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Woman taking in the lovely long view of Cannes
Advertising | Supporter Spotlight

Cannes highlights: privacy, performance, and the power of trust

I’ve just wrapped up a slightly over-scheduled (and very hot) week in Cannes. Unsurprisingly, the Croisette was buzzing with talk of AI, creative automation, and the ongoing evolution of supply-side curation. But amid the excellent French coffee, a few too many glasses of rosé, and the high-gloss adtech brand activations, something else stood out; something I hadn’t anticipated.

Across the roughly 20 meetings scheduled on my calendar, we frequently covered the industry’s latest challenges with identity signal loss and evolving regulation. But in contrast to last year’s tone, privacy and data protection weren’t discussed as obstacles—rather, they emerged as clear strategic assets.

Yes … privacy and data protection as competitive differentiators.

Differentiation for quality ad environments

Let me rewind the tape to last June when it felt like every conversation about audience data was filtered through the lens of one company: Google. The industry’s attention was squarely focused on the slow-motion rollout of the Privacy Sandbox, and whether Google would hold the line on deprecating Chrome third-party cookies. Nearly every panel, rooftop gathering and one-to-one conversation on the topic included some version of the same question: “What’s Google going to do next … and when?”

This year, that question simply never came up.

In fact, I don’t think I heard the word Google mentioned once in conversations about identity or audience strategy. Its absence was striking.

Instead, conversations at Cannes 2025 felt more grounded—and far more strategic. Across discussions with agency leaders, publishers, data providers, and adtech colleagues, the talk shifted away from obstacles, workarounds, and Google toward the premium asset value of audience data.

Privacy shifts from constraint to catalyst

These are ideas we’ve been championing for years (and one I recently wrote about after returning from the NAI conference in May). However, it was genuinely energizing to hear the shifting tone echoed so broadly and confidently by others.

I spoke with several agency executives who described consumer data not as a privacy checkbox, but as a strategic asset. I talked with a half-dozen publishers who have recognized that freely sharing audience data contributes to the commoditization of their inventory. These media executives are becoming more assertive about protecting the proprietary value of the data they’ve earned through audience relationships.

There was also a noticeable shift in language. Words like “value,” “differentiation,” and “trust” popped up frequently, emphasizing competitive differentiation for advertisers and publishers with deep consumer insights. I also heard a clearer commitment to treating consumer data respectfully and responsibly. Thematically, the tone on data protection has shifted significantly over the past year—from seeing it primarily as a compliance issue, toward embracing it as a recognized competitive advantage.

Signal loss and the long view

That’s not to say the challenges are solved. Far from it. Signal loss continues to reshape how we think about audience targeting, measurement, and optimization. The new class of AI, for all its promise, still needs clean, compliant, insightful data to generate meaningful outcomes. In fact, as more of the industry embraces and implements AI, it’ll be the data that differentiates, not the AI models themselves.

This year in Cannes, the conversations felt like the industry was thinking long-term. The industry is recognizing that sustainable growth hinges on building robust systems founded on trust.

This evolution also aligns with our core belief that performance and privacy don’t have to be at odds. In our experience, the most performant systems are often those that respect the data they use—because respect fosters trust, and trust ultimately unlocks deeper access to meaningful consumer data.

The conversations I had at Cannes reinforced that we’re not alone in this thinking. More and more, it seems, the market is rewarding those who take data stewardship seriously. It’s not just in rhetoric, but in architecture. In short, data is finally being treated as the strategic differentiator it’s always had the potential to be.

That’s a big change from last year. And frankly, a welcome one.

Cannes will always be a place for splashy activations and creative showcases. But for those of us focused on the plumbing behind performance—on the systems, safeguards, and signals that actually make modern advertising work—it was reassuring to hear a new tone. Less fear. Less dependence. More conviction. More ownership.

If last year was about reacting to Google, this year was about reclaiming the narrative. If this shift continues, we’ll have finally entered an era where privacy isn’t a burden—it’s a genuine brand asset.

Screen shot of the WNBA league pass landing page to illustrate the growing importance of women's sports
Advertising | Diversity, Equity & Inclusion | Featured Post | Video

Women’s sports are hot. Media: don’t miss your shot

July 31, 2022 is a historic date for soccer fans in England. It’s the date on which they saw their women’s team win the Euros on home soil, becoming the first senior England side to triumph in a major tournament since the men won the 1966 World Cup. The Lionesses achieved this in front of a global audience of 50 million. Some 365 million people watched some part of the tournament according to UEFA figures, which are the sum of “TV, out-of-home viewing and streaming.”

Three years on, the Lionesses are set to defend their crown in Switzerland next month, and the appetite for women’s sport has never been greater. Whether you’re a broadcast, digital or print outlet, female athletes, the stories around them and the competitions they participate in provide the opportunity to attract new viewers. Revenue can take time to build, but the appetite is there. And, by failing to invest and get involved in the coverage now, there is the real risk of being left out of a crucial growth area that serves as a cost-effective way to get into showing live sports.

