The New New Republic announces a restructuring and, without apparent irony, calls the departing editor “the beating heart of this brand”:
we are re-imagining The New Republic as a vertically integrated digital media company. Gabriel is ideally suited to bridge traditional journalism and digital media. He is committed – as am I – to The New Republic’s mission of impact, influence and persuasion, but understands that fulfilling that mission in today’s media landscape requires new forms.
He truly reflects the “straddle generation” of journalists and editors who remain deeply rooted in the qualities of traditional journalism – having worked with brands such as the New York Observer and The Atlantic – but also understands what it takes to create content that will travel across all platforms. We believe he is the right person to help us to maintain the core DNA of The New Republic, while propelling us forward…
we will be making significant investments in creating a more effective and efficient newsroom as well as improved products across all platforms. This will require a recalibration of our resources in order to deliver the best product possible. In order to do so, we’ve made the decision to reduce the frequency of our print publication from 20 to 10 issues a year and will be making improvements to the magazine itself. Given the frequency reduction, we will also be making some changes to staff structure.
Maybe things will work out for the 30 year old who bought the magazine 2 years ago. Stranger things have happened we suppose. Certainly the writing style and word selection of the “straddle generation” make a strong impact.
All of this reminds us of the so-called Twitter Revolution, which worked out so well as you recall. We’ll watch and see what happens in this case. Tick. Tick. Tick.
UPDATE: Tock. Well, that didn’t take long!