Written by Liam.Capgras on November 12, 2025
Nevertheless, time flies and traditions tend to be overthrown, as a public news organization, BR must stay at the cutting edge, and more practically, renovate aging spaces to meet safety standards. Being such a big institution comes with certain constraints, as it has long lived, it accumulated listeners, which with time have become older, in order to reach out the most people possible, it needs to be able to refresh its content for new generation, and sometimes choose to allocate resources to develop new concepts, and abandon some classic music broadcasting. BR Puls emerged in this context as a youth-oriented content network.
Running such a media house entails paradoxes: serve a loyal older core or court younger listeners, deploy AI to automate overnight shifts and save money or protect existing jobs.
These tensions prompted me to ask a presenter who lives them daily: would she try new formats (podcasts that showcase her voice) or stay in her current role? She said she’d be willing in principle, but for now prefers not to move, not without direction, time, and support. That hesitation is telling: the bottleneck isn’t individual appetite; it’s organizational scaffolding. If BR wants this shift to happen, leaders need to set clear goals, build learning tracks, and open rotational assignments tied to new shows and podcasts.
Bayerischer Rundfunk : Between tradition and novelty
UncategorizedDuring our visit to Bayerischer Rundfunk on 23 October 2025, we stood at what felt like a breaking point between tradition and novelty. Walking through the building and listening to our kind guide full of stories, it was clear that history had been made within these walls, some of which survived the second world war. Visiting the different rooms, like a recording studio which was used to create more than 4000 radio shows since 1960, and others like a 600 m² orchestral recording hall, the institution’s legacy was unmistakable.Nevertheless, time flies and traditions tend to be overthrown, as a public news organization, BR must stay at the cutting edge, and more practically, renovate aging spaces to meet safety standards. Being such a big institution comes with certain constraints, as it has long lived, it accumulated listeners, which with time have become older, in order to reach out the most people possible, it needs to be able to refresh its content for new generation, and sometimes choose to allocate resources to develop new concepts, and abandon some classic music broadcasting. BR Puls emerged in this context as a youth-oriented content network.
Running such a media house entails paradoxes: serve a loyal older core or court younger listeners, deploy AI to automate overnight shifts and save money or protect existing jobs.
These tensions prompted me to ask a presenter who lives them daily: would she try new formats (podcasts that showcase her voice) or stay in her current role? She said she’d be willing in principle, but for now prefers not to move, not without direction, time, and support. That hesitation is telling: the bottleneck isn’t individual appetite; it’s organizational scaffolding. If BR wants this shift to happen, leaders need to set clear goals, build learning tracks, and open rotational assignments tied to new shows and podcasts.
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