If I were CEO for a day, there would not be many things that
I would change. I truly believe that the office that I worked in was a
cohesive, well run organization. MSLO is a great example of how many offices
should be run. The layout is extremely open and every branch of Martha Stewart
is run out of the office, so it is great for brainstorming and creativity.
Everyone is extremely helpful and willing to work together.
The main issue that I found with the office—at least the
magazine department, was that the workload really ebbed and flowed. We start
working on magazine issues about 4 months in advance. At the start of a new
issue, the workload is pretty slow because it’s a lot of brainstorming and
coming up with ideas for the articles. Then, things get crazy as we must call
in products for tons of different shoots, all being shot within two to three
weeks of each other. The shoot days are pretty slow, and then—its craziness
again trying to send everything back.
I would try to organize a system where the workload was more
evened out and less concentrated during certain parts of the month. Maybe by
either doing a story at a time, or two months of a similar story would help out
the situation.
This being said, I have a feeling that this is a problem
with most all magazines, and I’m sure that I am not the only one who feels this
way.
 |
| Starrett Lehigh Building |
No comments:
Post a Comment