Second century of Vietnamese revolutionary press:
Competing fairly with emerging media platforms
Reflecting on the 100-year journey of the Vietnamese revolutionary press and its current fierce competition with emerging media platforms, Le Quoc Minh, Editor-in-Chief of Nhan Dan Newspaper and Chairman of the Vietnam Journalists Association, affirms that such challenges also present fair and equitable opportunities for newsrooms to adapt and reposition themselves.
He remains confident that with a united effort in innovation and creativity, the Vietnamese press will continue to hold a vital place in the flow of information. It will persist in its mission to serve the nation and its people, making meaningful contributions to the cause of national development and defence. Journalists of the new era must equip themselves with breakthrough knowledge and skills to carry forward the legacy of previous generations and progressively elevate Vietnamese journalism to global standards.
Pressure from media and technology platforms: Challenges are also opportunities
Q: With a century of development behind it, the Vietnamese revolutionary press has made tremendous achievements, significantly contributing to the revolutionary cause of national liberation, and national development and defence. In your view, how does Vietnamese journalism differ from regional and global counterparts?
A: The history of the Vietnamese press is inseparable from the history of the revolution. Born to serve the revolution, the Vietnamese press has journeyed through 100 years, playing a vital role in the struggle for national liberation as well as in national construction and defence. Throughout this century, the concept of “press” has always been intertwined with that of “revolution”, and this is the most distinctive difference between the Vietnamese press and that of many other countries.
With its noble mission and unique character, the Vietnamese revolutionary press was tasked from its earliest days with inspiring and encouraging the people to rise against colonialism and imperialism in pursuit of national independence. Across various historical periods, the press has consistently fulfilled its role of communicating the Party’s and the State’s policies and guidelines. It has served as a forum for the people, a bridge between the people and the Party, and between the people and the State.
This defining trait has endured through every era. From the early revolutionary period to the era of socialist construction and national development, the core values and character of Vietnamese journalism have remained constant.
As a result, Viet Nam possesses a press system that is fundamentally different from those in many countries around the region and the world.
Although continuous innovation is essential to meet the evolving needs of readers, no matter how much media technology advances, the central mission of Vietnamese revolutionary journalism remains unchanged.
Over the past 100 years, the Vietnamese press has steadfastly upheld its mission of serving the nation and its people. Its primary task has been to disseminate the policies of the Party and the State to the public, shaping public opinion with the overarching aim of building, developing, and defending the country. Even in today’s context of media proliferation and intense competition from new media platforms, the Vietnamese press continues to stay true to its objectives and preserve its place in the public’s trust.
Q: In order to continue guiding public discourse and fulfilling its mission in the new era, amid the current explosion of technology and information, what challenges is the Vietnamese revolutionary press facing? As it enters its second century, what action plan should it adopt to overcome these challenges?
A: In general, not only Viet Nam but also the global press is under immense pressure. In recent years, we have witnessed a global contraction in the press industry, not only in print media, but also in radio, television, and online newspapers.
The greatest pressure stems from the fact that we have too many information sources. Today, every organisation and individual can publish their own content and news online. In the past, readers relied solely on the press as their primary source of information, but now they are faced with numerous alternatives. In this context of information saturation, audiences are easily distracted.
A second pressure arises from the growing tendency of users to avoid news, particularly in the wake of the COVID-19 pandemic. From print newspapers to radio and television, audiences have been inundated with negative news, which has adversely affected their emotional wellbeing. As a result, a significant portion of the public is turning away from the news and no longer engages online as frequently as before.
The third pressure is technological competition. With rapid advancements and the brief lifespan of technological products, media organisations struggle to invest wisely or keep pace with emerging trends. During the process of digital transformation, before one technology is fully grasped, another has already appeared. This makes it extremely difficult to develop a long-term, well-informed investment strategy.
However, these challenges do not negate the existence of opportunities.
Q: Could you elaborate further on the current opportunities for the press?
