Late last week, Chartbeat released a new product: Newsbeat, a tool that takes the real-time analytics it already offers and tailors them even more directly to the needs of news orgs. Chartbeat is already famously addictive, and Newsbeat will likely up the addiction ante: It includes social sharing information — including detailed info about who has been sharing stories on Twitter — and, intriguingly, notifications when stories’ traffic patterns deviate significantly from their expected path. (For more on how it works, Poynter has a good overview, and GigaOm’s Mathew Ingram followed up with a nice discussion of the decision-making implications of the tool.)
What most stood out to me, though, both when I chatted with Tony Haile, Chartbeat’s general manager, and when I poked around Newsbeat, is what the tool suggests about the inner workings of an increasingly online-oriented newsroom. Chartbeat, the parent product, offers an analytic overview of an entire site — say, Niemanlab.org — and provides a single-moment snapshot of top-performing stories site-wide. Newsbeat, on the other hand, can essentially break down the news site into its constituent elements via a permissioning system that provides personalized dashboards for individual reporters and editors. Newsbeat allows those individual journalists to see, Haile notes, “This is how my story’s doing right now. This is how my people are doing right now.”
On the one hand, that’s a fairly minor thing, an increasingly familiar shift in perspective from organization to person. Still, though, it’s worth noting the distinction Newsbeat is making between news org and news brand. Newsbeat emphasizes the individual entities that work together, sometimes in sync and sometimes not so much, under the auspices of a particular journalistic brand. So, per Newsbeat, The New York Times is The New York Times, yes…but it’s also, and to some extent more so, the NYT Business section and the NYT Politics page and infographics and and blogs and Chris Chivers and David Carr and Maureen Dowd. It’s a noisy, newsy amalgam, coherent but not constrained, its components working collectively — but not, necessarily, concertedly.
That could be a bad thing: Systems that lack order tend to beget all the familiar problems — redundancy, wasted resources, friction both interpersonal and otherwise — that disorder tends to produce. For news orgs, though, a little bit of controlled chaos can be, actually, quite valuable. And that’s because, in the corporate context, the flip side of fragmentation is often entrepreneurialism: Empower individuals within the organization — to be creative and decisive and, in general, expert — and the organization overall will be the better for it. Analytics, real-time and otherwise, serve among other things as data points for editorial decision-making; the message implicit in Newsbeat’s design is that, within a given news org, several people (often, many, many, many people) will be responsible for a brand’s moment-by-moment output.
Which is both obvious and important. News has always been a group effort; until recently, though, it’s also been a highly controlled group effort, with an organization’s final product — a paper, a mag, a broadcast — determined by a few key players within the organization. News outlets haven’t just been gatekeepers, as the cliché goes; they’ve also had gatekeepers, individuals who have had the ultimate responsibility over the news product before it ships.
Increasingly, though, that’s no longer the case. Increasingly, the gates of production are swinging open to journalists throughout, if not fully across, the newsroom. That’s a good thing. It’s also a big thing. And Newsbeat is reflecting it. With its newest tool, Chartbeat is self-consciously trying to help organize “the newsroom of the future,” Haile told me — and that newsroom is one that will be dynamic and responsive and, more than it’s ever been before, collaborative.