NYT CEO Meredith Kopit Levien on AI, IP Rights, Amazon Partnerships, and YouTube’s Role in Building Reader Habits

Meredith Kopit Levien on The New York Times’ AI Strategy, Amazon Partnership, and Digital Growth

At Cannes Lions, New York Times CEO Meredith Kopit Levien shared clear insights on the company’s approach to artificial intelligence, intellectual property, and digital platforms. Her remarks outlined strategic priorities focused on sustainable growth and maintaining journalistic integrity.

AI and Intellectual Property: Protecting Value

Levien emphasized that The Times views its content not merely as data, but as intellectual property (IP) with commercial value. This perspective underpins the company’s legal actions, including lawsuits against OpenAI and Microsoft for using its content in AI models without permission.

In contrast, The Times has established a licensing agreement with Amazon that Levien described as sustainable and protective. Though she did not disclose financial details, the deal ensures Times journalism is integrated across various Amazon products with terms that respect the company’s control over its content.

“You call it data—I call it IP,” Levien said, highlighting the importance of fair value exchange in an ecosystem largely shaped by big tech companies.

Deliberate Pace on Digital Innovation

Addressing criticism about The Times’ pace compared to digital-native media, Levien explained that their approach is intentional and focused on long-term results. She contrasted The Times’ deliberate strategy with quicker moves by companies like BuzzFeed.

“We’re deliberate. We’re sharp on what we value—truth, accountability, no favor,” she said. The Times’ investments in web and app platforms, direct-to-consumer distribution, and subscriptions reflect a commitment to decisions that pay off over 15 years.

Expanding Platform Presence with Purpose

While the company was late to platforms like TikTok and cautious with video, Levien confirmed a more intentional push on YouTube, especially with opinion content. She mentioned The Ezra Klein Show as an example, where episodes on YouTube aim to convert viewers into subscribers.

Reader engagement across diverse formats—from investigative stories to interactive content like lists and games—is seen as beneficial to business. The subscription model depends on building habits, and that means meeting readers wherever their curiosity leads, not just chasing raw audience numbers.

“We don’t chase audiences, we meet curious people everywhere,” Levien said, emphasizing depth and loyalty over reach.

Adversarial Journalism and Business Success

When asked about the impact of adversarial journalism on business, Levien firmly stated that holding power accountable remains central to The Times’ value. She rejected the notion that adversarial reporting harms commercial success.

“The role of the press is to hold power to account,” she said. “Sometimes that might feel adversarial, but that’s not the point. Holding power to account in a way that’s useful to society is the point.”

Summary for Strategy Leaders

• Intellectual property is key: Treating content as IP, not just data, guides The Times’ AI negotiations and legal actions.
• Long-term focus: Strategic patience and investment in core values and platforms support sustainable growth.
• Platform strategy: Selective engagement on emerging platforms aims to build subscription habits, not just audience size.
• Editorial integrity: Maintaining rigorous, accountability-driven journalism is seen as essential to business success.

For executives shaping strategy, The Times offers a clear example of balancing innovation with core principles—a model of how media companies can create lasting value amid technological change.