If Seattle suddenly found itself without any newspapers (parts 1, 2, 3, and 4) and unemployed journalists decided get something going to fill the void, the most important early hire would be a database engineer.
The reasons for the demise of for-profit newspapers are many, and no one factor in isolation would have doomed the backbone of American journalism so suddenly. But one factor made it inevitable: changing technology. Once the writing was on the wall — say, in 1993 — the newspaper industry at large did a poor job of developing the Web as a platform, though there are notable exceptions.
The problem wasn't just the fact every piece of technology was devoted first and foremost to producing a printed newspaper. (In today's terms, the most important application would have been InDesign instead of Dreamweaver.) Failure to innovate was compounded by corporate ownership. Even if someone at the paper in, say, Portland wanted to do something novel with the Web, the locals were faced with ownership by, say, Advance Publications (Newhouse), to name the most egregious example of online screw-ups that for too long foisted the worst Web tools imaginable on its newspaper children. Throw in consolidation of chains and the mess was compounded. (I'm looking at you, McClatchy.) To do any real technological innovating at a newspaper, you had to be either in New York or Lawrence, Kan. (I exaggerate, but only a little.)
So given the opportunity to start from scratch, it's time to develop a journalism Web platform like no other, designed from the bottom up to accommodate the special needs of professional news editing and vetting. It must serve all the usual forms of content — articles, blogs, images, video, audio, commenting — as well as provide for the complicated interactivity of social networking, sharing, rating, and wiki collaboration. It needs to be the offspring of The New York Times and Facebook.
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