Ukrainian Media 2025: Challenges, Technologies, Education

Financial instability has become the main problem

67% of respondents identified this as the biggest challenge of the past year, along with searching for new funding sources

Multitasking as a crisis response

50.9% of media outlets implemented a model where one employee performs multiple functions

AI usage becomes a key competency

83% use artificial intelligence in their work. Over half of respondents believe that the ability to work with AI is a key competency

Monetization has become the most pressing topic

67.9% of respondents consider this a development priority

Research Context

The research "Needs and Expectations of Ukrainian Media Industry Stakeholders" was conducted from April 29 to May 20, 2025, in two stages: first — 22 in-depth interviews with media managers, editors of mass media, donors, and advertisers; then — a survey of 55 media representatives.

The vast majority of survey respondents (70.9%) represented regional media. Also included were niche publications (14.5%), socio-political outlets (7.3%), and other types of media. The research covered all regions of Ukraine geographically, including media that were previously based in temporarily occupied territories (except Crimea) and continue to cover events in these areas from safer locations.

Key Message

In-depth interviews with 22 representatives of the media industry revealed a clear trend: “survival has become more important than development.” Media outlets are operating in “firefighting” mode, where long-term planning is impossible due to constant uncertainty.

Respondents describe a “market contraction following the halt of American funding,” noting that “many media outlets are scrambling to secure support from other partners.” At the same time, a new understanding of independence is emerging: “Independent journalism means treating media as a business.”

The study captures a pivotal moment of transformation in the industry, as a new generation of media managers — professionals of all genders — emerges. These individuals combine journalistic experience with a growing recognition of the need for a systematic approach to media management.

Challenges of 2025: Funding has run out — what's next?

Despite the fact that Ukraine has been at war for over 11 years, most participants in the study did not mention military operations as the greatest challenge facing their newsrooms. On the contrary, some respondents noted that the initial period of the full-scale invasion in 2022 even had a positive impact on media funding.

“Financially, I wouldn’t say there was any negative impact during the first nearly three years — rather the opposite. Many donor organizations entered Ukraine and supported the media. So in this sense, more opportunities emerged.”

According to respondents, the war’s main impact has been on staffing and editorial focus. However, these issues were pushed into the background by the financial crisis of 2025, triggered by the abrupt halt of American funding — a turning point for the entire industry.

The end of U.S. support came as a real shock to Ukraine’s media sector. Media managers describe it as a systemic collapse that changed everything.

“The budget for 2025 is still not fully secured — that’s the main challenge,”
said one respondent.

Others summarized the situation as follows:

“There was a contraction of the market after the halt of American funding — many media outlets are now scrambling to find other partners.”

“The lack of funding is our biggest challenge — it accounts for 99% of all our problems. It forces us to constantly look for money and drastically cut the production of unique content — we’ve reduced it almost to zero.”

Financial constraints have created an unhealthy situation where media outlets operate with virtually no budget, and editors are forced to contribute their own personal funds.
“I sometimes chip in with my own money if someone on the team needs support, and I cover all the logistics costs myself.”

Financial instability was named as the biggest challenge by 67% of survey respondents.
This is more than just a statistic — it’s a systemic issue that has pushed media organizations to search for alternative sources of funding.

One of the most painful problems revealed by the research is the lack of commercial skills. Media teams openly admit:
“We have no fundraising departments, or even staff who deal with such issues. So we go out and knock on doors ourselves, offering our services, trying to sell ourselves.”
Not all media outlets know how to clearly communicate their value in a world ruled by metrics. As one respondent put it:
“How do you explain the value of independent journalism to the people who are supposed to fund it? Quality journalism can’t give you a product. It can’t offer you influence like ‘paid news’ does. Ethical media simply don’t do that.”
This quality vs. quantity dilemma becomes especially critical when approaching advertisers:
“Sensationalist media that don’t follow standards can deliver more views for the same money — and boost brand visibility — simply because of their tabloid nature. So how do you convince advertisers to work with you instead?”

