According to Van Jones, cable news has pivoted from breaking news to manufacturing conflict. The primary goal is no longer live reporting but creating contentious segments designed to be clipped and go viral on social media, fundamentally changing the business.

Instead of viewing impartiality as passive neutrality or "both-sidesism," former BBC News CEO Deborah Turness sought to "weaponize impartiality." This frames journalistic balance as an active, forceful tool that provides a distinct value proposition in a media landscape pulled to ideological extremes.

Facing a ratings spiral after a co-anchor's firing, new president Deborah Turness used audience research to uncover viewers' core desires: substance, emotional connection, and uplift. This data-driven insight became the foundation for the successful brand turnaround.

Even though anyone can create media, legacy brands like The New York Times retain immense power. Their established brands are perceived by the public as more authoritative and trustworthy, giving them a 'monopoly on truth' that new creators lack.

Contrary to the belief that costly journalism is subsidized by lifestyle products, the NYT CEO asserts that hardcore news is the most economically value-creating part of the business because it generates a massive audience and brand authority.

Former NBC News President Deborah Turness reflects that the brand recovered from the Brian Williams scandal faster than she expected. She believes that in today's fragmented and polarized media environment, a similar crisis would inflict much greater, longer-lasting damage.

Former BBC CEO Deborah Turness warns that large media brands must learn from the creator economy. She urges them to stop "managing" the news and instead empower talent to build authentic, direct relationships with audiences, mirroring platforms like Substack and YouTube.

Despite declining viewership, legacy media institutions like The New York Times and Washington Post remain critical because they produce the raw content and shape the narratives that fuel the entire digital ecosystem. They provide the 'coal' that other platforms burn for engagement, giving them unrecognized leverage.

Public media organizations like the BBC and CBC face a fundamental dilemma. If they produce dry, impartial, fact-based content, they risk losing their audience to more engaging, narrative-driven competitors. But if they adopt narratives to attract viewers, they are immediately accused of bias, creating a no-win situation.