In today’s media landscape, engaging younger audiences is both a challenge and an opportunity for newsrooms. Understanding the media habits and preferences of Gen Z is crucial for the sustainability and long-term relevance of players across the media industry.
Two recent papers, the latest Digital News Report and FT Strategies Next Gen News Study, offer valuable insights into younger audiences and strategies for effectively reaching and engaging them.
Here are the key trends media executives need to be aware of, followed by suggestions about how to act on them to improve engagement among young audiences.
Trend 1: A preference for digital
Not surprisingly, we need to start with (or truly accept) the shift away from traditional media habits. Having grown up with media on-demand and the ability to consume on mobile devices, younger audiences tend to access content very differently from their parents.
In terms of news media, as Nic Newman – the lead author of the Digital News Report – notes, younger audiences are “much less likely to use traditional sources such as TV and radio news and much more likely to access via social media, aggregators, and search.”
Instead, preference is usually given to both short-form and long-form video content on platforms like TikTok, Instagram, and YouTube. “The youngest group (Gen Z) are most likely to say that social media is their main source of news,” Newman adds.
Trend 2: Authenticity over traditional credentials
Another critical shift can be seen in concepts of credibility. Traditional benchmarks such as awards and brand recognition, hold less sway with younger consumers, observes FT Strategies’ Liat Fainman-Adelman.
Instead, perceptions of authenticity are key to this group’s definition of trustworthiness.
“Someone who identifies with a certain community / group or has lived through that event is seen as more credible in covering a related news event,” Fainman-Adelman explains. “Someone documenting their daily life in Ukraine on TikTok may be more popular and trusted than a trained journalist sent to cover the war.”
This trend helps explain the gravitation towards individuals over institutions seen in both reports.
“Young people want to feel connected to those who are delivering them news and information,” Fainman-Adelman contends. “It’s important for them to see who they really are and understand their underlying motivations.”
Trend 3: A level of news skepticism
Gen Z audiences want to understand the motivations and identities of the people behind the news. However, the formats used by many traditional media outlets often fail to speak to this need. In turn, this has led to a heightened skepticism towards the traditional news media.
“Individual contributors are seen as more personable and relatable than a faceless byline,” Fainman-Adelman says.
Subsequently, Newman explains, “because they are exposed to so many different sources, and see so many different perspectives, young people tend to [be] highly skeptical of most information and often question the ‘agenda’ of all news sources including mainstream news providers.”
This tendency is also heightened by the more “lean back” approach seen among many younger users, whereby they consume media in a more passive – and less intentional – manner. Their media experiences are often mediated through algorithms, rather than by going direct to specific sources.
That means this group is “much less likely to have a connection with traditional news brands preferring the news to come to them,” Newman says, observing how relationships are “driven more by relevance of the content itself rather than where it comes from.”
Trend 4: Broader definitions of “the news”
Younger audiences also have a looser, more fluid, interpretation of what is news and the trusted sources that are sharing it (e.g. alternative/independent sources, personalities and influencers).
As Newman outlined in an email interview, “young people make a distinction between ‘the news’ as the narrow, traditional agenda of politics and current affairs and ‘news’ as a much wider umbrella encompassing topics like sports, entertainment, celebrity gossip, culture, and science.
“Often they see narrow(ly-defined) news as a chore to spend as little time with as possible. But are prepared to spend more time with passions and diversions.”
Trend 5: Navigating information overload
Participants in FT Strategies’ study were born after the year 2000. “That’s had a pretty significant impact on how they interact with media and technology,” Fainman-Adelman told me via email.
Growing up in the digital age, young audiences are adept at filtering the large volume of content we are exposed to every day to find the material that interests them. That’s one reason why short-form media is particularly appealing to them.
And despite concerns about shorter attention spans, FT Strategies found that younger audiences do engage in long-form content (e.g. podcasts, online videos etc.) if it is of interest to them.
Five strategic recommendations for media companies to engage younger audiences
Given these insights, media players need to adopt a multifaceted approach to engage younger audiences. Of course, this demographic is not an homogeneous group. Nevertheless, we can identify a number of broad characteristics that publishers should be looking to adopt.
Here are five key approaches media executives need to implement (if you have not already):
Tactic 1: Embrace visually-oriented social networks
Prioritize platforms like TikTok, Instagram, and YouTube, where younger people spend much of their time. As Newman notes, the last few Digital News reports have shown that younger audiences are increasingly turning to these networks for news and other content.
Although media outlets tend to prioritize connections that they can monetize, Fainman-Adelman suggests “developing socially native content to build brand awareness on platforms (and eventually transitioning to more direct relationships).”
“Engaging the next generation will be crucial for legacy media’s sustainability and reducing the gap now will undoubtedly pay off in the long run,” Fainman-Adelman believes.
Tactic 2: Understand platform dynamics
YouTube, Instagram and TikTok have some shared qualities, but audiences use them differently. Creators need to tailor content based on the features and audience expectations of each network.
Fainman-Adelman advises, “Ensuring that news media is highly accessible (e.g., in terms of language, tone, humor) and engaging (e.g., multimedia, interactive, participatory). This “will be critical for building and retaining loyal audiences in the long run.”
