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Why must we modify? Because our ambitions are grand: to show that there’s a digital mannequin for authentic, time-consuming, boots-on-the-floor, skilled reporting that the world wants…As Dean wrote to the newsroom, when explaining Project 2020, Make no mistake, this is the one method to protect our journalistic ambitions. To do nothing, or to be timid in imagining the long run, would mean being left behind.” There are many as soon as-mighty corporations that believed their history of success would inevitably shield them from technological change, solely to be performed in by their complacency.
At first read, the 2020 report lacks a few of the Innovation report’s self-flagellation, which might be each a reflection of it being designed for public consumption and of that confidence in the subscription-based mostly model. As the digital promoting world burns around publishers, there are few massive information retailers better positioned than the Times to survive it. It still has major development potential abroad; it is nicely positioned to skim the highest tier of native and regional newspaper audiences as those retailers decline; and one would anticipate there’s still room for growth not simply in how many digital subscribers it has but also in how much money it attracts from a large share of them.
But this report — assembled by an array of Times staffers, David Leonhardt , Tyson Evans , Marc Lacey , Tom Giratikanon , Jodi Rudoren , Karron Skog , and Jon Galinsky — offers me some confidence the Times is reshaping in a sustainable course. One motive: Unlike the Innovation report, which was in some sense a compilation of all of the things the Times was doing flawed, this report can also be a chronicling of what progress it’s already made. And 2016 will not be 2014; anyone within the Times newsroom at the moment nonetheless resistant to the concept that deep change is important for the institution’s future is someone proof against actuality.