“Phoenix Newspapers” Items

Named as IT Director

In February 1997, I was named as the director of information technology.  Here’s what the company newsletter wrote:

Howard Finberg, director of infor­mation technology, will direct the Information Services department for the next 18 to 24 months, effective Jan. 30, Vice President/Operations & Product Development Rich Cox announced last week. Sam Young will remain as Services director and turn his full attention to expanded responsibili­ties with several important Services issues and projects. Finberg will report to Cox on IS issues and continue to report to Publisher & CEO John Oppedahl on strategic technology issues.

A couple of months later, I wrote a memo to the IT staff outlining my goals:

As we discussed a little more than a month ago, the leadership structure of the information services department will be changing. During our first staff meetings I outlined my vision for the department. Since that time, I have had the opportunity to discuss this vision with many of you. Your enthusiasm has confirmed my thinking and serves as a guiding force towards our future. That vision statement is worth repeating:

“There are no system projects, only business projects enabled by information technology.”

To reach our vision, we need clear and consistent expectations. At our staff meeting I outlined those expectations. They are also worth repeating. An effective information services department:

• Makes sure all infrastructure works properly and is positioned for future growth.
• Develops a coherent architecture and clearly communicate its structure to the company. Standards can save companies money if they are applied properly; a poorly chosen standard or standards that do not change as technology changes can cost a company time and money
• Develops a team structure at both management and staff level. In addition, every team member needs to understand everything that is going on; you need to know more than your own projects.
• Makes sure that the company and its directors understand the full cost of the latest technology and the risks involved in trying to satisfy all demands all the time.
• Provides leadership, advice and it assists and works with customers so they can accomplish their business goals with a minimum of effort and expense.

 

Central Newspapers and Technology

This is a memo sent by Louis [Chip] Weil, the President and CEO of Central Newspapers [CNI] to newspaper analysts at Capital Guardian, a mutual fund. The memo was a copy of a presentation I did about the technology at CNI. As Director of Information Technology at Phoenix Newspaper, part of CNI, I outlined the various initiatives to harness technology in various departments.

Notes and String: Building the AZ Central Site from Scratch

In the summer of 1995, a group of editors and other staff members of The Arizona Republic and Phoenix Gazette worked on a ‘semi-secret’ project — created Phoenix Newspaper’s first online products.  The group started with creating a sub-site on American Online. Later, we created an Internet [Web] About AZ Central.

We used our imaginations and research into other online pioneers to figure out what  the home screen, the secondary screens and menus.  It was an interesting and challenging project.

AZ Central officially launched in November 1995

Joining the Arizona Republic

Moving to the Arizona Republic was a big and important step in my career.  I finally reached the level I had work toward — the second level in newsroom management.  In 1987, The Republic was run by the managing editor.  Next on the organization chart were the assistant managing editors, of which I was the newest, with a newly created job.

Here’s the press release send by the parent company, Phoenix Newspapers, Inc.

PHOENIX, ARIZ . (July 30, 1987) — Howard I. Finberg, former photography and graphics editor at the San Francisco Chronicle, has been named to the newly created position of assistant managing editor/graphics at The Arizona Republic.

In his new position, Finberg will be responsible for the visual aspects of the paper–supervising the photo, graphic arts and page design departments. He also will play a major role in the redesign of the newspaper, a pioneer in pagination.

Later, after one of the three AMEs left the paper, I would assume responsibilities for the features sections and the Sunday editions.

In addition to the press release, there was a nice note in the newsroom’s newsletter, EN.  I like the small personal touch which talked about my interest in cooking.

Named Director of Information Technology

In September of 1996, I was promoted to a new job and new responsibilities; from senior editor/information technology to director of information technology.  As the press release noted:

He will be responsible for planning of new technology across the company and will work closely with other directors in the development of new products and services. He will report to (John) Oppedahl and will continue to have responsibility for management of PNI’s electronic distribution of information.

It was an important opportunity as it put me on the company’s operating committee. Here’s a link to the story in the Arizona Republic.

Finding the Focus for Online Services

As part of the development process for AzCentral, the Phoenix Newspapers Inc. “skunk works” team undertook a couple of difficult, but important tasks.  One task was to better understand our potential audience.  With focus groups and other marketing research, we found some themes from our affinity groups:

  • The Travelers
  • Small business owners
  • Parents of young children
  • High school teachers

I really liked the idea that we wouldn’t talk only to “computer owners.” Rather we wanted to better understand how to serve the needs of our potential audience. Here’s what we wrote [I think by Dave Gianelli] about the process:

The four groups — people who like to travel, parents of young children, small­ business owners and high-school teachers – were selected after consulting with Ellen Jacobs, who guided the team throughout the process. We decided against creating focus groups out of demographics such as “computer owners” or “users of online services,” which are based more on the medium than content.

This strategy allowed the team to learn about the specific information needs of each group, and it pointed up some themes common across the groups. Also, the focus group members were varied in computer expertise: some used online services regularly, and others were thinking of joining one. Some said that they didn’t own a computer and that they didn’t plan to buy one.

We talked with the groups about how they get information (for planning a trip or a family outing, for example) and the frustrations they have in getting this information. What we found out can be used to help PNI shape its online services.

What is most interesting about this document is the VERY detailed inventory of the content that could be offered from existing material created by two newspapers, a business journal and an audiotext service.

From A (stock listings) to Zing!, our readers have access to news, sports, enter­tainment, computers, calendars, business and anything that fits under those umbrellas. And from The Arizona Republic, The Phoenix Gazette, Community and the Arizona Business Gazette comes access to other valuable reader services: PressLine, faxes and special sections.

As we wrote: It is a lot.  About 100 pages of inventory.  It is a great snapshot of the content that one newspaper in 1995 produced for its readers.

 

Technology Leadership at The Arizona Republic

One of my roles at The Arizona Republic was to run the information technology department.  One of my important responsibilities was to make the case internally and externally for investment in equipment and services.

In April 1997, I did a “Technology Leadership” presentation.  I’m not sure who was in the audience.  I laid out our plans for the future on two information pillars:

Two types of information technology support our organization
1. Business and financial applications
* Advertising, finance, circulation support systems
2. News and information applications
* Editorial and other content, regardless of delivery method

I concluded with the idea that all of this spending is needed to build “strong technology foundations for the future.”