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The New York Times and the Boston Scientific

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Chapter 1 / Foundations of Information Systems in Business



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lmost everybody has a theory about how to save the U.S. newspaper industry. The only consensus, it seems, is that it needs to change fundamentally or it could all but disappear. At The New York Times, tough times have elevated IT-enabled innovation to the top of the agenda. A research and development group, created in 2006, operates as a shared service across nearly two dozen newspapers, a radio station, and more than 50 Web sites. “Our role is to accelerate our entry onto new platforms by identifying opportunities, conceptualizing, and prototyping ideas,” explains Michael Zimbalist, the company’s vice president of R&D. Zimbalist’s staff of 12 includes experts in rapid prototyping, specialists in areas like mobile or cloud computing and data miners who probe Web site data for insight into what visitors do. They work within a common framework based on idea generation, development, and diffusion throughout the business. Recent projects included prototypes for new display ad concepts, as well as BlackBerry applications for Boston.com and the expert site About.com. The team’s work is intended to supplement and support innovation taking place within the business units. For example, the team is prototyping E-Ink, an emerging display technology; some business units can’t spare the resources to investigate it. At NYTimes.com, the design and product development group of Marc Frons, CTO of Digital Operations, worked with Zimbalist’s team and Adobe developers on the Times Reader 2.0 application, the next generation, on-screen reading system it developed on the Adobe AIR platform. Frons further encourages forward thinking among his 120-person team with twiceannual innovation contests. Winners receive cash, recognition

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