Tactic 3: Emphasize authenticity
Shifts in tone are also key to providing a sense of intimacy and authenticity younger audiences crave. The Next Gen News report identifies “how social media personalities’ lived experiences boosted their authenticity and relatability when it came to certain topics.”
This can be hard for mainstream outlets to replicate. But, the Digital News Report highlights younger players – such as Dylan Page (aka News Daddy) in the UK, Vitus Spehar (best known for Under the Desk News on TikTok) in the USA and Hugo Travers (Hugo Décrypte) in France – which others can learn from.
Stressing transparency in reporting processes and clearly distinguishing between news, analysis, and opinion can also help build credibility among skeptical younger viewers.
Tactic 4: Embrace diversity
This can take many forms, including using formats such as short videos, podcasts, and interactive articles that are engaging and accessible. Broadening the range of topics covered and adopting a more conversational tone can also make news more appealing to Gen Z audiences.
Meanwhile, FT Strategies make the case for “partnering with creators, empowering editorial talent to share their [personal] stories, and … [hiring] younger and more diverse journalists who are permitted to express themselves in an authentic way, particularly on social media.”
Sophia Smith Galer (ex-BBC and Vice News) and Taylor Lorenz (The Washington Post) were identified by the report’s Advisory Board as exemplars with large social media followings who enable “their authentic personalities to shine through their work.”
Tactic 5: Change the narrative
“One of the most profound shifts we’ve seen among younger audiences is who and what they see as trustworthy” Fainman-Adelman says.
Media players need to learn from this and avoid doing things the way that they always have done. Afterall, for many younger audiences, these tried and trusted techniques don’t resonate with them.
Changing the paradigm means being clearer about editorial processes, funding sources, and potential biases. A genuine openness to feedback and audience engagement also matters.
Incorporating solutions journalism and more positive narratives may also help. Offering content that provides hope and inspires action can resonate with younger demographics (and others), moving away from the “doom and gloom” narrative many consumers associate with the media.
Bringing it all together
Engaging more effectively with younger audiences requires a deep understanding of their media habits and preferences. There are also potential long-term benefits to this too. As Fainman-Adelman reminds us, “several studies show that young people are often accurate predictors for broader shifts in society.”
Existing trends like widespread multimedia consumption, passively accessing content via social and other indirect ways (instead of doing direct), as well as a desire for shifts in the tone and breadth of content being provided, are here to stay. And they are only going to become more mainstream.
As a result, media players must be willing to experiment with new formats and approaches. These should prioritize authenticity, relevance, diverse content and more diverse voices. Through this, news organizations and publishers will be better placed to build trust and loyalty among younger audiences.
In doing this, Newman reminds us that “mainstream news brands cannot please all young people all the time due to the fragmented ways in which they consume media.” But, he says, “they can give themselves a better chance of being chosen more often.”
As the media landscape continues to evolve, those who adapt will not only survive but thrive. In an increasingly fragmented environment, adopting these strategies to connect with younger audiences can transform media organizations into trusted and preferred content sources for both the next generation and everyone else.
The data is clear: a chasm exists between what traditional news offers and what younger audiences crave. Decades of research haven’t bridged this gap, and proposed solutions often fall short. Blumler and McQuail’s (1970) Need for Gratification Theory suggests people use media to fulfill specific desires. You do have to wonder if the problem a mismatch in needs. Perhaps traditional news fails to satisfy younger generations’ hunger for in-depth analysis or a more positive outlook, driving them to seek information elsewhere. This disconnect demands a fresh approach – one that bridges the gap and fosters genuine connection.
A Spring 2023 Harvard Youth Poll reveals that young Americans prioritize economic concerns like inflation, healthcare, housing, and job availability, alongside social justice and environmental issues like reproductive rights, climate change, and immigration. This focus mirrors global trends. However, traditional media coverage often falls short on these topics. The rise of “alternative platforms” and the demand for short, relatable, and authentic content signals a broader shift in news consumption. Furthermore, Gen X’s declining interest and the perception of traditional media content as distant, pedantic, and delivered on outdated platforms underscore the need to completely rethink how we deliver news.
Despite the challenges, a bright future awaits news media built on growth and audience engagement. The key lies in a shift towards hyper-local coverage. This doesn’t mean abandoning national and global news. Rather, it means prioritizing content that resonates with the local audience. Imagine relatable journalists delivering stories on local issues through engaging formats like social media posts, listicles, explainers, and high-quality video content. This focus has demonstrably built loyal readership and increased audience size for news organizations around the country.
A decline in news interest among Gen X and Millennials, as reported by the Pew Research Center, and a growing preference for authenticity in news presenters, according to Reuters 2022 Digital News Report, paint a clear picture of the current news consumption landscape. Addressing these audience preferences and tailoring content to local issues can foster greater trust and engagement with news media.
The solution seems straightforward: connect the dots between state or regional events and their impact on local communities. However doing this effectively is harder than it seems. News outlets must transition from high-level reporting to a more responsible and objective approach. This means translating complex issues into clear, concise explanations that highlight the specific impact on people’s daily lives. For example, a national story on rising gas prices might be tailored locally to show how much transportation costs have increased in your city and how residents are coping.