Expansion drive in women’s sports

On Tuesday, the Women’s Super League, the top female domestic league in England, announced that it is expanding from 12 to 14 teams for the 2026/2027 season. In the U.S., a peak of 2.8 million tuned in to watch Caitlin Clark return from injury on Saturday as she helped the Indiana Fever beat the New York Liberty. American tennis star Coco Gauff’s win over Roland Garros was watched by 1.4 million, a 94% increase over  the previous year.

Francois Goddard, an analyst at Enders Analysis, noted that women’s football received a bump from the 2022 tournament. It looks like the same thing could happen again at the end of this summer too. With this in mind, the moment for companies to strike is now, according to The Athletic’s women’s football writer Megan Feringa. “If anyone is looking at the summer and hasn’t already assembled at least a one-person team, but ideally, more than that, I think they’re going to get to mid-July and think, oh shoot, we are so late on this,” she told Digital Content Next.

There are lots of reasons why women’s sports provide such an exciting opportunity for media companies. To start, while there is some crossover, women’s sports tend to attract a different type of audience from men’s sports, which lends them a family-friendly reputation. “I think we do see that in general women’s sports competitions, fans over index for having children in their households,” says Danni Moore, Senior Analyst at Ampere’s Analysis. This means streamers and TV could bring in the wider family audiences to their service by investing in women’s sports. (And this also offers a fresh and appealing audience for advertisers.)

Rights heat up

Another sign that moving into women’s athletics now makes sense is that the cost of female sports rights is already starting to go up. “The WSL, I think the women’s Bundesliga and the Spanish Liga F, they’ve all gone up,” according to Moore. However, they are still low-cost relative to their male equivalents, which provides a great entry point for streamers looking to get into the live sports game. “Now it’s a good time to get in because they are cheaper,” she says, “but if the prices do go up in the future, [media companies would] be missing that opportunity.”

This all helps explain why Disney+ has become the home of Women’s Champions League soccer in Europe. It has taken the rights previously owned by Dazn for an unknown prize in a five-year deal. ESPN, Disney’s multiplatform sports brand, will produce all live matches for Disney+ with commentary offered in multiple languages, alongside pre- and post-game programming. The broadcasts are set to launch in October, with no additional subscription cost for viewers to access the games.

It’s a good move for Disney, according to Goddard, because the company “needs more content in Europe, more local content and more regular content.”

The pan-European tournament ticks all those boxes. It also allows a platform that has not shown live sport in a mass way before to dip its toe into the water without splashing out huge amounts of cash.

The excitement around women’s sports goes beyond soccer and basketball though. “What if we look at women’s hockey,” says Feringa. “What if we look at women’s softball, cricket, rugby? You’ve got Ilona Maher, who has sort of exploded the rugby scene,” she adds. “It seems inconceivable that people don’t want to jump into this space. It just feels like an obvious win”

Adland’s interest increases

Advertisers are increasingly interested in women’s sport too. In the age of subscriptions and streaming, live sports are still a popular placement for advertising. “This makes it even more attractive as an option for local, regular content,” says Goddard. As with the price of the rights, the cost of advertising against women’s sport is understood to be less than in men’s sports, providing marketers and brands with a way to make their money go further in the sports space.

Rihanna’s brand Fenty Beauty has signed a sponsorship deal with the New York Liberty, the first time it has moved into marketing withing sports and Feringa notes:

“The [National Women’s Soccer League] NWSL and the WNBA have done such a fantastic job in terms of sort of aligning themselves with brands, and vice versa, brands aligning themselves with different sports and different teams.”

With the WNBA continuing to dominate the headlines, the women’s Euro’s set to bring some of the best in the world together. And there’s so much more to come in this booming space. Thus, media companies of all kinds need to think about how they are going to show up for female athletics to capture engaged audiences and advertisers seeking family-friendly fare.

Already, we’re seeing a growing number of media brands introduce targeted coverage for women’s sports – including Associated Press, USA Today, Roku and CNBC. Audiences and advertisers are showing up in growing numbers. But there are still plenty of opportunities out there. For media companies still sitting on the sidelines, now’s the time to get into the women’s sports game or risk being left behind.

Perspectives

DCN’s media industry must reads: week of June 19, 2025

Here are some of the best media stories our team has read so far this week:

Perspectives | Supporter Spotlight

Navigating AI: shaping–not taking–media’s future

In an era of shifting media consumption habits and the proliferation of GenAI, trusted journalism has never been more vital. Yet it’s being treated as a commodity rather than a premium, one that is being sourced to power AI models, often without compensation or credit. Some see GenAI as a threat to intellectual property and others as an opportunity, but in reality, it is both. Since the birth of the free web, the media industry has proven it can make headway in innovating and monetizing through disruption. 

GenAI is once again rewriting the rules–not only for content creation but also for consumption and distribution. GenAI tools can summarize and create content at lightning speed in easily digestible formats without having to shift to other platforms, attributes that are turning into expectations from audiences. Although this promise is exciting, it creates real risks for publishers. We face a complex reality: Content, in all its forms, has never been more accessible, but trusted content has also never been more vulnerable and simultaneously essential to creating quality outputs using GenAI. 

Why publishers must act on AI

GenAI is already reshaping the world of content, journalism and intellectual property and will only continue to do so. Undoubtedly, publishers around the globe would be wise to harness the opportunities. 

