Lucy Kueng: time for media to look outside industry and be radical

Lucy Kueng, a prominent figure in media strategy and innovation, recently shared her insights into the evolving role of artificial intelligence (AI) in newsrooms and the broader challenges facing the media industry in an interview with La Nacion. As a senior visiting researcher at the Reuters Institute at the University of Oxford, Kueng combines her extensive experience with global media players, including the BBC and Google, to highlight the transformative potential of AI and the necessity for media organisations to adapt to a rapidly changing landscape.

During the discussion, Kueng underscored the “paradox of innovation” within the media sector, where, despite a flurry of activity over the past two decades, truly revolutionary changes remain elusive. “Despite two decades of intense activity, revolutionary innovations are rare,” she stated, reflecting on the media’s persistent focus on incremental advancements rather than radical transformation. This sentiment conveys the urgent need for a shift in mindset from “first-order thinking,” which aims merely to enhance existing solutions, to “second-order thinking,” which questions the very foundations of current practices.

Kueng identified three primary barriers to innovation in media: the tendency for organisations to look inward rather than outward; the persistent underfunding and overload faced by many newsrooms; and the lack of clarity regarding the target audience and the essential role of journalism. She elaborated that an “outside-in” approach, a common practice in other industries, could significantly benefit journalism by prompting deeper engagement with audience needs and preferences.

In regards to AI’s integration into newsrooms, Kueng articulated that the technology remains in its infancy. “We can see its magic, but also its risks,” she said, acknowledging that while AI holds great promise for reshaping media operations, it also raises significant concerns regarding competition and workforce implications.

AI’s ability to lower barriers to entry could lead to an influx of new competitors in a market already grappling with declining revenues and shrinking audiences. However, Kueng indicated that the media sector is well-positioned to adopt these technologies, given its existing digital workflows and capability to integrate data into its processes.

Kueng stressed the need for media organisations to “move fast, but safely” in their approach to AI, advocating for comprehensive training programmes that build expertise in the technology. Leaders, in particular, should be equipped to leverage AI’s potential while recognising the profound shifts it may bring. As she put it, “Training must start at the top. Leaders need to grasp the transformative potential of AI.”

The discussion also delved into the evolution of roles within news organisations in response to digital advancements. The rise of product-focused strategies necessitates new skills, with roles in data analysis, audience strategy and revenue generation taking on growing importance. Kueng emphasised that a renewed focus on audience engagement and metrics — such as newsletter reach and conversion rates — will be crucial for ensuring the relevance and sustainability of journalism in the future.

Additionally, Kueng highlighted the pressing issue of audience disconnection, particularly among younger demographics, who are increasingly turning to alternative media sources. She pointed out that in light of the “news avoidance issue,” many are eschewing traditional journalism in favour of content creators and influencers, signalling an urgent call for media to re-evaluate their value proposition. “A significant proportion of people choose not to consume news, many of which are free,” she noted, warning of the consequences of failing to understand and respond to this shift.

As the media landscape continues to evolve, Kueng’s insights underscore the importance of adaptable leadership that balances emotional intelligence with strategic insight. At the senior leadership level, an understanding of the complex strategic landscape is required, while mid-level leaders must effectively implement changes and foster a culture of innovation.

Source: Noah Wire Services