“We don't know how to sell ourselves”

Exploring new models

47.2% of media outlets are actively seeking new sources of funding: “After the USAID crisis, we launched a subscription model and are considering working with businesses through their corporate social responsibility.” Others are experimenting with new services, such as marketing and video production.
The lack of income diversification creates significant risks for media sustainability.

"None of the business models proved to be highly effective. The ones who benefited were those who developed everything — reader subscriptions, advanced advertising, and grants."

Subscription models are the most debated topic among newsrooms.Optimists believe: "If you approach it properly and creatively, you can build a community that will support you."But skeptics hold a different view: "I don’t believe the subscription model will ever be widespread."Their argument is simple — Ukrainian consumers are not yet ready to pay for content on a large scale. The biggest challenge, then, is shifting the audience’s mindset.
"We really want people to understand that paying for content is normal," one respondent says.
At the same time, not all media professionals are willing to pay for subscriptions themselves:"Paying for articles? No way. You’re constantly thinking about survival, about how to cut staff costs."

"There’s so much free, high-quality content out there that I don’t see the point in paying extra. Maybe for a book I can download — because that’s a different kind of expense. With YouTube, I understand what I’m paying for. But why should I pay for media?"

A response from one of the study participants to the question “Are you willing to pay for access to quality content?”

Media professionals, like their readers, are increasingly viewing paid subscriptions not as a way to access exclusive content, but as an opportunity to support an idea and a team they believe in. This motivation is fundamentally different from the traditional “pay-to-get” model.

"Both I personally, and many of my colleagues, have each taken out a subscription. For instance, I currently subscribe to three media outlets that I already follow — mainly to support fellow journalists."

A response from one of the study participants to the question “Are you willing to pay for access to quality content?”

As Ukrainian audiences increasingly support their favorite media not for the content itself, but for the very idea of its existence, newsrooms have started inventing creative ways to attract potential donors and make the support process more engaging.
One Ukrainian newsroom developed a strategy that combines donations with limited-edition merchandise: “We made 3D stickers. People can either buy them for 300 UAH or subscribe to a monthly donation of 100 UAH or more — and we’ll send them the stickers as a gift. In the past two days, six new monthly donors have joined.”

37,7%

not willing to pay for content at all.

24,5%

willing to pay for quality content.

17%

willing to pay for exclusive materials and analytical research.

"People are dropping out or losing motivation"

The war has had a severe impact on the human resources of mass media."Changes in the team — some are fighting, some have left the country,” and “a massive outflow of staff” are common descriptions of the new reality.Many “left and assimilated abroad,” creating long-term losses for the industry.
Psychological issues have become widespread.
“There's a psychological impact: many people have been diagnosed with depression, many people undergoing treatment,” respondents say openly.“People talk more often about burnout and switching careers.”
One participant shared her experience:
“It took six months to find a journalist — candidates had unrealistic expectations, they wanted high salaries but weren’t willing to do quality work.”
Some media managers complain about a shift in work culture among younger staff.One newsroom described problems with discipline as: “I come in when I want, I do what I want.”

In the face of necessary cost-cutting, one media manager reassigned half of the staff to “secondary jobs,” giving them more time to rest so they could manage multiple roles. Even media leaders found themselves in the same situation. As the same respondent admits:

“I thought, okay, let everyone look for additional work. And even I’m considering finding something extra — it’s not the end of the world.”

Others note: “There’s not enough time — I’m juggling three jobs at once.”

The search for multiple income streams has become the norm — both for employees and for media managers.

51%

have introduced multitasking — it has become the most common survival strategy.“We implemented multitasking, where one employee performs several functions,” explained one newsroom.“Journalists take their own photos, do the layout, and manage SMM themselves.”

42%

actively use AI to optimize various processes — from editing to analytics.
However, implementation is chaotic: there are no editorial policies or checklists, and everyone chooses AI tools individually.

40%

have cut their honorarium budgets. One respondent shared:“In times of crisis, we often have to explain to people that we owe them money, that there are delays — although people are generally understanding.”