Take, for instance, the Miami Herald’s recent spring climate change article on sea levels rising. This article uses multimedia storytelling to explore the rising sea level’s impact on Miami, a city particularly vulnerable to coastal flooding. The article features data insights from local scientists and researchers and explains how climate change is affecting the city’s infrastructure and communities. By connecting the global threat of climate change to the specific challenges faced by Miami, this article highlights the urgency of addressing sea level rise. This focus on local impacts can potentially empower younger audiences to engage with the issue in their city, and “actionability” is something that is particularly resonant with this group.
As we navigate the evolving media landscape and changing news consumption habits, traditional media must redefine its role. It should not only inform, but also serve as a vital resource for today’s and tomorrow’s generations. This shift is crucial for both local and national news outlets as they strive to bridge the generational gap and earn trust.
Younger audiences increasingly seek news that offers practical and useful information for their daily lives. This demand highlights the need for journalism to evolve beyond reporting. News organizations must provide guidance and resources on various topics, offering actionable insights that empower readers.
The challenge lies in transforming news into actionable resources that not only inform but also empower and engage audiences. Organizations like NPR have shown the way by expanding their coverage to include comprehensive guides and interactive tools on topics like financial planning and mental health resources. These resources equip readers to make informed decisions and take meaningful action based on factual reporting.
By providing practical resources alongside factual reporting, news organizations can empower readers with deeper understanding and the tools they need to take action. This ensures content remains informative while upholding journalistic integrity. In an era where accessible knowledge and meaningful impact are highly valued, this approach fosters informed decision-making and strengthens audience engagement.
Embracing hyper-local coverage and authentic storytelling will enable news organizations to bridge the chasm that separates them from Gen X and Millennials. Focusing on issues that directly impact these audiences’ daily lives fosters a sense of relevance and connection. Authentic voices, relatable formats, and clear explanations that empower readers with actionable insights will cultivate trust and engagement. This also translates to a more valuable audience for advertisers, potentially leading to increased revenue streams.
In essence, a focus on local issues and a commitment to genuine storytelling that makes issues personally relevant represents a strategic investment in the future of news. By prioritizing content that resonates with younger generations, news organizations can not only ensure their long-term sustainability but also cultivate a more engaged and informed citizenry. A future where news is relevant, sustainable, and fosters meaningful connections between audiences and journalists is entirely within reach.
The Tokyo 2020 Olympics heralded the digital transformation of Games coverage. Fans no longer need to stay glued to the TV to see what they want. Nor do they have to or solely rely on news titles to keep them up to speed on the big picture. Younger audiences in particular consumed highlight clips rather than watching linear coverage and followed their favorite athletes on social media to gain a more in-depth, behind-the-scenes insights. In fact, the IOC clocked6.1 billion digital engagements on Olympic social media channels during the competition.
Four years later, as we approach the Paris event, these trends are again set to influence international consumption of Olympic content. News and sports organizations have already learned from these new social media-inspired audience dynamics, with live blogs offering a valuable means of competing with social channels for mainstream media share of voice. The delivery of real-time, snackable content that enables interactivity will continue to be essential in 2024 Olympics coverage. Still, there are also new, broader issues to address to capture audience share – particularly among Gen Z, or ‘the purpose generation‘.
Beyond the sport
Olympics coverage is no longer simply about sport. Athletes and governments have always used the Games to spotlightpertinent social and political issues, from Black Power and anti-apartheid to LGBTQI. Now, younger generations increasingly see the potential for activism from the sidelines. Environmental sustainability and the participation of transgender athletes have emerged as important topics for Paris 2024. There’s also likely to be an impact from the substantial political tension caused by the Russia-Ukraine and Israel-Hamas conflicts on the event. Newsrooms will need to have one eye on the sport, and one eye on the bigger picture to ensure audience engagement.
News providers covering the Olympics must, therefore, up their game (pun intended), adopting audience-first strategies that cater to theneeds of Gen Z and beyond to ensure they compete in the race against social media for audience share. They must deliver authentic, personalized, and interactive content that addresses both the event and the wider issues surrounding it.
Incorporating multiple, intertwined storylines to provide greater depth and insight and encourage engagement will be vital. By doing so, they can boost traffic, dwell time or subscription conversions and encourage brands keen for Olympics association to spend money on advertising.
Prepare for the marathon, not the sprint
However, with the Games lasting two weeks and spanning 320 different competitions across 32 sports, it’s no easy feat to keep audiences up to date on the sports that interest them, provide athlete and behind-the-scenes insights and tune into the wider news stories that intersect with the Olympics. Newsrooms must, therefore, box clever when it comes to delivering on audience expectations.
Live blogs offer an important starting block to help reach this goal. They allow newsrooms to create an engaging and responsive experience tailored to the audience’s preferences by offering real-time updates, encouraging active participation, and enabling a multimedia-rich format. But live blogs can also go beyond real-time news to deliver much more.
