Shaping the leaders of the future

Since the fall of 2022, Schibsted has had a highly appreciated and successful leadership program. It is run and developed entirely internally, delivering concrete results. All participants would recommend a colleague to attend, and many improve their results in the ACT employee survey.

Behind the program and its success are two people – Nina Hermansen and Josefina Levin. Both have extensive experience in HR and leadership development and now work full-time with Schibsted’s leadership program. There’s no doubt about its popularity.

“Recently, a former participant came up to me in the office and said, ‘Damn, I miss the program – can I do it again?’” says Nina.

“Sometimes, you have to pinch yourself to believe the feedback we receive. Many are especially grateful for the network they gain,” Josefina adds.

The program has four overarching goals:

  • It should convey Schibsted’s leadership principles – Pace (people-driven, agile, collaborative, entrepreneurial).
  • It aims to create a strong leadership culture and build networks across the organisation.
  • Managers should feel confident in their role, familiar with our tools, and know how to develop and retain their employees.
  • Participants should understand Schibsted Media’s strategy and our overarching goals.

Participants are nominated

Of the roughly 450 managers, about 190 have completed the program so far. Participants are nominated by their own organisations and come from all parts of the company. The mix is essential.

“As an editorial leader, you might think you don’t have much in common with a manager working in product or tech, but you face the same challenges and are confronted with the same questions,” says Nina. “It’s about people. Once you realize that, the barriers disappear.”

Hanna Olsson Berg, Deputy Editor-in-Chief at Aftonbladet, is one of those who have participated, and she shares that it was a real boost that gave her new energy as a leader.

“The course helped me take control of my own time and take care of myself as a leader. In a demanding everyday life, it’s valuable to gain perspective on what you’re doing, and not least, to talk with other leaders in the company and get their input.”

Nina Hermansen och Josefina Levin.

A significant factor in the program’s success is that it was created and developed internally. It’s tailored to our business, and Josefina also highlights that the expertise remains within the organisation, allowing her and Nina to continuously develop the concept.

“For example, now we have a lot more discussions compared to the first course. We brainstorm and talk more. And we always use real-life examples. Consultants disappear along with the course,” she notes.

To ensure the best possible content, they also look at what other companies are doing and stay updated on the latest research, particularly in neuroscience – they learn a lot about how our brain works.

But perhaps the most important aspect is the atmosphere they create when everyone meets.

“Sometimes leadership courses can have a bit of a cocky vibe. That’s the first thing we get rid of. No one is perfect, and we help each other”” says Nina.

“The thing about us is that we’re chill,” Josefina adds after searching for the right words. “We don’t wear intimidating suits and can joke with ourselves. Everyone’s shoulders are relaxed; we create safe spaces.”

A new family

The result is that everyone shares on a personal level, and participants grow close to each other. Josefina describes it as gaining a new family over the six months of the course, and everyone wants to stay in touch after it ends.

So, what is most important for Schibsted’s managers to take away today? Nina and Josefina believe that collaboration is key. After the split from the marketplaces, we now have the opportunity to create something new, and it’s crucial to look beyond one’s own team and see the bigger picture.

On a broader level, they agree on the challenges we face with focus. We are scattered and constantly distracted by new impressions and things demanding our attention, and we are poor at prioritising and saying no.

“I remember a meeting where my boss said, ‘I’m leading 46 projects – I have nightmares,’” says Josefina.

“We’re so scattered when we work. It’s Slack, Slack, Slack, emails, and meetings. Often, we fail to focus – and that’s something we’re losing as a skill,” says Nina.

During the course, everyone must turn off their phones. At first, they say, “No way…” but later they thank Nina and Josefina for being strict so they can be fully present in the room.

Olav Hexeberg Hovden is a business developer at VG and has just completed the first module. He emphasises the importance of being together with colleagues from across the organisation, with different backgrounds and expertise – without distractions from phones or Slack.

“It creates incredibly valuable discussions and insights. This is a course where you truly get a lot of meaningful takeaways.”


Nina and Josefina’s best tips for leaders:

  • Ask for help – collaborate. If you have a question, others likely have the same one
  • Spend more time planning and reflecting
  • Work with storytelling and communication to build your team
  • Feedback is always crucial
  • Don’t hold meetings without a clear agenda
  • Trust yourself – don’t try to be someone else.
  • Be yourself and trust that you are good enough.”

Here’s how the program is structured: 

It consists of three modules, each lasting two days. Participants are divided into different ”learning groups” that meet between modules to follow up on the goals set by each participant. Each course session has 28 participants.

  • Module 1: My Leadership – my role, leading oneself, inspiring leadership, speeding up, introduction to the leadership principles Pace & DIB (diversity, inclusion, belonging)
  • Module 2: My Team – effective teams, psychological safety, feedback, fight & unite, goals and roles, Pace & DIB
  • Module 3: Strategy – strategy, collaboration, networking, change management

 

”An excellent opportunity to gain work experience”

Bianca Widstam (29) recently graduated this summer from the Faculty of Engineering at Lund University with a Master of Science in Computer Science and Engineering. This summer, she leaped into the professional world of tech by starting as a summer intern at Schibsted Media.

Bianca first learned about the internship opportunities at Schibsted during a student career fair.
I signed up for the Schibsted student newsletter. I received an email about the summer internship and decided to apply”.
Her decision to apply was driven by a desire to develop her skills in front-end engineering.
Schibsted seemed like an excellent opportunity to gain work experience and learn more about the company as an employer”, Bianca says.
She is now a frontend engineer intern working with Aftonbladet’s brand team at Schibsted Media.
My team and I are focused on bringing value and enhancing user experience for logged-in users and Plus subscribers on the Aftonbladet website.”

One of the highlights of her summer project has been to develop widgets for the summer olympics on the Sportbladet website.
”It has been a must-see this summer”!
Bianca describes the work at Schibsted Media as thrilling so far. She explains that with Schibsted Media reaching millions of users every single day, the work can feel a bit daunting. However, her new team has been very welcoming.