However, we’re seeing AI models distributing and using publisher content without permission, attribution or compensation, potentially creating a world where reliable information could become a scarcity. This moment demands clarity, leadership and unity. The industry needs to ensure that during this period of disruption, publishers are in the driver’s seat to create a model where platforms work with publishers for mutual benefit. 

From automatically generated summaries to chatbot-driven insights and intelligence, GenAI has already altered the way we live, work and consume news. This transformation has led to unauthorized use of our intellectual property. AI models don’t develop themselves. They rely on data, and that data includes journalism, which is often created at great risk and investment. When GenAI produces outputs that are not appropriately attributed and created in an environment that ignores source compensation, credible information is in jeopardy. 

Publishers begin to take a stand on AI

The publishing industry has already taken steps towards meaningful advocacy. In the UK, the “Make it Fair” campaign is pushing for fair compensation for publishers and stronger legal protections for content. This campaign has united leaders in journalism and sent a clear message to lawmakers and tech companies: Use journalism responsibly and compensate it fairly.  

In the US, the News/Media Alliance launched the “Support Responsible AI” campaign highlighting the alarming reality of AI systems using publisher content without fair compensation and credit. This call to action is clear: Build a framework for ethical AI practices. 

Both of these efforts show that there is strength in numbers and must inspire further action. They’ve sparked awareness, but we’ve yet to see measurable change. Policy takes time and differs across regions. Publishers must act now, to come together to create standard processes for platforms to adhere to; opening up the industry for business only if certain parameters are followed. 

The path forward: outreach & licensing agreements

To preserve the value of our content, media leaders must move swiftly to establish licensing frameworks that protect our journalism while also enabling and embracing responsible innovation. Licensing isn’t about saying no to AI; it’s about creating a healthy symbiotic relationship between publishers and platforms. 

A strong licensing agreement should be clear, fair and transparent. It must define the scale of content usage, set transparent boundaries for how AI systems can engage with intellectual property, outline where and how content will appear and be compensatory to publishers and content creators. Publishers must also be involved in every stage of this process. This requires open conversations where AI developers acknowledge the value of publishers and the  content which is indispensable to a successful AI ecosystem.

If collaboration and compensation are mutual priorities, AI becomes an opportunity. Done right, it allows publishers to reach new audiences and explore new formats while maintaining control over their content, bringing a new realm of GenAI forward.

Protecting the media industry through collaboration 

No single publisher can do this alone. The challenges GenAI presents are an industry-wide issue and solving it requires an industry-wide response. While policy development takes time and currently lacks unified alignment, tech companies are moving quickly and setting their own parameters. Needless to say their priorities often fall short of safeguarding the future of journalism. Shared standards and frameworks are needed. Most importantly, publishers must speak with a united voice. When publishers come together, they’re not just defending content, but exemplifying the values their journalism stands for.  

It is already clear what’s possible when publishers organize. The campaigns mentioned earlier are just the beginning. Collaboration helps us navigate the ethical gray areas like, “How do we preserve the authenticity of human voices in an age of machine-generated content?” “What’s the line between inspiration and plagiarism when AI synthesizes content from millions of sources?” These are questions publishers must answer together. 

The future of journalism and AI

With the level of disruption from GenAI in just two years, it’s clear that industries everywhere will continue adapting and transforming to take advantage of the opportunities the technology is already delivering. There is enormous potential for these tools to support journalists and expand the reach of trusted journalism. However, these tools must be used responsibly and work in harmony with people. Human judgement, context and ethics are not replaceable. AI can mimic tone, but it cannot understand nuance. 

The role of the journalist as a trusted and accountable storyteller remains indispensable. As we move forward, our role as publishers will be more important than ever. We must ensure our content fuels innovation with consent. We must advocate for transparency, compensation and respect for the reliable information our journalists go to great lengths to provide.

The entire publishing community has a shared interest in ensuring GenAI serves our industry, not the other way around. This is a defining moment for publishing–providing publishers with an opportunity to shape the future with purpose. Let’s lead with integrity, together. 

Featured Post | Industry-Research | Perspectives

Don’t rush to replace your science reporters with AI just yet

The promise of AI’s efficiency and speed in sifting through vast amounts of data and producing content has led many to speculate that it can replace parts of the journalistic process. (This despite a lukewarm reception from news consumers and ambivalence among journalists themselves.) However, Axios’ recent move to ask employees to argue why a human should do a job that AI might be able to do seems to signal a false binary. In this either-or situation, we’d replace expertise with expedience, possibly at the risk of accuracy – which could have grave consequences.

Axios is far from alone in experimenting with AI to augment journalism. However, as is the case in many industries, there is a rush to employ AI in a way that supplants rather than supplements. And that, in turn, could create a gap in the entry level employee pipeline. In the case of journalism, this may mean that the established process of developing expertise breaks down. It is certainly a challenge to build deep subject domain knowledge. But it is possible that this lengthy process could be restructured to be both more supportive and efficient.

