In a time when journalism is often seen as a race for clicks, news companies are reimagining how to connect with their audiences.

During a recent INMA Newsroom Transformation Initiative Webinar, Mediahuis leaders GerBen Van ’t Hek and Cormac Bourke explained how the company is rethinking its engagement strategies, driven by a new approach built around what it calls “signature journalism.”

Van ’t Hek, strategy director for Mediahuis, opened with a bold observation: “In my opinion, it’s too often forgotten that we have to focus on the journalism, not only looking at AI and big tech and product. We believe at Mediahuis that journalism and content itself can make the real difference.”

That belief provided the foundation for its new approach: “Find the right content, the right journalism, for every one of our brands.”

Van ’t Hek said the concept of signature journalism began as a buzzword but evolved into a strategic framework. Signature journalism is defined by its uniqueness, emotional resonance, and alignment with brand identity, he explained: It’s not just about producing more stories, it’s about producing better ones.

He noted the oft-repeated goal of newsrooms to become “the Spotify of news media” and said if that is the mission, then “our journalism must be as good as Taylor Swift.” The analogy underscored a central belief that technology and product design matter, but content is the true differentiator.

Attention time over pageviews

To evaluate quality, Mediahuis shifted its newsroom metrics from pageviews to attention time. “We are not only chasing clicks,” Van ’t Hek emphasised. “We would like them to finish the journalism we make.”

Attention time — how long readers engage with a story — is now the key indicator of success. Even if a story reaches only 500 readers, if they read it to the end, it’s considered a win.

This metric also correlates strongly with conversions and subscriber retention. Mediahuis is currently partnering with two universities to refine how “time well spent” can be measured and validated across its platforms.

Finding the signature mix

The transformation for each newsroom begins with a four-day workshop designed to identify each brand’s signature mix. The process starts with gut instinct: editors and journalists brainstorm what they believe defines their brand, be it politics, culture, farming, or human interest. Then, they test those assumptions against audience expectations and performance data.

Van ’t Hek stressed the importance of consistency. “If you say you’re a cultural brand, there should be a culture story on your homepage every day,” he said. The homepage, newsletters, and push notifications form the “shop window” of the brand. If these channels are dominated by crime or celebrity news, the brand identity suffers — even if the print edition tells a different story.

To combat this, Mediahuis treats the homepage like a restaurant menu. “You wouldn’t serve three desserts and no main course,” Van ’t Hek noted. The goal is a balanced, predictable offering that reflects the brand’s editorial values.

Beyond data

While data informs the process, Van ’t Hek warned against letting it dominate. Overreliance on metrics can lead to a homepage filled with gloom, crime, and sensationalism. Instead, editors must curate a mix that includes underrepresented domains like culture, international affairs, or even farming — if they align with the brand’s mission.

The workshop’s final output is a framework that guides story selection, promotion, and resource allocation. Crucially, it also prompts a reevaluation of staffing, ensuring the best journalists are working on the most important areas of journalism.

“It’s about journalism,” he said of the new approach. “It’s about what we can do and where we can make a difference.”

Irish Independent’s signature shift

Joining from Dublin, Cormac Bourke, editor-in-chief of the Irish Independent, shared how the Irish Independent became one of the first Mediahuis brands to implement the signature journalism framework.

“This is the most fundamental change we’ve made in how we view our journalism,” Bourke said, noting his nearly two decades of experience at the company. And whilst he couldn’t say everything worked perfectly, he said the shift had been an important one.

The Irish Independent began by analysing its homepage layout, which typically has 25 slots per day. Ten of these are reserved for first-line stories, such as breaking news, sports results, live blogs, and major developments. The remaining 15 are split between deep-dive stories (analysis, interviews, investigations) and goal stories (major exclusives).

This structure allows the newsroom to prioritise quality journalism while still meeting audience expectations for timely updates. It also ensures that high-value stories aren’t buried by the day’s breaking news.

To make the framework actionable, Bourke’s team assigned percentage targets to each domain. These percentages translate into daily story quotas for each desk. For example, the sports desk is responsible for 16 stories per week — 13 sports stories and three human interest pieces. The business desk must produce seven business stories, one human interest, and one advice piece.

This granular approach helps editors plan ahead and commission stories that align with the brand’s identity and audience needs.

Testing and iteration

Bourke emphasised that the process is still evolving. “We’re operating at about a third of full functionality,” he admitted. Some domains are well-integrated, while others require further refinement. The newsroom is actively testing how stories perform in their designated slots and adjusting the mix accordingly.

Along the way, there have been surprising discoveries, such as the realisation that world news is not a signature domain for the Irish Independent. While global events like U.S. elections are covered, they don’t drive engagement or conversions.

“We understand that our audience can get that news somewhere else and they don’t see quite the same value in it coming from us,” Bourke said.

Such understanding has also led to the creation of a new category called Enjoy Life, an “unusual collection” of reviews, travel, food, and drink.

The Irish Independent is now working to embed the signature framework into its daily workflow. Editors are learning to think in terms of homepage slots rather than print editions. Reporters are being trained to pitch stories that fit the signature mix. And the newsroom is developing tools to track performance and optimise placement.

Bourke sees the initiative as a way to amplify quality journalism and showcase it properly.

“The idea here is there is a mix and we have a reliable consistency in what we’re trying to do,” Bourke said. “And I think that gives people a certainty. The audience … expects certain pieces at certain times and I think ultimately it gives a certainty to the newsroom about what’s expected of them.”

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