Industrialization in the media sector: the new content management system at n-tv and its consequences

In the 19th and the 20th century, industrialization has lead to structural changes in the manufacturing industry. Among other engineering inventions, steam, tool making and transport machines were the main drivers of this development. By automating tasks, increasing standardization of processes and a stronger division of labor, con-siderable unit costs savings were achieved. Taylor’s concept of scientific manage-ment and Fordian mass production of automobiles can be counted towards this pe-riod.In the last years, the concept of industrialization is again being discussed, but now with a focus on services and driven by new information and communication tech-nologies (ICT). In banking, this trend has already lead to significant changes (see for example König 2002; Bartmann/Penzel/Petzel 2005). Many banks have made great efforts to standardize their processes and the corresponding ICT-based systems, to automate tasks such as credit enquiry and to found interbank clearing-centers. Main driver of change is the usage of package software and the outsourcing of ICT infra-structure in general. It remains to be seen, however, whether and if yes to what de-gree industrialization will affect the media industry, as significant cost advantages could be realized. Would it be possible to further standardize the editorial production process in a broadcasting station? Is it possible to outsource tasks to specialized service providers and can produced content be efficiently re-used? Or was the pro-duction of artists in the music and film industry already industrialized too heavily?All these subjects have been not addressed in literature in depth.1 Because of this we start our research about the industrialization of the media sectors driven by ICT with this explorative case study about an interesting project at n-tv, a leading German news station. In chapter two we describe the background of the project. Chapter three is a description of the results of the project. And in chapter four we compare the project with typical characteris