Curated content to meet multiple audience needs
The beauty of the live blog format for long events such as the Olympics is that it allows content to be curated, drawing on a range of mixed media to tell the wider story and showcasing numerous perspectives in easily digestible snippets. From integrating Q&As with athletes and coaches for greater depth of insight to fans’ social media posts, multimedia clips of key moments or retrospective and contextual news bits relating to the environmental, political and social issues surrounding the games, live blogs can effectively serve a wide range of audience expectations.
The 2022 European Championships ably demonstrated how live blogs can communicate complex event information in simple terms for spectators, volunteers and employees. From rain delays and available transportation to coverage of medal winners, funny anecdotes and heart-wrenching athlete stories, reporters delivered both range and depth of coverage, harnessing the live blog’s visual storytelling power to share close to 600 photos of what made the event so unique. Custom tags allowed each post to be categorized so that users could easily search for and access the information they wanted.
User-generated content (UGC) creates a more engaging and inclusive narrative beyond just text. Surveys, polls, unique social media hashtags, and live comment blocks all enable a two-way flow of information. Stufffrequently uses this to good effect in their live blog coverage, giving its passionate sports community the chance to engage on topics such as the All Blacks World Cup Squad Announcement, and the team’s return home. This involves audiences in the reporting process and establishes a sense of community to strengthen the media-audience relationship.
Live blogs also allow individual journalist and editorial styles to shine through, creating further audience bonds. We see many young journalists creating social-style videos to tell stories, with their personalities influencing how viewers consume content. DER SPIEGEL’s reporters demonstrated the power of personality intheir coverage of the FIFA Women’s World Cup in 2023, expressing personal opinions, cracking jokes and reacting with emojis in a lively dialogue. This gives the audience a deeper understanding of the people behind the content, injecting personality and making it more relatable and authentic.
On your mark, get set, go!
The evolution of Olympics coverage reflects the changing preferences of audiences, particularly younger generations. As we look forward to the Paris 2024 Olympics, it’s clear that news and sports organizations must continue to adapt to digital and social media consumption to compete. In order to capture and maintain audience engagement, a focus on delivering real-time, interactive, and curated content that addresses both the sporting events and the broader social, political, and environmental issues surrounding the Games is crucial.
Live blogs have emerged as a valuable tool for providing both real-time and in-depth coverage while catering to diverse audience needs and preferences. As newsrooms prepare for the marathon-like coverage of the two-week event, prioritizing audience-first strategies will be essential to ensure a meaningful and immersive Olympic experience for all. Leveraging live blogs during the Games enables publishers to inform, educate, engage, and connect with audiences on a new level.
Media companies say they want to grow their younger audiences. So, why aren’t executives making more of a concerted effort to lean on that same generation for guidance on how to reach that audience?
Earlier this year, I attended an industry conference event in San Francisco where leading executives from the fields of advertising, marketing, broadcasting and streaming came together to exchange thoughts and ideas on how their industries are converging and where things are headed next.
One of the presenting panelists was Jasmin Corley, a 20-something billed as a “social media influencer” who, in fact, has spent the formative years of her young life establishing and building her own fashion and beauty media brand across social video platforms. Hundreds of thousands of people follow Corley across Instagram, YouTube Shorts and TikTok. Her best-performing clips have north of 1 million views — not an easy thing for anyone to pull off.
Corley shared the stage with executives who hailed from a leading electronics company, a television start-up and an advertising manager from a streaming-focused joint venture. Each of those panelists got more time to speak than she did. In fact, even the moderator — a well-known former reporter for an entertainment trade publication who now covers the free streaming space for a media research company — spoke more than Corley did.
She was asked just two questions, one from the moderator, one from a panelist who sought validation in his own product. The tone seemed to be this: Corley was lucky to share a stage with such esteemed executives in the media and advertising industry. Really, though, they were lucky to share a stage with her. Ultimately, it was a lost opportunity to hear from someone who not only reaches the younger generation on a regular basis, but who walks among them, too.
The same old management
If Corley was frustrated by the experience, she didn’t show it. She graciously exited the stage and went home. I wish I had been as graceful in my 20s. When I was hired to oversee digital initiatives for a Tribune Media-owned newsroom in 2008, I was a baby-faced 21-year-old who was still in college. I thought the company was hiring me for my ideas. Over time, I came to realize they brought me on because I could do a lot of work quickly. And they didn’t have to pay me very much to do it.
Every week, the station assembled different department heads for a meeting. In my first few meetings, I said nothing, though I had a lot of thoughts. Eventually, I spoke up, but it seemed like things were always being shot down. Conversations usually ended with the message that “it isn’t the way we do things here,” or “things are done for a reason,” something along those lines. The meetings did little to accomplish anything, except that everyone seemed annoyed with me toward the end. It was mutual. They mistook my confidence for arrogance; I mistook their arrogance for incompetence.
Times change but too many things stay the same
Perhaps if all sides had gone in with more of an open mind, things would have been different. Back then, media companies had very little to lose — traditional platforms were doing as well, if not better, than emerging digital ones. Today, the opposite is clearly true. Traditional platforms like broadcast radio and television are struggling to address a downturn in their advertising businesses. Meanwhile, next-generation platforms like TikTok, YouTube and Instagram seem to have more money than they know what to do with.
