Embracing the digital challenge - change in the newsrooms of brazilian newspapers

Oxford Diploma in Organisational Leadership
Embracing the digital
challenge: Change in the
newsrooms of Brazilian
Newspapers
Vitor Conceição
vitorcon@gmail.com
March, 2015
1

Abstract
Newspapers are one of the industries that has been more strongly disrupted by
the rise of the digital media. It has brought a huge change in the entire industry
structure, with lots of new competition for reader attention, new entrants with big
cost advantages, losses in print advertising revenue and disruption to other
aspects of their business model. Newspaper companies are having to change
to adapt to this new reality.
This study explores newsroom culture in Brazil and how newspaper companies
are transforming their newsroom to adapt to the new digital media competitive
environment. The study was conducted through a series of interviews with
newsroom executives from the three largest quality newspapers in Brasil: O
Estado de São Paulo, Folha de São Paulo and O Globo.
There is a significant difference in how the three newspapers are approaching
change, with O Globo leading a more radical change in its newsroom while the
other two newspapers are doing more gradual changes. It was identified that
the resistance to change in newsrooms is less strong than expected and the
uniqueness of the news production cycle helps in consolidating change.
Finally this study tries to propose a unified model of comparison that can be
used to understand change in newsrooms by using together two established
change frameworks.
2

Table of Contents
Introduction 5......................................................................................................
Overview 5......................................................................................................
Digital first 7....................................................................................................
Topic and purpose 7.......................................................................................
Framework and Research Design 8...............................................................
Literature Review 9.............................................................................................
Analysing Change in a newsroom environment 9..........................................
Building an unified model of comparison 11...................................................
Design and methodology 13..............................................................................
Overall approach and rationale 13..................................................................
Data-gathering and Analysis methods 14.......................................................
Analysis and Main Findings 15...........................................................................
Trends and Similarities 15..............................................................................
Barriers to Change 17.....................................................................................
What is Changing 18......................................................................................
The process of change 29..............................................................................
Conclusion 37.....................................................................................................
Summary and Main Findings 37.....................................................................
Lessons for newspapers embracing the digital challenge 39.........................
An unified model of comparison for newsroom change 40.............................
Study Limitations and Implications for further research 41.............................
Appendix 42........................................................................................................
Appendix I - Interview Schedules 42..............................................................
Appendix II - Newsroom Simplified Organisational Charts 43........................
Bibliography 46...................................................................................................
3

List of Tables
Table 1 - Executives Interviewed 14
List of Figures
Figure 1 - Visualising the change effort in the 7S Dimensions 18
List of Abbreviation
CMS - Content Management System
KPI - Key Performance Indicators
IT - Information Technology 
4

Introduction
Overview
Over the last twenty years the Internet has been growing and disrupting a
series of different industries. For newspaper publishers, the rise of the digital
media has brought a huge change in the entire industry structure, with lots of
new competition for reader attention, new entrants with big cost advantages,
losses in print advertising revenue and disruption to other aspects of their
business model. Now newspapers are rushing to adapt to the new reality and
having to deal with an entrenched newsroom culture that is resistant to change.
Managing change is a very hot topic for newsrooms and publishers around the
world. So hot that it was one of the main topics discussed on the 13th
International Newsroom Summit organised by the World Editors Forum on
October of 2014 in Amsterdam. Mark Deuze, Professor of Media Studies at the
University of Amsterdam was the mediator of the debates and in an interview1
before the forum he declared that the biggest challenge facing newsrooms is
moving from print to digital and mobile. How this change is taking place is the
subject of this dissertation.
Deuze goes on to declare that newspapers will be dealing with change for the
next 20 to 30 years and describes the change as about mindset and culture.
http://blog.wan-ifra.org/2014/10/09/change-has-always-been-about-mindset-and-culture-not-1
about-tools-mark-deuze
5

“The biggest challenge facing newsrooms is changing the course of the
Titanic. It’s turning the ship towards digital and mobile and away from print.
This notion that newspaper isn’t the central focus of our readership
anymore has always been the main challenge, but up until maybe three
years ago, it was still seen to be a circumstantial and managerial issue.
The focus was still very much on the paper and what to do with the paper,
how to innovate the paper, and much less so about really changing the
direction of the entire company. But I think now, we’ve reached a point
where newspapers are increasingly using the lingo of ‘digital ﬁrst’ or like in
the United States, even separating entire print divisions.” (Deuze, 2014)
Newspapers have already been dealing with change for almost twenty years.
As Gade (2008) stated, newspaper companies and newsrooms have been
changing and restructuring since the mid-1990s. The study RIPTIDE: What
Really Happened to the News Business (Huey, Nisenholtz and Sagan; 2013;
P52-55) describes how by 1996 all the major American Newspapers like the
New York Times, the Wall Street Journal, Washington Post and USA Today
where already publishing on the web and learning to deal with the new media.
Even Deuze (2004) says that media companies all over the world started to
create convergences between old and new media during the mid-nineties. At
that time, most of the newspapers decided to start their digital experiments with
a separate digital business unit, that led to all sorts of culture clash between the
digital side and the analog side of the companies (Huey et al; 2013; P66).
The same can be said about newspapers in Brazil where all the major
newspapers started to publish on the web between the years 1995 and 1996
(Johnson; 2006). Those Brazilian Newspapers kept a separate digital
newsroom until they started a movement between 2008 and 2010 to integrate
the digital with the print newsroom (Pereira, Adghirni; 2011), this marked the
second big wave of change and sets the stage for the third wave of change that
Newspapers are undergoing now, the switch to a Digital First strategy.
6

Digital first
The Digital first strategy means changing the mindset, culture and processes of
the newspaper companies from being a print newspaper that also manages its
digital presence, to being a digital company first, that also prints a newspaper. A
great benchmark that can be used to understand the scale of this change is the
recently leaked New York Times Innovation Report (Sulzberger A. G. et al;
2014), which dove deep into the digital strategy of the newspaper and the big
challenges it faced for changing. The document is so complete that Joshua
Benton, writing for the Nieman Journalism Lab called it “one of the key
documents of this media age”.
“We must begin an ongoing assessment of our print traditions and digital
needs. In the coming years, The New York Times needs to accelerate its
transition from a newspaper that also produces a rich and impressive
digital report to a digital publication that also produces a rich and
impressive newspaper. This is not a matter of semantics. It is a critical,
difficult and, at times, painful transformation that will require us to rethink
much of what we do every day.” (Sulzberger A. G. et al; 2014)
 