A: In the past, only large media organisations with substantial resources and sizeable teams enjoyed advantages, status, and influence in reaching audiences. Now, even small outlets in developing countries can draw in readers—and may even compete on equal footing with larger institutions. The key is knowing how to harness technology.
It’s difficult to predict whether a media organisation will become a giant or remain a dwarf. A small player today could become a major influence tomorrow if it successfully leverages its strengths and embraces emerging technologies.
A second major opportunity lies in the rise of digital content. Today, all forms of content can be shared via digital platforms, eliminating geographical boundaries. Whereas previously only large producers could afford extensive broadcast infrastructure or widespread newspaper distribution, now a small organisation—or even an individual—can attract more followers than a major newsroom.
The third opportunity is the available technological support. In the past, journalists faced numerous challenges while gathering information and reporting from the field, armed only with pens, paper, or a camera. Today, they benefit from an array of powerful tools. There are now software programmes capable of capturing, evaluating, and verifying information rapidly. Where interviews once took half an hour to conduct and several more hours to transcribe, transcription tools can now complete the task in minutes. This frees up time for us to focus on more creative work.
These are remarkable opportunities that media organisations and journalists must seize. With the right approach, a local, small-scale, or developing-world outlet can achieve extraordinary results—perhaps even beyond the reach of larger media houses in developed nations.
No matter how much media technology advances, the central mission of Vietnamese revolutionary journalism remains unchanged.
Personalising news content: a path forward
Q: Nhan Dan Newspaper has turned one of its greatest challenges into an opportunity by successfully applying technology to create products that resonate with young readers. Building on this success, could you share the strategies Nhan Dan has adopted to reaffirm its leading role in the revolutionary press and strengthen its connection with readers?
A: As the largest Party newspaper in the country, Nhan Dan Newspaper must stay closely aligned with its mission and function, fulfilling the great responsibility of revolutionary journalism. To maintain its guiding role and effectively disseminate the Party and state's policies to all classes of people, the newspaper must uphold its position and role in the hearts of readers, especially by developing a strategic approach to engage with the younger generation.
Currently, Nhan Dan Newspaper is developing a content personalisation strategy. This means we no longer aim to produce a single article for everyone, but rather multiple articles on the same topic, each tailored to serve and reach different target groups. To achieve this, we are exploring and applying many modern technologies, as content personalisation is a crucial direction for the future of journalism.
Secondly, we want to build a direct relationship between the newsroom and our readers, listeners, and viewers. This is a time when the press in general needs to invest in this area, because for nearly 20 years we have been overly dependent on social media platforms. We may have viewers and traffic, but we do not truly have readers.
Not having data on readers was a mistake of the past. Now, the press must rectify that by establishing direct connections with their audience, knowing who their readers are, and gathering data to understand and deliver exactly the content they need.
Therefore, putting readers at the centre is a clear strategy of Nhan Dan Newspaper for the coming period.
Not having data on readers was a mistake of the past. Now, the press must: know who their readers are, and gather data to understand and deliver exactly the content they need.
Q: So, keeping up with technological trends to deliver content that serves readers is a core requirement? Could you share some experience in using technology in newsrooms?
A: Researching and staying abreast of technology trends in journalism is very important, but not every press agency can succeed in this.
The point is, we must be bold in experimenting with new technologies, willing to accept mistakes and even failure. Trying ten things and succeeding in three or four is still better than doing nothing. Moreover, without experimenting, it is hard to know our strengths and weaknesses, which path is the right one, or how a press agency can succeed.
We must have the courage to step out of our comfort zone to experiment.
The recent innovations at Nhan Dan have been built on a combination of print and digital products. Many international organisations have recognised that these achievements go beyond borders. In fact, very few media agencies in the world have successfully merged such a traditional platform as print with new technologies such as augmented reality. These projects have particularly attracted the interest of young audiences.
However, we must not be satisfied with what we’ve achieved. We must keep innovating.