The reasons are numerous, and not too hard to understand. Take TV, for instance. While traditional TV still frames itself around a 30-minute or 1-hour episode, content creators on YouTube or Instagram can go as long as they want, unencumbered by schedules or time limits. They can 30-second clips three times a day, or a 30-minute tutorial twice a month, or any combination or variation in-between. While traditional TV might require a fully-developed script or outline, along with numerous pitch meetings and ad sales justifications, young people can simply grab their phone and create whatever they want to bring into the world.
The proliferation of tablets and smartphones, coupled with the abundance of social video platforms, has lowered the barrier of entry for content creation and distribution. No one understands this better than the generation who grew up with a mature Internet and digital toolset capable of handling those things. And they are taking full advantage of it.
The end result is highly-engaging content that connects with younger consumers, and influences them in many ways, including purchase intentions. A survey by Nerds Collective as reported in The Drum found that 45% of young Europeans who identify as Generation Z “want brands they’ve seen an influencer or celebrity wear,” while just 18% say they’re influenced by what their friends wear.
Young people turn to TikTok
Fashion is one thing. News and information is another. But similar trends apply. Young people are increasingly turning to TikTok and Instagram over Google to find things online (and, to be honest, you can’t really blame them, because Google is a hot mess). When it comes to news and current events, younger audiences are gravitating toward unfiltered personalities and curated experiences that podcasters like comedian Joe Rogan, radio host James O’Brien and French YouTube channel Hugo Décrype offer.
Why is this happening? Over the past few months, I’ve reached out to a number of key figures in media and entertainment to find out. Three executives told me they had to run things up the chain before they could speak with me — suggesting corporate bureaucracy has changed little since I worked in that TV newsroom all those years ago. I managed to secure interviews with three others. But it seemed that they either didn’t understand the situation or could only offer answers that didn’t address the issue at hand.
Change in strategy
I spent more than a month doing precisely the wrong thing: Trying to secure interviews with people with nice executive titles at well-established places, but whose businesses embody many of the problems that this column is trying to address. About two weeks ago, it finally occurred to me that I needed to reach someone who wasn’t involved in media and entertainment, but who spends a lot of time thinking and writing about these problems: Charles Benaiah.
Like me, Benaiah spent his early career working for established media brands before venturing out onto his own. Today, his job as the CEO of Watzan is to observe the landscape and dream up ways for it to improve.
“There are decades of ingrained expectations that are going to have to change,” Benaiah told me in an interview, after I filled him in on the above issues. “It’s not going to change quickly.”
Benaiah agrees that one way to attract and engage younger consumers is to create content that resonates with them. To do so requires hiring young people into key decision-making roles. It also means allowing personality to bubble through. He likens it to the better days of the newspaper industry, where someone might pick up a copy of the daily edition to read the latest clip from their favorite columnist. In the process, they have to flip through several pages of news, and might stop on a story here or there that is connected to, but otherwise separate from, the editorial section.
These days, the editorial page is X, the platform formerly known as Twitter. “We’re 25 years into social media, and I’ve always looked at Twitter as being the social media place for journalists,” Benaiah remarked. “Journalists are writing somewhat dry stories, because that’s what they’re asked to do. They’ve got these great, brilliant quips, and they toss them out all day, but they don’t work their way back into the personality of the newsroom — they make their way onto Twitter.”
Personality and connections
Newsrooms didn’t have a chance to embrace the idea of Twitter before young journalists gravitated to the platform on their own. Once news organizations saw that young journalists could attract a blockbuster following on the platform, they encouraged their reporters to link to their stories, as a way to drive traffic to their website.
The growing pains came when journalists really started to stretch out and let loose on Twitter. Controversies followed. Suddenly, a reporter’s off-hand remark or poorly-landed joke became fodder for another reporter’s mini exposé. Newsrooms that had never developed a framework of acceptable use and best social media practices suddenly found themselves cleaning up a lot of messes.
Some news organizations handled that better than others. However, for the most part, the industry really struggled to find an appropriate balance between giving young journalists the freedom to be themselves on a public platform and applying standards and ethics policies in a non-constraining way.
Striking that balance is important, Benaiah says, because newsrooms that are too rigid risk losing authoritative voices, many of which are deeply engaged with younger audiences. But a free-for-all is also problematic, because authority in news requires trust, and to be trust-worthy, one must be honest and believable.
Supporting young leaders
Young journalists can build authority and trust by being mentored by industry veterans who impart the best practices while embracing the idea that the way things have traditionally been done might not be the best way of doing things in the future. It won’t keep a young journalist from making mistakes, but a guiding hand can encourage them that it isn’t the end of the world. The payoff for giving emerging reporters the space to be themselves and the guidance to be accurate and reliable will be recognized in the long term, in a way that benefits both individual brands and companies at large.
Likewise, media companies that want to reach younger audiences have to hire young people into leadership roles and allow them to be an integral part in content creation and audience engagement strategies. That is the first step, and it is a substantial one. Not engaging young professionals as part of the process is a bit like asking someone who speaks English to create a product slogan in Greek. It makes no sense, yet this is what corporate America has done for years. It is not a winning formula.
