Keeping a newspaper afloat in the digital economy is difficult. Leading a newspaper to quadruple its market value in the digital economy is almost unthinkable. The key, Thompson said, is centered around a business strategy that he says «very few people» in the industry are following. Thompson said this new strategy makes The New York Times comparable to a company like Netflix while competing newspapers focus far too much on cutting costs. The circumstances facing the company when Thompson took over in November were bleak. To combat these headwinds, Thompson immediately organized the newspaper’s print products and services, the company’s hallmark, as a separate division. This allowed Thompson to instill a new vision for The Times. Accomplishing this forced the company to consider advertising revenue as a secondary source of income and instead go all-in on «products and revenue which are currently a small percentage of the total but are This meant dedicating far...