This is a really amazing piece about organizational psychology in the face of digital disruption. https://nymag.com/intelligencer/2020/11/inside-the-new-york-times-heated-reckoning-with-itself.html

Two bits stand out. One: When you reach outside for new skills, new philosophies come along for the ride. The two are inseparable and to innovate an organization needs to adapt not suppress.

Two: I call this the “digital orchestra.” Tasks and people are no longer time-separated in the news production process. We all play our instruments simultaneously. Developers (for example) inject their perspective early in the process. This is a good thing.

I would demur from the framing of the internal conflict as “techsurrectionist” millennials or etc. The tension is cultural not specifically generational and is happening now because the newcomers have more physical visibility and social power than the “pressmen” did 50 years ago.

There is plenty of research into these new “interlopers” in the newsroom and boundary work is a key area of study to help understand how Product Management and other roles are integrated: https://scholar.google.com/scholar?hl=en&as_sdt=0%2C26&q=journalism+boundary+work&oq=journalism+boundary+#d=gs_qabs&u=%23p%3Dib0HD681UoEJ

At the end of the day this is about a resistance to a realignment of power in the system. The same dynamic that results in newsrooms hiring POC and then ignoring their insights.

Read the story: the provided descriptions of tech people, POC and audiences are the same. Groups who are gaining power and who the future relies on - struggling against a culture not ready to cede control.