At the industry conference I attended earlier this year, everyone in the room should have been clamoring to give Corley their card. They should have asked if she was willing to be a brand ambassador, to help put their product or service or company in front of her audience. They should have asked her for a little insight into the secret sauce that makes her content so tastefully appealing to thousands of viewers.
But no one did. Not that it mattered much to Corley. She went home, and immediately started working on her next project: The “Fr$h Editing Bootcamp.” Over the course of 30 days, Corley educated her followers on the best ways to make short-form videos really pop on social platforms. To date, those videos have amassed tens of thousands of views, and likely influenced the next batch of content creators. It is tough to predict what platforms those videos will live on in 5, 10, 20 years — but if traditional media companies are smart, they’ll do whatever it takes to bring those content creators in before they’re left in the dust.
The introduction of AI-generated search results is just the next step in a long line of the platforms moving more of the audience interactions behind their walled gardens. This is an accelerating trend that’s not going to reverse. Google began answering common questions itself in 2012, Meta increased its deprioritization of news in 2023, and now some analysts are predicting that AI search will drop traffic to media sites by 40% in the next couple years.
It’s a dire prediction. Panic is understandable. The uncertainty is doubled by the sheer pace of AI developments and the fracturing of the attention economy.
However, it is important to know that this is another situation in which it is critical to focus on the fundamentals. Media companies need to develop direct relationships with audiences, double down on quality content, and use new technology to remove any inefficiencies in their publishing operation. Yes, the industry has already done this for decades. However, there are new approaches in 2024 that can allow publishers to improve experiences to attract direct audiences.
All-in on direct relationships
When there’s breaking news, is the first thought in your audience’s mind opening your app, or typing in your URL? Or are they going to take the first answer they can get – likely from someone else’s channel?
Some media companies view direct relationships as a “nice to have” or as a secondary objective. If that’s the case, it’s time to make them a priority.
Whether direct relationships are already the top priority or not, now’s a good time to take a step back to re-evaluate the website’s content experience and the business model that supports it. Does it emphasize—above all else—providing an audience experience that encourages readers to create a direct relationship with your business?
When the cost to produce content is zero, quality stands out
This brings us to the avenue that drives direct relationships: your website, and your app. Particularly as search declines as a traffic source, these become the primary interaction space with audiences. We’ll follow up next month with frameworks for your product team to use to make your website and apps more engaging to further build your direct audience traffic.
It’s no longer about competing for attention on a third-party platform—for example through a sheer quantity of content about every possible keyword. It’s about making the owned platform compelling. Quality over quantity has never been more important.
Incorporating AI into editorial workflow
As the cost to create content is increasingly commoditized via the large language models (LLMs), the internet will fill up with generic noise—even more so than it already is.
Content that’s actually of genuinely high quality will rise in appreciation, both by readers themselves and the search engines that deliver traffic to them. Google is already punishing low quality content. So are audiences. The teams using LLMs to generate entire articles, whole-cloth, are being downgraded by Google (and this approach is not likely to drive readers to you directly either).
But AI does have its uses. One big challenge in generating quality content is time. Ideally, technology gives time back to journalists. They’ll have extra time to dig into their research. They may gain another hour to interview more sources and find that killer quote. Editors have more time to really make the copy pop. The editorial team has more time for collaborating on the perfect news package. The list goes on.
AI is perfect for automating all the non-critical busywork that consumes so much time: generating titles, tags, excerpts, backlinks, A/B tests, and more. This frees up researchers, writers, and creatives to do the work that audiences value most, and deliver the content that drives readers to return to websites and download apps.
This approach has been emerging for a while now. For example, ChatGPT is great at creating suggestions for titles, excerpts, tags, and so on. However, there’s a new approach that’s really accelerating results: Retrieval Augmented Generation (RAG).
RAG is the difference maker when it comes to quality
The base-model LLMs are trained on the whole internet, rather than specific businesses. RAG brings an organization’s own data to AI generation. Journalists using ChatGPT to get generations will get “ok” results that they then need to spend time fixing. With RAG, they can focus the results to make sure they’re fine-tuned to your particular style. That’s important for branding, and also saves creatives time to use for other things.
The next level not only uses content data, but also performance data to optimize RAG setups. This way, AI is not just generating headline suggestions or excerpts that match a particular voice, it’s also basing them on what has historically generated the most results.
In other words, instead of giving a newsroom ChatGPT subscriptions and saying “have at it,” media companies can use middleware that intelligently prompts LLMs using their own historical content and performance data.
Do this right and journalists, editors, and content optimizers can effortlessly generate suggestions for titles, tags, links, and more. These generations will be rooted in brand and identity, instead of being generic noise. This means the team doesn’t need to spend time doing all that manually, and can focus on content quality.
Using RAG to leverage the back catalog
Media companies have thousands upon thousands of articles published going back years. Some of them are still relevant. But the reality is that leveraging the back catalog effectively has been a difficult undertaking.
Humans can’t possibly remember the entirety of everything an organization has ever published. But machines can.
