The Barclay family, new owners (in July 2004) of the Telegraph Media Group in London, UK, had a major British newspaper brand, but an organization that has acquired lost their customer focus and by the time of the events in the described case series ( 2006-2008), a company moves into a sector with a view of tectonic plate because of digitization, the Internet, a 24×7 news and information cycle, the advent of citizen journalism, fundamentally changing reader and advertiser behavior and pref … Read more »

The Barclay family, new owners (in July 2004) of the Telegraph Media Group in London, UK, had a major British newspaper brand, but an organization that has acquired lost their customer focus and by the time of the events in the described case series ( 2006-2008), a company moves into a sector with a view of tectonic plate because of digitization, the Internet, a 24×7 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 additional pain of the 2008 global economic downturn and the associated decline in advertising revenue.) While “change” was not new to the Telegraph Group (it has a lot was seen in the Daily Telegraph for the first time in 1855 published), the Barclay family and the Telegraph, the new leadership and management team, the company saw a major crossing point changes with an urgent need. The (A) case, the first of a five-part series lays out the business case for change and leadership in the context of Telegraph 150-plus-year history.
«Hide

from
Anirudh Dhebar
Source: Babson College
18 pages.
Release Date: 7 August 2009. Prod #: BAB147-PDF-ENG
Telegraph Media Group: The newspaper is dead, long live the (A), change a business imperatives and Leadership HBR case solution

[related_post themes="flat"]