At first glance, audio can look like a simple distribution change—hit play instead of turning pages. But the moment stories move into commutes, workouts, and daily routines, attention behaves differently, and narrative craft has to adjust with it.

In this interview, Carlo Carrenho connects the dots between listening habits and how books are written, between “translation” and real localization through packaging, platforms, discovery, expectations, and between technology and the human work that still makes international growth possible: curiosity, travel, relationships, and humility. He also argues that AI’s most disruptive effect may not be moving English outward, but enabling smaller linguistic ecosystems to travel into major languages—and reshaping what global audiences get to hear.

The question is no longer whether audio can cross borders—but who will learn the cultural and operational rules fast enough to lead the next wave.

When you look at the rapid development of audio consumption: how does listening—rather than reading—change the way we consume stories?

Listening is fundamentally different from reading as a way of consuming stories. That’s not to say listening doesn’t qualify as reading—it does—but it is a distinct cognitive and experiential mode. Audio changes not only how we consume stories, but also how stories are written.

One key difference is attention. Audio is typically consumed while doing something else—commuting, exercising, cooking—so listeners are more exposed to distractions. In print, an author can place a crucial twist in a single word or sentence, trusting the reader’s full attention. In audio, that same device becomes riskier, because the listener might miss it. As a result, storytelling in audio often requires clearer narrative anchoring and a more accessible structure.

This also influences what kinds of content thrive in audio. Fiction—especially genre fiction such as thrillers, romance, and narrative-driven novels—performs extremely well because it tolerates intermittent attention while still delivering immersion. By contrast, dense nonfiction requires sustained concentration that is harder to maintain in an audio context.

Perhaps the most profound shift, however, is in creation. In mature audiobook markets such as Sweden, where audiobooks represented around 62 % of book unit sales and 54 % of fiction revenues in 2024, authors increasingly write with audio in mind. Complex narrative structures with many characters or abrupt shifts are harder to produce and follow in audio. As a result, authors may adapt their writing toward greater clarity and continuity. If Gabriel García Márquez were a Swedish author today, his “One Hundred Years of Solitude” would likely have far fewer characters.

What is the best way to localize content beyond language?

The best way to localize content beyond language is to truly understand the market you are entering. With improving AI translation—and narration—it is very easy to fall into the trap of believing that all you need to do is publish foreign-language versions of your titles. Translation, whether human or AI, however, is only one layer of localization. Success depends on whether the content aligns with the cultural and commercial expectations of that specific audience.

This begins with presentation. The cover design, the choice of title, and the book’s description are critical. These are often the first points of contact with readers, and they must reflect local sensibilities. What works in one country may not resonate in another, and adapting these elements helps ensure the book feels native rather than imported.

It is equally important to understand the ecosystem: who the dominant retailers and platforms are, which genres perform well, and how audiences discover content. Each market has its own dynamics and expectations.

At its core, publishing is about connecting the right books with the right readers. A good publisher finds books for their readers—not readers for their books. In an international context, this means understanding the audience first, and only then deciding which titles to introduce.

What are cultural pitfalls that publishers sometimes underestimate when internationalizing?

One of the main cultural pitfalls publishers underestimate when internationalizing is assuming that other markets function in the same way as their own. While global bestsellers travel well, cultural differences remain profound.

Most publishers are exporting midlist or culturally specific works, and success depends heavily on local context. Smaller markets tend to understand global trends out of necessity, while larger markets can underestimate the importance of adapting to smaller or foreign markets.

Successful internationalization requires humility. Each market has its own cultural logic, and understanding it is essential.

Where do the biggest opportunities for innovation in internationalization lie right now?

Much of the conversation around innovation focuses on how AI translation and AI narration make it easier to bring content from large languages into smaller ones. While that is true, the most important opportunity lies in the opposite direction.

For the first time, smaller publishers—from regions such as the Baltics, the Balkans, or parts of Africa—can realistically bring their content into major global languages like English, Spanish, German, or French. Historically, this was economically unfeasible. AI is now lowering that barrier dramatically.

This creates a structural shift. Audiences in smaller markets have long been exposed to content from dominant cultures, but audiences in larger markets have had limited exposure to stories from smaller linguistic ecosystems. AI now enables these stories to travel outward, allowing publishers from smaller markets to reach global audiences.

Another major opportunity lies in expanding toward Asia. Markets such as China, Japan, India, Indonesia, and the Philippines represent enormous and rather untouched opportunities for international audio content. These markets have large populations and rapidly growing digital consumption, yet many Western publishers have not fully engaged with them.

What competencies do publishers need for a holistic international strategy?

Publishers must understand that markets differ culturally and behaviorally. This requires travel, direct engagement, and listening to local partners and audiences.

Humility is essential. Publishers must listen more than speak and adapt strategies to local realities. International publishing is built on relationships, cultural awareness, and curiosity.

What does an optimally functioning partnership between a digital distributor and a traditional publishing house look like today?

An optimally functioning partnership rests on two equally essential pillars: human collaboration and technological excellence.

On the human side, strong relationships, communication, and shared strategic thinking are critical. Distributors and publishers need to actively engage with each other—discussing release strategies, identifying opportunities, analyzing performance, and developing new ideas together. Publishing remains a creative and strategic business, and technology cannot replace trust, dialogue, and shared strategic thinking.

At the same time, technological infrastructure must be frictionless. Content ingestion, distribution, and reporting should function efficiently, allowing publishers to scale and operate globally. Automation and AI have dramatically improved speed and efficiency.

But technology alone is not enough. Even the most advanced platform cannot replace strategic guidance and human responsiveness. Conversely, strong relationships without efficient technology cannot scale.

The most effective partnerships combine both: strong human collaboration and high-performance technological infrastructure.

Which specific skills or mindsets must the next generation of media leaders possess?

One of the most critical skills media leaders must develop is the ability to understand and use AI effectively and responsibly. Publishing is fundamentally a language-based industry, and AI directly affects the core product itself.

AI improves efficiency, planning, and workflows—but it also transforms translation, narration, editing, and content creation. This makes its impact deeper than in many other industries.

Future leaders must develop both technical familiarity and strategic understanding of AI. They need to integrate it into workflows, use it to expand international reach, and leverage it in a strategic and intelligent way to remain competitive.