Topic and purpose
The aim of this project is to explore how the major newspaper publishing
companies in Brazil are leading the change in their newsroom culture to adapt
to the new digital media competitive environment.
The scope of the study will be limited to the change inside the newsroom and
will not look into the business implications or on how the newspaper publishers
are changing other parts of their company.
7

The study will try to understand how those different companies are handling this
challenge and to try to evaluate how the different approaches to change are
working.
Framework and Research Design
For the development of the study I conducted a series of exploratory interviews
with news executives from major Brazilian newspapers about newsroom culture
and the change initiatives being undertaken inside their companies. The
analysis of these interviews helps us identify the strategies and tactics used for
the change and explore if any framework has being willingly or intuitively used
for the change process.
To understand how each Newspaper company is handling the change effort I
unpacked the change initiatives for each of the companies analysed in a few
established change and culture frameworks and tried to build an uniﬁed model
that allows us to draw comparisons between the different approaches to
change.
8

Literature Review
Analysing Change in a newsroom environment
There is a vast literature of change in the newspaper industry, but most of what
is being written and studied has very little connection with the academic studies
on change. Part of this may be the consequence that a lot of the studies about
those change efforts are written more as a journalistic narrative then an
academic research. Some good examples of this case are: RIPTIDE: What
Really Happened to the News Business (Huey, Nisenholtz & Sagan, 2013); the
leaked New York Times Innovation Report (Sulzberger A. G. et al, 2014) and
also the Story so Far (Grueskin, Seave and Grave, 2013) published by the Tow
Center for Digital Journalism, a long report detailing the big business issues that
newspapers had to deal to survive the transition to digital journalism.
Even though those studies help into creating an understanding of what is
changing for newspapers they lack into applying frameworks in analysing the
change efforts. This might be a consequence of what Gentry (1983) called “An
industry that continues to be led by people with questionable managerial
abilities in an environment that requires vastly greater management and
leadership skills than ever before.” Gentry is one of the ﬁrst scholars to analyse
changes in newspapers with some of the academic change frameworks. In this
paper, Gentry does a very throughout analysis of the changes that where made
during one year in a small daily newspaper in California making some parallels
with the academic work of Kanter (1983).
9

Gade, which is one of the most proliﬁc writers on newspaper change, follows on
the footsteps of Gentry and also relies heavily on Kanter’s theories for his
analysis (Gade, 2001, 2004, 2008; Gade & Perry, 2003).
Gade (2001) casts doubts on “whether management and organisational
theories of change are applicable to the newspaper journalists who have
traditionally enjoyed a great deal of job-related autonomy and decision making.”
A clear trend that can be seen in both Gade and Gentry’s work is the
importance of the editors as change agents in a newsroom. Newspaper Editors
have been described as the “Gate Keepers” in the Selection of News by White
(1950) in a very important paper in the study of journalism, the curious thing
here is that White wrote his theory on the back of Lewin (1943) and the same
editors that White identiﬁed as being the gatekeepers are the ones that years
later Gade and Gentry identify as being also the gatekeepers of change in a
newsroom.
But both Gade and Gentry's work, while very deep into understanding the
operation of newsrooms and also having a very thorough literature review on
change still lack in applying change theory frameworks to unpack the change
initiatives into a coherent model that can be used to compare how different
newspapers are handling change.
Another batch of studies on change in Newsrooms look into the process using
an Ethnographic approach: Convergence crises: News work and news space in
the digitally transforming newsroom (Robinson, 2011) which delves deep into
the day to day operation of a changing newsroom of a newspaper in the
midwestern United States; or on the paper The shaping of an online feature
10

journalist (Steensen, 2009) which also uses an Ethnographic approach to study
changes in an online Norwegian Newspaper.
Robinson has two very important conclusions on her study: The first is that the
physical integration of digital and print journalists and the handling of formal
power to the journalists who work on the digital platforms are an important part
of the success of an integrated newsroom. The second conclusion is that
newsrooms are getting more dependent on technology, so the presence of what
she call “newsroom techies” is essential to becoming a digital newsroom.
Steensen concludes that the two factors which made the biggest impact in
shaping the role of an online feature journalist are the interactions with other
online journalists and the interaction with the audience.
Building an unified model of comparison
In trying to build a unified model for understanding change in newsrooms one
has to choose which frameworks are more suitable to be used in this
environment. The 3-step change framework proposed by Lewin (1951) while
very elegant ends up not unpacking the change challenge in enough detail for a
more deep analysis.
Kanter, who is a strong critic of the Lewin model (Kanter; 2003, P10), proposes
in her model (1983) that change should be analysed through five major building
blocks which includes internal and external forces that galvanise changes, the
strategic direction of change defined by the organisation’s leadership, the
individuals who push the changes and the actions taken by these individuals to
make change happen.
11

While this construct is interesting in including more variables to the analysis, it
lacks a step-by-step process where each initiative is sequenced in an order for
the success of the change initiative. This is in contrast to the most important
lesson stated by Kotter (1995) on his Leading Change: Why transformation
Efforts fail. This paper proposes what may be the best framework to use in
unpacking the change efforts of newspapers, especially because of the way that
the framework was formulated. Through analysing the errors that led to failures
in a number of change efforts in different organisations Kotter builds on the
shoulders of Lewin and proposes 8 sequential steps that need to be taken for a
successful change initiative.
While the Kotter model is very suitable to understanding the process of change,
one needs to also consider other frameworks if one truly wants to have a more
holistic view of organisational change. Kanter (1983) in her model, by bringing
strategy and actions as variables started to look besides the how of change into
the what of change. But her model is still limited on the separate aspects that
need to be dealt with for successful transformations. In their seminal Structure
is not Organization paper, Watterman, Peters and Phillips (1980) claim that
effective organisational change must go beyond the relationship of Strategy and
Structure and include other factors like Systems, Staff, Skills, Style and Shared
Values comprising the 7-S Framework which can be a perfect complement to
the Kotter 8 steps into analysing the what and how of change in newspapers.
One could argue that for parsimony it could be more suitable to use the
modiﬁed 5-S model (Malhotra, 2014), but for this speciﬁc newsroom change
analysis might be important to look separately on the Staff and Skills factors,
because some newspapers might be using cutbacks as a tool to reshape their
12

staff, like there is some speculation that the New York Times is doing (Ellis,
2014).
Another Framework that could be useful in this analysis is the Change
Kaleidoscope (Hailey & Balogun, 2002), but since it is a framework based on
context it might probably lead to a scenario where it will be difﬁcult to compare
the different newspapers because each of them may have a very different
context.
This study will focus on using the 7-S model to understand what is changing in
each newspaper and the Kotter Framework to unpack the process of change in
each newsroom.
Design and methodology
Overall approach and rationale
This research will be focused on the 3 main quality newspapers in Brazil. They
are the leaders in circulation in the country, have the largest newsrooms and
also a strong digital presence. The Newspapers analysed are: Folha de São
Paulo, O Estado de São Paulo and O Globo. The ﬁrst two are from the city of
São Paulo while O Globo is from the city of Rio de Janeiro.
13

