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Everyone has probably seen this already but it's a great article well worth the attention.
you can download as a pdf, epub and mobi

Harvard Business School professor Clayton M. Christensen’s theory of disruptive innovation provides a framework to understand how businesses grow, become successful, and falter as nimble start-ups muscle in on their customers. It’s a familiar story, one that has played out in the steel and auto industries, among others. Now Christensen, in collaboration with 2012 Martin Wise Goodman Canadian Nieman Fellow David Skok, has applied his analysis to the news industry. Their goal in “Breaking News” is to encourage news executives to apply the lessons of disruption to the media industry as a means of charting new paths to survival and success.
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Thanks for sharing +John Verdon.  Excellent article on the future of News publishing by a master of business sense.  Since it is a very long article (10,000 words), let me offer a 1,000-word selection:

" a better way of thinking about the business you're in is through the lens of a theory that we call jobs-to-be-done. The basic idea is that people don't go around looking for products to buy. Instead, they take life as it comes and when they encounter a problem, they look for a solution—and at that point, they'll hire a product or service."

"The jobs are consistent—it's the products that change"

"So how can you find these jobs?"
"One way to figure out what jobs the audience wants to be done is to look at what successful competitors have accomplished and then ask what people were trying to do when they hired the competitor."
"Another way is to simply watch people and get a deep understanding of how they live their lives. Both Apple co-founder Steve Jobs and Akio Morita, co-founder of Sony Corp., were famous for disparaging market research. Part of the reason is that too often, consumers are unable to articulate exactly what it is they are looking for, their thinking constrained by the solutions that already exist in the market. The approach Morita took at Sony? "Our plan is to lead the public with new products rather than ask them what kind of products they want. The public does not know what is possible, but we do." This idea might seem contrary to how many large media businesses are run—but it can be hugely valuable in generating insight for new business opportunities."

"Once managers establish what jobs consumers want done, a series of new questions arises for managers: How can they improve their existing products so they perform the job better than any other competitor? What existing products are no longer competitively viable in serving customers' jobs-to-be-done and should be cut? And finally: What new products could be introduced that address a different job-to-be-done for their audience—or perhaps a new audience altogether?"

"a huge job in the media market—"I have 10 minutes of downtime. Help me fill it with something interesting or entertaining."" And then talks about Metro, Twitter.

"At the other end of the spectrum, for the job of "I will be in an airplane or on a train for four hours, and I want to be intellectually stimulated," sites like Longreads and tools like Instapaper and Pocket (formerly Read It Later)—the latter of which now boasts more than 5 million users—are enabling users to find and save longer-form storytelling for offline viewing. These tools strip out ads, creating a visually appealing, consistent and customized equivalent of a weekend newspaper or a periodical. And they aren't just competing against other apps and websites, but against an airline's in-flight entertainment system, The New Yorker, or a book." 

Like IBM, news organizations should look to shift their focus away from business models oriented around integrated, closed ecosystems and embrace new opportunities that the disintegrated, open system has made available. News organizations should look for new business lines that leverage existing newsroom assets to satisfy jobs-to-be-done. These assets can be found by looking closely at all of their operations

Most traditional news organizations operate a value chain that is made up of three distinct parts. First, there is the newsgathering; this comprises all the resources and processes required to collect, write, shoot, edit, produce and package news and information. Second, there is the distribution of the product; this encompasses all the ways that news organizations get their content into the hands of the audience. Third, there is the selling of the news; this part includes not only sales and subscriptions but also advertising and marketing

On news gathering: General interest and breaking news reporting comprised of answering the "who, what, when and where" has become commoditized. It cannot create enough value to sustain a news organization in the long term. The value for news organizations now increasingly lies in providing context and verification—reporting the "how, why and what it means"—and facilitating communities around that news and information

Curation lowers production costs by having newsrooms concentrate more on discovering, fact checking, and aggregating information. Aggregation or "linking to your competitors" may be viewed as antithetical to the values of traditional news organizations, but it doesn't have to be

Along with curation, newsrooms can create value by bringing into their fold contributors who complement their own editorial strengths in particular subjects. This isn't just about publishing stories by subject experts, but about building networked communities around those ideas

Take the example of Forbes magazine. Executives at Forbes understand that you cannot run a news business and produce quality content in the digital era with a cost structure built for analog times. The biweekly publication's website has changed the traditional role of the editor. Editors still manage staff reporters but their working relationship with freelancers has changed. Instead of giving them assignments and editing their stories, editors now manage a network of roughly 1,000 contributors—authors, academics, freelance journalists, topic experts, and business leaders, all focused around particular subjects of interest—who post their own stories and are accountable for their own individual metrics. According to Lewis DVorkin, chief product officer at Forbes, 25 percent of the content budget is now dedicated to contributors, who wrote a total of nearly 100,000 posts last year

With a focus on niche subjects and a network of bloggers who write posts and curate work on these subjects from other publications, Forbes attracts new contributors and facilitates conversation across the network, driving more traffic to the company's sites. As DVorkin describes it, "Talented people want to belong to a respected network, and that's what we've built and continue to build." This new system has resulted in a network effect whereby contributors generate their own loyal followings under the Forbes umbrella. In one year, Forbes doubled the number of unique visitors to its website. Referrals from social networks rose from 2 percent to 15 percent of the traffic to Forbes's digital properties, and search engine traffic increased from 18 percent to 32 percent of the total traffic
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