Tag Archives: Boston Globe

The Globe’s Catholic website gets a name: Crux

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The Boston Globe’s Catholic website will be called Crux, according to an announcement the paper posted a little while ago. Also, Globe editor Brian McGrory and Crux editor Teresa Hanafin talk about Margery Eagan’s role as the site’s spirituality columnist.

According to the announcement, “In her column for Crux, Eagan will explore issues of spirituality, contemplation, and devotion, drawing on her personal experience with her Catholic faith, as well as that of other Catholics and those of various religious traditions.”

Earlier: “Boston Globe Edges Closer To Launching Catholic Site And Moving Downtown” (WGBHNews.org)

Eagan leaves Herald, will write for Globe’s Catholic site

Margery Eagan

Margery Eagan

Longtime Boston Herald columnist Margery Eagan has left the paper and will write for The Boston Globe’s Catholic website when it debuts later this summer. Eagan is a colleague at WGBH, where she cohosts “Boston Public Radio” with Jim Braude.

“I’ll be joining the Catholic site when it begins,” Eagan tells me by email. “And I am thrilled.”

Eagan has been one of the Herald’s signature columnists for quite a few years; here is her most recent effort. This is a big loss for the local tabloid — a day after the paper announced it had hired Kimberly Atkins to be its first full-time Washington reporter in a decade.

Globe executive announces digital moves

This email to Boston Globe and Boston.com employees was sent out a little while ago by Andrew Perlmutter, executive vice president of Boston Globe Media Partners. A source passed it along to Media Nation. The main news here seems to be that David Skok continues his rise on the Globe digital side and that the company is still in ramp-up mode with the new Boston.com. Interesting stuff if you geek out on these things, as I do.

Colleagues —

From launching Boston.com during the early days of the Internet to developing a responsively designed BostonGlobe.com in 2011, digital innovation and success have always been in our DNA here at Boston Globe Media. At the heart of this success lies the ability to evolve our products over time alongside new trends in digital consumption.

With the consumer web transforming faster than ever before, we must evolve again. In this phase in our evolution, we aim to become a world-class digital product operation. We must continue to produce great digital journalism. That is a given. But like the best web product companies today, we must also develop the ability to build and iterate products with great creativity, discipline, and efficiency. This requires a re-imagination of everything from the structure of the organization to our strategy for identifying and developing new content areas.

Luckily, we pursue this next phase with an incredibly strong foundation, anchored by our three core businesses: Boston.com, BostonGlobe.com, and our Digital Marketplaces. Because each business has the potential for independent growth, the initial step in our evolution is to build excellent, standalone digital product operations for all three properties. Great leadership and a top-notch talent base form the core of this strategy. With that as context, it is my pleasure to make some important personnel announcements.

First, I would like to formally announce that David Skok has, as part of his role as the Globe newsroom’s digital leader, taken the helm at BostonGlobe.com. David came to The Globe in early January and has been in the lead on BG.com since early April. An incredibly strong editorial and product leader, David comes to The Globe from Shaw Communications, where he ran the Global News’ website, Canada’s leading news organization. Additionally, Lauren Shea has joined the BG.com team as Product Director. Lauren comes to us from Arnold Worldwide and brings years of digital product expertise.

Second, I would like to announce that Corey Gottlieb and Angus Durocher will take over Boston.com and our Online Marketplace businesses as Executive Directors of Digital Strategy and Operations. Corey has spent five years building cutting edge digital media experiences at MLB Advanced Media. Meanwhile, Angus has over 15 years of consumer web experience, including leading and managing the front-end engineering team at YouTube for 5 years (both pre and post Google acquisition). With their remarkable combination of product, engineering, content, and marketing leadership skills, Boston.com and the Online Marketplace businesses are in great hands. In this updated structure, Corey will be responsible for Marketing, Content, and Business while Angus will oversee Technology and Design. And they will jointly guide our Product efforts.

Several other very talented individuals have also joined our digital operation recently. On the Boston.com editorial side, Adam Vacarro has joined us from Inc. Magazine while Sara Morrison and Eric Levenson have both come over from The Atlantic Wire. Please welcome them to the organization.