30%

have reduced the amount of content they produce.“Unique content is created only when it brings grant or advertising benefits,” said one of the research’s participants.

23%

have switched to remote work.
In most cases, this is related to the relocation of newsrooms and staff.

27%

have introduced new monetization methods. These include audience subscriptions and donations, strengthening advertising and sales departments, and monetization through social media and platforms.

34%

have downsized their staff.“Cuts in funding directly affect the number of people we can involve. This also applies to building a pool of independent contributors,” explained one of the respondents.

25%

have engaged freelance contributors — this approach helped reduce fixed costs. However, budget cuts have also led to reduced payments for external authors.

57%

have launched new content formats.
Media outlets explain the logic: rather than increasing the volume of materials, it's better to change how they are presented to boost engagement.

Newsrooms are radically rethinking their approaches to content creation — changing formats, platforms, and even their entire philosophy of audience engagement. They are forced to adapt to algorithms and adjust to new information consumption habits.
71.7% of respondents named short news updates as the most effective format — the highest-rated content type in the study.
“People want to know what’s happening in the world.”Especially during wartime, there is an urgent need for information that directly impacts people’s lives and safety:“What will happen to my life? Will a bomb fall on me tomorrow?”
News related to socially important issues, crime, traffic accidents, and emergencies has always drawn attention.
“Information from frontline or occupied territories, or news for internally displaced people — for example, updates about Donetsk — can get 100,000 views,” said one respondent.
“Short news and video content have become the foundation of our content strategies,” one participant explained.Video also shows strong results — 66% consider it effective.
Respondents described the changing popularity of platforms: “TikTok is growing, Instagram is growing, Facebook is stable, Telegram is declining.”
Some media outlets are taking radical steps — “Focusing solely on social media and freezing the website.”
Media managers speak of constant dependency on platform changes. “We keep changing our content strategy because of the algorithms,” one respondent said, describing an endless cycle of adaptation that undermines planning stability.

The Dictate of Short Formats

Analytics or Intuition?

86.8% use the number of views as the main indicator of content success on their website.

At the same time, 64.2% rely on intuition and personal experience when selecting topics for content.

Only 56.6% of respondents use metric analysis and web analytics to make content planning decisions.

Some participants admitted to struggling with basic analytics:

“I feel like a deer in headlights when looking at new statistics,” said one media manager about working with Google Analytics.

Artificial Intelligence in Editorial Processes

AI is used in newsrooms not only for support tasks but also for key stages of content creation, such as writing, editing, and localization.

Media management tops the list of most lacking skills

This was the response of 20.8% of those surveyed.
Media outlets acknowledge a systemic issue: “It’s unlikely that many of us have people with an MBA in management.”
There is a growing recognition that “a media leader must be a full-fledged manager, not just an experienced journalist.”

Working with AI is becoming a critical competency

18.9% report a lack of relevant knowledge, although 52.8% see it as a key skill for the future.
“Everyone working in media needs to learn this and understand how it works,” one respondent said — yet no systematic training currently exists.

Understanding basic web analytics and audience measurement

18.8% say they need this knowledge.
“No one writes about how to measure audience or work with metrics,” media point out.
They call for practical training: “What should journalists know... What do these metrics mean in plain language?”

Other essential areas of knowledge that media professionals say are lacking

Legal aspects, skills in working with new technologies, team management, knowledge of marketing, monetization, SEO optimization, and the subscription-based newsroom model.

Interviewees describe a critical lack of time for professional development.
39.6% do not have a systematic approach to training due to a lack of time and resources.

“Daily work doesn’t allow me to dedicate more time,” said one editor.
Another added: “The team works multiple jobs, so there’s no time left for development.”

Those who try to organize their learning set aside minimal time slots:
“An hour or two a week at most,” or “half an hour a day for sure.”

Some rely on situational learning:
“From 10 minutes a day to a couple of hours per day or per week — it’s completely situational and depends on whether I have time.”

