# Inside Hearst Networks’ Culture and Profit Revolution: Lucy King & Dean Possenniskie

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Text version: https://stenobird.com/podcast/workplace-stories-by-redthread-research-3600959/inside-hearst-networks-culture-and-profit-revolution-lucy-king-dean-possenniskie.md
Podcast: [Workplace Stories by RedThread Research](https://stenobird.com/podcast/workplace-stories-by-redthread-research-3600959)
Published: 2026-06-10T05:00:03+00:00
Episode link: https://www.spreaker.com/episode/inside-hearst-networks-culture-and-profit-revolution-lucy-king-dean-possenniskie--72417822
Audio file: https://dts.podtrac.com/redirect.mp3/api.spreaker.com/download/episode/72417822/ws_129.mp3
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Duration seconds: 3141

## Resource

Organizational change is now a constant rather than a phase. Few stories illustrate this better than Hearst Networks’ journey, as shared by Dean Possenniskie, CEO, and Lucy King, Chief People Officer, on this episode of Workplace Stories. Moving from a legacy cable business into a diversified, higher-margin media powerhouse, Hearst proves that reinvention is possible not just for startups but for well-established companies with deep roots and long histories. Hearst, an organization with a legacy and heritage, and a willingness to continually reinvent itself, has adopted the “phoenix” metaphor to frame its transformation. They’ve made hard choices, like closing brands, exiting joint ventures, and even shutting offices, before expanding into new partnerships with giants like Sky, Amazon, Apple, and YouTube. You will want to hear this episode if you are interested in... [07:59] Working in HR during transformations [12:36] Transitioning to full Hearst ownership [18:29] Crafting a purpose statement [21:12] Why it pays to implement a coaching mindset [25:30] Investing in learning and development [32:11] Defining company values and culture [37:08] Improving profitability and growth focus [39:16] Valuing autonomy and trust at Hearst [44:15] Encouraging innovation company-wide [47:14] Balancing governance with creative autonomy Culture at the Core Culture is often seen as a soft layer, a set of values on a wall, or the flavor of the latest offsite. Dean Possenniskie and Lucy King see it differently: culture had to be the engine of transformation, integral to performance and strategy. One of Dean’s earliest moves was to reposition the people and culture function away from finance, placing it directly alongside the CEO—a signal of culture’s importance as a business driver. The re…

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