The experience at my shop when, as the NYT put it in 1995, embraced almost every journalism trend out there. (Note: I was not here.) This is from
a scholarly article on the ups and downs of the team system in the newsroom:
Quote:
When the team system was implemented, the top managerial positions went from 13 to seven (news content, features content, visual content, production, administrative activities, change editor, and director of player personnel), led by the News Leader, Pam Fine. Section coordinating editors reported to the seven managers, and reporters and copy editors were assigned to one of 16 content-oriented teams with a team leader or two for each. There were not enough photographers and graphic artists to go around, so they were given assignments to multiple teams. Many of the managerial positions were opened up, so people had to re-apply for their positions. Everyone in the newsroom received a day and-a-half training session when teams were instituted.
Since then, there has been the expected tinkering with both the corporate and newsroom structure. The Reader Customer Unit was dropped in 1996, and the reader sales and service responsibilities were assigned to another corporate unit. [Then-Editor Tim] McGuire retained his title as editor, and added oversight of the paper's digital efforts and other content-related products to his portfolio, with a continued responsibility for profit and financial accountability. News Leader Fine's title reverted to managing editor after she found that folks outside the newsroom with whom she interacted didn't know what her role was.