HISTORY has recorded change as a difficult state, especially if it involves an overhaul of an entire system or how things have been done for decades.
Journalism is evolving at an accelerated unprecedented pace, but majority of legacy media organisations find themselves stuck in a web of snail-paced digital adoption, resistance to new business models and a lack of investment in both skills and resources that catalyse digital transformation.
As these institutions grapple with the complexities of this transformation, the cost of inaction becomes more evident, a detrimental impact on the sustainability of quality journalism.
Slow digital adoption and resistance to change
Resistance takes many forms, but ultimately it brings a dent in the road to transformation.
It may come in the name of pseudo digital merchants who speak highly, strongly and vocally but without depth and knowledge of even defining what digital transformation means in the context of newsrooms.
Due to knowledge gap and strategy illiteracy these “high-sounding nothing” ideas are accepted and taken as strategy, but they do not yield any results.
Take the adoption of artificial intelligence (AI) in newsrooms for example, some get the impression that it will replace people in the newsroom and its adoption has to be haphazard, using any tool that is available, but AI needs a systematic approach because journalism is delicate.
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There is need to understand best practices and the right tools that a particular newsroom can start experimenting with.
Guidelines and policy frameworks for AI use needs to be in place and these must speak to the nexus between journalism and AI.
The other significant impediment to digital transformation is slow pace of digital adoption given the background that for decades, traditional media outlets have operated under established frameworks that are hinged on print and broadcast methodologies and strategies.
Thus a mind that has been deeply entrenched in the belief that the digital world acts as an auxiliary market as opposed to the primary channel naturally resists any form of configuration.
And because of this, there has been massive resistance to contemporary business models like digital subscription services, paywalls, multimedia storytelling and data journalism.
This has resulted in missed revenue opportunities as overreliance on traditional models is no longer viable.
There is also a serious compounding issue of fear of cannibalisation, where many grapple with the feeling that promoting digital content may result in undermining print or broadcast revenues, leading to hesitancy in embracing strategies that create short-term disruptions.
Newsrooms that have not changed structures find themselves confusing digital with a lot of things, in some instances some think producing video content is doing digital, while others think breaking news means digital.
In such a scenario, chaotic scenes will be the order of the day and no transformation will be achieved.
Limited investment in digital skills
The media landscape is not just about adopting new technologies; it requires a skilled workforce adept in digital journalism.
It is unfortunate that newsrooms in Zimbabwe have failed to invest adequately in upskilling journalists.
Journalists and editors who have not trained in digital reporting techniques, data visualisation, search engine optimisation and audience engagement strategies will stand as obstructions to the new digital
workflow.
These skills can only be fully assessed by someone who has full knowledge and appreciation of current trends on the needs on the newly transformed newsroom.
This is worsened by the fact that even if new digital talent with digital competencies is hired, they are hardly given a chance to make decisions, but are put under the leadership of laggards who would have failed to appreciate the new digital world.
Ultimately, young talent will be frustrated and will leave to where they are appreciated the most.
Poor cultural fit: wrong positions and misaligned goals
Corporate culture plays a significant role in digital transformation.
Most media houses in Zimbabwe, decision-makers tend to prioritise hierarchy and tradition over agility and innovation.
Consequently, this often results in placing individuals in roles that do not align with their skills, stifling creativity and initiative.
Those passionate about digital innovation often find themselves side-lined, leading to frustration and disillusionment, inhibiting their potential to drive the organisation forward.
For a successful digital transformation initiative, newsrooms need to cultivate a solid culture the nature adaptability, experimentation and collaboration.
Recognising and empowering staff who possess intuitive digital skills reignites a sense of purpose and inspiration among employees, fostering an environment ripe for innovation.
Limited knowledge of digital journalism trends
While journalism remains the same on purpose and mission, there has been constant changes in the practice.
Emerging trends such as data journalism, mobile-first content strategies, social media integration and interactive storytelling are redefining journalism.
Unfortunately, newsrooms in Zimbabwe either lack awareness of these trends or fail to integrate them into their strategies effectively.
This ignorance not only hampers their ability to connect with modern audiences, but also limits partnerships with tech companies that could potentially offer invaluable insights and tools to enhance storytelling.
In an era where engagement is paramount, staying abreast of these developments clarify the difference between thriving and merely surviving.