Time as the most scarce resource

The most effective training formats are short and practical: 64.2% prefer offline trainings, and 43.4% value case studies.
“Structured events: one specific topic plus some informal elements,” is how participants describe their ideal format.

49.1% organize training through external educational programs, but a systemic problem remains — a mismatch between available offers and actual needs.
Media outlets describe the situation: there are many free trainings, but very few that focus on monetization, AI tools, or analytics.

28.3% use mentorship, recognizing its effectiveness in transferring practical skills.
One interviewee described a structured approach: “We take two or three people and let them explore their path in media. If someone chooses video, we assign them a mentor inside the newsroom.”
The mentor “helps them learn different tools, try things out, and offer support.”
Over time, the newcomer “starts doing everything independently, and the content only goes through an approval stage.”

This approach not only helps transfer skills but also fully integrates the person into newsroom workflows.

How media professionals try to meet their training needs

“I filter things out because of the low quality of many trainings,” and“80% you already know, 20% is new” — these are typical responses from interviewees.According to media professionals, “the lack of practical case studies at conferences” reduces the value of such events.
The sharpest criticism concerns the lack of practicality:“For me, the main value isn’t in the panel content (which often feels too general), but in the opportunity to network.”As a result, networking has become more important than the educational program itself for many participants.
The long-standing tradition of free programs has created a culture of reluctance to pay for education.37.7% of respondents are not willing to pay for training, preferring free access — even when it doesn’t meet their actual needs.
At the same time, 24.5% are willing to pay for high-quality educational content, but with strict expectations:“We’re willing to pay for something unique that you can’t find in free resources,” and “It has to be genuinely practical, with a Ukrainian context.”

Criticism of Media Education

1. Financial Instability

The key factor that triggered the crisis was the halt of American funding, which media managers describe as a systemic collapse. This led to a significant contraction of the market and a forced search for new partners — the main challenge for most media outlets.
Financial instability has pushed the industry to rethink the notion of independence: instead of relying solely on grants, media organizations have started building sustainable business models.

2. The Search for a Sustainable Business Model

The staffing crisis is the next most pressing challenge. The war has led to an outflow of professionals — many have left the country or shifted to other fields.
Psychological issues such as burnout and depression have become widespread.
Hiring new employees is complicated by unrealistic expectations from candidates and shifts in workplace culture.
Many newsroom teams are forced to work multiple jobs to ensure financial stability.

4. Adaptation Through Multitasking and Process Optimization

In response to the crisis, media outlets are adopting strategies of adaptation and process optimization. Multitasking has become the most common survival strategy, with one employee performing multiple roles — although this can affect content quality.
Newsrooms are also downsizing and increasingly using artificial intelligence to streamline workflows. Budgets for honorariums and content volume are being reduced, while many organizations are shifting to remote work and engaging freelance contributors to lower fixed costs.

5. Content Strategies Under Resource Constraints

Content strategies are also shifting: media outlets are actively introducing new formats to retain audiences while working with limited resources. Short news updates and video content have become the core of content strategies, as they are the most effective formats for engaging audiences amid the dominance of short formats and social media algorithms.
Newsrooms are forced to constantly adapt to changes on digital platforms, creating instability in long-term planning.

6. Monetization as a Key Focus of Professional Development

Monetization is considered the most relevant topic for professional development by the majority of survey respondents — it ranks highest among all identified learning needs.
Other frequently mentioned topics include new content formats, financial sustainability, and editorial team development.

7. The Need for Practical Training

Many media professionals lack a systematic approach to training due to limited time and resources, while those who do engage in learning can only dedicate minimal time.
The most effective training formats are short, practical offline workshops and case studies.
A systemic issue is the mismatch between available educational programs and the real needs of media — particularly in areas such as monetization and analytics.
In many cases, networking becomes more valuable than the training program itself.

8. The Culture of Free Training

Despite the strong need for training, there is a prevailing culture of reluctance to pay for education — a result of years of free programs and limited budgets within newsrooms. Those willing to pay set high standards, demanding uniqueness, practical value, and relevance to the Ukrainian media context.

