First: So much of the digital work of The New York Times is so damned good, despite all the roadblocks detailed here. Take those barriers away and think what they could do.
And second: While it was a group effort — full list on page 3 here — the leader of this committee was Arthur Gregg Sulzberger, the publisher’s son and the presumed heir to the throne, either when his father retires in a few years or sometime thereafter. His involvement in this report shows that he understands the issues facing the institution. That speaks well for the Times’ future.
What readers see as innovation at the Times — graphics and interactives — is not reflected internally, in terms of workflow
We’ve abdicated completely the role of strategy,’ said one masthead editor. ‘We just don’t do strategy. The newsroom is really being dragged behind the galloping horse of the business side.
the vast majority of our content is still published late in the evening, but our digital traffic is busiest early in the morning. We aim ambitious stories for Sunday because it is our largest print readership, but weekends are slowest online
If we had more of a digital-first approach, we would have developed in advance an hour-by-hour plan to expand our package of related content in order to keep readers on our site longer, and attract new ones.
Instead of running mobile on autopilot, we need to view the platform as an experience that demands its own quality control and creativity.