"We’ve seen a flood of innovations over the past few years in journalism on the web: from technology and the delivery of news to new forms of storytelling and reporting. But making those innovations happen has been neither fast nor easy. How do you manage meaningful change that sticks? That question drives our research.
It was a difficult, wrenching process for many journalists used to the rhythm of the daily newspaper and concerned about the fate of the Monitor’s serious take on the news of the day. But the lessons learned along the way are valuable for any legacy news organization.
Like many newspapers, the Monitor faced a critical moment in 2008. Its national circulation had plummeted from 220,000 in 1970 to 52,000. Revenue was dwindling. And its owner, the First Church of Christ, Scientist, told newsroom managers the paper’s $12 million annual subsidy would be slashed to $4 million in five years. Such moments are fear-inducing and disruptive. They are also opportunities for meaningful change.
Monitor editor John Yemma and publisher Jonathan Wells developed a plan: Remove the shackles of the daily print edition, increase pageviews, and aggressively pursue online advertising. The paper also maintained a weekly print edition that allowed it to continue doing some longer-form journalism.
They set a clear five-year newsroom target: Drive pageviews from 3 million per month to 25 million. And they reached it.
http://www.niemanlab.org/2011/04/chasing-pageviews-with-values-how-the-christian-science-monitor-has-adjusted-to-a-web-first-seod-world/?utm_source=Daily+Lab+email+list&utm_campaign=c2820bb52d-DAILY_EMAIL&utm_medium=email
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