People here are super kind and helpful! My team is great at challenging me. You dive into assignments directly, and everyone loves to help out. In my first week, we did mob programming. It was a bit scary at first to share my screen and code in front of everyone, but now I’m much more comfortable with it and you learn a lot”

The Value of Internships

Bianca believes her internship is mutually beneficial for both her and for Schibsted Media.

I bring fresh knowledge from school and previous experience, and I gain valuable work experience and get to know the company in return.”
When asked why she chose Schibsted, Bianca’s answer is simple and direct.

Schibsted offers an impactful work experience and great coffee!”
For students considering an internship at Schibsted, Bianca has some sound advice. She encourages others to apply for similar internships, highlighting the unique learning experience.
Schibsted is used to having summer internships and ensuring you have support during the whole period. It is a great opportunity to create a future relationship with Schibsted. It is super fun and you learn a lot! You both get to work on your own tasks and with other engineers. As a frontend engineer working in the Aftonbladet, you will solve problems that you will watch go live on the Aftonbladet website – that’s very exciting!
Bianca’s final piece of advice to future interns?

Ask a lot of questions, and do not be afraid to dive into tasks. You can learn a lot from your talented colleagues.”

Schibsted Media’s way forward

As Schibsted Media, a dedicated media company with an exceptional portfolio of brands across the Nordics, we are onto a new chapter in our 185 year long history. Our ambition is to be the leading media destination in the Nordics.

The Schibsted brand has been synonymous with critical, investigative and high-quality journalism for nearly two centuries. Built upon this strong foundation, the position and reach of our media portfolio are unique in the Nordics. We reach millions of people on a weekly basis. We are a digital and commercial force to be reckoned with. And users, advertisers, and society at large have great trust in our brands.

A unique and complementary offer

To reach our ambition we will offer the best and most relevant products in the media industry, making it even more attractive for readers, listeners, viewers, and advertisers to engage with our universe. We are building a unique and complementary offer, developing it across content categories and media formats. In addition to maintaining our foothold in the news category, we will broaden and strengthen our category offer in sports and entertainment. And we will continue to invest in sound and video, to diversify our available formats. 

Customer-centric approach 

We put our users first in everything we do. We do this by using data, insight, and the latest technology to deliver seamless and engaging experiences across our portfolio of brands. In our customer-centric approach, tailoring and personalisation is key. 

Trust is our foundation

In becoming the leading media destination in the Nordics, trust is our most important currency. It is the foundation of everything we do. In Schibsted Media, we therefore work tirelessly to earn the trust that users, advertisers, and society have in us. We are transparent about our journalistic ways of working and methods, including the use of AI. We report information and facts in context and educate younger generations in critical thinking. And we handle all data with the utmost care.

Invoicing

Schibsted Media AS – invoicing address
We use electronic processing of all incoming invoices for Schibsted Media AS, VAT no: 933 739 384.

All invoices must be sent to the following address:
Schibsted Media AS
Postboks 6567
7439 Trondheim
Norway

Invoices may also be e-mailed to: invoice.1586@kollektor.no

The e-mail must meet these requirements:

  • The invoice must be an attached document with the format .pdf or .tiff
  • Every invoice with enclosures must be sent as one, and only one, attachment to the e-mail.

Only invoices, credit notes and reminders are to be sent to the new invoice address. All other mail or deliveries should still be sent to Schibsted’s address in Oslo.

The history of Aftonbladet

December 6. 1830 the very first issue of Aftonbladet was published. To celebrate Aftonbladet’s 190th anniversary, the legendary reporter Svante Lidén looked back on the newspaper’s history with great joy – and a little horror.

I first came to Aftonbladet in 1957. I had just turned five and was duly impressed. Previously, I had thought that the newspaper Nya Norrland in Sollefteå, where both my parents worked, was the center of the world. Here I realized I was wrong. Even for an illiterate five-year-old, the sight of the editorial office, the printing press, the clatter and the noise was somewhat overwhelming.

A couple of years later, it was in Aftonbladet that I learned to read.

I did have some help from the school’s ABC book and Miss Eina Edblad. But it was in Aftonbladet and with star reporter Börje Heed as an unaware teacher  that I really learned to read. It was when I spelled my way through foreign words like g-a-s-k-a-m-m-a-r-e (gas chamber) and a-v-r-ä-t-t-n-i-n-g (execution) that I cracked the reading code. The idea that one day in the infinitely distant future I would get to work together with him had no place in my little fantasy world.

I came back to Aftonbladet as a substitute in 1981 and was even more impressed – because now I understood where I was. Came back again in 1989. Then I was no longer impressed but just grateful that I had finally come home. 

Aftonbladet became my second, sometimes also my first, home for 30 years. For better or worse. Aftonbladet, like anything else in life, is a raging roller coaster And it has been for almost 200 years. That’s an astonishingly long time. But still not. Aftonbladet never gets old. Can’t be. Because how can something that is reborn every day ever age?

A sensation

The first issue of Aftonbladet was nothing but a sensation. It’s hard to realize that today when you see the small, unassuming newspaper with four (4!) pages. There were advertisements, some announcements and the breaking news – which Aftonbladet was of course the first to report – that the Finnish-Swedish soprano Johanna von Schoultz had made an acclaimed performance at the opera in Berlin. And Aftonbladet was the first on the same day to announce to the Swedish people that the British government had fallen. From day one, we were what is usually called a “news leader”. We also revealed that the authorities in Finland had tracked down a counterfeiting gang that had specialized in Swedish banknotes. A ”Russian farmer” had been arrested by a bailiff in Norrbotten and now the tangle was about to be unwound.

Already at the premiere, Aftonbladet was a successful product.

The first issue of Aftonbladet.

Lars Johan Hierta, a wealthy businessman who, among other things, made a fortune from candle manufacturing in his factory on Liljeholmen, was a very free-spirited person for the time. Now he wanted to make a very updated newspaper with the latest news. And to get them, he had to wait for the late mail with newspapers and messages from abroad that his co-workers picked up at the ferry stop over at the Lidingö Bridge. There they found the news the others missed because they printed their papers so early.

Hence the name Aftonbladet (The Evening Paper). We came out late, but we were also first with the latest. It was, of course, sensational. Reading Aftonbladet became a must for the part of the public that was literate and interested in what was going on – just like now.