Data-gathering and Analysis methods
For the research I have interviewed 3 journalists in leadership positions that are
engaged on the change effort for each newspaper. The interviews happened
between February 2 and 11 in 2015, the executives interviewed are listed on
Table 1, the full schedule of the Interviews is available at the Appendix I. Each
newsroom has its own hierarchies and titles, the full organisational chart for
each of the newsrooms is available at the Appendix II.
At O Globo each of the interviews was conducted separately. At O Estado de
São Paulo it was conducted as a joint interview with the three executives at the
same time. At Folha de São Paulo I ﬁrst conducted an informal, non-structured
interview with Roberto Dias and Fabio Marra and after that a formal interview
with Roberto Dias and a separate formal interview with Sérgio Dávila.
Table1: Executives Interviewed
Newspaper Executive Interviewed Title
O Globo
Chico Amaral Executive Editor
Paulo Motta Executive Editor
Pedro Doria Executive Editor
O Estado de 
São Paulo
Roberto Gazzi Director of Editorial Development
Luiz Fernando Bovo Digital Contents Executive Editor
Luciana Cardoso Content Technology Manager
Folha de São Paulo
Sérgio Dávlia Executive Editor
Roberto Dias Digital Platforms Assistant Newsroom
Secretary
Fabio Marra Art Editor
14

The Interviews followed a semi-structured script that was created in two
separate parts: The ﬁrst focused on the “what” of change, by going after what is
changing in all dimensions of the 7-S Framework (Waterman, et al; 1980) from
these we can have a very deep understanding on what is changing on each
newspaper, what they have in common and what they are doing different from
each other. The second part was focused on the “how” of change, trying to
understand the steps that each newspaper is following on their change journey.
For this part the script followed the eight steps for transformation described by
Kotter (1995).
By basing the interviews on these two framework I hope to be able to better
draw comparisons from the experience of each newspaper. The focus on the
“what” and the “how” of change is explained by the fact that for this newspaper
industry the “why” of change is a given variable. The industry is being disrupted
too hard by the technology that it is way past the time of discussing why
change, the need for change is a matter of survival.
Analysis and Main Findings
Trends and Similarities
By crossing the data gathered on the interviews one can clearly see some very
strong trends and similarities on the way all three newspapers are changing.
Interestingly, there is a lot more convergence on the “what” of change than on
the “how” of change.
Newspapers have, by their own nature, a very unique cycle of production where
everyday it starts with the pages empty and by the end of the day they have
15

created the whole newspaper just to start it all over again on the next day. This
cycle and routine is very hierarchical and process based and is entrenched in
the journalism culture and work ethics. All the newsroom leaders interviewed
have a very clear picture of this process and how essential it is to adapt the
changes so that it fits and moulds the process in a correct manner.
Newspapers in Brazil have also benefitted from the fact that at the same time
that the downward trends on newspaper reading numbers and newspaper
advertising started in other parts of the world, Brazil was experiencing a rise in
average income which helped keeping strong circulation numbers in the last
few years. This has allowed Brazilian newspapers to observe and learn
watching how newspapers in Europe and America where handling the crisis.
This also helped raise awareness of the problem inside the newsrooms.
All three newspapers in this study are now working in the final stage of
newsroom digitalisation, the completely integrated newsroom, where the same
team is in charge of producing both the daily newspaper and also fill all the
digital properties with content during the day. There is though a lot of difference
on how far along this integration each newspaper is and how they are leading
the change. At O Globo, its leadership decided on a more radical and fast
change process and has taken a huge step into a fully integrated newsroom in
the last year. At O Estado de São Paulo, the change effort is taking a more
gradual approach leaving most journalist to get comfortable with the change in
their own time. Folha de São Paulo on the other hand takes an even more
cautious approach to change and it is still in the final stages of the physical
integration of the print and digital newsrooms, which started in 2010 and
beginning to plan the next stage of change.
16

Barriers to Change
Even though culture was often cited as a big barrier to change, most
newspapers know how to deal with cultural issues well and understand the
journalist mindset and how to get them to start accepting the new culture.
“Culture wasn’t a problem. There where a few specific issues that were
handled with some management intervention.” - Chico Amaral, Executive
Editor at O Globo.
“The cultural issue in the newsroom exists, but the resistance to change is
weaker than the image that was created about it.” - Roberto Dias, Digital
Platforms Assistant Newsroom Secretary at Folha de São Paulo.
“There wasn’t too much resistance to change, in the beginning we had a
cases of us against them mentality between the journalists from the digital
and the print side, but with time this has subsided.” - Roberto Gazzi,
Editorial Development Director at O Estado de São Paulo.
What has appeared as the main barrier of change is the issue of technology
and Content Management Systems (CMS), the system used to organise the
workﬂow of the newsroom and store and publish all the content. All newspapers
in this study lack a single integrated CMS that can adapt to both the workﬂow of
publishing and managing the digital properties and also creating and publishing
a daily newspapers. Even though the problem is the same for all 3 newspapers,
they are all adopting different strategies to deal with it.
“Technology is the most complex issue. There is a big shortage of skilled
professionals in this area. Corporate IT is resistant to change and imposes
limitations on the newsroom in the same way that print production used to
do.” - Sérgio Dávila, Executive Editor at Folha de São Paulo.
17

What is Changing
After the interviews I created a comparison matrix with each S dimension in a
row and one column for each newspaper. I ﬁlled the matrix with some bullet
points from the interviews in a way to better unpack the change effort for each
newspaper and being the basis for the analysis that follows.
As a general trend we see that all the newspaper companies are working
carefully in the Strategy, Structure, Skills, Staff and Systems and are
consciously trying not to change the Style and Shared Values dimensions.
Figure 1 tries to show a visual representation of the amount of effort that each
of the 3 newspapers is putting on each of the dimensions of the model. The
picture shows very clearly the difference in the size of the change being done at
each newspaper.
Figure 1 - Visualising the change effort in the 7S Dimensions
18

