A look behind the scenes at The New York Times transformation and the role of strategy in media
Media managers have watched the transformation of The New York Times with a mixture of hope and angst of the past years, as the giant redesigned itself and bet the house on digital subscriptions.
It paid off. Digital subscriptions passed the 5 million mark earlier this year, while digital revenues (the bulwark against an otherwise declining model) jumped from some $400 million in 2015 to over $800 million in 2019.
Behind the changes to the business model is a deeper transition – one that involves a strategic rethinking of everything from story-telling techniques to newsroom workflow.
We talked with Kim Perry, leader of the New York Times strategy group, to discuss her 25-strong team and applying strategy across a range of areas in media.