Hierta paid well and just like today, the country’s sharpest journalists were attracted to the newspaper. After just one year, Aftonbladet was Sweden’s largest newspaper – although the circulation was no more than 3,000 copies. But by the end of the decade we had close to 8,000 subscribers and together with all the non-subscribed issues, that meant that each issue had over 100,000 readers.

Almost revolutionary

But Hierta was not just a shrewd businessman. He was radical, almost revolutionary. He wanted to abolish the Constituent Assembly and deal with the stock-conservative guild system that lay like a wet horse blanket over a large part of business life. He pursued issues such as voting rights (not for everyone, but in any case), business freedom issues, free trade and, not least, freedom of speech. In particular, he turned against the clause in the form of government that gave the king the right to rule the kingdom alone.

The king, the imported from France Karl XIV Johan, was not happy. He thought the newspaper was reprehensible (although he said it in French because his Swedish was deplorable) and the courtiers of course agreed with him. Mathias Rosenblad, the Minister of Justice, stated in his analysis that Aftonbladet was an ”unclean spirit rising from the abyss”. Hierta, 29, pushed his questions. The king, 67, ran his.

Aftonbladet was banned several times. Just to immediately come out with a new name: The new Aftonbladet, the newer Aftonbladet, the fourth Aftonbladet, the fifth… right up to the Twenty-sixth Aftonbladet. In the first five years, Aftonbladet was prosecuted five times.

And the employee Anders Lindeberg was sentenced to death and was to be beheaded for insulting the king in the columns, but was pardoned to three years in prison since the affair became too embarrassing for the authorities. He found out that he would be released if he pleaded for mercy. But he refused. In the end, the authorities were forced to trick him out of prison and close the door behind him to get rid of the trouble.

Aftonbladet employee Anders Lindeberg was sentenced to death for insulting the king.

The magazine was withdrawn several times, but always came back. Finally, after ten years, the king had enough and gave up.

When Lars Johan Hierta sold the newspaper in 1851, Aftonbladet was the country’s largest and most influential newspaper. It was a newspaper with fast news, sharp polemics, gossip and leaden seriousness. Aftonbladet led the development to modernize Sweden and to modernize the Swedish press. And it is a work we continue with to this day.

And will continue to do so for at least another 200 years.

Aftonbladet’s editorial office is not unlike other workplaces, it happens that employees take a liking to each other. Love and scheming are part of everyday life, of course it can cause a lot of trouble for those involved. But it is not unique. Seen in that context, the love story between Lars Johan Hierta and the beautiful priest’s daughter Wendela Hebbe is nothing sensational. The sensational thing was that Hierta had hired Wendela Hebbe as a reporter for the newspaper. A woman who worked at a newspaper! And this 90 years before Sweden’s women in 1921 even got the right to vote.

Wendela Hebbe was married to Clemens Hebbe, landowner in decline. Clemens had debts up to his ears. He fled to the United States to escape the misery, leaving his wife and three daughters in the lurch.

Wendela Hebbe and Lars Johan Hierta were both married separately, but had a close and intimate relationship.

Wendela brought a heavy literary and cultural baggage with her from Jönköping to Stockholm, where she met Lars Johan Hierta. It wasn’t long before they almost moved in together.

But before that he had hired her as the country’s first culture editor. But above all, she became Sweden’s first female journalist. Her salary, like everyone else’s at Aftonbladet, was good: 1,000 riksdaler a year, and she soon made a name for herself as a critic and socially engaged reporter who wrote about poor and vulnerable wretches during a time when there was otherwise almost only Charles Dickens and a couple more that did.

Wendela never divorced her Clemens, but her relationship with the similarly married Lars Johan Hierta became very close and intimate.

In 1852, their common son was born, who was named Edvard Faustman. Because Edvard was a so-called illegitimate and was never recognized by his parents, he was sent away, far away. He ended up with a doctor couple outside of Berlin and got their last name. He also received financial assistance from his mother and father but had no idea of his origins even though he periodically lived at Lars Johan and Wendela’s house.

It was only when he became an adult that he learned the truth about uncle Lars Johan and aunt Wendela.

The first supplement

”The days of supplements are over!”, exclaimed corn pipe-smoking thinker and new editor-in-chief Gary Engman in 1981. He, the great TV celebrity, could not have been more wrong. The decision to remove the supplements immediately paid off. The edition was, as usual, our merciless conclusion – and it collapsed. In came the genius Amelia Adamo, who made Söndagsbladet one of the biggest successes in the newspaper’s history.

Amelia Adamo started the supplement “Söndagsbladet” which became an immediate success.
Photo: Cornelia Nordström

Amelia didn’t mind brazen nudity in the columns. And apparently neither did the readers. The Sunday supplement became very circulation-driven and all the articles about sex, relationships and other “soft” but vital issues that we didn’t always dare to speak out loud about, but which concern us all, put the ship on the right course again. At least as far as newspaper sales were concerned.

Aftonbladet’s supplements have a history as old as it is proud.

Already 113 years ago, Aftonbladet launched ”Brokiga Blad” – Sweden’s first Sunday supplement. Although after a year, it was not published with the regular Aftonbladet, but together with Aftonbladet’s semi-weekly edition, which was published on Wednesdays between 1908 and 1932 and occasionally had an even larger circulation than the main newspaper itself. At its peak, it had 150,000 subscribers and an estimated half a million readers.

”Brokiga Blad” also came with the newspaper Dagen – which, however, should not be confused with today’s Dagen, which was founded by  Lewi Pethrus head of the Pentecostal Movement and which is the beacon of Swedish christianity in Swedish media. Each number had a big color picture on the front page – just that sort of thing. The very first issue was adorned by his majesty King Oscar II, who only a couple of years earlier had been king of both Sweden and Norway and after the dissolution of the union in 1905 had to change his electoral language from “Brödrafolkens well” to the less grandiose “Sweden’s well”.

He had several children out of wedlock and could probably count himself lucky that the press did not have the same scrutiny of the royal house as it does today. The premiere picture of the king must have spread joy in several draughty outhouses where many royal pictures ended up.