It is very exciting to bring these talented individuals to the organization. And this is just the beginning. Our leadership teams are building high-growth strategic roadmaps for their respective businesses, and we will continue to bring in top-tier talent to help us grow. In other words, the future looks very bright for us. We have a lot to accomplish and many challenges to overcome, but I know we are building the team to do it.

Here we go.

Andrew

Update. And now we learn that Laura Amico, the cofounder of Homicide Watch, will be joining BostonGlobe.com as news editor for multimedia and data projects. This is a huge move (disclosure: Laura and her husband and journalistic partner, Chris Amico, have worked with us at Northeastern) as well as a very smart one.

Still more. Here’s the announcement from David Skok:

I’m thrilled to announce that Laura Amico, the founder of Homicide Watch, will be joining the Globe newsroom to take on the new position of News Editor, Multimedia and Data Projects.

Without exaggeration, I can say that Laura is a bit of a rockstar and a trailblazer in the digital journalism community. She was both the first Nieman-Berkman Fellow in Journalism Innovation at Harvard and the first MJ Bear fellow through the Online News Association. She also teaches at Northeastern University and is the editor of WBUR’s Learning Lab.

Reporting to Jason Tuohey, Laura will oversee our talented data team along with our new metro producer, Andy Rosen.

Having someone of Laura’s pedigree to help push our creative efforts on story-centric journalism is a tremendous coup.  While Laura is most well-known for building the Homicide Watch platform, in our conversations, I’ve found that she possesses an intrinsic understanding of how to engage digital audiences in unique, purpose-driven, community journalism.

Laura understands that we’ve already had some great success with immersive multimedia reporting projects, most recently with Maria Sacchetti and Jessica Rinaldi’s ‘Unforgiven,’ the year-long Spotlight ‘Shadow Campus’ investigation, and the Filipov, Wen, Jacob’s triumvirate on the ‘Fall of the House of Tsarnaev.’ I’m confident that Laura’s diversity of thought will take us in new, extraordinary directions.

Laura (@LauraNorton) will join the Globe newsroom in late August.

— David

Your must-read on the Probation Department case

As you may have heard, former state Probation Department commissioner John O’Brien and two underlings have been convicted in federal court of charges related to patronage.

In Massachusetts Lawyers Weekly, Harvey Silverglate and his legal assistant Daniel Schneider criticize U.S. Attorney Carmen Ortiz and other officials for transforming behavior they don’t like — behavior that, to be sure, was grotesquely corrupt — into a federal crime, even though patronage is perfectly legal under state law. (No, neither Silverglate, Schneider nor I am impressed that this was done via a legal theory criminalizing the system O’Brien used to facilitate the patronage rather than the patronage itself.)

More broadly, Silverglate explained how it’s done in his 2009 book “Three Felonies a Day: How the Feds Target the Innocent,” which I wrote about for The Guardian. As for Ortiz, she recently won her third consecutive New England Muzzle Award, now hosted by WGBHNews.org.

More: Even though I join Silverglate and Schneider in believing the legal case was dubious, the facts that were unearthed would make a jackal puke. Kudos to The Boston Globe for exposing this violation of the public trust.

Globe’s Catholic site, downtown move are getting closer

Published previously at WGBHNews.org

John Henry’s vision for The Boston Globe is slipping more and more into focus, as the paper is edging closer to launching its website covering Catholicism and moving from Dorchester to downtown Boston.

The Catholic site will include three reporters and a Web producer, according to an announcement by Teresa Hanafin, the longtime Globe veteran who will edit the project. Look for it to debut in September.

In addition to John Allen, who’s been covering the Church for the Globe since being lured away from the National Catholic Reporter earlier this year, the team will comprise Ines San Martin, an Argentinian journalist who will report from the Vatican; Michael O’Loughlin, a Yale Divinity School graduate who will be the site’s national reporter; and Web producer Christina Reinwald.

