Telegraph Media Group: The Newspaper Is Dead, Long Live the ... (A), Change, a Business and Leadership Imperative
The Barclay family, new owners (in July 2004) of the Telegraph Media Group in London, the United Kingdom, had acquired a great UK newspaper brand but an organization that has lost its customer focus and, by the time of the events described in the case series (2006-2008), an enterprise in an industry facing tectonic plate shifts because of digitization, the Internet, a 24x7 news and information cycle, the advent of citizen journalism, fundamentally changing reader and advertiser behavior and preferences, and a besieged centuries-old print-media business model. (All this without the additional pain of the 2008 global economic downturn and the consequent fall in advertising revenue.) While "change" was not new to the Telegraph Group (it has seen plenty since the Daily Telegraph was first published in 1855), the Barclay family and the Telegraph's new leadership and management team saw the business at a significant transition point with change an urgent imperative. The (A) case, the first of a five-part series, lays out the business and leadership case for change in the context of the Telegraph's 150-plus-year history.