A few months ago, I was gung ho about the prospects of developing a sleekly designed publication featuring compelling stories about Extension that could be placed in doctor’s and dentist’s offices and other locations around my state to better ensure that people who had never heard of Cooperative Extension would.
After reading David Carr’s New York Times piece exploring the headlong decline of Newsweek’s fortunes, I’m not as sure about my idea’s prospects for success. But this only scratches the surface of the insights I gained reading this article. Many of the issues Carr raises are relevant not only to Newsweek and to print media in general but to the future of Cooperative Extension and, for that matter, higher education in general.
In exploring the future of print media, Carr touches on one of the central themes of this weblog: Nothing in this new information order is sacrosanct, not even those institutions, such as Newsweek, that seemed sacrosanct in the last century.
Consider what’s happened within the last generation: Magazine editors once imposed rather brutal discipline on staffs numbering in the hundreds to do what technology is now equipped to do in real time — to aggregate information.
Faced with this sea change, Newsweek and other print media have undertaken valiant and, in many cases, highly imaginative efforts to reinvent themselves. Even so, as Carr observes, Newsweek Editors’ Tina Brown’s recent decision to run a cover depicting two supple female lips primed for an asparagus stem, while clever, reflects — arguably, at least — a desperate struggle by Newsweek and other printed media for relevancy.
Despite all these efforts, though, Carr perceives that Newsweek and other print media may be lurching ever closer to “the edge of the cliff,” ominously reflected in a recent report by the Audit Bureau of Circulations that news circulations are down 10 percent.
Many of print media’s brightest minds perceive something fundamental at work in the marketplace: the tipping point, the final shift from print to digital delivery.
Carr even speculates that Newsweek and other magazines may be on a downward spiral that not even its digital iterations may reverse, bringing them ever closer to what Carr, with a bit of Gibbonian flair, describes as “the imminent end of the print artifact.”
In the midst of this decline, as in all periods of decline, a handful of optimists express hope that this downward spiral will be reversed at some point.
Yet, this tipping point appears to be occurring in the places where news magazines like Newsweek once held pride of place: doctors and dental offices, until recently oases of magazine consumption.
Carr recalls a recent doctor’s visit in which he noticed that every waiting patient, without exception, was glued to a smartphone screen.
There are some ominous lessons here for Cooperative Extension, and not only because of our century-long investment in printed publications. Aren’t we rapidly approaching our own tipping point — the point at which people will opt for digital sources rather than the traditional forms of outreach delivery that have defined Extension work for the last century?
Among many memorable quotes, Carr serves up one that should give all of us pause: “Ultimately, it doesn’t matter what you put on the cover of your magazine if no one will look at it.”
Likewise, couldn’t someone argue just as legitimately that it doesn’t matter how Extension educators conceive and present their programs if growing numbers of information seekers are opting instead for digital sources?
Carr raised another point that has stuck with me: the insistence of one Newsweek financial analyst on the enduring value of the Newsweek’s brand.
“Every bit of this research tells us that it is a solid, global brand,” contends Barry Diller, chairman of IAC/Interactive Corporation, which remains the sole corporate underwriter of Newsweek.
Haven’t we heard similar arguments in our ranks? Haven’t we been reminded time and again that despite all our challenges that we still possess a brand name that remains viable?
Granted, I still place tremendous stock in our brand. But Newsweek’s dilemma nonetheless should serve as an invitation for a long reflective pause within our ranks.
Look at it is this way: If we, like Newsweek, are fast approaching a tipping point with no strategy for addressing what lies beyond how valuable is our brand name — really?