Strategy
All of the analysed newspapers understand that there is a strong trend to multi-
platform and digital publishing, but for all of them the printed newspaper is still a
very important product and is still their main revenue source. One of the biggest
challenge that is identified in most of the interviews is to time the change in a
way that the digital products grow as the print declines, not after nor before.
Here is where we can see a clear difference in strategies between the 3
newspapers. O Globo is making a more radical and quick transformation in a
belief that the switch to digital is happening and they want to be leading the
change. Their main strategy for the newsroom is to produce news that can be
published on any platform that the readers are using. The printed paper is still a
very important product that needs care but it should not be prioritised over other
platforms.
At O Estado de São Paulo they have already decided to pursue a digital first
strategy but they still see the printed paper as a very important product and
want to make a gradual change so that professionals in the newsroom can
adapt on their own time.
Folha de São Paulo was the last of those newspapers to physically integrate
the digital and print newsrooms. They are not pursuing a digital first strategy
yet. Their objective is to spread a digital mindset in the newsroom so that it will
be ready for the switch when the company makes the decision to switch to a
digital first strategy.
19

All newspapers interviewed also believe that content must be paid and have
adopted some kind of paywall to restrict part of the content only to subscribers.
“What moves us is the belief that, even if there is no more printed
newspaper, the future of the company is digital. Our aim is to build the
capacity to reorganize our content so that it can be published in the
platform where the reader is, be it web, mobile, paper or some new thing
that is still to come.” - Pedro Doria, Executive Editor at O Globo.
“The objective is to be digital first, but the printed paper is still a very
important product for the company.” - Roberto Gazzi, Editorial
Development Director at O Estado de São Paulo.
“We are not following a digital first strategy, the newspaper is still the main
product and revenue source of the company. Our north is to transform our
newsroom into a 24/7 producer of news for all platforms.” - Sérgio Dávila,
Executive Editor at Folha de São Paulo.
Structure
The newsrooms from the three newspapers have all implemented a series of
structural and hierarchical changes. Some of the main trends that can be
observed is that all three newsrooms have uniﬁed the publishing command and
all desk editors have the responsibility of producing and publishing both for the
printed paper as well as for the digital properties.
On the newsroom leadership the biggest difference between the 3 newspapers
is that while Folha de São Paulo and O Estado de São Paulo both have an
executive-level editor focused on Digital, at O Globo the four Executive Editors
oversee both print and digital properties.
All three newspapers have created or strengthened the following new desks
and specialised groups as a consequence of new digital needs:
20

Social Media: In charge of managing the main social media profiles from
each newspapers and also in charge of monitoring the main trends
being discussed on social media to feed this information back to the
newsroom. This feedback helps the editors find new important stories to
cover and also to better understand how a story is playing out in social
media giving important information to help find new angles to an
important story.
Data Analysis: This group is specialised in finding, organising and
analysing large sets of data to use as basis for what is being called Data
Journalism. By using new big data technology, statistical analysis and
data visualisation techniques these groups have been finding new ways
to understand trends and write stories.
Video Production: Recognising the importance of video for digital
properties, all newspapers analysed have invested in creating a
specialised video production desk.
Other desks where created on each individual newspapers. Folha de São Paulo
for example has created a New Platforms Desk which is in charge of developing
new apps for the company. O Globo, which has launched a very successful
evening tablet-only edition called O Globo a Mais, has created a desk that is in
charge of publishing this daily digital edition. O Estado de São Paulo,
understanding that in the digital world readers want some content that is not
available on the paper, has created a Life and Style desk that creates more soft
content for the digital editions of the paper.
21

One very important structure change that is being discussed in all newspapers
is how to deal with Technology Development. Technology is being seen as one
of the biggest barriers to change and is a problem for all companies. O Globo
and O Estado de São Paulo have decided to tackle this issue by transferring
the Digital Technology Development team from corporate IT to inside the
newsroom. On both of these papers the team that is in charge of the technology
used for digital publishing now reports directly to the newsroom leadership. This
change is very recent for both of the newspaper but the ﬁrst results have been
very encouraging with the team being less bureaucratic and more responsive to
the needs of the newsroom. Folha de São Paulo on the other hand is keeping
technology development in the hands of corporate IT and has created a
specialised group inside corporate IT to handle the needs of the newsroom, but
the newsroom still sees IT as bureaucratic and not as responsive as they would
like it to be.
Metrics and audience measurement is another structure that has been created
inside the newsroom for both Folha de São Paulo and O Estado de São Paulo,
but at O Globo the metrics and measurement team sits on the business side
and the newsroom is one of its internal clients and where it makes frequent
presentations about audience and trends.
O Globo has seen another important structural change where now the Editor for
each desk is no longer in charge of closing the stories for the printed paper.
This is now the job of the deputy editors. The desk editor sends the journalists
to cover the stories, sets the tone of the coverage, manages all the news
gathering effort and oversees how those stories are being published on the
digital properties, his deputy now comes in later in the day and makes the ﬁnal
22

editing of the stories that will go into the print edition. None of the other two
newspapers have done a change of this magnitude.
Finally still on structure, O Estado de São Paulo has done a layout change in
the way the newsroom is organised so that the editors from each desk now sit
closer to the executive editors and the digital editors of the site’s home page.
This has helped streamline the ﬂow of information on the newsroom.
Systems
Systems and routines is where we start to really see the big differences in the
change strategy for each newspaper. O Globo, which decided on a more radical
change approach has decided to adapt its newsroom schedule to the digital
audience curve. Traditionally a newsroom starts to work late on the morning
thinking about the news for the day and slowly ramping up the news gathering
and editing effort to close the print edition by the end of the day. On the other
hand, the digital audience curve starts to rise at 8:00 and keeps strong until
around 18:00 when it starts to decrease.
O Globo decided to use this as the big driver of change and on March 2014
implemented a new schedule for the newsroom where all Editors are supposed
to arrive at 7:00 and work until 16:00 and their work is now to manage the news
production in a way that it can be fed constantly into the digital properties. The
ﬁrst editors’ meeting now starts at 8:00 and it is from there that the editors start
to plan how to cover the stories. This change has led to a series of other
changes in routines. Now the journalists and photographers that are deployed
to cover a story are expected to be sending several updates during the day
instead of a single big update for the printed paper. The Deputy editors have
23