A recent study, Generalization bias in large language model summarization of scientific research published in Royal Society Open Science, highlights a critical issue: media coverage of scientific research often fails to capture the nuance and complexity inherent in the scientific process. However, the research finds that AI also fails at the task of summarizing scientific papers and abstracts accurately. As more and more people – journalists, medical professionals, scientists, educators and students – rely on AI-generated summaries and content, the results of this study beg the question as to whether we’re integrating AI to effectively support work processes.

Media coverage of scientific research has issues

As the public’s primary source of information on the latest scientific discoveries and advancements, the media holds the power to shape public understanding, perception and opinion. Accurately presenting findings from scientific and medical studies is paramount. As this study and others show, AI agents tested weren’t able to do the job. This seemingly automatable task would appear to be not-so-automatable after all.

Reporting on scientific research isn’t simple, as we’ve seen in the past. The temptation to prioritize sensationalism and oversimplification over nuanced reporting looms large, in part because of media business models driven by engagement metrics and fast news cycles. Scientific work does not produce definitive outcomes (inferences) so much as it accumulates evidence to suggest a truth. Even in the case of studying phenomena that are reasonably and reliably measured, such as in physics, the theories that are the outcome of science are, in fact, theories! For example, if a study says a certain treatment was found to reduce incidences of a disease in a very specific group of people during a 10-week trial, the exciting news might seem to be that a given disease is now curable. Sadly, it isn’t. This would be a misinterpretation of the study results.  

Moreover, science itself is rarely straightforward. Study results can be contradictory, because of subtle, or not so subtle, differences in hypotheses, cohorts, measurements and methodology. Particularly because journalists often work on tight deadlines, statistics may be misinterpreted or decontextualized thus potentially misleading the public.

This new research found that, when summarizing scientific texts, chatbots may omit details that limit the scope of research conclusions, leading to generalizations of results broader than warranted by the original study. (Mind you, they compared the chatbot-derived summaries to those published in The New England Journal of Medicine Journal Watch, and did not check other types of summaries written by individuals with lesser domain expertise.) Press releases written to “hype” new research, may succumb to overgeneralization, as well. And, like all research, there are likely other teams putting AI tools to similar tests. So, even as I anchor my point to the article published in RSOS, I remain keenly aware that new research that reinforces, expands, or contradicts these findings may be published imminently.

What’s at stake when media fails to get science right

It is critical not only that we best employ emerging tools such as AI to support the production of quality journalism, but also that we continue to support and foster the development of science reporters. There’s much at stake if we fail to get scientific coverage right.

At its worst, the media’s coverage of scientific research can contribute to misinformation and the erosion of public trust in science.

However, at its best, science-based journalism has the power to inform the public and help set the agenda in two ways: First, by circulating what the scientific community considers the most important discoveries and applications. And secondly, by generating public interest in specific ideas, discoveries, or technologies that have previously been rejected or overlooked, as noted by Maxwell E. McCombs and Donald L. Shaw over 50 years ago.

Science communication acts as a bridge, shaping perceptions and priorities on both sides. As new breakthroughs emerge, the media plays a crucial role in determining which ones capture the public’s attention. This symbiotic relationship between science and society is an important dynamic for media professionals to understand. Journalists must embrace the nuance and complexity of scientific research to effectively inform and educate the public, even as AI threatens to displace journalists and media organizations move beyond delegation towards automation.

Using the tools properly to create the best science journalism

If science reporting is indeed in crisis, reliance on AI will not improve the situation. Instead, we should give novice journalists the opportunity to summarize abstracts and papers, thereby learning to translate scientific jargon into more accessible language without losing context and nuance. Perhaps, this could be achieved through collaboration with a “dumb” AI chatbot and a human mentor, fostering a learning environment that emphasizes the importance of nuanced understanding.

If the future of white collar work is to rely more heavily on experts and cutting entry level positions, as suggested by both Anthropic’s CEO and Axios’ chief executive, then the future does indeed look grim. Experts aren’t hatched fully formed. Expertise is cultivated through experience and engagement with complex tasks. It starts, however, by slogging through the boring, automatable tasks now passed on to AI. As a doctoral student, I would have been tempted to use AI to summarize academic papers, find relevant quotes. But I wouldn’t be the expert I am today if I had taken that shortcut. A person becomes an expert. No one is born an expert, and neither is an AI assistant.

I’m not arguing against the use of AI. It’s a brilliant tool with valuable applications. However, as with most major shifts – and scientific discovery and reporting itself – it is often necessary to invest time and effort to get things right. Media leaders may want to take a step back, evaluate the hype and explore ways to integrate AI that supports the delicate task of reporting on science in a nuanced, thoughtful way. Perhaps then, we can ensure that reporting on science informs rather than misleads, ultimately fostering a more scientifically literate society.

DCN-Research | Research

Digital subscription trends Q1 2025: bundling, ad-supported growth, and market shifts

The subscription media landscape continues to evolve, reshaping how consumers engage with digital content and how businesses strategize to maintain their market share. As digital media matures and price sensitivity increases, the market has responded with innovative pricing models and premium offerings.

The DCN Digital Media Subscription Tracking Report – Q1 2025 provides insights into these changes, offering year-over-year trends and brand-specific data exclusive to DCN members.

