Speaking to the New York Times about the company’s future goals, he said: "Our plans have us investing more in content, not less. But the way we fund at least part of that is we eliminate things that didn't add value to audiences or advertisers."
“I think what’s so wonderful about working in media is the constant change and seeing things move,” Condé Nast’s chief content officer, Anna Wintour, told the New York Times. “Particularly today when it moves so fast. Yeah, it was great then, but what’s happening in the future is greater still.”
Katie Robertson, media reporter for the New York Times, wrote: “For the past year, Ms. Wintour has been focused on the next step of the process: turning seven of Condé Nast’s biggest publications - Vogue, GQ, Wired, Architectural Digest, Vanity Fair, Condé Nast Traveler and Glamour - into global brands, each under one leader, cutting costs and streamlining the sharing of content across both print magazines and digital platforms.”
Wintour said: “Instead of having 27 Vogues or 10 Vogues go after one story, we have one global Vogue go after it. So it’s more like a global newsroom with different hubs.”
“Obviously there are some stories that work, particularly if you think about fashion, that’s a global language, and music, so there are stories that will work across all territories and then those that absolutely won’t,” Wintour said. “We’re very aware of that.”
“Before, you created stories for publication and it came out once a month and that was great,” Wintour said. But now editors are working across a variety of different platforms including “digital, video, short and long form, social, events, philanthropic endeavours, membership, consumer, e-commerce,” said Wintour. “You touch so many different worlds. Honestly, who wouldn’t want that job?”
Keep up-to-date with publishing news: sign up here for InPubWeekly, our free weekly e-newsletter.
