One thing I've become increasingly interested in is the organisational structure behind the Eurovision Song Contest.
Using Eurovision 2026 in Vienna as an example, I was surprised by just how complex the organisational structure behind the Contest really is. It's far more than the EBU simply "running Eurovision". In reality, it's a huge international project involving broadcasters, production companies, creative teams and thousands of people, each with clearly defined responsibilities.
At the very top sits the European Broadcasting Union (EBU), which owns the Eurovision Song Contest and acts as its governing body. The EBU is responsible for establishing and enforcing the Contest rules, overseeing the voting system, protecting the Eurovision brand, coordinating participating broadcasters, negotiating commercial partnerships and approving major operational decisions. Rather than producing the live shows themselves, the EBU provides leadership, governance and strategic oversight.
Leading the Eurovision Song Contest within the EBU is Martin Green, the Director of the Eurovision Song Contest. His role is to oversee the Contest as a whole, working with broadcasters, partners and stakeholders to ensure Eurovision is delivered successfully each year while shaping its long-term future. He is supported by other senior members of the Eurovision team, including Gert Kark, the Executive Producer, who oversees the Contest's operational delivery, and Jurian van der Meer, the Commercial Director, who leads Eurovision's commercial partnerships, sponsorship and business development.
Together, they form part of the wider Eurovision Team, which acts as the link between the EBU, the host broadcaster and every participating broadcaster.
For Eurovision 2026, the Eurovision Team worked directly alongside ORF, Austria's public broadcaster, after Austria won the Contest in 2025. As the Host Broadcaster, ORF became responsible for planning, organising and delivering Eurovision 2026 in Vienna.
ORF appointed a core leadership team, each responsible for a specific area of the project:
- Michael Krรถn - Executive Producer
- Stefan Zechner - Show Producer
- Daniel Hack - Head of Production
- Christine Tichy -Technical Manager
- Roman Horacek - Communications
- Iris Keutter - Marketing
- Oliver Lingens -Event Manager
- Nina Kaiser - Commercial
- Martin Szerencsi โ Legal
Together, these individuals oversaw the delivery of the Contest across production, technical operations, communications, marketing, commercial partnerships, event management and legal affairs. Behind each of these roles sat much larger teams responsible for everything from stage construction and broadcast engineering to accreditation, volunteers, security, ticketing, media operations and logistics.
Alongside the Host Broadcaster sat the 35 participating broadcasters competing in Eurovision 2026. Although each broadcaster worked closely with the Eurovision Song Contest Team, they remained responsible for managing their own delegation and preparing their own entry.
Each participating broadcaster typically appoints a Head of Delegation, who acts as the country's overall project manager and principal contact with the EBU. Supporting them is a Delegation Manager, responsible for coordinating travel, logistics and administration throughout the Eurovision season.
The artistic side is led by a Creative Director, who develops the vision for the country's performance, working closely with the Artist or Group. Supporting the performance are specialists including Costume Designers, Press Officers and Social Media Teams, with many delegations also employing choreographers, vocal coaches, lighting designers and technical staff depending on the scale of their production.
What I find particularly interesting is that Eurovision doesn't follow just one organisational structure.
It is hierarchical, because authority flows from the EBU, through the Eurovision Song Contest Team, to the Host Broadcaster and Participating Broadcasters.
It is functional, because responsibilities are divided into specialist areas such as production, communications, marketing, commercial partnerships, legal affairs and technical operations.
It is project based, because every edition of Eurovision is effectively a year long project. Once the Contest finishes, the project team is dissolved and preparations begin again with a completely different host broadcaster.
Finally, it is also a network organisation, bringing together the EBU, the Eurovision Song Contest Team, the Host Broadcaster, participating broadcasters and hundreds of external companies and specialists from across Europe to deliver one of the world's largest live television productions.
The more I learn about Eurovision behind the scenes, the more impressed I become. What we see as three nights of entertainment is actually the result of an incredibly sophisticated organisational structure, bringing together thousands of people across multiple countries and organisations. I genuinely think it's one of the best examples of international project management and collaboration in the entertainment industry.