Here are key highlights from the latest report:

Steady market growth

Total digital subscriptions grew to an estimated 923 million in Q1 2025, up from 917 million in Q1 2024, signaling ongoing consumer demand across video, audio, and news platforms.

SVOD with ads gains share

Ad-supported streaming continues its upward trajectory. SVOD with ads increased its share to 28% of total digital subscriptions (up from 21% last year), while ad-free SVOD declined in share to 36% (down from 41%), reflecting a clear shift toward cost-conscious viewing options.

SVOD bundling expands its share

Consumer preference for bundled services continues to climb: 58% of SVOD subscribers now bundle services, up from 52% in Q1 2024. The average number of services per bundle increased significantly from 1.3 to 2.8, underscoring the growing share of bundled solutions in the marketplace.

News subscription shares shift

Digital newspaper subscriptions declined year over year to a 19% share of U.S. households (down from 22%), with 23% accessed through bundles. 

Magazine and audio subscription share holds steady

Magazine subscriptions maintained a 29% share, with 21% of those also bundled. Digital audio subscriptions held steady at a 57% share of U.S. households, with 16% of those delivered via bundled offerings.

As the digital media ecosystem shifts toward bundled offerings and more flexible pricing models, staying aligned with these trends is vital. The Q1 2025 report offers deep insights to help DCN members navigate an increasingly dynamic market.

DCN members can access after logging in, or registering an account (top right corner). Once logged in, a download button will appear below this text.

Perspectives

DCN’s media industry must reads: week of June 5, 2025

Here are some of the best media stories our team has read so far this week:

Media executive considers YouTube video distribution
Featured Post | Video

Broadcasters take a considered approach to YouTube

The reality of digital publishing means that audiences are exposed to a wider variety of voices. Newspapers compete for attention with Tumblr, Facebook, individuals’ newsletters and countless other sources of information. This requires media companies to periodically reassess their appeal. They must also consider how they can best use new platforms to build audience and revenue.

This has been especially true for broadcasters. Where once their competition for video content might have been a handful of terrestrial channels, they now compete for time and attention with digital video platforms. That has led to concern among commercial broadcasters, as advertisers seek to reach those younger audiences – often at the expense of ad spend on traditional broadcast channels.

Globally, media buyers GroupM predict that linear television revenue will decrease by 3.4% over the course of 2025 as ad spend shifts over to streaming television. And, while linear TV still accounts for a significant portion of viewing, streaming is nearly equal. Millennials and Gen Z viewers are driving the move toward streaming and social video platforms, favoring the flexibility to watch content on-demand and across devices. These factors put pressure on traditional broadcasters to accelerate the shift to digital-first strategies that will satisfy audiences and advertisers alike. 

Programs and priorities

The form of video content audiences choose to watch has been altered by new platforms. Short-form video has become the standard for many viewers, particularly those who are spending increasing amounts of time on platforms like TikTok. That’s especially true for younger viewers: fewer than half of Gen Z viewers in the UK watch broadcast television. The 48% that do spend roughly three times as much time watching video on platforms like TikTok and YouTube. In the US the trends are similar: TikTok has roughly ten million more users than linear TV in the Gen Z demographic.

In particular, YouTube is too big for broadcasters looking to recoup those audience and revenue shifts to ignore. When it comes to competition, the video-sharing platform is now literally encroaching on traditional broadcasters’ territory: as of earlier this year more time is spent watching YouTube on TVs as on users’ phones.

That has led to radical shifts in production and distribution strategy. So, how are major broadcasters keeping up with those changing audience habits – and using their expertise to stay ahead of the pack when it comes to taking advantage of new platforms – YouTube in particular?

YouTube: A channel for video discovery

Ashley Hovey is Chief Digital Officer for the CW Network. She explains that YouTube is a priority for the company as it seeks to create new means by which audiences can discover its programs: “YouTube is a part of the broader fragmented media ecosystem, which plays a role in driving audiences that can complement our [owned and operated] platforms. YouTube is a great place for discovery and sampling, while owned properties can drive deeper engagement and brand advocacy.”

That speaks to the need for broadcasters to approach YouTube in a way that does not cannibalize existing video audiences or ad revenue. Despite the headlines, traditional broadcasting still attracts a vast amount of ad spend overall. Thus, it is vital to protect that revenue as broadcasters experiment with new platforms.

A Channel 4 spokesperson affirms that the strategy is to find complementary audiences on the platform, rather than migrating existing audiences over: “The audiences on YouTube are additive. So, it is a great way to direct people to content that we think they’ll enjoy and engage a larger, younger-skewing audience.

“We experiment heavily with the great data that YouTube generates. It is at the heart of everything we do. On YouTube, video distribution and views are as reliant on algorithm science as they are an entertaining format.”

As a result, that discovery flows both ways: through the use of YouTube’s tools – designed specifically for digital distribution – broadcasters are able to find out more about their audiences online. That informs not just ad sales, but commissioning strategy as well.

BBC Studios is the commercial subsidiary of the UK’s first public broadcaster. Its Digital Commercial & Partnerships Director Anaïs González Espinosa explains: “Through the YouTube Content ID tool, we’ve also been able to only not protect our content, which is very important for us, but also use the data as a demonstrator of consumer demand to inform our content pipeline and some of the choices we make.”

