Why did you decide to focus on this project?
FairPlanet had the goal of addressing a key internal challenge: the need for strategic clarity. While the organisation had a strong mission and global network, it lacked an articulated theory of change, stakeholder insights, and a clear framework for understanding how its activities drive long-term impact. The project aimed to test core hypotheses about FairPlanet’s mission, value proposition, and role within the media ecosystem – ultimately helping the team refocus its strategy and strengthen the organisation’s future sustainability.
How did applying design thinking principles help?
Design thinking played a central role at every stage of the project. Systemic design workshops provided the space to step back from day-to-day operations and examine FairPlanet’s mission in a structured way, translating abstract goals into concrete research questions and strategic frameworks. Hypothesis-driven interviews helped challenge assumptions, while iterative evidence gathering allowed the theory of change to develop as a prototype rather than a fixed document. These methodologies grounded the entire process in stakeholder needs and ensured the resulting strategy reflected real-world insights rather than internal intuition.
Did your approach change engagement with your audience in any way?
While the project did not directly involve audience-facing activities, the research improved understanding of audience expectations and how readers engage with FairPlanet’s work. The interviews and surveys brought clearer insight into the types of stories, formats, and support structures stakeholders value most. In the long term, these findings will strengthen audience engagement by informing editorial focus, website improvements, and new partnership models.
What challenges did you encounter and how did you address them?
The most significant challenge was the project’s initial scope. FairPlanet originally planned to conduct full stakeholder research and test new website wireframes, but this proved too ambitious. By week three, the team narrowed its focus to two core questions: how FairPlanet creates systemic change and what stakeholders need from the organisation.
Additional challenges included scheduling difficulties due to summer travel, interview question refinement, and time-intensive synthesis, since integrating insights from multiple stakeholder groups demanded more analysis time than expected. The team responded by tightening scope, revising their research instruments midstream, and using phased milestones to maintain momentum.
How was your project received by your audience?
While the project was not public-facing, it strengthened relationships with external stakeholders. Interviews with journalists, publishers, and funders opened new collaboration pathways – including interest in future co-publishing projects. Participants expressed appreciation for FairPlanet’s commitment to listening and refining its mission, which helped reinforce the organisation’s credibility in the independent media space.
What insights or lessons did you gain from this project?
The team learned that projects of this nature take significantly longer than expected, particularly the process of synthesizing multi-stakeholder insights into a coherent strategy. Another key lesson was the importance of narrowing scope early and ensuring milestones are manageable. FairPlanet also recognized the value of combining qualitative depth with quantitative breadth, and the need to tag and organise data continuously rather than waiting until the end. Finally, the process confirmed that website navigation and other surface-level issues often signal deeper strategic challenges – meaning that solving root causes is more important than quickly addressing symptoms.
What do you plan on doing next?
FairPlanet will complete and publish its comprehensive research report, sharing findings with interview participants, partners, and the wider media community. The team also presented its work at the Media Innovation Summit in Prague, seeking further feedback and discussion. Internally, the results will inform 2026 planning across editorial, business development, and partnership strategy. FairPlanet will use the research as a foundation for targeted fundraising, especially for initiatives validated through the project, such as website improvements and professional development workshops for early-career journalists.
What advice would you give to other journalists or organisations considering a similar path?
FairPlanet advises combining qualitative interviews with broader surveys, as the two methods reinforce each other and provide a richer understanding of stakeholder needs. Setting clear scope boundaries early, over-recruiting interviewees, and building time for synthesis into the project plan can help avoid delays. Above all, treat research as a relationship-building tool – engaging stakeholders openly can create unexpected opportunities for collaboration and long-term partnerships.
Credit: Transitions, Journalismfund Europe's partner for implementing the Microgrants for Small Newsrooms programme, produced this case study.
