Pew reporting:
The transformation of the nation’s news landscape has already taken a
heavy toll on print news sources, particularly print newspapers. But
there are now signs that television news – which so far has held onto
its audience through the rise of the internet – also is increasingly
vulnerable, as it may be losing its hold on the next generation of news
consumers.
Online
and digital news consumption, meanwhile, continues to increase, with
many more people now getting news on cell phones, tablets or other
mobile platforms. And perhaps the most dramatic change in the news
environment has been the rise of social networking sites. The percentage
of Americans saying they saw news or news headlines on a social
networking site yesterday has doubled – from 9% to 19% – since 2010.
Among adults younger than age 30, as many saw news on a social
networking site the previous day (33%) as saw any television news (34%),
with just 13% having read a newspaper either in print or digital form.
These are among the principal findings of the Pew Research Center’s
biennial news consumption survey, which has tracked patterns in news use
for nearly two decades. The latest survey was conducted May 9-June 3,
2012, among 3,003 adults.
The proportion of Americans who read news on a printed page – in
newspapers and magazines – continues to decline, even as online
readership has offset some of these losses. Just 23% say they read a
print newspaper yesterday, down only slightly since 2010 (26%), but off
by about half since 2000 (47%).
http://www.people-press.org/2012/09/27/in-changing-news-landscape-even-television-is-vulnerable/
Showing posts with label media change. Show all posts
Showing posts with label media change. Show all posts
Saturday, September 29, 2012
Monday, March 19, 2012
A call for leadership: Newspaper execs deserve the blame for not changing the culture
NiemanJournalismLab reporting:
Last week’s report by the Project for Excellence in Journalism uncovered some much needed data for making sense of the search for a new newspaper business model. But it also demonstrates how some leaders misunderstand the role they play in leading their cultures into the new reality of digital media. Here’s an excerpt:
It’s up to subsequent generations of leaders to forge a vision of the future within the context of the existing culture. Lofty speeches about the need to be “digital first” are not enough: Leaders must examine their own actions carefully to determine what they reward and what they punish, what the day-to-day routines of their organization reflect, and how best to create an environment in which open and constant communication is a priority. They must develop concrete reward systems that encourage risk and help employees make digital duties as much a part of their routines as the traditional.
In our research of news organizations, in study after study, we have repeatedly found this to be the case. One daily newspaper of less than 50,000 circulation we studied struggled with the change to a web-first organization because, though its leaders acknowledged the importance of the new medium, they did not reinforce that desire through their reward and accountability systems. Print revenue and circulation remained the benchmarks of success, not digital revenue or pageviews. As a result, newsroom staffers struggled to develop the kind of online content needed to expand the web audience.
http://www.niemanlab.org/2012/03/a-call-for-leadership-newspaper-execs-deserve-the-blame-for-not-changing-the-culture/
Last week’s report by the Project for Excellence in Journalism uncovered some much needed data for making sense of the search for a new newspaper business model. But it also demonstrates how some leaders misunderstand the role they play in leading their cultures into the new reality of digital media. Here’s an excerpt:
“Probably the most difficult thing is to change a corporate culture because you don’t really have the power to do it,” noted one executive. “You can change CEOs, executive VPs, digital VPs. You can wave this magic wand all you want. But at the end of the day, the troops in the field hunker down. From our company, and I would venture for other organizations as well, the most difficult thing to do is change it.”Changing a culture is not a top-down or bottom-up proposition: It’s a dance between leaders and their organizations. Edgar Schein, one of the foremost researchers of organizational culture and leadership, notes that mature organizations often struggle to live up to the ideals and vision of their founders. Think HP post Bill Hewlett and Dave Packard, Walmart after Sam Walton.
It’s up to subsequent generations of leaders to forge a vision of the future within the context of the existing culture. Lofty speeches about the need to be “digital first” are not enough: Leaders must examine their own actions carefully to determine what they reward and what they punish, what the day-to-day routines of their organization reflect, and how best to create an environment in which open and constant communication is a priority. They must develop concrete reward systems that encourage risk and help employees make digital duties as much a part of their routines as the traditional.
In our research of news organizations, in study after study, we have repeatedly found this to be the case. One daily newspaper of less than 50,000 circulation we studied struggled with the change to a web-first organization because, though its leaders acknowledged the importance of the new medium, they did not reinforce that desire through their reward and accountability systems. Print revenue and circulation remained the benchmarks of success, not digital revenue or pageviews. As a result, newsroom staffers struggled to develop the kind of online content needed to expand the web audience.
http://www.niemanlab.org/2012/03/a-call-for-leadership-newspaper-execs-deserve-the-blame-for-not-changing-the-culture/
Tuesday, December 27, 2011
New Rules for the Ways We Watch
NYT reporting/David Carr:
Yes, competition is storming out of every device and connection, and consumers have choices and leverage they never dreamed of. But network television continues to waltz along, attracting advertisers in big numbers. Cable had a great year, and media octopuses like Time Warner and News Corporation continue to find plenty of profits. Big media companies still rely on huge, well-entrenched assets that include brands, distribution and capital.