Unlike the Globe’s new print-oriented Friday Capital section, which covers politics, the Catholic site will be aimed both at and well beyond Boston with national and international audiences in mind. “It will have a global audience. There’s a natural audience for it,” Globe chief executive officer Mike Sheehan said in a just-published interview with CommonWealth magazine editor (and former Globe reporter) Bruce Mohl.

Because of that, Globe spokeswoman Ellen Clegg tells me, the Catholic site will be exempt from the Globe’s paywall. It will be interesting to see how Sheehan, an ad man by trade, grapples with the difficult challenge of selling enough online advertising to make it work. Although this is pure speculation, I wonder if some of the content could be repackaged in, say, a weekly print magazine supported by paid subscriptions and ads.

The relocation from Dorchester to downtown, meanwhile, has moved closer to reality. Thomas Grillo reported in the Boston Business Journal on Tuesday that John Henry has hired Colliers International to find 150,000 square feet of office space — a considerable downsizing from the 815,000 square feet in the 1950s-era Dorchester plant. The Globe’s printing operations would most likely be shifted to a facility in Millbury, which Henry kept when he recently sold the Telegram & Gazette of Worcester to a Florida chain.

One of the locations Colliers is investigating, Grillo reports, is in the Seaport District. And Sheehan, in the CommonWealth interview, says that would be his top choice: “I’d love to be in the Seaport area. If we were within walking distance of South Station, that would be ideal.”

If it happens, among the Globe’s new neighbors would be the Boston Herald, which moved to the Seaport District in 2012.

CEO Mike Sheehan says Boston Globe is profitable

Mike Sheehan

Mike Sheehan

CommonWealth magazine editor Bruce Mohl interviews Boston Globe chief executive officer Mike Sheehan in the just-posted summer issue. The most interesting takeaway is that the Globe, according to Sheehan, is currently profitable:

The Boston Globe is a profitable enterprise. I think it can be more profitable, but it’s a profitable enterprise. Look, we’re not going to run this like a hedge fund trying to raise crazy EBITDA. You could do that. You could cut. John’s [a reference to Globe owner John Henry] objective is to make the Globe sustainable, to come up with a model that makes it sustainable forever. The better we do on the revenue side, the more we’re going to pump into the content side.

I’ve heard it before, but it’s significant that the CEO would say it on the record. No specifics, though — under John Henry’s ownership, the Globe is a private company that doesn’t have to disclose its numbers.

The headline of the interview is “Mr. Sunshine,” and it fits the tone of the interview. If Sheehan was determined not to make news, then he succeeded. But it’s an interesting read, and there are some details I didn’t know about Sheehan’s longtime family relationship with editor Brian McGrory — who, Sheehan says, “was put on the face of the earth to be the editor-in-chief of The Boston Globe.”

Photo via Saint Anselm College.

The World Wide Wayback Machine

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This is pretty cool. A story I wrote for The Boston Phoenix in 1993 was used to illustrate an article in The Boston Globe on the early days of the Web.

Among the interviewees: Michelle Johnson, the first editorial manager of Boston.com, now a Boston University journalism professor; and Barry Shein, the founder of The World, the first company to provide Internet access to members of the public (me among them).

“When I started to put the public on the Internet for the first time, I got flak,” Shein tells the Globe’s Leon Neyfakh. “People thought it was illegal, because for a long time you had to be part of an approved research institution to have access to the Web. So people involved in Internet governance, such as it was … they sent me hate mail saying, ‘You can’t do this. This is not a public resource. You have no right to put people on the Internet.'”

Common sense from Dan Shaughnessy

Not a headline you see every day. In this case, though, his curmudgeonliness meets the perfect topic: the please-kill-me-now idea to bring the Olympics to Boston. No, no, no. One quibble, though, as Shaughnessy writes:

Just for kicks, I ran the Olympic idea past a Boston business tycoon — a local lifer who has dealt with all the big shots on the business and political scenes.

“The Olympics in Boston would probably finish the city off for good,” he said, calmly.

Even if the lack of attribution doesn’t bother you, I would have loved to see an explanation as to why said tycoon wouldn’t let his name be used. Is he afraid of crossing the pro-Olympics crowd? Why? That could prove more interesting than his quote.

