The New York Times Innovation Reportvineri, mai 16th, 2014
In the coming years The New York Times needs to accelerate this transition from a newspaper that also produces a rich and impressive digital report to a digital publication that also produces a rich and impressive newspaper. This is not a matter of semantics. It is a critical difficult and at times painful transformation that will require us to rethink much what we do every day.
Our leaders know this and we have taken steps in these directions. But it has become increasingly clear that we are not moving with enough urgency. This may be the single most important long-term challenge facing the newsroom and its leaders.
There are factors that, understandably, slow this tricky transition. More than three quarters of our advertising and subscription revenue still comes from the newspaper, and most of our employees have spent their careers building skills to succeed in print. But the huge majority of our readers are digital, and this represents our single biggest opportunity for growth.
As a business, this is an extremely difficult balancing act. It is just as tricky for the newsroom. The experience of putting out the newspaper informs almost every element of how we do our jobs, from the people we hire to how they work to what they produce. These assumptions — based on the newspaper’s fixed dimensions and hard deadlines — are so baked into our days that it is easy to overlook their artificial limitations or the new possibilities we could embrace.
This entry was posted on vineri, mai 16th, 2014 at 07:36 and is filed under Media. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.