A machine plugged into the CMS can use Natural Language Processing (NLP) to understand the content currently being worked—what is it about? Then it can check the back catalog for every single other article on the topic. It can also rank each of those historical articles by which generated the most attention and which floundered. Then it can help staff insert the most high-performing links into current pieces.
Similarly, imagine the same process, just in reverse. By automating the updating of historical evergreen content with fresh links, new articles can immediately jump-start with built-in traffic.
Removing silos between creation and analysis
While Google traffic might be declining, it will nonetheless remain important in this new world. And in this period of uncertainty, media organizations need to convert as much as possible of the traffic from this channel while it is still operating.
We call this “Leaving the platforms behind.” Media companies should focus on getting as much of the traffic from search and other channels into first-party data collection funnels as possible. This way, they can build enough moat to continue floating if any or all of these traffic channels completely disappear.
Most teams today have dedicated SEO analysts who are essentially gatekeepers between SEO insights and content production. The SEO analysts aren’t going anywhere any time soon. But the new table stakes are that every journalist needs to be able to self-serve keyword insights.
It is important to use analytics tools that bring search console data directly to the approachable/easy article analytics page that the editorial team already knows how to use. Ideally, analytics tools should connect keywords and other platform traffic to conversions, so everyone on your team can understand their impact on leaving the platforms behind.
Done well, you’ll create a feedback loop that evolves and improves your content in a way that resonates with readers and machines.
Quality is all that matters
This is not the first “all hands on deck,” moment for the media industry. That being said, what we’re seeing is that the barometer of success is a truly aligned strategy and execution that brings product, business development, and editorial teams together to pursue creating first party relationships with audiences. The organizations that have little brand identity, and pursue traffic instead of subscriptions, are suffering—and will likely continue to do so.
Last month, I co-led a week-long journalism program during which we visited 16 newsrooms, media outlets and tech companies in New York. This study tour provided an in-depth snapshot of the biggest issues facing the media today and offered insights into some of the potential solutions publishers are exploring to address them.
We met with everyone from traditional media players – like The New York Times, Associated Press, CBS and Hearst – to digital providers such as Complex Media and ProPublica, as well as conversations with academics and policy experts. Based upon these visits and conversations, here are four key takeaways about the state of media and content publishing today.
1. Hands-on AI experience matters
Not surprisingly, AI dominated many conversations. Although recent research shows the American public is both skeptical and surprisingly unaware of these tools, the emergence of Generative AI – and the discussions around it – are impossible to ignore.
One mantra oft repeated throughout the week was that everyone in the media will need to be conversant with AI. Despite this, research has shown that many newsrooms are hesitant about adopting these technologies. Others, however, are taking a more proactive approach. “I like playing offense, not defense, Aimee Rinehart, Senior Product Manager AI Strategy at the Associated Press, told us. “Figure out how the tools work and your limits.”
With many media companies having to do more with less, AI can help improve workflows, support labor-intensive work like investigative journalism, as well as streamline and diversify content creation and distribution. By harnessing these AI-powered functions, smaller outlets may benefit the most, given the efficiencies these resource-strapped players may be able to unlock.
Reporting on AI is also an emerging journalistic beat. This is an area more newsrooms are likely to invest in, given AI’s potential to radically reshape our lives. As Hilke Schellmann, an Emmy‑award winning investigative reporter and journalism professor at NYU, told us “we used to hold powerful people to account, now we have to add holding AI accountable.”
Echoing Schellmann’s sentiments, “every journalist should be experimenting with AI,” one ProPublica journalist said. “We owe it to our audience to know what this is capable of.”
2. Demonstrating distinctiveness and value is imperative
One fear of an AI-driven world is that traffic to publishers will tank as Generative Search, and tools like ChatGPT, remove the need for users to visit the sites of creators and information providers. In that environment, distinctiveness, trustworthy and fresh content becomes more valuable than ever. “You need to produce journalism that gives people a reason to show up,” says Ryan Knutson, co-host of The Wall Street Journal’s daily news podcast, The Journal.
In response, publishers will need to demonstrate their expertise and unique voice. That means leaning more into service journalism, exclusives, and formats like explainers, analysis, newsletters, and podcasts.
Bloomberg’s John Authers, exemplifies this in his daily Points of Return newsletter. With more than three decades of experience covering markets and investments, he brings a longitudinal and distinctive human perspective to his reporting. Alongside this, scoops still matter, Authers suggests. After all, “journalism is about finding out something other people don’t know,” he says.
Media players also need to make a more effective case as to why original content needs to be supported and paid for. As Gaetane Michelle Lewis, SEO leader at the Associated Press, put it, “part of our job is communicating to the audience what we have and that you need it.”
For a non-profit like ProPublica that means demonstrating impact. They publish three impact reports a year, and their Annual Report highlights how their work has led to change at a time when “many newsrooms can no longer afford to take on this kind of deep-dive reporting.”
“Our North Star is the potential to make a positive change through impact,” Communications Director, Alexis Stephens, said. And she emphasized how “this form of journalism is critical to democracy.”