gained a big responsibility and are now in charge of making the final editing
decisions for the printed paper, which before was the main job of the desk
editors. This change has not only significantly increased the volume and quality
of the content that is being published digitally during the day but it has being
identified by the executive editors as also being a driver of higher quality for the
content that ends up printed because the change has led to a big increase of
planning and discussing what to cover and how each story is covered.
While O Globo has taken the radical change approach, the other two papers
are making more gradual changes to the routines.
O Estado de São Paulo has moved its morning meeting from 9:00 to 8:00 to
start planning the coverage earlier, but this meeting is not attended by the main
desk editors. The afternoon meeting at 12:00 has gained importance and the
edition closing meeting is now done on a desk by desk basis with just a small
team meeting in the end of the day to decide on the printed newspaper first
page.
Folha de São Paulo is having some discussions about maybe changing the
time of some of their meetings but have not made any big changes in them.
They happen at 9:00 (without the main desk editors) and 16:00. Each desk has
an informal goal of having a noon edition for publishing into the digital
properties.
The Content Managing Systems (CMS) used to publish on the digital properties
is being changed in all of the newspapers. All of them have fragmented systems
with part being used to organize the news producing workflow for the printed
paper and other systems used to publish on the digital properties. O Globo
24

looks a bit more advanced in this stage and has already started to implement a
new workflow on their CMS more suitable for digital publishing. Now stories are
written first in the screens that are used for digital publishing and when the
writers for the printed paper start to make the final copy they transfer it to the
screens that are used to push the content to the printed paper. Before this
change all stories where written on the screens for the printed paper and copy/
pasted by the digital editors to be published online. They have also leveraged
the move of the technology development inside the newsroom to start building
new templates inside the CMS that empower the journalists to use more
interactive formats for their stories without the need to use resources from IT or
the art desk.
At O Estado de São Paulo, the publishing system for the printed paper does not
publish for the web and they use a separate CMS for digital publishing both
systems are somewhat integrated but there is still a lot of copy/paste between
systems. They are in the process of implementing a new integration before the
two systems, this effort is being led by the new IT Development inside the
newsroom and is expected to start to be used by some desks in April 2015.
Folha de São Paulo has a lot of separate fragmented systems for each part of
the digital publishing with some integration but with a lot of reliance on copy/
paste between systems. The company has recently made a big strategic
decision to start an in-house development program for a new integrated CMS
for all digital needs. They are still discussing about how and if this system will
be integrated with the printed paper system.
25

Skills
On the skills dimensions we see more similarities than differences between the
newspapers. All newspapers believe that a good newsroom is made of a good
mix of professionals. As a consequence of this mix there is widespread
understanding that not every journalist will adapt to a digital mindset, but if there
are enough digital natives in the newsroom this knowledge and mindset will
slowly spread around and each journalist will adapt in his own time and way to
the new skills needed.
“A newsroom is built by a mix of talents. There are new skills that are
needed for the digital world but we don’t expect that all our journalist will
become a digital specialist. Skills complement one another and in a good
newsroom each journalist is used where his skills are best.” - Pedro Doria,
Executive Editor at O Globo.
All three newspapers have formal and institutionalised training structures that
are constantly offering training opportunities for both new journalists and
experienced journalists.
All three newspapers also believe in the internal dissemination of knowledge
and on the individual curiosity of each journalist. An important tool for this is that
all newspapers are very liberal in offering equipment like laptops, smartphone,
tablets, cameras and even drones to the journalists in a belief that they will use
them as learning and experimentation tools.
26

Staff
Since newspapers have started to work on digital publishing almost twenty
years ago, all of them have some senior journalists who have had a good
experience with digital platforms. The turnover on the newsrooms is also
helping bring digital natives into the mix of the newsroom.
The newsroom leadership in all three newspapers recognise the importance of
this mix and on the sharing of experience and skills between the young digital
natives and the experienced journalism old-timers who can smell a big story
from miles away, know how to develop and maintain sources and can write
great stories.
O Globo in 2010 started a slow movement of placing people with the vision for
change in some key positions. By 2014 most of the desk editors had being
changed and were people with at least some sort of digital skills and ready to
be leaders of the change effort.
Folha de São Paulo has made some experiments of injecting a couple of digital
specialists into the Art Desk team and they helped spread digital skills to other
team members proving that this can be a good tactic.
27

Style
Management style is something that is not being perceived as having changed
recently. Newsrooms have a very rigid hierarchy and this is something that has
not changed significantly. But listening on the small details of the interviews one
can sense that even though the hierarchy is still very much in place it is a bit
more flexible nowadays. One executive even admitted that the newsrooms are
feeling the pressure on the hunt for talent from the technology companies like
Facebook and Google who offer a more open leadership style and the new
employees already expect a more flexible style.
“Leadership Style is what has changed less. Internal climate has always
been very positive and we have an environment of collegiality. The change
initiatives have respected that.” - Luis Fernando Bovo, Digital Contents
Executive Editor at O Estado de São Paulo.
Shared Values
The interesting finding on the interviews is that all newspapers believe that they
are changing how they work so that they can keep their Shared Values the
same. Newspapers are built on the confidence readers have on the fairness of
their news coverage, this reputation is something that was built over time and is
one of their most prized assets.
All three newspapers are working on the premise that the values they profess
on the paper are the same values that guide what they publish on any platform.
“There are no changes in values. We are O Estado de São Paulo on every
platform where we publish.” - Roberto Gazzi, Editorial Development
Director at O Estado de São Paulo.
“Our values don’t change.” - Sérgio Dávila, Executive Editor at Folha de
São Paulo.
28

“In the end, one of objectives of all this change is to change so that we can
keep the values our journalism intact.” - Pedro Doria, Executive Editor at O
Globo.
One of the interviewed executives cited what may be the biggest change
related to values in the move to digital. With the time pressures of the digital
schedule, now the editors and newsroom leadership sometimes have a lot less
time to make a decision that needs to be aligned with the values of the
company. So the need for the values to be ingrained in the newsroom is more
strong than ever.
The process of change
Using the same methodology from the 7-S analysis, I ﬁlled a comparison matrix
with each newspaper in a column and with the 8 steps of transforming an
organisation proposed by Kotter (1995). This matrix helps unpack how each of
the newspapers in the study is tackling the change effort and its where we can
see more clearly the difference between the radical change being done at O
Globo with the more gradual approaches from the other two newspapers.
O Globo used a consultancy agency to help map the change effort. At O Estado
de São Paulo some consultants were brought on-board for two redesign
projects, ﬁrst for the newspaper and then for the website which launched in May
2014. Even though the consultants were not focused on change, they did work
on streamlining some processes. Folha de São Paulo did not work with outside
consultants but, like all the other two newspapers, did several benchmarking
studies about how newspapers around the world were dealing with the digital
challenge.
29