We hope our efforts will inspire many domestic media outlets. The success of Nhan Dan will be a driving force for press agencies to explore and innovate together.
In fact, several media agencies have already taken rather interesting steps.
When news organisations collectively pursue innovation, the Vietnamese media landscape will become much more engaging and appealing to readers. This will provide a foundation for people to place their trust in mainstream journalism, and gain access to official and accurate information.
From there, journalism can contribute to building public confidence in the country's future.
Q: How would you assess the pace of digital transformation among press agencies across the country today? What role does the Viet Nam Journalists Association play in this task?
A: We were already talking about digital transformation before the outbreak of the Covid-19 pandemic. However, over nearly three years of promotion through many conferences, seminars, forums, and training programmes, the situation remained largely stagnant due to a common mindset, not knowing what digital transformation actually is.
Or waiting to see how another newspaper does it before doing the same.
Like a catalyst, the Covid-19 pandemic forced many press agencies to undergo digital transformation, as there was no other choice. While carried out at varying scales, many agencies have since recognised its importance, as well as the risks of not transforming.
Some plans that had been delayed for years were suddenly implemented within just a few months.
A highly encouraging sign is that the process of digital transformation has progressed rather vigorously among certain local newspapers, radio stations, and smaller media organisations. These outlets have transitioned swiftly, achieving positive results, and in some cases even inspiring larger media entities.
According to the 2024 Digital Transformation Maturity Report by the Ministry of Information and Communications, many local media agencies are listed among the top ten in each category assessed.
Despite these positive signs, efforts in digital transformation remain uneven.
Across the country, there are still media agencies that have not yet managed to operate social media content channels, have a lack of understanding of artificial intelligence (AI), or have not yet invested in multimedia content production.
This delay is a matter of deep concern for the Viet Nam Journalists Association, which is actively seeking ways to accelerate progress. The association is currently organising a series of new training programmes. On June 3, it launched a nationwide AI training programme for approximately 2,200 journalists. From now until the end of the year, the association aims to provide AI literacy to at least 5,000 journalists in Viet Nam.
When journalists become proficient in using these tools, they can act as key drivers of digital transformation within their own newsrooms.
In parallel, the association is also holding numerous seminars and training programmes for leaders and managers of media organisations.
Additionally, it has introduced successful models domestically and internationally and has organised visits and study tours to provide suggestions to managers.
Aligned with the government’s direction, the association hopes that media organisations will meet the targeted digital transformation indicators by the end of 2025 and achieve a full 100% digital maturity score by 2030.
Nevertheless, the desire for digital transformation must first arise from the internal needs of each media agency.
It’s difficult to predict whether a media organisation will become a giant or remain a dwarf. A small player today could become a major influence tomorrow if it successfully leverages its strengths and embraces emerging technologies.
Press must build trust with its audience
Q: How do you envision Viet Nam’s press in the next 10, 20, or 50 years? What are your expectations for revolutionary press in its second century?
A: Vietnamese press is not outside the global media flow. Therefore, newsrooms must grasp and visualise where world journalism is headed.
When we talk about press, we are inherently referring to audiences — viewers, readers, and listeners. We must understand how their habits of receiving information are changing in order to tailor our approaches accordingly.
When we observe that readers are increasingly consuming content on digital platforms, we respond with digital transformation. However, these platforms will continue to evolve. Instead of using familiar devices like computers or smartphones, users may shift to technologies that are currently being developed or will soon be researched. Will we be able to keep up?
For example, the tech industry has already developed smart glasses that allow users to view news directly on their lenses or in augmented space. In front of them are virtual screens, up to 200 inches in size, controlled by voice commands. Users will no longer need to pull out their phones.
With such a trend, can we grasp it?
Understanding your audience — knowing where they are going and what they like — accounts for 50% of success for newsrooms.
The other 50% depends on the effort of media organisations to change their approach. If we continue to use outdated methods to disseminate the Party’s and the state’s guidelines and policies without connecting with readers, then we must rethink how we communicate.