Space to experiment

For many broadcasters, YouTube is also a staging ground for new formats. That can range from content specifically created with digital video in mind – such as Channel 4’s upcoming “social-first short-form channel focused on cooking and food.” It also offers an opportunity to repurpose existing content.

Some broadcasters, for instance, upload entire episodes of their stock of programming to YouTube. That can be entire season, series, or “taster” episodes designed to entice viewers to seek out the rest of a season on their owned-and-operated channels. Others, meanwhile, create short highlight videos with the same goal in mind, but geared towards short-form social sharing.

The Channel 4 spokesperson shared that “One area we saw go from strength-to-strength in 2024 was full-episodes on YouTube, with an increase of 331% for UK views in the first nine months of 2024. Key titles that pulled in audiences were entertainment series… and documentaries including Click for Murder and 60 Days on the Estates, plus made for YouTube shows such as Minor Issues and Tapped Out.”

Compared with broadcast television, in which audiences were largely separate, watching from their own sofas, YouTube and other digital video platforms allow more opportunities for viewer interaction. Taking cues from livestreaming specialist platforms like Twitch, YouTube has prioritized live audience chat alongside much of its content. Espinosa says: “We use posts and community tabs to engage with our fandoms, enhancing their experiences with our content on the platform. Views are important but engagement on YouTube is key to success.”

Hovey confirms that the CW Network is also set to experiment with those “live” features soon, as a result of the increased engagement it can deliver.

However, she also notes that the platforms’ other creator-led features allow for experimentation with distribution: “The CW tests out new YouTube features depending on the content type. For example, we use the Thumbnail Test & Compare feature for our sports clips. This allows us to test different thumbnail designs for WWE matches and NASCAR races and helps optimize overall watch time for both.”

With YouTube’s increased focus on AI to translate its content to other languages, and further changes to memberships on the platform on the horizon, there is plenty of scope for broadcasters to continue experimenting. And thy have the added advantage of not needing to invest in those tools themselves.

Considered and careful

Traditional broadcasters, then, are approaching YouTube with both commercial and audience considerations in mind. The platform itself is too big to ignore. In fact, there would be an opportunity cost to not at least have a presence on it.

However, what is especially apparent in 2025 is that broadcasters are being highly considered when it comes to YouTube. It is a competitor for ad revenue, but also a collaborator when it comes to discovering new audiences and new opportunities for engagement.

As a result, broadcasters are constantly reappraising their strategy for publishing to the platform, as ad spend continues to shift and new tools and formats emerge. With the rise of features such as content locked behind memberships and in-app merch stores on the platform, broadcasters have access to new revenue and engagement models via YouTube – and are finding ways to do so without diminishing their opportunities on more traditional platforms.

AI ethics concept to suggest trust in AI (or not)
Perspectives | Supporter Spotlight

Ethical AI in action: strategies to build audience trust

As artificial intelligence becomes more integrated into both newsroom workflows and business operations, media companies are under increasing pressure to be transparent about how these tools are being used. Recent research shows that most audiences expect clear disclosure when AI plays a role in media production. To maintain trust and credibility, publishers must follow ethical best practices for implementing AI and communicate openly about its use across their organizations.

Here are examples of how several media companies are integrating ethical AI best practices into their operations to build trust and accountability with audiences and advertisers.

Transparency and disclosures

As readers become more aware—and skeptical—of AI’s role in content production, they expect transparency about where and how AI is involved. Developing a disclosure strategy helps audiences better understand the context around AI’s role in producing content.

The Associated Press publicly shares its AI standards and policies and discloses its intent to use AI to improve the quality of its work, while adhering to strict standards for accuracy. The policy also highlights the importance of human oversight in all aspects of content production.

USA Today adds disclosures when AI is used to write summaries or “Key Points” at the top of select articles. The disclosures state that the content was AI-generated and reviewed by a journalist before publishing. USA Today also includes a link to the publication’s ethical conduct policy with the disclosure.

Bias, balance, and fairness

AI models train on a variety of online content. If biases exist in these sources, these biases could be included in AI-generated output. Media companies are creating ways to identify and minimize bias and making these processes public.

The Guardian developed a statement to share how it’s minimizing bias including a working group to discuss ways to prevent bias and develop company-wide policies. The statement also explains how it integrates human oversight into its AI processes.

National Public Radio (NPR) added a special section on AI to its ethics handbook to encourage journalists to identify and counter bias inherent in these tools. The section also emphasizes the importance of providing transparency about how AI is used and discussing questionable output with editors.

Training and education

As AI technologies and best practices evolve, regular training ensures teams stay informed and continue to uphold ethical standards.

Radio-Canada launched a comprehensive AI literacy program to provide a foundation for its staff’s implementation and understanding of AI. The program includes a foundational training session to provide an overview of AI concepts and ethical considerations as well as follow-up workshops focused on practical applications. The company also developed a cross-functional group that includes developers, analysts and journalists to meet bi-weekly to discuss AI developments and share ongoing projects. Since its inception, more than 100 staff members have participated in the training program.

