"More than three years after the coup, a significant majority of the 40 senior media executives interviewed for this report say they are still dependent, partially or fully, on grants to run their operations. While they cannot control the external factors impacting on their work, be that the conflict or the unpredictability of digital platform policies, they recognise that if they want to survive and attract funding and revenue, they need to build strong, professional operations and to prove their resilience. That includes doing independent, ethical journalism, developing strong financial management and inclusive HR policies, engaging with their audiences, experimenting with diverse revenue streams, planning for the future, and preparing for the unexpected." (Looking ahead)
"For this report, MDIF conducted survey interviews with senior executives of 40 independent media outlets. Together, they represent 10 national media, 22 ethnic media, and eight media from Myanmar’s regions. Their operations vary in size: two are large (70-150 staff), seven are medium-sized (25-69 staff), and 31 are small (1-25 staff). Three of the outlets were launched in the wake of the coup; 22 were launched during the political opening period from 2011-2021; and 15 were launched during previous military regimes. Thirty-seven of these outlets were operating when the coup unfolded. Twenty-three have managed to keep operating with no interruptions, and 10 temporarily paused their operations and then started anew. Another four permanently shut down, but their senior team members subsequently launched new outlets. The remaining three outlets were launched post-coup. The 40 outlets surveyed collectively publish on multiple platforms and in 15 languages. Most of the 40 outlets surveyed for this report have changed locations since the coup. Thirty-five have established their main operations in exile in countries bordering Myanmar, and one in a third country. Only four have their operations inside the country: three in ethnic states under the control of ethnic armed organisations, and one in an area controlled by the military. Of the 35 outlets whose main operations are in neighbouring countries, six say they also have cross-border operations, and three describe their operations as multi-country. More than half of the outlets – 22 out of 40 – say they are in exile for the first time." (Introduction)
Lessons learned -- Don’t be the boss, a personal essay -- Myanmar’s independent media landscape -- Survey Results and Analysis -- Key decisions, momentous impact, lessons learned -- Status of outlets -- Operating media businesses on social media -- Emerging Platforms -- Post-coup revenue development -- Analysis of 10 MDIF media partners’ revenue -- Seizing opportunities during a crisis -- Turning to our audience for support -- Lessons in leadership -- The business of in-depth and investigative journalism -- A public service business model -- Looking Forward -- Afterward -- It’s never the right time, a personal essay