ABSTRACT
Chronology is an uncertain parameter in the planning of innovation processes in media companies, as there is no general rule for what should be ‘the first step’ in exerting an overall strategy for innovation. In this chapter we argue that managers would be more successful if, in collaboration with journalists and outsiders, they focused on staging constellations of innovation processes, providing room for the staff’s creativity while simultaneously directing the intervention processes. Based on empirical data from a local and regional news organization, we discuss how the processual interplay of such interventions and their performative enrichment of each other depends on three aspects of processes of innovation: 1 the need to involve all employees; 2 the need to test the ideas and attempts at innovation in practice; and 3 the need to take advantage of unforeseen outcomes during the process. The combination of these strategies results in a continuous co-creation of methods, tools and ways to think about change in a local news organization.