 

Tales of two newspapers, one rising, one falling

Screen Shot 2014-06-30 at 8.32.23 AMOn the East Coast, The Washington Post is in the midst of a revival that could return the storied newspaper to its former status as a serious competitor to The New York Times for national and international news. On the West Coast, the Orange County Register is rapidly sinking into the pit from which it had only recently crawled.

The two contrasting stories are told by the Columbia Journalism Review’s Michael Meyer, who writes about the Post in the early months of the Jeff Bezos era, and Gustavo Arellano of OC Weekly, who’s been all over Aaron Kushner since his arrival as the Register’s principal owner in 2012.

First the Post, which has been the subject of considerable fascination since Amazon founder Bezos announced last August (just a few days after John Henry said he would buy The Boston Globe) that he would purchase the paper from the Graham family for $250 million.

Bezos’ vision, as best as Meyer could discern (Bezos, as is his wont, did not give him an interview), is to leave the journalists alone and work on ways to expand the Post’s digital audience across a variety of platforms. Meyer describes a meeting that Bezos held in Seattle with executive editor Marty Baron and other top managers:

Baron says he came away from the weekend in Seattle with a clear sense of what the Post’s mission would be in the coming year: It had to have “a more expansive national vision” in order to achieve the ultimate goal of substantially growing its digital audience. Baron brought this directive back to the newsroom, and the editors set about building a plan for 2014, a year managing editor Kevin Merida dubbed “the year of ambition.” At one point in the budgeting process, Bezos even admonished the leadership for not thinking big enough. “I think that we had been in the mode of sort of watching our pennies,” Baron told me. “We were just being more cautious at the beginning so he came back with an indication that we should be more ambitious.”

Among the more perplexing moves (to me at least) that the Post has made under Bezos has been to cut deals with more than 100 daily papers across the country so that paid subscribers to those papers would receive free digital access to the Post as well. Locally, the papers include the Portland Press Herald as well as Digital First Media’s papers, such as The Sun of Lowell, The Berkshire Eagle and the New Haven Register.

Journalistically, it’s a good deal for subscribers, since they get free access to a high-quality national news source. But no money changes hands. So how is it any better for the Post than simply offering a free advertiser-supported website, as it did until instituting a metered paywall last year? Meyer tells me by email that “the reason they are doing this is for customer data. A logged in, regular user is a lot more data rich than someone who just happens across your site from time to time.” He adds:

Data is the key difference between this program and just having a free website. And another key difference to my mind is psychological. The readers of partner newspapers feel like they’re being given something that would otherwise not be free. This adds value in terms of how they view their subscriptions to their home newspapers. And also adds value in terms of how they view the Post’s content. My guess is they will use the service more as a result.

And as Meyer writes in his story, “Anyone interested in seeing how consumer data might be used in the hands of Jeff Bezos can go to Amazon.com and watch the company’s algorithms try to predict their desires.”

aaron-kushner-orange-county-register-financial-crisis.9842609.87The story Gustavo Arellano tells about Aaron Kushner and the Orange County Register has become well-known in recent weeks, in large measure because of Arellano’s own coverage in the OC Weekly. Kushner has spent 2014 rapidly dismantling what he spent 2012 and 2013 building up.

As I wrote recently in The Huffington Post, it makes no sense to invest in growth unless you have enough money to wait and see how it plays out, which is clearly the case with Bezos at the Post and Henry at the Globe — and which now is clearly not the case with Kushner and the Register.

The Orange County meltdown was also the subject of an unusually nasty blog post earlier this month by Clay Shirky, who criticized Ryan Chittum of the CJR and Ken Doctor of Newsonomics and the Nieman Journalism Lab for overlooking the weaknesses in Kushner’s expansion. (Chittum and Doctor wrote detailed, thoughtful responses, and I’ve linked to both of them in the comments of a piece I wrote about the kerfuffle for WGBHNews.org.)

