JOURNALISM is bleeding, with publishers in Zimbabwe finding it very difficult to sustain businesses.
A reflection into the events of 2024 make one thing clear: legacy media is winding up, newspapers already have reduced print run, with traditional television likely to follow suit very soon.
Well, for Zimbabwe, legacy businesses have often failed to transform and adapt to new models of enhancing journalism and diversifying revenues.
Our newsrooms often have a “shiny objects syndrome” in which they take ideas from anyone who has a loudmouth and they continuously dump working strategies after being sold dummies by clever mascots who survive on selling hot air strategies to media executives and shareholders.
This is often caused by ignorance on the part of shareholders coupled with their discomfort in listening to the truth and real issues that demand action for fortunes of organisations to change into a positive, solid balance sheet.
As we step into 2025, the landscape of journalism in Zimbabwe stands at a pivotal juncture; one that demands 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 have not only eroded the traditional foundations of journalism, but have also stifled its potential to serve as a beacon of truth and accountability.
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In a time when the public relies on credible information more than ever, the pressing need for transformation within Zimbabwean journalism cannot be overstated.
2025 presents a unique opportunity for Zimbabwean journalism to rediscover its purpose, leverage technological advancements and harness the power of community engagement to revitalise its role.
However, genuine reform will not materialise without a concerted effort from the leaders within the media landscape.
It is critical for media houses, professional organisations, and the government to come together to foster an environment that supports journalistic integrity and innovation.
Demand for strategic leadership in newsrooms
Publishers need to understand that journalism is a business and without journalists, the business is dead.
In some media houses, it’s difficult to understand wether it's a marketing business or journalism is at the heart of business.
This mostly happens when shareholders are keen on counting money only, and they will respect those they feel bring in revenues no matter how low they may be.
The result: poor investment in journalism and resources culminating into weakening of brands which at some point were strong and competitive on the market.
Shareholders need to adopt a journalistic mindset, one that values the role of journalism in bringing social change, where audiences are at the heart of every decision, giving them context and value which they feel compelled to spend on.
Shareholders must create strong editorial teams that are able to make critical decisions and produce news that add value, that understand the audience and believe in editorial independence.
These teams must also understand that the need to diversify revenue is no longer a choice but the only option.
When shareholders are confused, relying on gossip, they fail to build strong teams, and their achievement only will be dividing teams and making decisions based on backdoor discussions backed by their favourites.
The knowledge economy: How knowledge shapes media sustainability
The digital space highly demands that journalists and any employee who works for a media-related organisation at least have some knowledge of journalism.
You can only speak authoritatively about an area you are knowledgeable about.
I have been in spaces where people who present figures are deemed the brightest and hardworking, even in the absence of a strategy to get the highly decorated and hyped figures.
I have seen shareholders and executives beaming and nodding at the idea that publishers can get money from big technology companies like Google, Facebook, YouTube and X (formerly Twitter).
Where engagement is measured by how audience respond to highly sensationalised valueless content on X (formerly Twitter) and that metric used a benchmark to measure your performance
Where important metrics are ignored and misinformed ones which are hyped are relied upon.
But research by PricewaterhouseCoopers revealed that in 2015 alone, digital advertising had R3,7 billion in revenue, with 67% going to Google search.
Social media: your Facebook, your X, generated 25% and only 8% was channelled to publishers and related industries, including news business.
2022 showed a massive rise to R14,5 billion and as per tradition Google took a huge share of 78%, 19% went to various social media platforms and as little as 3% was shared among news media entities.
And we convince ourselves to pin hope on this.
Food for thought!
- Silence Mugadzaweta is digital & online editor for Alpha Media Holdings and content strategies blogger for International News Media Association.