Establishing a Sense of Urgency
Brazilian newspapers had the beneﬁt of being able to watch the newspaper
crisis play out on newspapers in the US and Europe before it started to hit
home. This had the side effect of spreading to all journalists the urgency of
change. From the interviews in this study we found that in all three newsrooms
the knowledge of the industry crisis is strong and people know that if the
newspapers are to survive they need to change and adapt to the new digital
world.
“Brazilian newspapers were lucky to be able surf on the rise in income that
pushed circulation up at the same moment that the newspaper crisis
started around the world. By the time the crisis started to hit here most
journalists had a better understanding of the urgency of change because
they had seen what happened in other countries.” - Paulo Motta,
Executive Editor at O Globo.
On the other hand the interviews also show a clear difference on how each
newsroom leadership is using this urgency to press the change process. O
Globo, which is working on a more radical change process is using the
knowledge of the crisis to create the urgency for change and push everyone on
the direction of change. O Estado de São Paulo also acknowledge the use of
the crisis to build some urgency but uses it in a more subtle way to show people
the direction of change but leaving the journalists to move in their own timing.
Folha de São Paulo is more careful with the use of the crisis, from the
interviews it seems that they do not want to disturb the status quo for now and
the urgency for change is being used by the informal change agents that are
trying to raise awareness and slowly conquer more allies for the change effort.
30

Forming a Guiding Coalition
There are stark differences on how each of the three newspapers built their
change coalition. At O Globo the process was led by the Newsroom Director
with the four Executive Editors working together with the desk editors to build
engagement. During the work with the consultancy all editors where involved in
change workshops and a lot of journalists where interviewed for processes
mapping and their inputs where taken into consideration for the new processes.
At O Estado de São Paulo they have a strong collegiate decision making
culture and this was respected during the change process. On every change
the editors are involved together with the newsroom leadership and decisions
are made after that engagement has created buy-in for the change. The
consultation process was so successful at the newsroom that it ended up being
spread to the corporate level and became a formal company innovation process
with all employees sending innovation ideas and the best ones being
implemented.
At Folha de São Paulo the digital mindset is being disseminated by an informal
group in the newsroom who is spreading change and digital knowledge to the
rest of the journalists. More recently the company has created an innovation
commission composed of 4 executives from the newsroom and with a vast
mandate to create a vision and propose new processes and radical new ideas
of digital directions to the company leadership.
31

Creating a Vision
Folha de São Paulo is still working on the creation of a vision, this is the
mandate of the new innovation commission, what is clear for the newsroom
leadership is that this vision will be built around an integrated newsroom.
O Estado de São Paulo has a a vision for the total integration of the newsroom.
This vision was developed top-down but with a lot of feedback ﬁltering from
bottom up. The biggest concern was to make the changes in the right time, not
rushing for change.
O Globo is following a macro level vision that was developed at the corporate
level and that points that all companies in the Globo Group should focus their
efforts on the new digital world. This macro vision was detailed in a series of
workshops with the engagement of all the editors to better ﬁt the vision to the
realities of the newsroom.
Communicating the Vision
Internal communication is something that all 3 newspapers recognise that they
should be doing better. All newspapers rely heavily on its editors to cascade
down the important information to their own teams. Sometimes this works and
in other times it does not work. But newspapers also use more formal
communication methods. Folha de São Paulo has a well established Intranet
which it uses to spread information about the change efforts to the newsroom.
32

O Globo which is pushing a more radical change has done a bit more
concentrated communication effort for the change. It started with a speech
made by Roberto Irineu Marinho, Globo Group’s President and Chairman which
was latter sent as a message to all employees of the group’s companies at
Christmas in 2013. In his message he urged the professionals to think 20 years
ahead for the future of their companies and stated that there are no separate
analog and digital worlds anymore, the world is only one and it is digital.
(Marinho; 2013). Following this message the company’s CEO and the
Newsroom Director (Seleme, 2014) kept sending messages informing how the
change effort was evolving and what to expect next. Another important tool
used to align the interests in the newsroom at O Globo was to tie the variable
compensation to some digital related KPIs like the website audience.
Empowering others to act on vision
As a general rule all three newsrooms have experienced good engagement
around the newsroom with lots of people wanting to become involved in the
change effort. Journalists see that the change effort opens new opportunities for
them and the ones that are motivated want to be more and more involved. All
the interviewed newsroom leaders said that they rather let each professional
get engaged in their own time.
33

Planning and Creating Short Term Wins
This is also a step that all newspapers have experienced in a very similar way.
All of them have seen big results in the audience growth for their websites and
digital platforms and have used those numbers to engage the newsroom and
celebrate the success of the change. At O Globo this has had a positive impact
on the variable pay for the newsroom.
The immediacy of feedback that is standard on the digital world has helped the
newsrooms learn and adapt to the change. Now journalists and editors can see
in real time the impact that their stories are having, not only on the audience
numbers but also on how that particular story is being spread on social
networks. Before the digital world a journalist could only measure the success
of his story by the amount of space the editors gave to the story and sometimes
when the story was so hot that it would spread to other newspapers. Now every
journalist can know exactly how many people read their stories and can
celebrate their own records or the records on their speciﬁc news desks. Some
newspapers have seen cases where a small local story ends up bringing a
bigger audience than a big political or economic story, this is celebrated by the
journalist who wrote the story and by their desk.
This constant feedback and the interactions with the readers on the
newspapers comment sections and on social media is one of the factors
identiﬁed by Steensen (2009) as having the biggest impact in helping the
transition of a journalist to the online world.
34

This focus on audience is so strong that both O Globo and O Estado de São
Paulo have installed big screens on the newsroom which give real time
audience numbers from their respective sites. Those screens might be the ﬁrst
artifact in the sense described by Schein (2004) of a digital culture starting to be
established on the newsroom. Interestingly, Folha de São Paulo has not
implemented audience screens in the newsroom yet, in the interview it was said
that they had a plan to install those screens but did not have yet the budget
approved for that.
Another interesting success that newspapers have seen is that some of the new
desks that were created for the digital change, like the data analysis desk, have
produced great stories that ended up with premium space on the printed
newspapers. One executive editor interviewed said that “Even in the standards
of conservatism the digital effort is showing great results.”
Consolidating Change and creating more change
Since newspapers have a very unique cycle of production that repeats itself
over and over everyday, the consolidation of change ends up being less of a
challenge than the push to start a change process. All three executives
interviewed said that by doing everything the same, everyday the new process
ends up being picked up by all. On the beginning all of them have to be very
strict in making people follow the new procedures and with the daily repetition
the procedures end up being incorporated.
35

