What are your organization’s gaps in producing and publishing continuously to meet audience needs? Take these assessments to find out.
Produce and publish continuously to meet audience needsOrganize to provide an “always on, always there” flow of digital-first content matched to the life rhythms and habits of your target audiences, their time and attention availability, and their particular moments of need, interest and problems they need solving, across the platforms they use. Put differently, publish at the convenience of your chosen audiences instead of the convenience of the newsroom and print schedule. End fruitless either/or battles between digital versus print by emphasizing digital first, print later and better.
Big Picture A primer on why news organizations must produce and publish continuously to meet audience needs
Audiences expect fresh digital news on their own schedule. Yet, too many newsrooms provide news on their own print-driven schedules.
Plan Understand the gaps in your news organization and how to close them
In order to overcome them, first understand the barriers to success in producing and publishing continuously to meet audience needs.
A quick grid showing the FROM > TO view of success in producing and publishing continuously to meet audience needs.
Three of measures of success arise from using digital first continuous publishing to better meet audience needs: 1) outputs achieved toward more continuous publishing; 2) outcomes achieved in audience growth by day part; and 3) capabilities built across the newsroom.
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Do Actions to close the gap
Match deadlines to audience windows, change shifts, and modify key editorial meetings in terms of timing, purpose and participation.
Use these steps to create – then execute – a roadmap by which to arrive at a true digital first workflow within a reasonable time frame.
Use three steps to broaden skills in support of more effective workflows: (1) Define and build the skills required for digital publishing ‘self-sufficiency’ across the newsroom; (2) reposition producers and digitally skilled specialists to help others practice new skills while also being masters of enhanced storytelling and innovators; and (3) think in terms of roles instead of positions while shifting many traditional positions into combinations of roles.
Two essential tools are key to digital transformation: a universal budget and a communications app for messaging, coordination and file access. In addition, a key role (for an individual or team) is the ‘tool master’ who continually identifies tools that work.
Print and digital platforms serve different user needs, with different cycles and rhythms, and require different organizational capabilities. But a bifurcated approach divides up labor instead of maximizing coordination and it perpetuates a losing either/or-ism (“print first or digital first”) that ignore the fact that local news organization’s must be “audience-first.”
Technology and tool issues, roles and skills and work and workflow all interrelate. Yet, technology challenges can be the most frustrating because of their drag on effectiveness and efficiency. Some of these issues are easy to deal with; others are brutal.