The New York Times implemented a training program that outlines how AI should be used and includes editorial guidelines, use cases and sample prompts. The company also developed an internal team to explore how AI can be applied to newsroom processes.

AI ethics and the broader media ecosystem

Marketers and advertisers are also placing greater focus on ethical standards. The Institute for Advertising Ethics recently released its AI Ethics Toolkit, designed to help buyers navigate the responsible use of AI.

Media organizations can’t slow their pace of innovation. They need to experiment with and implement technologies while ensuring that they keep audience trust at the forefront. The growing focus on ethics across the broader ecosystem signals that publishers who adopt transparent, responsible AI practices will not only build audience trust but also strengthen their position with advertisers seeking accountable media partners.

Featured Post | Research | Video

Media must catch up to Gen Z’s video playbook

At some point in 2020, accelerated by the pandemic and the kids using endless hours of TikTok scrolling as a coping mechanism, short-form video surged into a major part of modern media consumption. Even for those of us who grew up on cable TV and later binged on Netflix, Gen Z is reshaping how we discover, consume, and engage with video content. Younger audiences have turned scrollable, snackable video into something so much more satisfying than a Quibi; it’s now a cultural mainstay.

That’s the wake-up call from our latest DCN research, Decoding Video Content Engagement: Gen Z & Gen Y in Focus, a two-part study conducted with Magid. We launched the project last year with in-depth, hour-long qualitative interviews to get a baseline on the latest language and media mindset of younger audiences. We then took a quantitative dive into what we now see as a landmark report for DCN and its member companies. To be clear: the numbers don’t just hint at a subtle shift. They chart a generational rewrite of what video means and what audiences expect it to do.

The headline? They don’t watch. They participate.

Simply put, video is no longer a passive experience characterized by a surge of short-form experiences on social platforms. Our research shows that 92% of Gen Z interacts with video on social platforms at least once a week – liking, commenting, remixing and sharing. But even more striking, nearly two-thirds (64%) of teens aged 13–17 create and post original video content weekly. Notably, this statistic drops materially to 40% for ages 18-22 (the back half of Gen Z). That’s a clarion call for those seeking to understand the expectations of the next wave of digital natives and why we labeled them “The Creator Generation” in this report.

For the youngest Gen Z users, “watching” isn’t a lean back experience. It’s a ticket to creative expression.  Video isn’t something they just watch. It’s something they do. This dynamic is upending the traditional hierarchies of content and control. The line between viewer and creator is fading and with it, many of the historic relationships between storytelling, advertising, and brands.

Creators are the new gatekeepers

In the past, a media brand’s value lived in logo recognition and distribution demand. Today, particularly with the youngest audiences, it’s more likely to live in the hands of creators with cultural credibility and fluency. These individual creators are now the benchmark: remarkably they beat out all other creator types in being perceived as more creative, entertaining, interesting, and informative.

These creators are not the typical influencers posting their user-generated content to make a paycheck. They are micro media empires of all backgrounds. And they’re setting the tone for what today’s audience deems engaging, real, and worth watching. All of this accumulates in more trust.

And that trust gap is telling. While 88% of younger audiences trust friends, family, and creators, traditional brands fall significantly behind even though they’re visible. Yes, 93% of Gen Z still says they often see brand content. But awareness isn’t the same as engagement. And in a world where users can scroll past your video in a second (with a paltry three seconds being the magical sweet spot for nearly half of the young users in the research), that difference can be everything.

Authenticity isn’t a bonus – it’s the baseline

If you’re still investing in glossy, highly produced videos that feel like they came from a corporate studio instead of an actual human being – stop. The bar has moved. Individual creators are not major media brands. Think about it: People are flawed. In a world where the individual creator is more trusted, entertaining and engaging, a perfectly pressed and buttoned up production will not resonate like a rumpled shirt and bit of bedhead.

Authenticity is the baseline. When asked what they value most in video content, Gen Z chose originality, honesty, and authenticity far ahead of production value or polish. This generation can smell marketing a mile away and they’ll scroll right past it – teaching the algorithm you aren’t worth their precious time.

Instead, they want content that reflects them: unfiltered, participatory, and emotionally resonant. Think behind-the-scenes looks, first-person storytelling, raw filming, and creator collaborations that feel like a natural fit rather than transactional development deal.

So, what should media companies do?

We know the stakes are high. Premium publishers – many of whom DCN proudly represents – are once again navigating a digital ecosystem shaped by generational shifts, platform upheaval, and algorithmic opacity described to our researchers innocently as “TikTok magic.” However, this moment is also an opportunity.

Here’s how media brands can strategically respond:

1. Design for engagement, not impressions

Simply showing up isn’t enough anymore. Content needs to invite participation. Whether it’s Q&As, remixable challenges, or comment-driven formats, the most successful brands treat viewers like collaborators, not consumers.

2. Co-create with cultural insiders

Want to build trust and relevance? Partner with the creators your audience already respects. Not as brand spokespeople, but as co-storytellers. This isn’t about inserting your brand into youth culture. It’s about amplifying voices that already move your audience.

