Talking about Stakeholder Perspectives at WMEMC

Today at WMEMC, Hanne presented her work on what happens behind the scenes of news organizations that are developing in-house News Recommender Systems (NRS). Spoiler alert: it’s no smooth ride.

As newsrooms explore the possibilities of algorithmic curation, it turns out there's a lot more involved than just building smart tech. The real challenge? Getting all organizational stakeholders on the same page: journalists, software developers, managers, and business units each have their own goals, logics, and some concerns or doubts about (personalized) news recommendations. That’s where Hanne's research comes in. By setting foot in large-scale commercial news organizations (in Belgium, the Netherlands, and Scandinavia) and speaking to different stakeholders. Those interviews allow to explore the intricate (and let's be honest, sometimes messy) process of getting all organizational stakeholders to cooperate and negotiate NRS. The result? Balancing on a tightrope while juggling goals, demands, and objections.

🔹 Balancing Act #1: Aligning Stakeholders

Different stakeholder groups - newsroom, commercial units, and tech development teams - hold different perspectives on the opportunities and risks of (personalized) recommendations. Opposing views and expectations might lead to tensions between departments, and different product owners (POs) are assigned the role of mediators. These POs are ambidextrous actors with knowledge, experience, and professional backgrounds, crossing the traditional stakeholder boundaries, which enables them to create a shared understanding, translate jargon and build bridges between distinct stakeholder groups.

A multi-disciplinary, cross-functional team of different POs, each representing another stakeholder group, sits around the negotiation table, and they are in charge of the decision-making around NRS.

🔹 Balancing Act #2: Exploration vs. Exploitation

Organizations constantly have to decide: do we explore new features and test new capabilities, or do we focus on optimizing our current technologies for ROI? With limited resources, news organizations can’t do both at full speed, simultaneously. Therefore, the team of POs needs to decide on which actions should be undertaken and, in doing so, develop a strategic roadmap navigating the tricky waters of budget and time allocations, and find that sweet spot between experimentation and exploitation.

Both balancing acts are intertwined, as good alignment between stakeholders facilitates how these trade-offs are made. And the decisions made about the strategic roadmap for NRS development, in turn, influence whether stakeholders stay aligned or drift apart. It’s a dynamic, ongoing dance.

The big takeaway? We need better, smarter ways to manage the decision-making on AI innovation in newsrooms, whether that relates to NRS or generative AI. This study is a first step in that direction — and just the beginning of figuring out how to align perspectives, reduce friction, and get these powerful tools off the ground in ways that actually work. Because building a scalable and effective recommender system is hard. But getting different stakeholders to agree on what the NRS design such look like? That’s where the real challenge lies.