By Tosca Santoso, MDIF coach
This independent news agency, operating for nearly seven decades in Pakistan, is like a car with a new engine. Pakistan Press International (PPI) is undergoing rapid and fundamental transformation, from its working methods to its business model. The new generation of management at the organization has chosen the use of Artificial Intelligence (AI) as a disruptive factor to improve editorial processes, accelerate workflow and drastically increase production volume.
Sana Ali, the third-generation leader of PPI, said her organization had long operated manually. But two years ago, PPI began experimenting with AI to accelerate news production, starting with stock market news. News from the stock exchange is typically simple and formatted to a standard. But speed is crucial, as it must be released the same day. Sana Ali and her team first tried using Chat GPT and Gemini; and then, with the help of an AI company, created their own tools to meet their needs.
“A news agency like PPI has to process high volumes of content, but manual methods simply can’t handle it,” Sana said. AI transformed that challenge into tangible results. Currently, PPI produces more than 40,000 news stories per month. A tenfold increase compared to before the use of AI.
News agencies like PPI rely on revenue from subscribers: media outlets or databases that utilize their news reports or photos. The business model is B2B. Media subscribers pay a fixed fee, regardless of the amount of content they use. Recently, it has been very difficult to increase revenue from media outlets. Meanwhile, revenue from databases depends on the amount of content they use. Therefore, PPI’s increased news volume has massively increased its database revenue, by around 600%.
Having successfully used AI for stock market news, PPI is now expanding to other coverage. Other news items, such as weather and sports, are also suitable to be optimized with AI. PPI produces news reports in two languages: Urdu and English. Of course, AI can now simplify translation. AI also helps PPI tag photo documentation, one of its organizational assets. But PPI’s greatest assets are its credibility and network. They won’t risk their credibility in a trial run using AI.
Ultimately, the journalist is responsible for the story. AI only assists in the production process; it does not replace the ethical role of journalists. That’s why, before starting the AI trial, Sana prioritized the creation of a Standard Operating Procedure. This ensured that everyone involved understood that AI was just a tool and how to use it. The process was inclusive, through trial and error, until AI became a vital part of PPI’s current work processes. “We maintain a human role in supervision to improve quality,” Sana explained.
PPI is supported by 20 staff at the headquarters in Karachi and more than 100 correspondents across Pakistan. Its network of correspondents and media clients is its strength. PPI has previously operated in a B2B business model. However, the changing media landscape, with the emergence of various digital platforms, now offers a B2C business opportunity. PPI’s content can attract a direct audience and, therefore, PPI’s management plans to experiment with social media platforms. In this regard, AI and a Content Management System (CMS) will again be crucial.
For example, there needs to be a way to separate content presented on social media platforms from that distributed to national subscribers, newspapers and television stations. These media outlets will naturally lose interest if PPI’s content has already been published on their social media platforms. PPI will need to differentiate. It will ensure that existing customers continue to receive exclusive content, while its social media platforms attract a direct audience. In 2026, PPI will explore social media platforms like Facebook, YouTube, Instagram and TikTok to reach audiences directly. This will also increase new revenue streams. PPI will expand its product offerings to video. This format is well-suited for social media platforms and is in demand by younger audiences.
PPI has been strong in producing text and photos which are used daily by Pakistani national media. The addition of video services will enhance PPI’s standing with its customers. “Video will fill a gap in customer demand,” said Sana. While revenue from existing customers is difficult to increase, they are key customers who have supported PPI for years. Loyalty is a key part of PPI’s history.
Now, a new chapter is underway: PPI Digital. With very different elements than the old PPI. There’s AI, a CMS and video production. The business model has also transformed from solely B2B, to B2B and B2C. But one thing remains timeless: credibility. PPI has endured a long history, surviving various political upheavals in Pakistan, thanks to the public’s trust in its news, and that is an asset that this media is determined to protect.
This essay is part of a series highlighting the journeys of independent media organizations supported through MDIF’s media business capacity-building program across South and Southeast Asia, as they experiment with business models, strengthen resilience, and adapt to challenging environments. Together, these stories contribute to a broader exploration of sustainability and innovation in independent media, which will be compiled into a full report following the release of the series.