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Digital Trends for Journalists
Linnaeus University
Charlie Beckett
@CharlieBeckett
c.h.beckett@lse.ac.uk
What is changing?
THE NETWORKED SOCIETY
Expect the unexpected
The business model is changing
Meet the new boss, same as
the old boss
Meet the new media magnates
Good News: Rising digital demand
• Daily Mail in less than 5 years world’s second
most popular news site (after NYT)
• Gua...
It’s good for journalism
Not about saving journalism industry,
it’s about saving journalism
• Not a museum
• Not a national
Park
• New roles – new
...
‘New’ models
•
•
•
•
•
•
•
•

Guardian and Mail Australia
ProPublica
Mumsnet
Buzzfeed
BSkyB
Hyperlocal
Philanthropist (Omi...
Not manufacturing,
service networking
Networking for value
• Have a management strategy: eg produce
when your audience consumes
Networking for value
• Have a management strategy: eg produce
when your audience consumes
• Know your audience – behaviour...
Networking for value
• Have a management strategy: eg produce
when your audience consumes
• Know your audience – behaviour...
Networking for value
• Have a management strategy: eg produce
when your audience consumes
• Know your audience – behaviour...
Networking for value
• Have a management strategy: eg produce when
your audience consumes
• Know your audience – behaviour...
Networking for value
• Have a management strategy: eg produce when
your audience consumes
• Know your audience – behaviour...
Join my network
• @CharlieBeckett
• E c.h.beckett@lse.ac.uk
Digital trends talk 2013
Digital trends talk 2013
Digital trends talk 2013
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Digital trends talk 2013

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This was a talk on digital trends facing journalists

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  • So video didn’t kill the radio star – the Internet will not kill broadcasting – but in a networked society people will have more connected devices and they will want content on them.
  • But look at what people are doing while they are using legacy media.You can see that the trend towards second screen and mutl-media consumption is growing – what are you doing to serve that interest?You certainly have to customise content to fit these new devices but do you connect content between them?
  • Here’s a family:What are they looking at? [ASK THE AUDIENCE]What are they doing with it?Why are they doing it?Is it a good or bad thing that they are all looking at a screen instead of talking to each other?The technology allows them to do this, but what motivates them and how do they use it?How does it change them as individuals and as family – of three generations in this case.These are ethical questionsWhat shapes the answers is not the technology – it will be other forces or factors – The granny is there because of increased longevityThe small child understands because she is taught media in schoolsThe others family live in a different country because of globalisation so they use this technology to keep in touchHow they use this technology is based on their own values of identity, personality and their own history.So social trends plus personal ethics = media trends.
  • Every organisation is now a media company: businesses - government - charities - schools - the NHS. All produce internal communications such as email.All produce external communications such as website, press releases, video channels etcBut that distinction doesn’t hold too well as we now have mixed or networked communications that are simultaneously: inside/out side or personal/professional communications: Twitter, Facebook, etcMost of all you now operate in a media world where anyone can talk about anything, anytime – including about you or your business. A natural urge is to either try to do everything or conversely, to withdraw - at the very least, to seek to control. There is nothing obligatory, natural, or inevitable about this new media environment. If it is an eco-system, it is entirely artificial. Think national park rather than jungle. So what I want to stress is that everyone has choices: how you communicate, your tactics, your strategy. These choices will ultimately be driven not by the technology but by the real goals of your organisations: profit, power, advocacy, charity, entertainment - whatever.  But whatever the goals you need to consider the Ethics. By ethics I mean choices that you make based on your values and responding to other people’s values.
  • Every organisation is now a media company: businesses - government - charities - schools - the NHS. All produce internal communications such as email.All produce external communications such as website, press releases, video channels etcBut that distinction doesn’t hold too well as we now have mixed or networked communications that are simultaneously: inside/out side or personal/professional communications: Twitter, Facebook, etcMost of all you now operate in a media world where anyone can talk about anything, anytime – including about you or your business. A natural urge is to either try to do everything or conversely, to withdraw - at the very least, to seek to control. There is nothing obligatory, natural, or inevitable about this new media environment. If it is an eco-system, it is entirely artificial. Think national park rather than jungle. So what I want to stress is that everyone has choices: how you communicate, your tactics, your strategy. These choices will ultimately be driven not by the technology but by the real goals of your organisations: profit, power, advocacy, charity, entertainment - whatever.  But whatever the goals you need to consider the Ethics. By ethics I mean choices that you make based on your values and responding to other people’s values.
  • Transcript of "Digital trends talk 2013"

    1. 1. Digital Trends for Journalists Linnaeus University Charlie Beckett @CharlieBeckett c.h.beckett@lse.ac.uk
    2. 2. What is changing?
    3. 3. THE NETWORKED SOCIETY
    4. 4. Expect the unexpected
    5. 5. The business model is changing
    6. 6. Meet the new boss, same as the old boss
    7. 7. Meet the new media magnates
    8. 8. Good News: Rising digital demand • Daily Mail in less than 5 years world’s second most popular news site (after NYT) • Guardian has 200,000 paper buyers (down 12%), 4.4 million daily online readers, up 17% in Jan 13
    9. 9. It’s good for journalism
    10. 10. Not about saving journalism industry, it’s about saving journalism • Not a museum • Not a national Park • New roles – new business model
    11. 11. ‘New’ models • • • • • • • • Guardian and Mail Australia ProPublica Mumsnet Buzzfeed BSkyB Hyperlocal Philanthropist (Omidyar, Bezos) Cross subsidy (Fantasy football, gambling, dating)
    12. 12. Not manufacturing, service networking
    13. 13. Networking for value • Have a management strategy: eg produce when your audience consumes
    14. 14. Networking for value • Have a management strategy: eg produce when your audience consumes • Know your audience – behaviour as well as type
    15. 15. Networking for value • Have a management strategy: eg produce when your audience consumes • Know your audience – behaviour as well as type • Show the value of curation in a complex world
    16. 16. Networking for value • Have a management strategy: eg produce when your audience consumes • Know your audience – behaviour as well as type • Show the value of curation in a complex world • Build engagement through relevance • Content is still King – always add value
    17. 17. Networking for value • Have a management strategy: eg produce when your audience consumes • Know your audience – behaviour as well as type • Show the value of curation in a complex world • Build engagement through relevance • Content is still King – always add value • Networking finds (free) content – but also share
    18. 18. Networking for value • Have a management strategy: eg produce when your audience consumes • Know your audience – behaviour as well as type • Show the value of curation in a complex world • Build engagement through relevance • Content is still King – always add value • Networking finds (free) content – but also share • Traditional values in a modern setting: critical, independent, trust-worthy, experts in an uncertain world
    19. 19. Join my network • @CharlieBeckett • E c.h.beckett@lse.ac.uk
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