At O Globo the executive editors had to be very strict in the first weeks after the
change in the newsroom schedule. Desk Editors would arrive early for the
morning meeting but were at first worried to leave the newsroom and let their
deputy editors make the final decisions on what would be printed on the paper.
The executive editors had to be very strict in sending those editors home at the
right time so that they would start to feel comfortable with their new roles.
Folha de São Paulo has a different structure for this, the team in charge of
training is also in charge of quality control, and they are the ones that enforce
the new procedures.
Institutionalising new approaches
All interviewed executives see change as being something that they will be
dealing with for a long time. Newspapers are being changed by technological
advances and the technology is not expected to stop evolving so soon. The
mindset that they are trying to institutionalise is a mindset of constant change.
So there is no specific effort in any of the newspapers to institutionalise the new
approaches. New procedures must be consolidated but they should not be
frozen because they will probably need to be changed again very soon.
36

Conclusion
Summary and Main Findings
The research has shown that the main Brazilian newspapers are all moving in
the direction of a digital ﬁrst strategy. But there is a big difference in the speed
in which each newspaper is moving towards that strategy. This speed is the
main driver of the scale of the change effort being undertaken at each
newspaper. While at O Globo we can see a big change effort being led in the
newsroom, at the other two newspapers we can see a more gradual approach
for change.
Looking on the alignment of change there is a clear trend that the change in
Strategy is driving the changes on the other dimensions. O Globo which has
taken a more digital strategy has made bigger changes in the other dimensions,
especially on Structure and Systems to align its newsroom to the chosen
strategy. As for Skills and Staff all three newspapers are putting effort into
getting more digital skills in the newsroom, so even when the approach to
change is gradual the companies are working on getting the newsroom ready
for the change.
The change in IT Development done at O Globo and O Estado de São Paulo is
an interesting move that is consistent with what Robbins (2011) has observed
on her ethnographic study of a changing newsroom in the midwestern United
States.
37

Another important finding is that for newspapers, change is not about Values
and for now it is not about Style. There is a very strong sense of purpose in all
the newsroom leaders that were interviewed, they believe in the social
importance of press and that only a well staffed professional newsroom is able
to consistently offer a serious and independent journalism. They are leading the
change to the digital world in a belief that they need to change to keep their
values intact.
The process of change also shows differences based on the scale of change. O
Globo is working more strongly on communication and on engagement tactics
than the other two newspapers. But the more interesting finding about the
process of change in newspapers is that because of its unique cycle of
production it ends up being more difficult to start the change process than to
consolidate the change. This may be a significant difference in change theory
for this specific industry. It can be seen very clearly in how the focus of the
newsroom leaders is in the first stages of the Kotter model and less effort on the
stages of consolidation and institutionalisation of the change.
Another driver of this lack of focus on the last stages of the model comes from
the perception that for newspapers change is now a permanent stage with a lot
of effort going into unfreezing and starting the change effort and very little effort
in refreezing the newsroom in a new state.
The digital culture is starting to spread on the newsrooms visited, the main
visible example are the big audience screens installed at Estado de São Paulo
and O Globo which function not only as a communication tool that shows in real
time what is happening on the digital platforms but also serves as a big artifact
38

of this new culture with its overarching presence constantly reminding the
newsroom of the immediacy of this new medium.
Lessons for newspapers embracing the digital challenge
There are a few lessons that can be taken from this study of change in
newsrooms. The ﬁrst is that the urgency for change is already given and most
journalists know that they need to change. The cultural resistance for change is
lower than it seems to be. The uniqueness of the news production cycle creates
a great opportunity for quick and easy consolidation of changes.
With the understanding that conditions for change are given and a change in a
newsroom is harder to start than to consolidate. It seem to favor a more radical
change approach like the one being done by O Globo, if the company strategy
points to a digital ﬁrst direction. But a more radical change asks for more
communication and more engagement from the company’s top leadership, as
was also done at O Globo.
Another important lesson is that technology is one of the main barriers to
change and needs to be dealt with. It might be early to make this conclusion,
but it seems that the way O Globo and O Estado de São Paulo are approaching
this issue by moving IT Development inside the newsroom is a better solution
than to keep the development inside the corporate IT structure.
39

An unified model of comparison for newsroom change
The choice of using together the 7S and the Kotter frameworks to try to
compare the change effort done in different newsrooms showed some
satisfactory results. By looking at the change in the two separate angles of
“what” and “how”, each with its own framework, we managed to have a clear
view of the change being done in each of the newspapers. The two models
worked well together and one could make connections on how different
strategies for change impacts how the change process should be managed.
The 7S Framework fit very well into the analysis of change in a newsroom, even
though all three newspapers didn’t change the Values and Styles dimensions, it
is important to have them on the model to understand that they are the
backbone of a newspaper.
Even though it worked well for the study, the Kotter framework was a more
complicated fit. Part of it because the executives in charge of the change are
leading the change based more on intuition and newsroom experience than on
application of academic change theory and best practices. But change in a
newsroom environment has important differences from other industries that
need to be taken into consideration. The uniqueness of the news production
cycle and the vision of a permanent stage of change for newspapers are two
concepts that do not fit too well in the Kotter framework and might lead to the
need of developing a framework specifically for analysing change in
newsrooms. Maybe this could be even used for other industries which have
very short cycles of production and are also in a permanent state of change.
40

Study Limitations and Implications for further research
The time and space available for this study have limited the possible scope of
the research. Two main constraints were used to limit the scope of the
research . The first was the choice of studying only the three largest quality
newspapers in Brazil, by not including smaller regional newspapers the
conclusions of this study can be biased to larger newsrooms and not completely
applicable to smaller and regional newspapers. The second constraint was
focusing only on the change happening on the newsroom. This study did not
look into the bigger picture of the change in the newspaper companies as a
whole. The way the newsroom and newspaper business side interact is a big
issue in the newspaper world and should be studied in more detail. A newsroom
ready for change but being held back by other departments that are not moving
at the same speed is an issue identified by Gentry (1993; P160).
Another limitation of this study is the number of interviews in each newspaper.
Including more people, especially editors and reporters would greatly enrich the
findings and could bring some different perspectives than those of the
leadership. The study could also benefit from running a questionnaire survey on
each of the newsrooms to understand the level of buy-in for the change done in
each company and compare the buy-in with the change effort done by the
newsroom leadership.
Finally, since the change for newspapers look like a permanent state of change,
it would be extremely interesting to revisit the studied newsrooms in the near
future to accompany how the change effort is changing itself and the
newsrooms that are changing.
41