3. Reimagine platform strategy

TikTok is not YouTube. Instagram is certainly not Facebook (even if it’s the same parent company). And your content shouldn’t be a one-size-fits-all proposition. Create native video strategies that reflect the tone, pacing, and expectations of each platform. If you can’t do it everywhere at once in ways that resonate on each platform then pick your platform(s) of choice based on your content, audience and opportunity.

4. Lead with values – and humanity

Gen Z and Gen Y want entertainment. But they also care about who is behind the content. Our research confirms that younger users reward brands that are transparent, socially aware, and human. If your brand voice on social sounds like it was built by a committee, it’s time to revisit the script.

5. Build with the “SHARES” formula

If you want engagement, your video content should tap at least one of the six drivers identified by our DCN research team. Our SHARES formula – which includes Storytelling, Humor, Authenticity, Raw, Engagement, and Surprise – isn’t merely a checklist. It’s a roadmap for emotional connection and engagement.

The future Is participatory

The question isn’t whether Gen Z and Gen Y will continue to redefine video. They already have. The question is whether the larger media industry will listen.

At DCN, we believe that high-quality, trusted content is more important than ever to the future. But trust now resides in how and where you show up, not just what you say. If media brands want to stay relevant, we must not only reflect the values of these generations. We must also create space for them to shape the stories themselves.

Premium media brands like our DCN members have a powerful edge: credibility, creativity, and a direct relationship with their audiences. But competing in this new era of short-form video requires humility, agility, and a willingness to let go of legacy thinking.

This isn’t a pivot to video. It’s a reinvention.

Perspectives

DCN’s media industry must reads: week of May 22, 2025

Here are some of the best media stories our team has read so far this week:

DCN-Research | Research | Video

How Gen Z & Gen Y are redefining video engagement

Gen Z and Gen Y aren’t just watching video content—they’re rewriting the rules of engagement. That’s the big wake-up call from DCN’s latest exclusive study for our members, Decoding Video Content Engagement: Gen Z & Gen Y in Focus.

Focused on how younger audiences interact with video across YouTube, TikTok, Instagram, Snapchat, Facebook, and X, the research reveals a seismic shift in behavior. “They don’t just watch — they engage,” the report states. This highlights how younger generations like, comment, and co-create instead of being content to passively consume. For media brands, the report offers essential intelligence that profoundly impacts the future of video strategy and audience growth.

Key research findings

DCN’s study delivers a detailed breakdown of how Gen Z and Gen Y engage across platforms, what content and creators they connect with, and how media brands can build relevance in a fragmented, fast-paced digital landscape. Among the key findings:

  • Younger audiences scroll fast, but they stay for authenticity. The three-second rule rules everything: Bold visuals, compelling storytelling, and authenticity are essential from frame one.
  • Creators are brands. Independent creators aren’t just influencers—they’re media ecosystems.
  • YouTube, TikTok, and Instagram lead the pack. While Facebook maintains its hold on older millennials, TikTok has Gen Z’s full attention. YouTube is the universal middle ground, but each platform demands a unique approach and longer-form content.

New rules of engagement

This research unpacks the new rules of engagement in the video landscape, analyzing everything from platform behavior to creator trust and brand perception.

Viewing behavior redefined

Gen Z and Gen Y don’t passively “watch.” They like, comment, remix, and participate. Brands that encourage interaction win their attention.

Creators are the new kingmakers

Independent creators aren’t just more trusted than traditional media, they’re setting the bar for what’s entertaining, authentic, and engaging.

Platform wars

TikTok dominates Gen Z, while Gen Y still lingers on Facebook. YouTube offers depth; Instagram delivers instant hits. Understanding this split is critical.

Vertical video power

Whether it’s News, Sports, Lifestyle, or Entertainment, content verticals play out differently across platforms and generations.

Strategic framework for media brands

“The research shows the mission hasn’t changed: build trust through quality media. But the playbook? It’s being blown up and rewritten by Gen Z,” observes DCN CEO Jason Kint. He points out that “This generation doesn’t just expect content to be authentic and human, they demand it as a price of entry or will scroll right by you. If your video strategy still feels like it was made for TV, you’re already losing. Brands will need to catch up or get left behind.”

To that end, DCN’s research report goes beyond the “what” and delivers the “how.” It identifies clear, actionable strategies for media companies to thrive:

Lead with interactivity

Brands must create video content with participation in mind—think remixable content, Q&As, duets, and challenges.

Prioritize authenticity

In a world where the raw and real outperform the overly produced, brands must sound human and feel genuine to build trust.

Embrace co-creation

Younger audiences want to participate in the content, not just watch it. Partner with creators who have cultural currency and credibility.

Use the right platform for the right story

A one-size-fits-all video strategy is no longer viable. TikTok, Instagram, YouTube, and Facebook all deliver value differently—and DCN’s data shows how to play to each strength.

For this generation, video isn’t just something to watch, it’s something to do. Engagement, co-creation, and alignment with values like authenticity and cultural fluency are increasingly central to how content is received and shared.

The full research report is available to DCN members only. Register to or login to download (on desktop see top right corner of page, on mobile the top center). Download buttons will appear at the top and bottom of the page.

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