Here’s the next free chapter of Geeks Bearing Gifts about efficiency and news and ask what of journalism we must fight to save and what isn’t necessarily journalism or at least journalism we can’t necessarily afford anymore.
Most discussions of the state and fate of the business of news start with revenue and a search for the means to recover what has been lost to the internet so we can pay for and thus protect newsrooms as they were. Sorry, but I will begin on the other side of the ledger with the cost of journalism. It has plummeted, not just because we have less money to spend but because we can now spend less to get and disseminate the news. Thanks to technology, specialization, and collaboration, news can be much more efficient today.
After exploring the many ways in which technology has saved the news business money since the ’70s, I add:
Even with all that disruption and downsizing, still greater efficiency and savings have been brought to news by the internet — particularly the web and its essential invention: the link, which rewards both specialization and collaboration. “Do what you do best and link to the rest” is my most quoted, retweeted, and PowerPointed utterance (it helps that it rhymes). Out of that dictum flows a series of new efficiencies and necessities for news. The first is to specialize. There’s little sense wasting your time writing the 25th-best account of a story when it will appear on the third page of a search request and in only a few tweets; mediocrity and repetition don’t pay anymore, at least not for long. But there is considerable value in creating the best, for others will end up linking to you. . . .
The link forces us to reexamine the scoop culture of news — the belief that being first is always worthwhile. Today the half-life of a scoop is measured in the time it takes to click. It simply doesn’t pay anymore to be the first to report what will happen in a press conference when that will then be reported by hundreds of competitors, each a click away. Neither does it pay to “match” a competitor’s scoop, duplicating its reporting when linking to it will do — unless your reporting does take a story further. A true scoop, something that is worth our precious resources, is an investigation that breaks new ground or an insight from a reporter who knows her beat and her community better than anyone else. The rest is just the next minute’s fishwrap, digital dust.
After exploring various efficiencies and trying to cut journalism and our definition of it to its critical essence (in which, for the sake of illustration, I will piss off sports reporters and even some foreign correspondents and, God help me, copy editors), I come to this:
The news organization of the future should be specialized, expert, collaborative, efficient — and as small as it can be so it is sustainable. The bottom line: News enterprises that become profitable on their digital revenue are bound to be much smaller than their print forebears because, for all the reasons explored above, there’s simply less digital revenue to be had. This hard fact forces us to redefine the core of our value and to rebuild from there rather than trying to hold onto the functions we used to perform because we’ve always performed them. We must cut the waste. . .
What are we trying to save of journalism? . . .
If you can’t wait for the rest of the book, then you can buy it here.