Appendix
Appendix I - Interview Schedules
O Globo
February 2, 2015 - Pedro Doria - Executive Editor
February 4, 2015 - Paulo Motta - Executive Editor
February 4, 2015 - Chico Amaral - Executive Editor
O Estado de São Paulo
February 10, 2015 - Joint interview with:
Roberto Gazzi - Director of Editorial Development 
Luis Fernando Bovo - Digital Contents Executive Editor 
Luciana Cardoso - Content Technology Manager
Folha de São Paulo
February 11, 2015 - Joint informal interview with:
Roberto Dias - Digital Platforms Newsroom Manager 
Fabio Marra - Art Editor 
February 11, 2015 - Roberto Dias - Digital Platforms Newsroom Manager
February 11, 2015 - Sérgio Dávila - Executive Editor
42

Appendix II - Newsroom Simpliﬁed Organisational Charts
 
43

Bibliography
Deuze, M. (2004). What is multimedia journalism 1?. Journalism studies, 5(2),
139-152.
Deuze, M. (2014). Interview for the World News Publisher Focus. 9/10/2014.
Available at: http://blog.wan-ifra.org/2014/10/09/change-has-always-been-
about-mindset-and-culture-not-about-tools-mark-deuze. Read on: 5/11/2014.
Ellis, J. (2014). The New York Times has used newsroom cutbacks to reshape
as much as to shrink. Nieman Journalism Lab Website, Harvard University .
10/9/2014 Available at: http://www.niemanlab.org/2014/10/the-new-york-times-
has-used-newsroom-cutbacks-to-reshape-as-much-as-to-shrink/. Read on:
13/01/2015.
Gade, P. J. (2001). Turbulent Times: Organizational Change and
Development in the Newspaper Industry. In AEJMC Conference Papers.
Gade, P. J. (2004). Newspapers and organizational development:
management and journalist perceptions of newsroom cultural
change. Journalism & Communication Monographs, 6(1), 3-55.
Gade, P. J. (2008). Journalism guardians in a time of great change: Newspaper
editors' perceived inﬂuence in integrated news organizations. Journalism &
Mass Communication Quarterly, 85(2), 371-392.
Gade, P. J., & Perry, E. L. (2003). Changing the newsroom culture: A four-year
case study of organizational development at the St. Louis Post-Dispatch.
Journalism & Mass Communication Quarterly, 80(2), 327-347.
Gentry, J. K. (1993). An analysis of change at a small daily newspaper
(Doctoral dissertation, University of Missouri--Columbia).
Grueskin, B., Seave, A., & Graves, L. (2013). The story so far: What we know
about the business of digital journalism. Columbia University Press.
Hope Hailey, V., & Balogun, J. (2002). Devising context sensitive approaches to
change: the example of Glaxo Wellcome. Long Range Planning, 35(2),
153-178.
Huey, J., Nisenholtz, M., & Sagan, P. Riptide: What Really Happened to the
News Business. Discussion Paper, Shorenstein Center on the Press, Politics
and Public Policy, Harvard Kennedy School, 2013. Available at: http://
shorensteincenter. org/2013/09/d81-riptide. Read on: 5/11/2014
Johnson, T. S. P. (2006). Jornais eletrônicos do Brasil: a primeira geração. IV
Encontro da Rede Alfredo de Carvalho, 4.
Kanter, R. M. (1983). Change masters and the intricate architecture of corporate
culture change. Management Review, 72(10), 18.
46

Kanter, R. M. (2003). Challenge of organizational change: How companies
experience it and leaders guide it. Simon and Schuster.
Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard
business review, 73(2), 59-67.
Lewin, K. (1943). Forces behind food habits and methods of change. Bulletin of
the national Research Council, 108, 35-65.
Lewin, K. (1951). Field theory in social science: selected theoretical papers
(Edited by Dorwin Cartwright.).
Malhotra, N. (2014). Managing Organisational Change What Changes?,
Lecture Notes distributed in Module 3: Meeting the Organisational Challenge of
the Diploma in Organisational Leadership at the Saïd Business School at the
University of Oxford on July 10 2014.
Marinho, R. I. (2013). Discurso de Natal 2013. Available at: http://
www.bluebus.com.br/discurso-de-natal-de-roberto-irineu-marinho-integra-o-
futuro-das-empresas-globo/ Read on: 20/2/2015
Pereira, Fábio Henrique; Adghirni, Zélia Leal. O jornalismo em tempos de
mudanças estruturais. In Texto, Porto Alegre, v. 1, n. 24, jan./jun. 2011.
Available at: http://seer.ufrgs.br/intexto/article/view/19208. Read on: 12/11/2014.
Robinson, S. (2011). Convergence crises: News work and news space in
the digitally transforming newsroom. Journal of Communication, 61(6),
1122-1141.
Schein, E. H. (2004). Organizational culture and leadership. Jossey-Bass
business & management series
Seleme, A. (2014). Mail about changes at O Globo. Available at: http://
www.bluebus.com.br/mudancas-globo-mensagem-ascanio-seleme-
diretoria-de-redacao-redacao-rio-e-sucursais/ Read on: 23/2/2015
Sulzberger, A. G. (2014) New York Times Innovation Report. New York Times
Company leaked internal document, available at: http://www.niemanlab.org/
2014/05/the-leaked-new-york-times-innovation-report-is-one-of-the-key-
documents-of-this-media-age/ Read on: 10/11/2014
Waterman Jr, R. H., Peters, T. J., & Phillips, J. R. (1980). Structure is not
organization. Business Horizons, 23(3), 14-26.
White, D.M. (1950). The “Gate Keeper”: A Case Study In the Selection of News.
Journalism Quarterly, vol. 27, n.4, p.382-390
47

Embracing the digital challenge - change in the newsrooms of brazilian newspapers

Recommended

Recommended

More Related Content

Viewers also liked

Viewers also liked (14)

Similar to Embracing the digital challenge - change in the newsrooms of brazilian newspapers

Similar to Embracing the digital challenge - change in the newsrooms of brazilian newspapers (20)

Recently uploaded

Recently uploaded (20)

Embracing the digital challenge - change in the newsrooms of brazilian newspapers