I was a little bit surprised that the report didn’t spend much time tackling the hardest issue, which is why do they need to have so much revenue? It’s because their cost structure is made for print. When you look at how much revenue comes from print and the scale of their operation because of print, the challenge that they’re facing moving forward is how do they move into a post-print world….
It just seems like if you’re reading a secret internal report for The New York Times, the things that people would be stressed about, isn’t that, oh, the website’s not good enough, or they haven’t moved fast enough with this feature or that feature, but more like how do we deal with this very different cost structure of our future business, compared to our past business.
Same problem exists in banks and insurance companies…
Insurers, which have more experience handling risks like hurricanes and fires, are now rushing to gain expertise in cyber technology.
"It is a difficult risk to price by traditional insurance methods as there currently is not statistically significant actuarial data available," said Robert Parisi, head of cyber products at insurance brokers Marsh.
Paola Antonelli, interviewed by Edward Lewine in Surrounded by Great Design at MoMA, and Not Afraid to Use It
I think she’s paraphrasing Henry Mintzberg, who said of emergent strategy,
Emergent strategy means, not chaos, but in essence unintended order.
Steven Johnson, Where Good Ideas Come From(via stoweboyd)