Future of Media
How might we design for the future where social media ceases to exist?
Overview
Background
The British Broadcasting Corporation (BBC) is one of the world’s most respected public service broadcasters, known for its commitment to impartial journalism, educational programming, and cultural enrichment. Founded in 1922, the BBC has played a central role in shaping the media landscape in the UK and globally.
Its funding model, primarily supported by a television license fee paid by UK households, has enabled it to operate independently of commercial pressures and political influence.
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However, the media industry is undergoing rapid transformation. The rise of global streaming giants like Netflix, Amazon Prime Video, and Disney+ has disrupted traditional broadcasting models, shifting audience expectations toward on-demand, personalized content. Social media platforms further fragment attention and redefine how news and entertainment are consumed, especially among younger demographics.
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In response, the BBC has invested in digital innovation, expanding its streaming service BBC iPlayer and creating content tailored to online audiences. Despite these efforts, it faces mounting pressure to remain competitive, relevant, and financially sustainable in a landscape dominated by commercial platforms with vast resources and global reach.
Problem Statement
How Might We reimagine the BBC’s role in a rapidly evolving media landscape by innovating its digital offerings and exploring sustainable funding models, while preserving its public service mission and audience trust?
Process
To envision the future of media and the BBC’s evolving role within it, we employed a structured futuring methodology that combined strategic foresight tools with trend analysis. The process unfolded in the following stages:
1. Trend Identification and Industry Scanning:
We began by using the STEEPLE framework (Social, Technological, Economic, Environmental, Political, Legal, and Ethical) to gain a comprehensive understanding of the macro forces shaping the media industry. This helped identify key drivers of change and emerging trends.


In the image- STEEPLE analysis and information/trends gathering
2. Environmental Screening
This was followed by an environmental screening to assess how these external changes could impact the BBC specifically. This step helped isolate the most relevant factors influencing the organization’s future, such as shifts in audience behavior, regulatory changes, and technological disruption.
In the image- Horizon scanning activity to understand the consequences of environmental trends on media.
3. Foresight and Trend Extrapolation
Using a foresight model, we explored the implications of identified trends—particularly the rise of social media and content creation. This allowed us to connect current developments with potential long-term impacts on how media is produced, distributed, and consumed.
In the image- An example of Futuring Process, applied to extrapolate how a trend will unfold itself and understand the implications.
In the image- Applied the foresight model to formulate the strategy for the future scenarios.
Emerging trend of content creation & Creator Economy
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Content creation involves producing and sharing information, entertainment, or educational material across various platforms—blogs, videos, podcasts, social media, newsletters, and more.
Many creators, who grew tired of the inscrutable social media algorithms started hosting their content on their own website, became founders, built teams and assembled tools that help them start their businesses so they can focus on their creative endeavours.
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The creators soon will be regaining their financial control. Creator economy attracted over $1.3bn funding the previous year but the major share went to the publishing plat- forms rather than creators. Platforms that fail to offer monetization options stand to lose their creators.
4. Scenario Building with the Future Cone

To explore a range of possible futures, we applied the Future Cone model, mapping out probable, plausible, and wildcard scenarios. This approach enabled us to think beyond linear projections and consider disruptive possibilities.
In the image- Future Cone model to understand the possible, plausible , possible and probable futures of social media
The final recommendation to BBC was based in a world where social media no longer existed. BBC then invested in developing a shopping centre-esqe platform for people to consume content. 

Scenario- 
In this futuristic world, life on the internet has gone sideways. Targeted advertisements went a step too far and have ignored people’s needs. Now the newsfeed consists of all the main subjects mentioned in a conversation you have with your friend. The search button has not been used in a while. Creators suffered a lot in this makeover. Their businesses started to fail as less people visited their profiles.
Fitness instructors lost the audience as no one talked about wellness with their friends. During summer, photographers got more people subscribing to their content as people were looking for new places to explore. This creator centre was created to tackle this issue. It brought attention to all the creators who signed up to this service. It provided them a fair chance to exhibit their work.
In the image- An eco-system map of the future platform for content creators
In the image- System map of the platform for content creators.