Magasinet

One of the most ambitious supplements was Magasinet from 1977, which contained long, elaborate reports inspired by the American “new journalism” found in magazines such as Rolling Stone and Look. But Magasinet, where Jan Guillou made a comeback after the IB affair sent him out in the cold, did not last long. The big scandal was a made-up interview with Prime Minister Thorbjörn Fälldin, locked up in an asylum.

The article was infamous, to say the least, as was a similar portrait on the transport base Hans “Hoffa” Ericson, where Hoffa worked extra as a trance sexual dancer at a nightclub on the infamous Reeperbahn in Hamburg. However, that report never came out because the editor-in-chief at the time got hold of a sample copy and stopped the entire edition.

Fälldin went to the roof and sued Aftonbladet. And of course he was cheered on by everyone who didn’t like Aftonbladet – and who, for that matter, didn’t necessarily have to like Fälldin.

Fälldin, offended to the core by his Angermanland peasant soul, demanded damages – of one Swedish korona. It wasn’t about the money for Fälldin – but the principle. But it did’nt help. Aftonbladet was freed. But after less than two years, Fälldin was pleased to note that Magasinet was closed.

Aftonbladet has lots of supplements, we publish hockey bibles, soccer bibles, large supplements about films, artists and historical events.

The first issue of Sportbladet was published on 8 May, 2000.

But the biggest supplement of all must still be the pink Sportbladet, which came in the earily 2000 and revolutionized Swedish sports coverage with reports and images that had no parallel in Swedish press history. Sportbladet is published every day and has been an integral part of the main newspaper from the beginning. And there are probably quite a few who see it as a supplement today. For many it is probably even the opposite.

The editors-in-chief

When Hierta sold the newspaper in 1851, the new editor-in-chief Karl Fredrik Bergstedt wanted to surf further on Hierta’s liberal ideals of freedom. But he was concerned about so-called well-groomed language in the columns and wanted to maintain a ”refined tone” in the public conversation. Stilted beyond comprehension, we would say today.

He invited Fredrika Bremer, an international celebrity and a true hero, perhaps the greatest in the history of Swedish feminism, to the newspaper where she published her sensational series of articles ”England om hösten 1851”. The articles came out a little irregularly, perhaps because the boss thought that Fredrika Bremer was going a little too hard. However, Lars Johan Hierta did not think so, he considered that the new owners made a newspaper that was  too soft.

Bergstedt was short-lived in his post, so was his successor Per Erik Svedbom, who in turn was ousted from the chief’s chair by August Sohlman in 1857.

It has never been easy being editor-in-chief at Aftonbladet. Ever. Thorbjörn Larsson, editor-in-chief 1987–1997, said of his predecessor, corn pipe-smoking TV celebrity Gary Engman, editor-in-chief 1981–1985:

”Gary started dying when he came to Aftonbladet.”

When Lars Johan’s daughter Anna Hierta-Retzius – married to Gustaf Retzius, an anatomy professor specializing in monkey skulls and their human counterparts – bought the newspaper back in 1884, Sohlman was already de-tolled. As well as five other editors-in-chief.

Gustaf och Anna Retzius.

The monkey skull specialist became the manager and now the newspaper would become a fine, decent and reasonably mindless publication. Retzius, who was soon to be elected to the Swedish Academy, waged a very ugly campaign against the national poet Gustaf Fröding, who was locked up in a mental hospital. The professor’s outpourings were so crude that they could never be printed today. He made his decisions both in a leadership position and through submissions that he wrote himself, under a fake name.

After three years, he realized his limitations and let a decent bishop’s son from Härnösand take over the throne. However, he disappeared after only two years. Then the professor’s son Harald Sohlman, a friend of the social democrat leader Hjalmar Branting, took the chief’s chair. After six years, in 1899, he bought the newspaper.

Now the newspaper was about the same size as Dagens Nyheter, Svenska Dagbladet and Nya Dagligt Allehanda. The circulation was approximately 30,000 copies. Stockholms-Tidningen (closed in 1966, resurrected in 1981 and closed again in 1984) had a circulation of a breathtaking 100,000. But if you included the half-weekly circulation (newspaper makers have always been good at creative mathematics that speaks to one’s own advantage), then Aftonbladet was the largest.

In 1902, Aftonbladet bought its first news van. Partly to be able to get the newspapers out faster, partly to be able to send the reporters out on trips. It was an innovation whose magnitude is hard to imagine today.

Sohlman liked Germany. He was certainly not alone in that. But he wasn’t a journalist either, which was noticeable in the newspaper. It swerved to the right. Readers fled. The advertisers chose other newspapers and during the First World War Aftonbladet received press support – from Germany. Sohlman died, there were a few new chief editors on the swivel chair and behind the scenes Arvid Sohlman, brother of the dead Harald, pulled the trigger. The German friendliness persisted and when Aftonbladet turned 100 years old, we published the congratulations from the far-right German newspapers Berliner Lokalanzeiger and Der Tag on the front page.

Teodor Telander was editor-in-chief from 1924 to 1932. In addition, he was, at just over 50 years old, chairman of the right-wing party’s youth section.  When Arvid Sohlman sells the newspaper to Krister Littorin at Svenska Tändsticksaktiebolaget in 1929, Telander remains in the chair.

But two years later, when Torsten Kreuger, brother of the match king Ivar, takes over, Telander moves on. His next step in his career will be as editor-in-chief of the openly Nazi newspaper Dagsposten – a newspaper that, strangely enough, lived on after the Second World War. In 1950 it continued as Fria Ord and did not go to the grave until 1980. Teodor Telander clung on until 1958. By then the old Nazi would have turned 85.

A newspaper in decline

Torsten Kreuger took over a newspaper in decline. The newspaper market was tough. There were cartel formations, price wars and politics. Politically, Aftonbladet derailed. In the years before World War II, the newspaper chose to take a so-called ”pro-German” line. We urged restraint against the Nazis’ demands for domination. Many prominent writers liked the new order in Germany and saw Hitler as a bulwark against Stalin and communism.

Aftonbladet got exclusive interviews with Hitler and we completely fell into a trance before Hitler’s Olympic spectacle in 1936. The leading side blamed England for the war and we proclaimed from the leading position that Germany’s attack on the Soviet Union in 1941 was the beginning of ”Europe’s war of freedom”.

But – circulation rose. Not because of German sympathies but rather because of a small round man named Per-Gustaf Peterson. Although hardly anyone knew, neither in the newspaper nor anywhere else. Everyone called him PGP. Or PG.

Per-Gustaf ‘PG’ Peterson, was the editor-in-chief of Aftonbladet from 1933 to 1956.

He joined the paper in 1933, the same year that Hitler came to power in Germany. He was editor-in-chief, but not a politician, not a debater, none of what you were expected to be as an editor-in-chief. He was a newspaper producer.

Together with his wife Bellis, he had pasted together a newspaper dummy (“newspaper proposal”) with clippings from foreign newspapers they had obtained. And with the finished ”newspaper” in hand, he went up to Torsten Kreuger and said something along the lines of ”this is what a real evening newspaper should look like. I want to do it.”

Torsten Kreuger, who had bought all of the newspaper’s shares, liked what he saw. He also had no choice if he wanted the paper to survive.

And PGP made sure it did. The newspaper would be entertaining, contain a lot of sports and fresh novelties. In addition to heavy news, there would be short texts, punchy headlines, good pictures, series, personal chronicles, short stories, fun reports. And a sports supplement every Sunday.

He didn’t stay inside his glass tower, but rolled up his sleeves and roamed around the editorial office. And circulation rose. He endured during the German years, he was forced to put up with the leader’s bashing of Hitler and the nefarious journalism he was also the head of.

The Nazis in Germany hailed the newspaper as one of the few sane ones in the country. We published outright lies that were written in Berlin – although not as often as the communist newspaper Ny Dag published tributes to Stalin written in stout Swedish in Moscow. Ny Dag did it on a daily basis. When Germany invaded Norway and Denmark in 1941, readers began to withdraw.

It took until 1943, when one or two things happened that did not go Germany’s way, before Kreuger put his foot down and started kicking the Nazis out of the editorial office.

Readers came back.

But then, on November 16, 1944 came – THE EXPRESSEN.

The competitor

The first front page was a historic scoop: Expressen had met six British pilots who had made an emergency landing in Sweden after sinking the German battleship Tirpitz off Tromsø.

Expressen got off to a flying start and within just four years, it was bigger than Aftonbladet in the rural areas. Just eight years after its launch, Expressen became the country’s largest newspaper.

Kreuger also owned Stockholms-Tidningen, which was located in the same building as Aftonbladet at Vattugatan 12 in Stockholm. Then, in October 1956, came the news that felt like an earthquake: Aftonbladet and Stockholms-Tidningen were to be sold to LO (the Swedish Trade Union Confederation)! People could hardly believe their ears. The Social Democrats are taking over. PGP, who had no idea about the deal, was so furious that he resigned after a month. The Social Democratic newspapers were connected to A-pressen, a cooperation organization for the Social Democratic party press.

In 1950, there were 29 newspapers, many of which were leaders in their regions, and most were hopelessly mismanaged. The political commissars at the top were often dissatisfied with how they were run and that they did not always follow the party line to the letter. The new owners, LO, soon found out that Aftonbladet was a difficult charge to manage. But Kreuger was satisfied; he made 40 million from the deal.

DN’s editor-in-chief Herbert Tingsten declared that the deal was distasteful. He also thought that Aftonbladet was a terrible newspaper that should not even be mentioned in his prestigious publication. In fact, it was mentioned just once in four years; when LO took over..”

The newspaper started using new tactics – again. Newspaper maker Sven Sörmark, who first became editor-in-chief in 1961, introduced contests like Banco that significantly boosted circulation. The comic character Tuffa Viktor – a British misogynistic drunk who would never be allowed in the newspaper today – made the front page, along with TV pages and horoscopes, stunts, and celebrity reports, and the long-running feature Vi-5.

And the circulation soared like a rocket.

We had 15 national editorial offices around the country; we were literally everywhere. We ”increased the most.” Aftonbladet under LO was supposed to be non-political in its news coverage, but that didn’t last long. It increasingly leaned left and soon some started calling it Pravda.

Editor-in-chief Kurt Samuelsson resigned in 1965 after what can only be described as a palace coup. The successes continued throughout the 1960s. In 1968, we beat Dagens Nyheter and now only Expressen was bigger. Two years later, we reached an astonishing circulation of 500,542 copies. We were radical, bold, and good – and had never been bigger. But Expressen still led significantly with a staggering circulation of 608,000 copies.

It wouldn’t be until October 17, 1996, that the roles were reversed.

Biggest in Sweden

We didn’t see it coming. But we had felt it was on the way… Things were going well for Aftonbladet.

It wasn’t long since we had moved from our shaky quarters in Klara to Europe’s most modern newspaper building in Globen.

The Globen editorial office was an outstanding workplace, but the move also opened up new opportunities. After several dreadful years at the end of the 1970s and 1980s, Aftonbladet was financially on its knees.

But the ship slowly began to turn away from the brink. This was largely due to Thorbjörn Larsson’s efforts. He finally put an end to the rampant drinking, which was extensive (believe it or not, there was actually a medium-strength beer vending machine in the Klara editorial office), and introduced discipline and order.

As usual, there had been a rapid turnover of editors-in-chief before editorial manager Thorbjörn took over as editor-in-chief in 1987. Thorbjörn and his closest colleagues, Kalle Jungkvist, Niklas Silow, and Anders Gerdin, formed a journalistic dream team of the highest world class. You could feel it immediately when you stepped over the threshold.

Niklas Silow, Anders Gerdin, Kalle Jungkvist, and with his back to the camera, Thorbjörn Larsson.

When I first came to the newspaper as a temporary replacement, quite a few drunks staggered around the editorial office. The second time, half a year before we moved from Klara, I felt it was a completely different workplace. Polished, sharp, hungry, incredibly purposeful.

Circulation was slowly moving in the right direction. Aftonbladet’s small teams often outperformed Expressen’s large forces in the field. We worked extremely hard and we all pulled in the same direction. And not least importantly, we had the trust of our managers. Sure, we competed with each other in the editorial office. But we also helped each other.

In May 1996, the Norwegian company Schibsted bought Aftonbladet from LO. Well, not all of it, but 49.9 percent. Then they bought a few more percent and millions literally poured into Schibsted’s large treasury.

But LO retained control over the newspaper’s political direction. The Norwegians didn’t care about that; they were interested in the business. Which turned out fantastic for them.

Those of us working on the floor were more interested in more immediate issues. Like being able to beat Expressen every day. Expressen had begun to embarrass itself. They had gotten strange leaders who made even stranger investments. They had made serious blunders far too many times, and their circulation dropped.

Our circulation, on the other hand, was rising. But none of us, who were solely focused on tomorrow’s newspaper and the present happenings, dared to truly believe that we could overtake the giant Expressen, which had dominated so completely for so many years.

However, the newspaper management was on top of things. We were really on the way.

Then suddenly, on October 17, 1996, Niklas Silow called me at home. I was off work and could barely hear what he was saying. There was a lot of noise on the line. Silow was crying and I wondered what disaster had occurred:

”You have to come to the editorial office,” Silow sobbed. ”Come in, we’ve overtaken Expressen!”

I almost fainted. Then it was my turn to start crying. The party at the Opera Terrace that evening was, let’s say, epic.

Editor-in-chief Thorbjörn Larsson on front pages with the headline ‘Sweden’s Largest Daily Newspaper’. Photo: Börje Thuresson

Some of us called Expressen and asked if we had reached Sweden’s largest newspaper?

”Yes,” the switchboard answered routinely.

”No, we haven’t,” we replied. ”Not anymore!”

That was mean.

A couple of days later, I took the morning flight to Malmö. The plane was full. Everyone, I mean everyone, was reading Aftonbladet. When people realized I worked for the newspaper, they started clapping. Everyone loves a winner.

The Internet

1994, Aftonbladet went online. Free news. Madness, thought traditionalists like me, completely convinced that everything would go downhill. Was I wrong?

Absolutely, wrong is an understatement. Aftonbladet.se is a success story of epic proportions. We were the first to launch, we persevered, and what Aftonbladet has done, most major media houses around the world have tried to copy. If we hadn’t stuck it out and fought through those early years, who knows what it would look like today.

The technology wasn’t exactly dazzling, in the beginning, everything was extremely primitive. Mark Comerford, who managed the technology, used an old Mac computer as a server. He had downloaded the web server program from the internet and taught himself how to use it. He had never used image processing software before…

The premiere was an issue of the cultural supplement, which came out monthly.

On 25 August, 1994, Aftonbladet.se was born. From left: Håkan Jaensson and Anders Paulrud from Aftonbladet’s culture editorial team, Mark Comerford from JMK, Bo Hedin from Aftonbladet, Aftonbladet’s CEO Gunnar Strömblad, and Thorbjörn Lindskog from JMK. Photo: Lotte Fernvall.

By mid-August, everything was ready for publication. At 01:00 AM on Wednesday, 24 August, 1994, the executives crowded into Mark Comerford’s small office to see the completed site. The atmosphere was more relaxed than solemn, even though history was about to be made. However, the head of the culture department, Håkan Jaensson, got the gist:

”The electronic magazine is the future, or at least a part of it. In a broader perspective, the electronic highways will change the world. The question is just how quickly and in which direction.”

He was right. As usual.

Then it became more and more. Lars-Åke Berglund sat in his room at the editorial office and sent things out in the evenings. Then he took the train home to Uppsala and continued late into the night.

In this context, it was a bunch of happy, technical amateurs who started the digital adventure. But they were all journalistic thoroughbred professionals.

The site was tightened up. It became more and more like a real newspaper and soon we began to notice how readers, Swedes abroad, and tourists, started to reach out. Often just moments after something had been published. It was powerful. In 1995, a dedicated internet editorial team began to emerge. We once linked to a South African article about the so-called South Africa lead, one of the many theories surrounding the murder of Olof Palme.

”The next day, the newspaper called us and said they had over a thousand readers from Sweden,” says Marianne Schvarcz, who was one of the pioneers.

It began to dawn on us that a new era was approaching. Or perhaps it was already here. We continued with the innovations:

Chats: The first was professional boxer George Scott, who in the fall of 1995 was highly topical ahead of the title match against lightweight champion Rafael Ruelas. Scott later won the match and the title. And in February 1996, Robyn, then 16 years old and still relatively unknown, chatted.

Today’s Question: Introduced in 1998. So far, readers have answered more than 5,000 questions, often with several hundred thousand respondents per question.

Web TV: In the fall of 1996, the first TV clip was shown on the site, when the then Permanent Secretary of the Swedish Academy, Sture Allén, announced that the Nobel Prize in Literature had been awarded to Wisława Szymborska.

Live TV: On 2 February 1997, the Rockbjörnen awards were broadcast live from Cirkus in Stockholm. Now, we broadcast live almost all the time.

Sports TV: In September 1997, Sportbladet began broadcasting daily TV segments. The technology was terrible, as was the picture quality. Honestly, it was hardly possible to see the puck, but still. Today, Aftonbladet’s TV editorial team is among the sharpest. And the images are razor-sharp. You can see the puck.

We have blogs and podcasts and everything in between.

And not least: Nivette Dawod’s marathon chat about the coronavirus pandemic, which was nominated for the Great Journalism Prize.

Everything was free at the beginning. But journalism is a very costly enterprise, so we have started to modestly charge for some online content. This is a quite natural development since the print newspaper costs money and no one finds that odd. Over a quarter of a million readers are already Plus customers and if you aren’t already, I recommend you do yourself a favor and become one.

Aftonbladet.se has become incredibly large. Along with the print newspaper, no one else even comes close to our reach. We reach nearly four million readers every day. That’s 40 percent of Sweden’s population.

The day after the 2020 U.S. presidential election, Aftonbladet had – brace yourself – 4.7 million unique visitors and – brace yourself again – 59.2 million page views. That’s actually staggering.

Among the young, aged 16-24, Aftonbladet is almost three times stronger in the news category than its nearest competitor.

”The live reporting on the coronavirus is an example of how innovative news journalism in difficult times can contribute to society and be a unifying force against the spread of rumors on social networks,” wrote Aftonbladet’s editor-in-chief Lena K Samuelsson on the same day that Aftonbladet set a mobile record with 2,931,000 readers.

Lars Johan Hierta could never have even dreamed of such developments in his wildest fantasies. Nor could he have imagined much else that has happened, by the way.

He was born in 1801 in Uppsala. That was the same year Thomas Jefferson became the third president of the USA. It was several years before the first telegraph was invented, nearly 30 years before Stephenson rolled out the first practical steam locomotive, over 100 years before the Wright brothers took to the skies. Long before the car, the bicycle, the telephone, and the lightbulb. Long before the world wars and the moon landings. He was born long before almost everything we take for granted today was even conceived.

Aftonbladet is his newspaper.

And if we are lucky and the world does not end, our descendants will probably still be reading it in 200 years too.

Svante Lidén
Svante Lidén was a legendary Aftonbladet reporter. He wrote this history of the newspaper shortly before his passing, in preparation for Aftonbladet’s 190th anniversary. The text has been translated into English and edited by the Schibsted Media communication team.

 

Editors-in-chief throughout history

  • Lars Johan Hierta, 1830–1851
  • Carl Bergstedt, 1852–1855
  • Per Erik Svedbom, 1856–1857
  • August Sohlman, 1857–1874
  • Wilhelm Dufva, 1869–1870
  • Carl-Erik Ekgren, 1874
  • Adolf Hedin, 1874–1876
  • Peter August Gödecke, 1876–1879
  • Johan Spilhammar, 1879–1884
  • Gustaf Retzius, 1884–1887
  • Ernst Beckman, 1887–1890
  • Harald Sohlman, 1890–1921
  • Verner Söderberg, 1921–1923
  • Elof Lindström, 1923–1924
  • Teodor Telander,1924–1932
  • Per-Gustaf Peterson, 1933–1956
  • Sigvard Malmberg, 1952–1956
  • Allan Fagerström, 1956–1961
  • Sven Sörmark, 1961–1962
  • Kurt Samuelsson, 1961–1965
  • Sven Sörmark, 1966–1969
  • Gunnar Arvidson, 1969–1970
  • Gösta Sandberg, 1971–1981
  • Gary Engman, 1981–1985
  • Rolf Alsing, 1985–1987
  • Thorbjörn Larsson, 1987–1997
  • Anders Gerdin, 1997–2007
  • Jan Helin, 2008–2015
  • Sofia Olsson Olsén, 2016–2018
  • Lena K Samuelsson, 2018–2024
  • Lotta Folcker, 2024–

 

“We will become the leading media destination in the Nordics”

Schibsted Media has a new strategy with a clear ambition; we are going to be the leading media destination in the Nordics. We sat down with Siv Juvik Tveitnes, future CEO of Schibsted Media, to have a chat about the new strategy.

So, Siv – to start, tell us a little bit about Schibsted Media?

Well, we have a unique position in the Nordics today. We are a digital and commercial force to be reckoned with. And our prize-winning, quality journalism is unrivalled, making a real difference in our communities. But we believe we can achieve even more. That’s why our new strategic ambition is to be the leading media destination in the Nordics, reaching and empowering millions of people in their daily lives through offerings with superior relevance.

It’s a big undertaking. What does it require of us?

Our new strategy outlines several things in detail, but let me give you a high-level overview. One of the most important things we have to do is to develop our offering. 

Providing news has always been our core business. Historically, we have therefore invested more in our news offerings and relatively less in entertainment and sports. And given our print paper history, we are stronger at the text format than audio and video. 

To win in the future, we need to adapt, by building our strength across media segments and formats. Our users, and especially our younger audiences below 35, desire more than just news. To meet their interests, we will develop our news products and expand our offers in sports and entertainment. We will continue to invest in audio. And we will significantly scale up video. Our offering has to be unique and complementary to win their loyalty long-term.

What else should we do, to win in the future?

We have to put our consumers first. We have many loyal consumers, who want to pay for and subscribe to our content. We have to establish a direct relationship with each of them, to win their attention and to stay their preferred choice. To do that, we will further develop our products and services in a consumer-centric ecosystem. We will deliver seamless, engaging, and personalised experiences, using the latest technology. This is how we will secure even better reach and stronger loyalty.

We have certain responsibilities in pursuing this strategy, don’t we?

Absolutely, as a media business, trust is our most important currency. Our unique position in society is built on it. We will fortify the trust that our audiences, advertisers, and communities have in us. We will do that by being transparent about our journalistic processes. We will continue to deliver verifiable and accurate facts in context, educating the younger generation. And we will handle everything – data, online security and products – with the greatest care.

So, what next? Do we have what it takes to succeed?

There is a great deal of opportunity in this. To succeed as a new company and execute our strategy, our greatest strength are our people. Because no company is better than the sum of the people who work there. And that’s why I’m incredibly eager to get started – because I have absolute faith that we have the very best people in place. With the team we have, Schibsted Media will become a playground for new ideas, solutions and innovation. And not least, free and independent journalism that makes a difference. We are about to change the Nordic media landscape and write new media history. It’s an exciting time to be in the business!

This is where we stand today

Schibsted is entering a new era. One company will become two. The media part of the company will be sold to the Tinius Trust, Schibsted’s largest shareholder.

By separating Schibsted’s media and marketplace businesses, we will unlock the full potential that lies in the different business areas. Letting them grow in separate environments with the best possible conditions will give them the best possible future.

On the journey ahead, both companies will bring along Schibsted’s long legacy of trust, innovation and societal commitment. 

The Schibsted brand and name will follow the media company, while the marketplace company, which also will include the growth and investment portfolio, is currently creating a new name and brand. Once the marketplace company has its new name and brand, this will be the visible owner of all marketplaces and venture companies in its portfolio. This includes companies like Finn, Blocket, DBA, Tori, Lendo and many more.

Official starting point

We are now in the middle of making this separation happen. On 22 March, Schibsted and the Tinius Trust signed an agreement stating that the trust will buy the media operations from Schibsted. This was the official starting point for the separation. The next big step is receiving shareholder approval at an Annual General Meeting, and completing the process to separate the companies. After that, the deal can be closed and Schibsted Media and Schibsted Marketplaces will be two separate companies. This is expected to take place during the second quarter. 

The media company will be eager to pursue its goal of becoming the leading media destination in the Nordics. With brands like VG, Aftonbladet, Aftenposten and SvD, the media part of Schibsted has been at the forefront of digitalisation and new business models. With a new focus on sports and entertainment, Schibsted Media will grow, not least in Sweden. AI and technology are other keys to success that have already made a mark in user experience and quality of content.

“Today’s signing takes us another step closer to launching Schibsted Media as a new company, continuing the journey to become the leading media destination in the Nordics. I’m excited to take Schibsted Media into this new phase, bringing our journalistic legacy into the future,” says EVP News Media, Siv Juvik Tveitnes.

Siv Juvik Tveitnes, EVP News Media, Schibsted.

The marketplace company will get a new CEO, as Schibsted’s Kristin Skogen Lund is stepping down. But the way ahead that has been established is still valid. The marketplaces are going through a verticalisation process where the different brands cooperate across countries in four main areas: Re-commerce, Mobility, Real Estate and Jobs. This is to create the next generation marketplaces where new user needs and behaviours will be met, the user experience will be smoother and the user journey will be supported in a more extended way.

In all these areas, sustainability also is a core value. To make the sustainable option the obvious choice is the common goal.

Kristin Skogen Lund, Chief Executive Officer (CEO).

“I have tremendous faith in the potential of our marketplaces and media, both from a business perspective and seeing the value they create in society. Today’s agreement is a testament to this strength and I am proud that we are now taking a significant leap in our transformation into two Nordic powerhouses that continue to touch the lives of millions of people on a daily basis,” said Kristin Skogen Lund.

The history of VG

VG, originally named Verdens Gang, released its first edition on June 23, 1945, featuring the headline “What the occupation has cost us.” Due to a fire that morning, VG, the only morning newspaper in Oslo at the time, didn’t hit the streets until evening.

The newspaper was founded by key figures from the Norwegian resistance movement during World War II – and immediately emphasised its independence from political parties, organizations, or capital forces. The first editor-in-chief was Christian A. R. Christensen, a notable figure in the underground press during the war. Under the years ahead, VG struggled with a strained economy.

 

The VG cube and the VG list are created

In 1952, the VG dice was introduced by journalist and film director Arne Skouen. First it was used on film reviews, later on other cultural reviews and eventually on consumer tests of everything from food to cars. In 1958 the VG list was launched. It was a great success and is still alive and well, also with VG-lista shows around Norway every summer.

2 January 1963 was a turning point: The newspaper was for the first time published in tabloid format – new, handy, modern and streamlined format.  This change brought optimism, but circulation declined and deficits continued. In 1966, Aftenposten’s owners took over VG, and progress began.

In 1968, the slogan ”VG increases the most” was adopted and the original vision of ​​the national newspaper VG was realised. This required effort on several fronts, not least a more efficient distribution. From 1969, the establishment of sales points in grocery stores began. From 1971 things went better financially, and in 1981 VG passed Aftenposten and became Norway’s largest newspaper.

In 1988, the Schibsted group was transformed into a limited company with 100 percent ownership in VG and Aftenposten. On 2 September 1990, the first Sunday newspaper was published, after VG was taken by surprise by Dagbladet a week earlier.

VG is digitized

In 1995, while printed newspaper circulation was still growing, VG Nett was established. Already in 1998, VG Nett was Norway’s most visited online newspaper. VG Multimedia AS was established in 2000 and VG’s web TV started up. In a changing media world, this was a forward-looking and correct move.

2003 was a peak year for VG both financially and in terms of circulation, with a monthly circulation of 419,998 in July. In 2005, the decline in printed newspaper circulation started, but readership numbers for VG as a whole (paper, online and mobile) had never been higher. This year sports leaflets on pink paper, the Saturday magazine VG Helg and Vektklubb.no were launched. Sports was, and is, one of the prioritised subject areas in VG and also led the way in the development of photojournalism. VG is ”All of Norway’s sports newspaper”.

The fall in printed newspaper circulation eventually led to savings and downsizing.

Nettby.no was started in 2006 and became Norway’s fastest-growing online community within the next year. ”Byen” (”the city”)  had over 180,000 ”inhabitants” and was bigger than VG Nett in terms of page views before it was closed down in 2010.

In April 2007, VG Nett had more daily readers than VG’s paper edition and became the leading news service in Norway. VGTV was established this year as part of VG Nett, and in 2008 VG Nett’s mobile edition was launched. In 2010, VG Mobil AS was established as a separate company. VG+ was established with its own edition for iPad. 2011 was a breakthrough year for VG Mobil. Only VG’s and Aftenposten’s printed editions had more daily readers. This year, VG AS and VG Multimedia AS were merged. In 2015, VGTV became a linear TV channel available to Get and Altibox customers.

With the rapid digital development in the media industry, VG is constantly changing. Today, VG has a strong focus on both live images and sound.

Throughout the day, VG will be the natural first choice for keeping up to date with news, sport and entertainment – primarily on digital surfaces, but also in print.  First with the latest!

VG’s core values are: open, courageous and popular!

 

 

The history of Podme

When Podme was created in 2017, donations, sponsorships, and advertising revenue were essentially the only ways for creators to be compensated for their hard work. While brands were eager to align themselves with well-known personality-driven podcasts, creators who shared stories about crime and drama from the darker corners of society had to operate their podcasts as hobby projects. The outcome was that many creators had to give up, compromise on quality, or release episodes with lengthy gaps in between. Out of this injustice, Podme was born.

Podme envisions enriching people’s daily lives by unlocking the full potential of podcast entertainment. We aim to assist creators in realizing their dreams and crafting high-quality podcasts that elicit emotions, educate, and captivate all who adore a captivating story. Since its inception, Podme has empowered numerous podcast creators to allocate more or all of their time to podcast production, thereby enhancing the podcasting entertainment landscape.

Podme is passionate about bringing you the best in audio content, welcoming you into the podcast bubble of curated content, including humor, conversations and insight or nerve-wracking stories. Whether it’s for your everyday routine or your well-deserved me time, we are always there for you.