This is the essential question for determining the future direction of newsrooms.
In practice, some editorial offices have invested in advanced technologies and equipment, yet application remains a separate matter entirely.
It is not true that buying some modern software will make us superior to other units. The core thing is that we must know how to use and combine these software and technologies into our content production process in an effective manner, in order to create valuable and quality products.
However, determining how to integrate technology — where to use it sparingly, where to invest heavily, where caution is needed, and where to be open — requires managers to have a clear strategy. From there, it is necessary to train personnel to implement that strategy.
Only by addressing these challenges can press secure its rightful place. Otherwise, we will be outcompeted by many other platforms. Worse, when readers no longer come to the mainstream press to access information, they will be able to consume fake news, negatively affecting their lives and work.
In such a case, the press itself will not fulfil its responsibility.
Q: As you have shared, although we are innovating and applying modern journalism methods, the core value of the Vietnamese revolutionary press will never change. According to you, what should the Vietnamese revolutionary press do in the future to maintain that core value?
A: The common task of Party press agencies is to closely follow the orientation and policies, and to uphold their political mission. However, if we fail to bring this information to our readers, it means we have not completed our task.
Our mission is to find a way to reach readers; to appear everywhere and target the needs of users. The press needs to change its perspective from waiting for readers to come to it to actively seeking readers. Therefore, it is necessary to proactively focus on producing high-quality, professional, attractive and highly reliable information. Only then will users come to the press with the belief that they will read quality content. That is the way to prevent readers from being swept away by the "sea of information" on social networks and the internet that has not been verified.
I believe that in the future, to maintain its leading role and readers' trust, the revolutionary press will have to rely on two key pillars: content and technology. Content is still the soul, the core element representing the identity and social value of press. To ensure that content reaches the public quickly, effectively, and attractively, technology is an indispensable lever.
The harmonious combination of an upright pen and smart digital tools helps modern journalism not only convey information, but also creates more interactive, personalised, and far-reaching experiences.
In today's development flow, journalism must operate on both the two pillars to both maintain its depth of thought and keep up with new media trends, thereby standing firm on the journey of innovation and integration.
The harmonious combination of an upright pen and smart digital tools helps modern journalism not only convey information, but also creates more interactive, personalised, and far-reaching experiences.
Q: To carry out the tasks in the new era, the merger of press agencies must first face difficulties in streamlining human resources and journalism economics. How will the Viet Nam Journalists Association accompany press agencies to retain experienced professionals and continue nurturing the journalistic passion among younger generations?
A: We must accept the reality that the labour market treats everyone equally.
When society has certain changes and fluctuations, industries are forced to transform, shrink and lead to a series of employees having to quit their jobs.
When society undergoes changes and upheavals, industries are forced to transform, shrink and lead to many people having to quit their jobs.
Workers must retrain themselves and seek employment in other fields. During the implementation of Resolution 18, we have witnessed the merger of local newspapers and radio and television stations nationwide. This will undoubtedly lead to a surplus in labour. Among them are many experienced and skilled journalists. If editorial offices are unable to retain them, it would be a true waste.
However, this is also an opportunity for editorial offices to select good employees, to boldly attract and recruit talents, including young journalists. In the future, we will continue to train more young journalists, especially those who are energetic and have technological advantages.
There will be difficulties. When the press agencies are downsized, there is a need for professionals who can contribute immediately. Meanwhile, young journalists or new graduates will need three or five years of training. Therefore, young people with average capacity will face many difficulties.
On the other hand, artificial intelligence (AI) is also capable of replacing positions with mid-level job requirements. Up to now, AI has been able to replace the work of an employee with one to two years of experience. In the near future, this technology could completely replace the work of an employee with five to seven years of experience.
If young people are truly passionate about journalism, they must equip themselves with skills that can make a difference in the competition.
Thank you for your sharing!
Content: HONG MINH - THIEN LAM - THI UYEN
Translation: NDO
Photos: THANH DAT