????《紐約時(shí)報(bào)》（the New York Times）日前宣布解雇總編吉爾?艾布拉姆森時(shí),，傳媒界一片嘩然,。即便是《紐約時(shí)報(bào)》那些見(jiàn)多識(shí)廣的記者們也一下子被這條消息“弄懵”了，發(fā)行人小阿瑟?蘇茲伯格在宣布時(shí)只是說(shuō),，艾布拉姆森被解雇是因?yàn)椤靶侣劸庉嬍业墓芾沓隽藛?wèn)題,。”

????但在所有關(guān)于艾布拉姆森管理風(fēng)格的討論中,，在所有是否針對(duì)女性管理者實(shí)施雙重標(biāo)準(zhǔn)的討論中,，很少有人談到一個(gè)話題，同時(shí)也可能最最重要的一個(gè)話題：在暮氣沉沉的傳統(tǒng)報(bào)業(yè)中,，艾布拉姆森的新聞編輯室管理水平遠(yuǎn)超業(yè)界大多數(shù)人,。

????過(guò)去十年，出版界受沖擊最大的報(bào)業(yè)頻頻傳來(lái)倒閉,、裁員,、轉(zhuǎn)為網(wǎng)絡(luò)版、取消收費(fèi)墻和/或?qū)?nèi)容制作外包給資歷較淺,、薪酬較低的社區(qū)成員和“供稿人”（如果多少還有一點(diǎn)資歷,，多少還支付一點(diǎn)薪酬的話）的種種消息。有一段時(shí)間,，《芝加哥先驅(qū)報(bào)》（Chicago Tribune）和《休斯頓紀(jì)事報(bào)》（Houston Chronicle）甚至依賴電腦算法和一幫菲律賓寫(xiě)手,。

????雖然不少傳統(tǒng)媒體依然缺乏方向（依然搞不清如何將那個(gè)被稱為互聯(lián)網(wǎng)的東西變成一個(gè)可持續(xù)的商業(yè)模式），被戲稱為“灰色女士”的《紐約時(shí)報(bào)》已經(jīng)較好地完成了數(shù)字化轉(zhuǎn)型,?！都~約時(shí)報(bào)》網(wǎng)站走在了行業(yè)前面，積極運(yùn)用從數(shù)據(jù)圖形化到視頻等諸多新生代功能,，制作傳統(tǒng)新聞,。艾布拉姆森在主編生涯中對(duì)未來(lái)的重視（間或還參加科技傳媒會(huì)議）值得贊許。

????她在《紐約時(shí)報(bào)》樹(shù)立收費(fèi)墻數(shù)月后上任,，實(shí)施了多項(xiàng)堪稱行業(yè)典范的數(shù)字項(xiàng)目,。2012年12月，《紐約時(shí)報(bào)》全新的數(shù)字?jǐn)⑹缕脚_(tái)亮相,，在這個(gè)平臺(tái)上,，約翰?布蘭奇的長(zhǎng)篇敘事報(bào)道《雪從天降》(Snow Fall)一炮而紅。這個(gè)平臺(tái)展現(xiàn)了多媒體敘事的創(chuàng)意和創(chuàng)收可能,，受到廣泛推崇和效仿,，這種形式更是被冠以“雪從天降”體,。

????3月份，《紐約時(shí)報(bào)》推出了幾款付費(fèi)數(shù)字產(chǎn)品,，包括一個(gè)應(yīng)用軟件,，提供新聞、美食,、評(píng)論等內(nèi)容,。目前要判斷這些產(chǎn)品的效果仍為時(shí)過(guò)早，但艾布拉姆森能把編輯部的資源集合在這些地方仍然值得嘉許,。

????正如傳媒投資銀行DeSilva and Phillips的里德?菲利普斯當(dāng)時(shí)告訴我：“我的印象是,，這些產(chǎn)品是小試牛刀，但他們至少是在創(chuàng)新,。這一點(diǎn)最重要,。”

????他還說(shuō)：“在探索未來(lái)新聞方面,，他們顯然是美國(guó)報(bào)業(yè)的先鋒,。”

????不管發(fā)生什么,，艾布拉姆森顯然是在專注于當(dāng)代新聞報(bào)道面臨的種種挑戰(zhàn),。她和她的繼任者迪安?巴奎特曾經(jīng)委托以發(fā)行人蘇茲伯格的兒子A.G.為首的一組記者為《紐約時(shí)報(bào)》制作一份《創(chuàng)新報(bào)告》。這個(gè)小組花了幾個(gè)月的時(shí)間進(jìn)行調(diào)研,，并在上周公布了調(diào)查的結(jié)論：好吧,，《紐約時(shí)報(bào)》需要加快行動(dòng)。

????具有諷刺意味的是,，這份報(bào)告出爐后,，一些人暗示，《紐約時(shí)報(bào)》編輯部之所以沒(méi)能更進(jìn)一步,，全是艾布拉姆森的錯(cuò),。（財(cái)富中文網(wǎng)）

????Jaws collectively dropped in the media fishbowl yesterday with the announcement that New York Times editor-in-chief Jill Abramson was losing her job. Even the Times' crack reporters were initially "gob-smacked" by the news in their front yard, delivered to them by publisher Arthur Sulzberger Jr. -- who merely said that Abramson had been dismissed over "an issue with management in the newsroom."

????But in all the talk about Abramson's management style -- and the important debate about whether or not women executives are held to a double standard -- there has been little said on a topic that may be most relevant of all: In a just plain lousy environment for traditional broadsheets, Abramson's newsroom was managing far better than most.

????In the past decade, newspapers -- the most bludgeoned segment of the ink-on-paper realm -- have shut down, cut staff, gone online-only, thrown up paywalls, and/or outsourced content-producing to less vetted, lesser paid (if vetted and paid at all) community members and "contributors." For a brief time, the Chicago Tribune and Houston Chronicle even relied on computer algorithms and a corps of writers in the Philippines.

????Yet while much of old media remains adrift (and still trying to figure out how to turn that thing called the Internet into a sustainable business model), The Gray Lady has managed its digital transformation relatively well. Its website leads the industry in delivering old-school journalism with new-age enhancement from data visualizations to video. Abramson, who spent her executive editorship with one foot in the future (and at the occasional tech media conference), deserves some credit for this.

????Her tenure, which began months after the paper put up its paywall, brought a handful of digital initiatives that have served as models for the industry. In December 2012, the Times debuted a new digital storytelling platform for "Snow Fall," a long-form narrative written by John Branch. The platform demonstrated both new creative and revenue-generating possibility for multimedia storytelling, and has become so widely admired and imitated by media companies, that the form itself is now known as Snowfall.

????In March, the Times launched a handful of subscription digital products, including an app that curates news and others that highlight areas of coverage like food and opinion. It's too early to know how well these have worked, but that Abramson committed newsroom resources to them is something.

????As Reed Phillips, of the media investment bank DeSilva and Phillips told me at the time, "My impression is these products are trial balloons, but at least they're innovating. That's the most important thing."

????He added, "They're clearly the leader among U.S. newspapers in how they're approaching the future of news."

????In any case, Abramson was clearly focused on the modern-day challenges of delivering the news. She and her successor, Dean Baquet, commissioned a team of journalists -- headed by Sulzberger's son, A.G. -- to develop an Innovation Report for the Times. The group spent several months on the study and their findings -- ahem, that the Times needs to move faster -- were shared last week.

????Ironically, that report led some to suggest that it was Abramson's fault that the newsroom wasn't further ahead.