3. Why are we changing?
• We have a strong, vibrant and highly
recognized brand
• We started the “conversation with
America” and continue it every day
• Major national consumer brands rely on
us to launch their newest products
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4. Why are we changing?
• We aren’t organized to adapt to the
changing audience demands on all
platforms
• The pace of change across our print,
.com and mobile platforms is astounding!
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8. Pace of growth in mobile
is incredible!
90M mobile impressions up 32M
and 58% since YE2009
Mobile downloads up 2.2M
and 71% since YE 2009
* 3M iPhone
*1.3M Android
*790K iPad
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9. 1. What is our content
strategy?
Building off our brand strengths…
Unwavering commitment to 1st Amendment
and watchdog journalism
Unique Content – created, acquired and
“made better” by our staff
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10. 2. What is our audience
strategy?
Change the conversation with consumers
Committed to interacting, listening, understanding
and serving our audience like never before
Unleashing our greatest potential in digital
audience growth…
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19. Where we've been … where we're going
• Newspaper Company Media Company
• PrintCentric MultiPlatform
• Organized by Departments Organized by
Teams + Verticals
• Hierarchical structure Empowered team
leaders
• Protective of turf Readily sharing resources
• Limited view of metrics Keen awareness of
metrics
• Innovative on Occasion Organized for
Innovation
• Loosely aligned on business goals Tight
alignment
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20. What it means in the newsroom
We'll focus less on print … and more on
producing content for all platforms (Web,
mobile, iPad, and other digital formats.) Print
will pick up more stories we posted first on
other platforms or a modified version of a blog
post or afternoon/evening news story.
We'll be organized around beefed up content
teams and we'll empower them (and their
team leaders) to truly take charge of their
areas of coverage, delivering the news and
enterprise to all platforms … and communicating
frequently with those on the
Distribution/Programming desk.
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21. We'll have fewer editors (i.e., managers) and
fewer edits on a story or graphic. And copy
desks will more often be the first read on a story
headed for online.
Yes, we'll still focus on unique enterprise
and visuals … but on enterprise for all
platforms, not just 1A.
We'll have a new meeting schedule and
meetings will focus on producing/planning
content for ALL platforms at a highspeed,
digital pace (as opposed to printcentric.)
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22. We'll focus on doing "fewer stories, better." On a story
like the oil spill, our content team (energy, environment)
will flood the zone and stay on top of the story 24/7 with
help from the GA desk; at the same time, that team and
our Investigative team will start looking at deeper
opportunities.
We'll focus more on the "first half hour" of a breaking
story, especially if it's on our core beats. So, if Tiger
Woods crashes his car, we throw everybody we need at
the story immediately and we beat ESPN and CNN.
… And then we'll come back aggressively, on Day 2,
and in a week or a month with a deep, investigative look
if appropriate.
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23. Copy desks (and others) will work an earlier
day. Since we'll be less focused on print
deadlines, we'll be posting (and editing stories)
all day, not for a 710 PM editorial close.
More people will post content on weekends,
on an ongoing basis but also if a breaking or
running story demands it. This would include
the GA/rewrite desk as well as the section front
managers.
And we'll do more watchdog, investigative
and database work with teams focused on
each area in addition to the beefedup content
teams.
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