creating competent organisations will be regarded as a strategic area at Schibsted that requires time, resources and prioritisation by top management.”
This part of our strategy applies to the management of both the Group and subsidiaries.
New activities
At a Group level, we have accepted the consequences of the fact that the work of developing the organisation and expertise is crucial to Schibsted’s future. We spend much more time and use considerably more resources on this than we did only a couple of years ago. Over the past few years, we have launched many new organisational and expertise development programmes: a development programme for sales personnel and sales managers and a new trainee programme for talented young sales staff, management programmes for new managers, middle-management and experienced managers, arenas of expertise in market analysis, sales, growth and organisational development, and board reviews of innovation and the organisation. A number of expertise-developing projects have also been initiated throughout the Group.
In a media market that is changing more and more rapidly, a media market that is facing tougher competition and a labour market where there is more and more demand for the cleverest people, we need organisations that can do much more than before. This is why developing our organisation and expertise is one of the cornerstones of Schibsted’s strategy.