Arellano has gotten hold of some internal documents that make it clear that Kushner’s expansionary dreams were doomed from the start. He also paints a picture of a poisoned newsroom and offers lots of anonymous quotes to back it up.

“I wouldn’t say I got hoodwinked,” he quotes one former staff member as saying, “but it’s just another lesson of life: If it’s too good to be true, it is.”

I recently criticized Arellano for his overreliance on anonymous quotes, although I freely concede that I used them regularly when I was covering the media for The Boston Phoenix in the 1990s and the early ’00s. This time, he includes a clear explanation of why almost none of his sources would go on the record: fear of “reprisal or the endangerment of their buyout, which included a nondisclosure clause.” Given that, I think the story is stronger with the quotes than without.

Arellano writes:

In retrospect, it seems obvious Kushner set himself up for failure, like a Jenga tower depending on every precariously placed block. He installed himself as publisher despite having no previous newspaper experience. A hard paywall — his most controversial move — was erected to force readers to buy the print edition in an era when online content is king. To justify that, Kushner plunged into a hiring binge that saw the Register sign up hundreds of employees even though it didn’t have the revenue to pay them. To fund his vision, the sales department was tasked with selling all those points despite an industry-wide decline in print advertising during the past decade.

It’s a sad, ugly moment for a tale that began so optimistically. As for whether this will prove to be the end of the story — well, it sure looks that way, although Kushner insists he’s merely slowed down. After two years of hiring binges and layoffs, the launch and virtual folding of the Long Beach Register, and the inexplicably odd decision to start a Los Angeles Register to compete with the mighty Times, Kushner is clearly down to his last chance — if that.

Disruptive innovation and the future of news

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Photo via ElationPress.com.

Previously published at Medium.

Toward the end of The Innovator’s Dilemma, Clayton Christensen’s influential 1997 book about why good companies sometimes fail, he writes, “I have found that many of life’s most useful insights are often quite simple.”

Indeed, the fundamental ideas at the heart of his book are so blindingly self-evident that, in retrospect, it is hard to imagine it took a Harvard Business School professor to describe them for the first time. And that poses a problem for Jill Lepore, a Harvard historian who recently wrote a scathingly critical essay about Christensen’s theories for the New Yorker titled “The Disruption Machine.” Call it the Skeptic’s Dilemma.

Christensen offers reams of data and graphs to support his claims, but his argument is easy to understand. Companies generally succeed by improving their products, upgrading their technology, and listening to their customers — processes that are at the heart of what Christensen calls “sustaining innovations.” What destroys some of those companies are “disruptive innovations” — crude, cheap at first, attacking from below, and gradually (or not) moving up the food chain. The “innovator’s dilemma” is that companies sometimes fail not in spite of doing everything right, but because they did everything right.

Some examples of this phenomenon make it easy to understand. Kodak, focusing its efforts on improving photographic film and paper, paid no attention to digital technology (invented by one of its own engineers), which at first could not compete on quality but which later swallowed the entire industry. Manufacturers of mainframe computers like IBM could not be bothered with the minicomputer market developed by companies like Digital Equipment Corporation; and DEC, in turn, failed to adapt to the personal computer revolution led by the likes of Apple and, yes, IBM. (Christensen shows how the success of the IBM PC actually validates his ideas: the company set up a separate, autonomous division, far from the mothership, to develop its once-ubiquitous personal computer.)

Clay Christensen in 2011. Photo (cc) by Betsy Weber. Some rights reserved.

Clay Christensen in 2011. Photo (cc) by Betsy Weber. Some rights reserved.

Christensen has applied his theories to journalism as well. In 2012 he wrote a long essay for Nieman Reports in collaboration with David Skok, a Canadian journalist who was then a Nieman Fellow and is now the digital adviser to Boston Globe editor Brian McGrory, and James Allworth, a regular contributor to the Harvard Business Review. In the essay, titled “Breaking News,” they describe how Time magazine began in the 1920s as a cheaply produced aggregator, full of “rip-and-read copy from the day’s major publications,” and gradually moved up the journalistic chain by hiring reporters and producing original reportage. Today, they note, websites like the Huffington Post and BuzzFeed, which began as little more than aggregators, have begun “their march up the value network” in much the same way as Time some 90 years ago.

And though Christensen, Skok, and Allworth don’t say it explicitly, Time magazine, once a disruptive innovator and long since ensconced as a crown jewel of the quality press, is now on the ropes — cast out of the Time Warner empire, as David Carr describes it in the New York Times, with little hope of long-term survival.

***

INTO THIS SEA of obviousness sails Lepore, an award-winning historian and an accomplished journalist. I am an admirer of her 1998 book The Name of War: King Philip’s War and American Identity. Her 2010 New Yorker article on the Tea Party stands as a particularly astute, historically aware examination of a movement that waxes and wanes but that will not (as Eric Cantor recently learned) go away.

Lepore pursues two approaches in her attempted takedown of Christensen. The first is to look at The Innovator’s Dilemma as a cultural critic would, arguing that Christensen popularized a concept — “disruption” — that resonates in an era when we are all fearful of our place in an uncertain, rapidly changing economy. In the face of that uncertainty, notions such as disruption offer a possible way out, provided you can find a way to be the disruptor. She writes:

The idea of innovation is the idea of progress stripped of the aspirations of the Enlightenment, scrubbed clean of the horrors of the twentieth century, and relieved of its critics. Disruptive innovation goes further, holding out the hope of salvation against the very damnation it describes: disrupt, and you will be saved.

The second approach Lepore pursues is more daring, as she takes the fight from her turf — history and culture — to Christensen’s. According to Lepore, Christensen made some key mistakes. The disk-drive companies that were supposedly done in by disruptive innovators eating away at their businesses from below actually did quite well, she writes. And she claims that his analysis of the steel industry is flawed by his failure to take into account the effects of labor strife. “Christensen’s sources are often dubious and his logic questionable,” Lepore argues.

Jill Lepore. Publicity photo from her Harvard bio.

Jill Lepore. Publicity photo from her Harvard bio.

But Lepore saves her real venom for the dubious effects she says the cult of disruption has had on society, from financial services (“it led to a global financial crisis”) to higher education (she partly blames a book Christensen co-authored, The Innovative University, for the rise of massive open online courses, or MOOCs, of which she takes a dim view) to journalism (one of several fields, she writes, with “obligations that lie outside the realm of earnings”).

Christensen has not yet written a response; perhaps he will, perhaps he won’t. But in an interview with Drake Bennett of Bloomberg Businessweek, he asserts that it was hardly his fault if the term “disruption” has become overused and misunderstood:

I was delighted that somebody with her standing would join me in trying to bring discipline and understanding around a very useful theory. I’ve been trying to do it for 20 years. And then in a stunning reversal, she starts instead to try to discredit Clay Christensen, in a really mean way. And mean is fine, but in order to discredit me, Jill had to break all of the rules of scholarship that she accused me of breaking — in just egregious ways, truly egregious ways.

As for the “egregious” behavior of which he accuses Lepore, Christensen is especially worked up that she read The Innovator’s Dilemma, published 17 years ago, yet seems not to have read any of his subsequent books — books in which he says he continued to develop and refine his theories about disruptive innovation. He defends his data. And he explains his prediction that Apple’s iPhone would fail (a prediction mocked by Lepore) by saying that he initially thought it was a sustaining innovation that built on less expensive smartphones. Only later, he says, did he realize that it was a disruptive innovation aimed at laptops — less capable than laptops, but also cheaper and easier to carry.

“I just missed that,” he tells Bennett. “And it really helped me with the theory, because I had to figure out: Who are you disrupting?”

Christensen also refers to Lepore as “Jill” so many times that Bennett finally asks him if he knows her. His response: “I’ve never met her in my life.”

***

CHRISTENSEN’S DESCRIPTION of how his understanding of the iPhone evolved demonstrates a weakness of disruption theory: It’s far easier to explain the rise and fall of companies in terms of sustaining and disruptive innovations after the fact, when you can pick them apart and make them the subject of case studies.

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