We are making some changes to our editorial strategy and leadership and giving a voluntary exit option to employees who would like to take a different path.
Though Medium has been an open platform since day one, we’ve had an editorial team almost as long... the editorial part of our company has gone through many iterations as we’ve strived to find the right way to integrate it. In 2014–16, we published great original content but we didn’t have the right business model to support it.
In 2018... Our subscriber base was growing quickly, and it was supporting increasing amounts of platform and professional content. I brought on Siobhan O’Connor to organize and uplevel the then-tiny editorial team. The work they did found an eager audience on the platform, which now had a business model to support it.
This led to our decision in 2019 to double down on this strategy and ramp up our editorial efforts. We decided to do that in the context of our own publications.
Our goal was never to replicate the traditional publishing model because we saw the challenges the industry was going through. Rather, we believed we could find a new model that would allow professional writers and editors to do their best work.
One of our key innovations is what we now call Amplify, our program through which we offer editorial polish and a spotlight for writers who come in through the platform. This has worked really well.
What’s worked less well is where we’ve followed the traditional editorial playbook — specifically, commissioning stories from professional writersinto publications with broad mandates.
To be clear, we had no illusion these publications were going to pay for themselves in the short term. The bet was that we could develop these brands, and they would develop loyal audiences that would grow the overall Medium subscriber base. What’s happened, though, is the Medium subscriber base has continued to grow, while our publication’s audiences haven’t.
I think a significant factor is that the role of publications — in the world, not just on Medium — has decreased in the modern era. I don’t mean the role of professional editorial, but the idea of an imprimatur that establishes credibility or trust.
於是這邊先埋個伏筆:「『刊物』這個角色的重要性,已經不如以往了」。
再加一個伏筆:「不如以往的,是刊物作為一種『信任對象』的特質,而不是指『專業編輯工作』這件事。」
Trust is more important than ever and well-established editorial brands still have meaning.
To adapt to these learnings, in 2020, we started doing two things: a) Lowering the commission budgets of our O&O pubs, to make them more sustainable. b) Redirecting editorial resources to finding and supporting independent writers, who were publishing on Medium outside of our pubs.
What we learned from our intense internal conversations over the last few weeks is that this left a lot of uncertainty and doubt amongst the team. This is understandable. And today’s announcements are our attempt to clear that up.
而如果老闆說到「left a lot of uncertainty and doubt amongst the team」(在團隊成員間留下許多不確定和疑慮),通常已經是非常嚴重的狀態:團隊成員不僅意見差異很大、而且態度上已經不願意再溝通;大概就是「你是老闆你說吧,我不想管了」的意思(而且,這句話通常是部門主管直接對老闆講的)。
As I wrote a couple of weeks ago, I strongly believe thatthe editorial talent we have assembled here is a strategic assetthat is in line with our business and strategy.
「編輯團隊很棒、很重要」,再熱身一下,準備下刀了。
What about our pubs? Honestly, I think it will take a lot more experimentation to figure out what their role is on the platform. And we need to experiment more efficiently than we have been to date.
「至於我們的刊物們怎麼辦呢?說實在話,我們得用更有效率的方式,做更多的實驗。」
通常這樣說的意思,就是會再給一些時間、一些資源,如果不行就砍掉。
I can see more focused, high-affinity publications working well as part of the Medium bundle. And I can also see the editorial team being great at conceiving and executing those types of publications. The most important thing is thatwe need to iterate quickly and optimize for what’s working.
Whether this strategy works or not, here’s what I know is certain: There will be more change in the future. I don’t want to shy away from this reality, as I consider embracing change one of our biggest strengths.
I also want to give an option to those who wouldrather get off this crazy ride.
先再以退為進一下,耍點小嘴皮:「如果有人想從這段瘋狂旅程中下車,我想在這裡提供一個選擇。」
To that end, we’re offering to everyone in editorial avoluntary separation program (VSP). What this means is that they can choose to leave the company and receive a lump sum payment of five month’s salary to give a buffer to find their next job. (We will also cover six months of health benefits.)
Lastly, to head up this next phase, there will also be a change in leadership.Four years ago, I approached Siobhan to take a chance with me at Medium to build something new, exciting and hard, with no guarantees for success. I was incredibly honored when she said yes. Since thenshe has built a world-class editorial teamand has made Medium a better place every day with her presence, impact, and integrity.
Together, we’re confident in the new direction and that we have the right people in place to lead the department for the next chapter. Siobhan’s last day is being finalized as she works to set up the editorial team for success.Jermaine Hall and Scott Lamb will lead the content organization, reporting to Karene [Tropen], who will take the new role of SVP Marketing & Content. I have high confidence that Karene, Jermaine, and Scott will bring forward new ideas and take advantage of the large opportunities ahead.
If you have any questions or would like to further discuss the VSP — or anything mentioned above — please do not hesitate to reach out to your manager or the People team.