If shareholders are confused and rely on gossip, they won’t be able to build a strong team, and their only accomplishments will be to divide the team and make decisions based on backdoor arguments that favor favorites. This image was created using Meta AI
Journalism is bleeding and Zimbabwean publishers are finding it very difficult to stay in business.
Looking back at the events of 2024, one thing becomes clear. Legacy media is becoming obsolete, newspapers are already reducing their circulation, and traditional television may soon follow suit.
In the case of Zimbabwe, traditional companies often failed to transform and adapt to new models of enhanced journalism and revenue diversification.
Our newsrooms often suffer from “shiny object syndrome,” stealing ideas from loudmouths and being sold dummies by clever mascots who survive by selling hot strategies to media executives and shareholders. After that, it continuously throws out practical strategies.
This is often caused by ignorance on the part of shareholders and an unwillingness to hear the truth and real issues that require action to change the organization’s fortunes to a positive and strong balance sheet.
As we step into 2025, the landscape of journalism in Zimbabwe is at a critical juncture. It requires introspection, innovation, and bold leadership.
Over the past few years, the country’s media has faced a myriad of challenges, including economic instability and the undeniable rise of digital platforms.
These factors not only erode the traditional foundations of journalism, but also stifle its potential to serve as a beacon of truth and accountability.
At a time when the public relies more than ever on reliable information, the urgent need for change in Zimbabwean journalism cannot be overstated.
2025 presents a unique opportunity for Zimbabwean journalism to rediscover its purpose, leverage advances in technology and harness the power of community engagement to reinvigorate its role.
But true reform will not happen without the concerted efforts of media industry leaders.
It is important that media houses, professional organizations and governments work together to foster an environment that supports journalistic integrity and innovation.
The demand for strategic leadership in newsrooms
Publishers need to understand that journalism is a business and without journalists, there is no business.
For some media companies, it’s hard to understand whether it’s a marketing business or whether journalism is at the heart of the business.
This mainly happens when shareholders are keen to only count the money and respect those they feel will bring in a return, no matter how low the return.
As a result, insufficient investment in journalism and resources led to the weakening of brands that at one point were strong and competitive in the market.
Shareholders adopt a journalistic mindset, one that values the role of journalism in bringing about social change, one that puts audiences at the center of every decision and gives them the context and value they need to spend their money on. It is necessary to acquire this.
Shareholders need to build strong editorial teams that can make important decisions and produce value-added news, that understand their audiences and believe in editorial independence.
These teams also need to understand that the need to diversify revenue is no longer an option, but the only option.
If shareholders are confused and rely on gossip, they won’t be able to build a strong team, and their only accomplishments will be to divide the team and make decisions based on backdoor arguments that favor favorites.
The knowledge economy: how knowledge shapes media sustainability
In the digital space, journalists and employees working in media-related organizations are highly required to have at least some knowledge of journalism.
You can only speak with authority about areas in which you have knowledge.
I’ve been in spaces where the people presenting the figures are considered the smartest and hardest working, even if they don’t have a strategy for getting the lavishly decorated and hyped figures.
I’ve seen shareholders and executives nod with big smiles at the idea that publishers can get funding from big tech companies like Google, Facebook, YouTube, and X (formerly Twitter).
Engagement was measured by how viewers responded to highly sensational and value-free content on X (formerly Twitter), and the metric used benchmarks to measure performance.
When key metrics are ignored and we rely on overhyped misinformation.
However, according to research by PricewaterhouseCoopers, in 2015 alone, digital advertising revenue was R3.7 billion, with 67% of that coming from Google search.
Social Media: Your Facebook, Your X generated 25% and only 8% was channeled to related industries including publishers and news businesses.
2022 will see a significant increase of R14.5 billion, with Google in keeping with tradition taking a large share of 78%, with 19% distributed among various social media platforms and shared among news media entities. It was only 3%.
And we convince ourselves to put our hope in this.
Food for thought!
Silence Mugadzaweta is a digital and online editor at Alpha Media Holdings and a content strategy blogger at the International News Media Association.
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