The New York Times’ business model is very different but its publisher, A.G. Sulzberger, has similarly advocated for the need for independent journalism. As he put it, “a fully informed society not only makes better decisions but operates with more trust, more empathy, and greater care.”
Given the competition from AI, streaming services, and other sources of attention, media outlets will increasingly need to advocate more forcefully for support through subscriptions, donations, sponsorships, and advertising. In doing this, they’ll need to address what sets them apart from the competition, and why this matters on a wider societal level.
“This is a perilous time for the free press,” Sulzberger told The New Yorker last year. “That reality should animate anyone who understands its central importance in a healthy democracy.”
3. Analytics and accessibility go hand in hand
Against this backdrop, finding and retaining audiences is more important than ever. However, keeping their attention is a major challenge. Data from Chartbeat revealed that half the audiences visiting outlets in their network stay on a site for fewer than 15 seconds.
This has multiple implications. From a revenue perspective, this may mean users aren’t on a page long enough for ad impressions to count. It also challenges outlets to look at how content is produced and presented.
In a world where media providers continue to emphasize growing reader revenues, getting audiences to dig deeper and stay for longer, is essential. “The longer someone reads, the more likely they are to return,” explained Chartbeat’s CMO Jill Nicolson.
There isn’t a magic wand to fix this. Tools for publishers to explore include compelling headlines, effective formats, layout, and linking strategies. Sometimes, Nicolson said, even small modifications can make all the difference.
These efforts don’t just apply to your website. They apply to every medium you use. Brendan Dunne of Complex Media referred to the need for “spicy titles” for episodes of their podcasts and YouTube videos. Julia D’Apolito, Associate Social Editor at Hearst Magazines, shared how their approach to content might be reversed. “We’ve been starting to do social-first projects… and then turning them into an article,” she said, rather than the other way round.
Staff at The New York Times also spoke about the potential for counter-programing. One way to combat news fatigue and avoidance is to shine a light on your non-news content. The success of NYT verticals such as Cooking, Wirecutter, and Games shows how diversifying content can create a more compelling and immersive proposition, making audiences return more often.
Lastly, language and tone matters. As one ProPublica journalist put it, “My editor always says pretend like you’re writing for Sesame Steet. Make things accurate, but simple.” Reflecting on their podcasts, Dunne also stresses the need for accessibility. “People want to feel like they’re part of a group chat, not a lecture,” he said.
Fundamentally, this also means being more audience-centric in the way that stories are approached and told. “Is the angle that’s interesting to us as editors the same as our audiences?” Nicolson asked us. Too often, the data would suggest, it is not.
4. Continued concern about the state of local news
Finally, the challenges faced by local news media, particularly newspapers, emerged in several discussions. Steven Waldman, the Founder and CEO of Rebuild Local News, reminded us that advertising revenue at local newspapers had dropped 82% in two decades. The issue is not “that the readers left the papers,” he said, “it’s that the advertisers did.”
For Waldman, the current crisis is an opportunity not just to “revive local news,” but also to “make better local news.” This means creating a more equitable landscape with content serving a wider range of audiences and making newsrooms more diverse. “Local news is a service profession,” he noted. “You’re serving the community, not the newsroom.”
According to new analysis, the number of partisan-funded outlets designed to appear like impartial news sources (so-called “pink slime” sites) now surpasses the number of genuine local daily newspapers in the USA. This significantly impacts the news and information communities receive, shaping their worldviews and decision-making.
Into this mix, AI is also rearing its ugly head. While it can be hugely beneficial for some media companies—“AI is the assistant I prayed for,” saysParis Brown, associate editor of The Baltimore Times. However, it can also be used to fuel misinformation, accelerating pink slime efforts.
“AI is supercharging lies,” one journalist at ProPublica told us, pointing to the emergence of “cheap fakes” alongside “deep fakes,” as content which can confirm existing biases. The absence of boots on the ground makes it harder for these efforts to be countered. Yet, as Hilke Schellmann, reminded us “in a world where we are going to be swimming in generative text, fact-checking is more important [than ever].”
This emerging battleground makes it all the more important for increased funding for local news. Legislative efforts, increased support from philanthropy, and other mechanisms can all play a role in helping grow and diversify this sector. Steven Waldman puts it plainly: “We have to solve the business model and the trust model at the same time,” he said.
All eyes on the future
The future of media is being written today, and our visit to New York provided a detailed insight into the principles and mindsets that will shape these next few chapters.
From the transformative potential of AI, to the urgent need to demonstrate distinctiveness and value, it is clear that sustainability has to be rooted in adaptability and innovation.
Using tools like AI and Analytics to inform decisions, while balancing this with a commitment to quality and community engagement is crucial. Media companies who fail to harness these technologies are likely to get left behind.
In an AI-driven world, more than ever, publishers need to stand out or risk fading away. Original content, unique voices, counter-programming, being “audience first,” and other strategies can all play a role in this. Simultaneously, media players must also actively advocate for why their original content needs to be funded and paid for.
Our week-long journey through the heart of New York’s media landscape challenged the narrative that news media and journalism are dying. It isn’t. It’s just evolving. And fast.