But even if the sky is still aloft, there are visible, portentous cracks appearing. The inertia that has kept consumers from bolting from traditional content providers is beginning to erode as a new generation remakes media in its own image. Device companies and search outfits are intent on manufacturing their own content. And the migration of movies, music and video to the cloud could change the weather in a hurry.
Even as some of the old truisms in media still obtain — content wears the crown and strong brands break through clutter — a few new rules are taking shape.
A SCREEN IS A SCREEN Steve Jobs taught us a bunch before he exited, but one of his most current lessons could be the one with the most far-reaching implications. Content has a price tag, which is reassuring, but the old dividing lines between television, radio, Web and print disappear within the four corners of a tablet. That means, for instance, that CNBC and The Wall Street Journal are not in different businesses anymore, and in fact The Journal is adding hours of live video with each passing month. The BBC and Al Jazeera are no longer regional curios, they’re here. Every cable channel with two nickels and more than a few digital enterprises is financing the kind of narrative television that used to be available only at a certain time on a certain network.
NEW NETWORKS EVERY DAY On Christmas Day, a lot of people took the ribbon off a Web-enabled flat-screen television, and now the fight for real estate on all those enhanced television screens will be fast and furious. Cable providers will try to keep people from downloading the products of insurgent Web “broadcasters,” but they can’t stop what’s coming. They will have to win by providing value that trumps the now-infinite channel universe of the Web.
The $27 billion that traditional media just paid to the National Football League is a hedge, not an answer. So-called virtual operators — Netflix, Hulu, Amazon, Google and Apple — have none of the legacy or infrastructure costs. Google has unleashed $100 million to seed new programming on YouTube, and Netflix is financing a series by the director David Fincher. That gaming device your children are playing with? That too is a network in the making. Traditional networks and cable providers have the content, but if they hold on too tight, they will miss out on vast new avenues of distribution and revenue.
THE REMOTE AS BRICK The iPad is a screen on your lap that makes it easy to navigate toward a completely personal experience. That screen on your living room wall is going to have to perform the same way to remain relevant. As it has in many other areas of technology, the smartphone will point the way. Our phones — and now tablets — are always on and poised for action...
http://www.nytimes.com/2011/12/26/business/media/rules-for-the-new-ways-of-watching-david-carr.html?pagewanted=all
Yes, competition is storming out of every device and connection, and consumers have choices and leverage they never dreamed of. But network television continues to waltz along, attracting advertisers in big numbers. Cable had a great year, and media octopuses like Time Warner and News Corporation continue to find plenty of profits. Big media companies still rely on huge, well-entrenched assets that include brands, distribution and capital.
But even if the sky is still aloft, there are visible, portentous cracks appearing. The inertia that has kept consumers from bolting from traditional content providers is beginning to erode as a new generation remakes media in its own image. Device companies and search outfits are intent on manufacturing their own content. And the migration of movies, music and video to the cloud could change the weather in a hurry.
Even as some of the old truisms in media still obtain — content wears the crown and strong brands break through clutter — a few new rules are taking shape.
A SCREEN IS A SCREEN Steve Jobs taught us a bunch before he exited, but one of his most current lessons could be the one with the most far-reaching implications. Content has a price tag, which is reassuring, but the old dividing lines between television, radio, Web and print disappear within the four corners of a tablet. That means, for instance, that CNBC and The Wall Street Journal are not in different businesses anymore, and in fact The Journal is adding hours of live video with each passing month. The BBC and Al Jazeera are no longer regional curios, they’re here. Every cable channel with two nickels and more than a few digital enterprises is financing the kind of narrative television that used to be available only at a certain time on a certain network.
NEW NETWORKS EVERY DAY On Christmas Day, a lot of people took the ribbon off a Web-enabled flat-screen television, and now the fight for real estate on all those enhanced television screens will be fast and furious. Cable providers will try to keep people from downloading the products of insurgent Web “broadcasters,” but they can’t stop what’s coming. They will have to win by providing value that trumps the now-infinite channel universe of the Web.
The $27 billion that traditional media just paid to the National Football League is a hedge, not an answer. So-called virtual operators — Netflix, Hulu, Amazon, Google and Apple — have none of the legacy or infrastructure costs. Google has unleashed $100 million to seed new programming on YouTube, and Netflix is financing a series by the director David Fincher. That gaming device your children are playing with? That too is a network in the making. Traditional networks and cable providers have the content, but if they hold on too tight, they will miss out on vast new avenues of distribution and revenue.
THE REMOTE AS BRICK The iPad is a screen on your lap that makes it easy to navigate toward a completely personal experience. That screen on your living room wall is going to have to perform the same way to remain relevant. As it has in many other areas of technology, the smartphone will point the way. Our phones — and now tablets — are always on and poised for action...
http://www.nytimes.com/2011/12/26/business/media/rules-for-the-new-ways-of-watching-david-carr.html?pagewanted=all
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