Looking to compete with digital media, Time Inc. will phase out the ‘publisher’ position

API reporting:

You might have heard: Earlier this month, Time Inc. announced “major” executive level changes (Advertising Age), reorganizing its leadership as it looks for “something of a resurgence” (New York Times)

But did you know: The job title “publisher” will soon no longer exist at Time Inc., Keith J. Kelly reports. Instead of publishers, Time Inc. will be divided into four groups, each with an editorial director who will “be charged with finding new ways to work together to grow our audience and our business across brands.” Those four groups include news, sports, lifestyle, and celebrity, entertainment and style. Kelly writes that with the change, Time Inc. is betting that phasing out the “publisher” role will make it easier to compete in the digital media world, without eroding the print base that’s still essential to its revenue.

https://www.americanpressinstitute.org/need-to-know/off-the-top/looking-compete-digital-media-time-inc-will-phase-publisher-position/?utm_source=API+Need+to+Know+newsletter&utm_campaign=de7490d456-Need_to_Know_August_26_20168_26_2016&utm_medium=email&utm_term=0_e3bf78af04-de7490d456-31701933

Chasing page views with values in Christian Science Monitor

NiemannLabs reporting on a research paper by Jonathan Groves and Carrie Brown-Smith of the University of Memphis. They’ve been spending a lot of time in the newsroom of the Christian Science Monitor to observe its transition from a daily print newspaper to a web-first newsroom with a weekly print edition. That transition required shifts in operations, in culture, and in the kind of journalism the Monitor produces.

"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.
Since October 2009, we have immersed ourselves in the Christian Science Monitor as it took the “web-first” mantra beyond platitudes and abandoned its daily print edition.
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