Overall, Ukrainian media are undergoing a profound transformation, where survival depends on their ability to adapt to new economic realities, develop commercial skills, and effectively use new technologies — all while addressing personnel and educational challenges.

The study "Needs and Expectations of Stakeholders in the Ukrainian Media Industry" was conducted by the NGO "Makes Sense" between April and May 2025. It involved 22 participants in in-depth interviews and 55 respondents in an online survey.

Grant Manager in Media

for those who want not just to search for donors, but to build strategic partnerships and systematically attract resources

Learn more about the course

Sales Manager in Media

for those who want to develop an advertising department — and learn to sell not reach, but value

Learn more about the course

Research Methodology

1. In-Depth InterviewsData Collection MethodIn-depth interviews lasting 60–90 minutes each, conducted:● online or by phone;● by prior arrangement with respondents;● with audio recording (with respondent consent);● using a structured interview guide.
Respondent Selection Criteria:● active professional involvement in the media industry;● at least 2 years of experience in the field;● willingness to engage in open dialogue.
Qualitative Data Analysis MethodsThematic Analysis:● familiarization with the data;● generating initial codes – identifying all questions from the interviews and summarizing responses to each;● analyzing responses to each question individually, identifying trends, approaches, standard practices, and grouping similar patterns;● validating trends and approaches against raw data, refining thematic clusters;● finalizing key thematic lines based on the analyzed responses;● integrating findings across questions to interpret core conclusions.
Content Analysis:● counting frequency of mentions of key themes;● analyzing emotional tone of statements;● selecting quotes to illustrate findings.
Sample Characteristics
Demographics:Age distribution:– 26–35 years: 55% (12 respondents)– 36–45 years: 27% (6 respondents)– 46–55 years: 14% (3 respondents)– 55+ years: 4% (1 respondent)
Gender distribution:– Women: 64% (14 respondents)– Men: 36% (8 respondents)
Geographic distribution (by place of residence):– Kyiv: 64% (14 respondents)– Regional centers: 36% (8 respondents)
Media Profile:By audience size:– Over 100,000 monthly audience: 53%– 10,000–100,000 monthly audience: 40%– Under 10,000 monthly audience: 7%
By specialization:– Specialized media: 50%– Socio-political media: 14%– Local/regional media: 36%
2. Survey on Challenges and Opportunities for Ukrainian Media Professionals (Quantitative Method)Questionnaire Structure:● Total number of questions: 23 main questions;● Completion time: 15–20 minutes.
Types of Questions:● closed questions with fixed options;● multiple choice questions;● limited-option questions (up to 3 or 5 choices);● single-choice questions.
Data Collection Procedure:● distribution channels:– direct messages to interview participants;– mailing to subscribers of NGO “Mає Сенс”;– posts in professional Telegram channels and Facebook groups;– request for peer sharing.
Technical Implementation:● Platform: Google Forms● Language: Ukrainian● Anonymity: Fully anonymous submission (optional contact information).
Data Collection Period: April 29 – May 20, 2025 (3 weeks)

Yuliia Mashuta

Digital Director at NGO “Makes Sense”

25 years of experience in media — as a journalist, editor, and technical specialist. Focused on automating editorial processes and developing educational programs for newsrooms. Holds a Master’s degree in Economics.

Natalia Holodyuk

Communications Manager at NGO “Makes Sense”

10 years of experience in media, fundraising, and implementation of grant-funded projects, as well as community-building around independent media. Holds a Bachelor's degree in Philosophy; analyst in the field of religion and information.

Oleksandra Pylypenko

Head of Media at NGO “Makes Sense”

Experienced journalist, editor, and media project manager with a strong background in quality content production, team management, and strategic media development. Holds a Specialist (Master’s) degree in Philology.

Ukrainian MediaReaches the Point of No Return

The NGO "Makes Sense" conducted a study from April 29 to May 20, 2025
"Needs and Expectations of Ukrainian Media Industry Stakeholders" and here's what it revealed: