Boston Globe – Page 55

Disruptive innovation and the future of news

type_cabinets — Photo via ElationPress.com.

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.

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.

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.

Continue reading “Disruptive innovation and the future of news”

Why Rupert Murdoch probably won’t buy the Herald

Published earlier at WGBHNews.org.

Here’s the answer to today’s Newspaper Jeopardy question: “Maybe, if there’s a willing buyer and seller.”

Now for the question: “With Rupert Murdoch getting out of the Boston television market, is there any chance that he would have another go with the Boston Herald?”

Following Tuesday’s announcement that Cox Media Group would acquire WFXT-TV (Channel 25) from Murdoch’s Fox Television Stations as part of a Boston-San Francisco station swap, there has been speculation as to whether Murdoch would re-enter the Boston newspaper market. Universal Hub’s Adam Gaffin raises the issue here; the Boston Business Journal’s Eric Convey, a former Herald staff member, addresses it as well. I’ve also heard from several people on Facebook.

First, the obvious: There would be no legal obstacles if Murdoch wants to buy the Herald. The FCC’s cross-ownership prohibition against a single owner controlling a TV station and a daily newspaper in the same market would no longer apply.

Now for some analysis. Murdoch is 83 years old, and though he seems remarkably active for an octogenarian, I have it on good authority that he, like all of us, is not going to live forever. Moreover, in 2013 his business interests were split, and his newspapers — which include The Wall Street Journal, The Times of London and the New York Post — are now in a separate division of the Murdoch-controlled News Corp. No longer can his lucrative broadcasting and entertainment properties be used to enhance his newspapers’ balance sheets.

Various accounts portray Murdoch as the last romantic — the only News Corp. executive who still has a soft spot for newspapers. The Herald would not be a good investment because newspapers in general are not good investments, and because it is the number-two daily in a mid-size market. Moreover, the guilty verdict handed down to former News of the World editor Andy Coulson in the British phone-hacking scandal Tuesday suggests that Murdoch may be preoccupied with other matters.

On the other hand, who knows? Herald owner Pat Purcell is a longtime friend and former lieutenant of Murdoch’s, and if Rupe wants to stage a Boston comeback, maybe Purcell could be persuaded to let it happen. Even while owning the Herald, Purcell continued to work for Murdoch, running what were once the Ottaway community papers — including the Cape Cod Times and The Standard-Times of New Bedford — from 2008 until they were sold to an affiliate of GateHouse Media last fall.

There is a storied history involving Murdoch and the Herald. Hearst’s Herald American was on the verge of collapse in 1982 when Murdoch swooped in, rescued the tabloid and infused it with new energy. Murdoch added to his Boston holdings in the late 1980s, acquiring Channel 25 and seeking a waiver from the FCC so that he could continue to own both.

One day as that story was unfolding, then-senator Ted Kennedy was making a campaign swing through suburban Burlington. As a reporter for the local daily, I was following him from stop to stop. Kennedy had just snuck an amendment into a bill to deny Rupert Murdoch the regulatory waiver he was seeking that would allow him to own both the Herald and Channel 25 (Kennedy’s amendment prohibited a similar arrangement in New York). At every stop, Herald reporter Wayne Woodlief would ask him, “Senator, why are you trying to kill the Herald?”

The episode also led Kennedy’s most caustic critic at the Herald, columnist Howie Carr, to write a particularly memorable lede: “Was it something I said, Fat Boy?” Years later, Carr remained bitter, telling me, “Ted was trying to kill the paper in order to deliver the monopoly to his friends” at The Boston Globe.

Murdoch sold Channel 25, but in the early 1990s he bought it back — and sold the Herald to Purcell, who’d been publisher of the paper, reporting to Murdoch, for much of the ’80s. It would certainly be a fascinating twist on this 30-year-plus newspaper tale if Murdoch and Purcell were to change positions once again.

A few quibbles with Clay Shirky’s ‘Nostalgia and Newspapers’

printing1_large — Gutenberg-era printing press

Published previously at WGBH News.

Five years ago Clay Shirky wrote an eloquent blog post titled “Newspapers and Thinking the Unthinkable.” His essential argument was that we were only at the very beginning of trying to figure out new models for journalism following the cataclysmic changes wrought by the Internet — like Europeans in the decades immediately following the invention of Gutenberg’s press. Along with a subsequent talk he gave at Harvard’s Shorenstein Center, Shirky helped me frame the ideas that form the foundation of “The Wired City,” my book about online community journalism.

Now Shirky has written a rant. In “Nostalgia and Newspapers,” posted on Tuesday, the New York University professor and author wants us to know that we’re not getting it fast enough — that print is dead, and anything that diverts us from the hard work of figuring out what’s next is a dangerous distraction. His targets range from Aaron Kushner and his alleged apologists to journalism-school professors who are supposedly letting their students get away with thinking that print can somehow be saved.

As always, Shirky offers a lot to think about, as he did at a recent panel discussion at WGBH. I don’t take issue with the overarching arguments he makes in “Nostalgia and Newspapers.” But I do want to offer a countervailing view on some of the particulars.

1. Good journalism schools are not print-centric: Shirky writes that he “exploded” when he was recently asked by an NYU student, in front of the class, “So how do we save print?” I assume Shirky is exaggerating his reaction for effect. It wasn’t a terrible question, and in any case there was no reason for him to embarrass a student in front of her classmates. I’m sure he didn’t.

More important, Shirky takes the view that students haven’t given up on print because no one had given it to them straight until he came along to tell them otherwise. He writes that he told the students that “print was in terminal decline and that everyone in the class needed to understand this if they were thinking of journalism as a major or a profession.” And he attributed their nostalgic views to “Adults lying to them.”

Now, I find it hard to believe that Shirky’s take on the decline of print was novel to journalism students at a progressive institution like NYU. And from what I’ve seen from my own small perch within academia, all of us are looking well beyond print. In the new issue of Nieman Reports, Jon Marcus surveys changes in journalism education (including the media innovation program for graduate students headed by my Northeastern colleague Jeff Howe that will begin this fall). Citing a recent survey by Poynter, Marcus writes that, in many cases, j-schools are actually ahead of professional newsrooms in pushing for digital change:

A recent Poynter survey — which some argue demonstrates that educators are outpacing editors in their approaches to digital innovation — underlines the divide between j-schools and newsrooms. Educators are more likely than professional journalists to believe it’s important for journalism graduates to have multimedia skills, for instance, according to the survey Poynter released in April. They are more likely to think it’s crucial for j-school grads to understand HTML and other computer languages, and how to shoot and edit video and photos, record audio, tell stories with visuals, and write for different platforms.

Could we be doing better? No doubt. But we’re already doing a lot.

2. Aaron Kushner might have been on to something. OK, I’m pushing it here. There’s no doubt that Kushner’s moves after he bought the Orange County Register in 2012 have blown up in his face — the hiring spree, the launching of new daily newspapers in Long Beach and Los Angeles, the emphasis on print. Earlier this month, it all seemed to be coming to a very bad end, though Kushner himself says he simply needs time to retrench.

But Kushner’s ideas may not have been entirely beyond the realm of reality. Over the past several decades, great newspapers have been laid low by debt-addled chains trying to squeeze every last drop of profit out of them. This long-term disinvestment has had at least as harmful an effect on the news business as the Internet-driven loss of advertising revenues. Yes, Kushner’s love of print seems — well, odd, although it’s also true that newspapers continue to derive most of their shrinking advertising revenues from print. But investing in growth, even without a clear plan (or, rather, even with an ever-changing plan), strikes me as exactly what we ought to hope news(paper) companies will do. After all, that’s what Jeff Bezos is doing at The Washington Post and John Henry at The Boston Globe. And that’s not to say there won’t be layoffs and downsizing along the way.

Shirky also mocks Ryan Chittum of the Columbia Journalism Review and Ken Doctor, a newspaper analyst and blogger who writes for the Nieman Journalism Lab, writing that they “wrote puff pieces for Kushner, because they couldn’t bear to treat him like the snake-oil salesman he is.” (Shirky does concede that Chittum offered some qualifications.)

Chittum recently disagreed with me merely for writing that he had “hailed their [Kushner’s and his business partner Eric Spitz’s] print-centric approach.” It will be interesting to see whether and how he and Doctor respond to Shirky. I’ll be watching. Chittum has already posted this.

https://twitter.com/ryanchittum/status/479251808087724033

In any case, I hardly think it was “terrible” (Shirky’s description) for Chittum and Doctor to play down their doubts given that Kushner, a smart, seemingly well-funded outsider, claimed to have a better way.

Post-publication updates. After this commentary was published at WGBH News on Wednesday, the reactions, as expected, started rolling in. First up: Chittum, who apologized for his F-bomb, though not the sentiment behind it.

https://twitter.com/ryanchittum/status/479298269538181120

Shirky responded to Chittum’s first tweet, though his blog seems to be down at the moment. (It’s now back, and here is the direct link.)

Finally, Ken Doctor wrote a long, thoughtful retort to Shirky at the Nieman Journalism Lab. (And now Shirky has posted a comment.)

Even more finally: Chittum has responded at some length in the CJR. The end?

The re-emergence of Rick Daniels

Rick Daniels, a longtime news executive who served as president of The Boston Globe and CEO of GateHouse Media News England, has been named COO of GoLocal24, which publishes a network of sites that includes GoLocalProv and GoLocalWorcester. In 2013 Daniels led an unsuccessful effort to buy the Globe from the New York Times Co.

From the announcement:

“Rick is a tremendous addition to the leadership of our team. At the helm of the Globe, Rick launched Boston.com and BostonWorks – two of the best and most highly monetized news Web products,” said Josh Fenton, Co-Founder and CEO of GoLocal24.

GoLocal24 announced in January it would be launching its third market, Portland, Oregon this summer. GoLocalPDX.com will focus on providing the highest quality investigative journalism, top-flight lifestyle content, and best in breed comprehensive news coverage.

GateHouse reportedly on verge of buying Providence Journal

GoLocalProv is reporting that GateHouse Media is on the verge of buying The Providence Journal for an estimated $50 million to $60 million. John Henry only paid $51 million for The Boston Globe if a GoLocalWorcester report that he sold the Telegram & Gazette of Worcester for $19 million is accurate (Henry paid $70 million for the Globe, the T&G and some smaller related properties).

This story is still developing. But GoLocalProv offers some insight as to why the price might be so high: lucrative printing contracts and a highly desirable downtown headquarters that could be sold and leased back.

Correction: I initially misreported the purchase price of the Globe. Apologies to Matt Drudge for the siren.

The Boston Globe doubles down on political coverage

Previously published at WGBHNews.org.

The message last night was straightforward: The Boston Globe was launching a new weekly political section, Capital, in print and online.

It was the messaging, though, that really mattered. About a hundred invited guests mingled in the lobby of the historic Paramount Theatre, elegantly restored by Emerson College, helping themselves to free food and an open bar. Owner/publisher John Henry joined the minglers, working the room like one of the politicians his reporters might write about.

And if you didn’t quite get the messaging, chief executive officer Michael Sheehan and editor Brian McGrory were there helpfully to explain.

“You can’t cut your way to success. You can only grow you way to success,” Sheehan said while introducing a panel discussion. Added McGrory in his closing remarks: “We are investing in our political coverage at a time when virtually every other paper is retreating.”

If you’re a news junkie, a political junkie or both, enjoy it. The newspaper implosion that has defined the past decade may have slowed, but it hasn’t stopped.

Some 16,200 full-time newspaper jobs disappeared between 2003 and 2012, according to the American Society of News Editors. Just this week, about 20 employees — one-fourth of editorial staff members — were let go by the Telegram & Gazette of Worcester, recently sold by Henry to Halifax Media Group of Daytona Beach, Florida. Aaron Kushner, whose print-centric approach was hailed as the salvation of the newspaper business just a year ago, is now dismantling the Orange County Register and its affiliated Southern California properties as quickly as he built them up.

The only major papers bucking this trend are Henry’s Globe and Jeff Bezos’ Washington Post, both of which are adding staff and expanding their portfolios. (The New York Times remains relatively healthy, but in recent years the ruling Sulzberger family has tended to define success by keeping cuts to a minimum.)

So what is Capital? Simply put, it’s a Friday-only section comprising features, think pieces, polling, commentary and lots of graphics. The debut consists of 12 pages, including three full-page ads — two of them advocacy messages of the sort that might not have made their way into the paper otherwise — and a smaller bank ad on the front of the section.

The lead story, by Jim O’Sullivan and Matt Viser, looks at the implications of a presidential race that is not likely to have a Massachusetts candidate for the first time since 2000. A poll (and Capital is slated to have lots of polls) suggests that Republican gubernatorial candidate Charlie Baker is making some headway, trailing Democratic contender Martha Coakley by a few points and leading Coakley’s rival Steve Grossman by a similar margin.

Among the more intriguing pieces of content is a “social networks dashboard,” put together by SocialSphere of Cambridge, which tracks conversations and the “biggest influencers” on Twitter. The print version has the highlights; online, it goes into more depth. It could use some tweaking, though. For instance, it’s fine to know that Gov. Deval Patrick is +463, but I’d like to see an explanation of what that means.

And if the Globe is looking for suggestions, I’d like to see a more outward-looking orientation, at least in the online version. There are no few links to outside content. How about a curated reading list of the best political coverage appearing elsewhere? (Online, Capital does offer some outside links in an automated feature based on Twitter called “The Talk,” which combines mostly Globe content with a little bit of offsite stuff. I’m also told that a daily newsletter to be written by political reporter Joshua Miller will include non-Globe links.)

One challenge the Globe faces is to come up with compelling content that isn’t tied to the daily news cycle. Today, for instance, the paper’s two most important political stories appear not in Capital but, rather, on the front page: more questions about Scott Brown’s dubious dealings with a Florida firearms company and insider shenanigans involving Mayor Marty Walsh’s administration and the city’s largest construction company. Of necessity, Capital will have to focus on analysis and smart step-back pieces.

During the panel discussion, political editor Cynthia Needham said that a frequent topic of conversation in the newsroom is whether the Globe’s political coverage should appeal to “insiders” or to readers “who dip in every once in a while.” For Capital to work week after week, the answer needs to be both — and then some.

But seriously — how refreshing is it to be able to write about the Globe’s latest expansion instead of the cuts and layoffs that pervade the rest of the newspaper business? We’ll remember these times. Let’s hope they last.

Globe adds staff writer to travel section

I’m told that The Boston Globe is one of the few daily newspapers that still publishes a travel section. Now it has added a staff writer. The following memo to the newsroom is by Chris Morris, the travel editor.

Chris Muther is trading one runway for another.

Chris, who has written about fashion for eight years, will be shifting into a new role this month as writer for the Travel section. He’ll bring his discriminating tastes, sharp wit, and distinctive voice to a section that hasn’t had a staffer for years. Once he gets his footing, he’ll launch a column, certain to contain his irrepressible sense of humor and become a Sunday morning must-read. He’ll tell us tales from interesting places — mostly near, occasionally far — and write the kinds of non-travel travel stories that speak to the wanderer in all of us. No doubt he’ll pack the section with personality.

Chris arrived at the Globe in 2001, being told that he would be here exactly one month, and no longer. Highlights of his tenure include strolling the streets of Boston in a Norwegian onesie and touring Coco Chanel’s Paris apartment. And while he’s covered 16 seasons of fashion week, he’s been writing about travel even longer. He went 600 feet under the sea in a mini submarine in Curacao, found that the hills were alive with music in Salzburg, and induced the wrath of a nation when he wrote about his dislike of Lisbon. Before the Globe, he was a news reporter. He lives in South Boston with his partner Alex and his cat, Admiral Jules Verne von Picklebottoms III.

Though Chris is leaving the Style beat, his fans can only hope he’ll continue to wage his one-man battle against Uggs and Crocs, both of which he’s deemed crimes against fashion. His clever prose, easy wit, and impeccable collection of men’s shirts will be sorely missed by the whole Living/Arts department.

Please join me in congratulating Chris on his new gig.

Chris Morris
Travel Editor
Boston Globe

Kushner’s latest cuts raise serious doubts about his strategy

Published earlier at The Huffington Post.

If you’re going to make an audacious bet on the future of newspapers, as Aaron Kushner did with the Orange County Register, then it stands to reason that you should have enough money in the bank to be able to wait and see how it plays out.

Kushner, unfortunately, is now slashing costs at his newspapers almost as quickly as he built them up. On Tuesday, Kushner announced that Register employees would be required to take unpaid two-week furloughs during June and July. Other cuts were announced as well. The most significant: buyouts for up to 100 employees; and one of Kushner’s startup dailies, the Long Beach Register, will more or less be folded into another, the Los Angeles Register.

Those cuts follow the elimination of some 70 jobs at the OC Register and the Press-Enterprise of Riverside in January — cuts that came not long after a year when Kushner’s papers, in a celebrated hiring spree, added 170 jobs.

Is it time to push the panic button? The estimable Ken Doctor, writing for the Nieman Journalism Lab, says yes, arguing that the latest round of cuts raise “new questions about its very viability in the year ahead.” Doctor may be right. But as I wrote at The Huffington Post earlier this year, I hope Doctor is wrong, given the promise of Kushner’s early moves.

In 2013 Kushner and his business partner, Eric Spitz, were the toast of the newspaper industry. In the Columbia Journalism Review, Ryan Chittum hailed their print-centric approach and hypothesized that being able to scoop up the Register debt-free might enable them to succeed where others — including Tribune Co. and the Journal Register Co. — had failed. “Kushner,” Chittum wrote, “had the benefit of buying Register parent Freedom Communications out of bankruptcy — after newspaper valuations had already fallen 90 percent in some cases.”

Spitz, in a cocksure interview last October with Lauren Indvik of Mashable, mocked his competitors for giving their journalism away online, insisting that he and Kushner had a better idea.

“The key decisions they made — and they were the worst decisions anyone has made in my memory — they made 20 years or so ago. They took their core product, the news, and priced it at free,” Spitz told Indvik, adding: “I think 20 years later the amount of revenue you can derive from advertising is less than they thought. But the bigger problem they created is telling your customer that your product has no value.”

Unfortunately for Spitz and Kushner, there are few signs that their strategy of pumping up their print editions (even improving the paper stock) while walling off their digital content behind relatively inflexible paywalls has paid off.

According to the Alliance for Audited Media, paid circulation at the Orange County Register for the six months ending Sept. 30, 2011, before Kushner and Spitz took charge, averaged 283,997 on Sundays and 172,942 Monday through Saturday. The sale took place in July 2012. That September, paid circulation actually rose, to 301,576 on Sundays and 175,851 the rest of the week. But in September 2013 it dropped below pre-Kushner levels, to 274,737 on Sundays and 162,894 the other six days. (I am excluding what AAM refers to as “branded editions” — mainly regional weeklies published by the Register. The numbers combine print and paid digital circulation, which, in the case of the Register, is negligible.)

Kushner is a Boston-area native who made his money in the greeting-card business. Before his move to Southern California, he tried to buy The Boston Globe and, later, nearly closed a deal to purchase the Portland Press Herald of Maine. So it’s interesting to note that Red Sox principal owner John Henry, who eventually won the sweepstakes for the Globe, has taken a very different approach from Kushner, sinking money into an online-only vertical covering innovation and technology as well as repositioning the paper’s venerable free Boston.com site as a “younger, voicier, edgier” complement to the Globe. Soon the Globe is expected to unveil an ambitious website covering the Catholic Church in the hopes of attracting a national and international audience.

Perhaps the most important difference between Henry and Kushner, though, is the depth of their pockets. There are limits to Kushner’s wealth, and those limits are becoming apparent as he attempts to make his newspaper mini-empire profitable. Henry, a billionaire investor, can afford to take the long view. In that respect, he is more like Amazon.com founder Jeff Bezos, who announced that he would buy the Washington Post just days after Henry said he would acquire the Globe.

Ryan Chittum, in his CJR piece, called Kushner’s approach “the most interesting — and important — experiment in journalism right now.” It would be easy and facile to make too much of Kushner’s woes. He may simply have gotten ahead of himself, and is now buying the time he needs to make sense of what he is building. Then again, if Ken Doctor is right, the end of this particular newspaper story may be in sight.

Tom Farragher to leave Spotlight, return to newsroom

Tom Farragher is stepping aside as the editor of The Boston Globe’s Spotlight Team. As Globe editor Brian McGrory points out, Farragher, who’ll become an associate editor, is leaving on a high note — the recently published “Shadow Campus” series, which documented dangerous housing conditions for college students who live off campus. McGrory’s full memo to the staff is below.

If we accept that all good things must come to an end, then I’ve now learned that all great things are finite as well. Tom Farragher has let me know that his eight years as editor of the Spotlight Team are enough. At his request, Tom will return to the newsroom to write high impact enterprise stories, report and help oversee projects, and contribute to our coverage of major news events, taking the well-earned title of associate editor in this new role.

Tom’s decision closes out a spectacular run in Spotlight, one which saw an ambitious expansion of the reach and scope of our elite investigative unit. Under Tom’s leadership, there were no sacred cows, no targets too big or powerful, no topics too unwieldy or complex. The results were immediate and deep — state reviews, Justice Department investigations, IRS raids, and grand jury indictments. When Tom writes (he’s a stellar wordsmith, by the way), systems change and officials are often at risk of jail.

Consider for a moment the series on the state Probation Department. The Supreme Judicial Court suspended the agency head by lunchtime the following day. Federal indictments followed state indictments, and the project provided the blueprint for the criminal trial that is unfolding in US District Court.

Consider, too, the series on Partners HealthCare. When we published, health insurance premiums were rising at more than 10 percent a year. Municipalities were laying off teachers and cops to afford coverage. Spotlight exposed the monopolistic practices of our elite hospitals, spurring a state attorney general’s review, a federal probe, and vows by Partners to hold down costs — promises that have, for the most part, been fulfilled.

The series on lenient dispositions of operating under the influence cases, which involved the laborious sifting of thousands of documents, won the Polk Award, among the most prestigious in investigative reporting. Last year’s taxi series revealed fundamental injustices in a system right in front of all of our eyes. The prison suicide series, Tom’s first, literally saved lives.

Here I’ll confide that when I took this job in January 2013, Tom let me know that he hoped to leave Spotlight within months. “I’ve stared at the ceiling for too many sleepless nights,” he said. I asked him to stay for another project, and it was one of the smartest moves I’ve ever made. The result was the recently published “Shadow Campus,” a vital, sprawling series with multiple antagonists that revealed how overreaching universities, coupled with unethical landlords, are placing college students not only in squalor, but danger. And the city agency in charge of addressing problems just isn’t up to the task. The reforms have already begun.

Tom also shared in the Globe’s 2003 Pulitzer Prize for Public Service for our investigation into clergy sexual abuse.

One more thing about Tom, especially for those who haven’t gotten to know him since he descended to the mezzanine eight years ago: Tom is a world class colleague, something to which his charges in Spotlight will readily attest. He oozes kindness. He’s utterly hilarious. He’s deeply empathetic. You’re going to like having him back upstairs.

Before he arrives, though, I’ve asked Tom to finish a couple of critical follow-ups to the off-campus housing series. Tom will then take his prominent place among the four other editors emeritus who oversaw Spotlight in the forty-plus years since it was launched – Tim Leland, Steve Kurkjian, Gerry O’Neill, and Walter Robinson.

I’ll come back to you soon with word on the next editor. More important, though, please offer Tom your congratulations, best wishes, and sincerest thanks.

Brian

John Henry sells Worcester Telegram to Florida chain

Cross-posted at WGBH News.

As a number of observers had predicted, John Henry has sold the Telegram & Gazette of Worcester to Halifax Media Group of Daytona Beach, Florida. Cuts loom. T&G reporter Shaun Sutner has the details. More here from the Globe’s Beth Healy.

I hope Henry will address the promise he made to staff members last fall that he would either sell the paper to local buyers or, if none could be found, continue to operate the paper himself.

Henry is keeping the T&G’s printing plant in Millbury, which suggests that he’s eyeing it for The Boston Globe once he sells the paper’s Morrissey Boulevard headquarters.

From the comments: Former T&G editor Harry Whitin, who headed a group that was hoping to buy the paper, writes: “I can say from personal experience that John Henry had absolutely no interest in finding a local buyer, unless the local buyer was willing to overpay for a company that he stripped of all its assets. Watch for layoffs of at least 20 percent of the news staff before the transfer of ownership, based on the experience at other papers Halifax has purchased. A tough day for my former colleagues.”