How The Economist Captures the Young Generation in the Age of AI

Why It Matters

By diversifying into video, audio and AI, The Economist aims to capture a younger, digitally native audience and offset declining print revenues, reshaping its subscription model.

Key Takeaways

• Insider launched Oct 2025, twice‑weekly video show.
• 10‑15 journalists produce each episode from 300‑person newsroom.
• Over 40 episodes piloted, gathering thousands of consumer feedback.
• AI tools integrated into video editing and content personalization.
• New pricing tiers target Gen Z and Millennial subscribers.

Pulse Analysis

Legacy news brands are confronting a rapid shift toward digital video and AI‑powered content, and The Economist is no exception. As younger readers gravitate to short‑form, on‑demand media, the publication has leveraged its reputation for rigorous analysis to create a video product that feels both personal and data‑driven. By embedding generative‑AI tools in editing workflows, the magazine can accelerate production cycles, personalize recommendations, and maintain the editorial standards that have defined its brand for over a century.

Insider, launched in October 2025, exemplifies this new direction. The twice‑weekly show features 10‑15 journalists from a 300‑person newsroom, each episode offering behind‑the‑scenes insight into editorial debates. Over a six‑month pilot, the team produced more than 40 episodes, collecting real‑time feedback from thousands of subscribers. AI assists with captioning, segment tagging, and audience segmentation, allowing the editorial team to refine content quickly and ensure relevance for a tech‑savvy audience.

The strategic rollout extends beyond video. The Economist is testing AI‑enhanced audio podcasts and introducing tiered subscription pricing aimed at Gen Z and Millennial readers who prefer flexible, mobile‑first experiences. By bundling video, audio, and personalized newsletters, the publisher hopes to boost engagement metrics and offset the steady decline in print circulation. This multi‑platform approach signals a broader industry trend: legacy publishers must innovate with AI and diversified pricing to remain financially viable and culturally resonant.