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Meredith Kopit Levien is the CEO of The New York Times, which is perhaps the most famous journalism organization in the world, and certainly one of America’s most complicated companies. The Times is 172 years old, and has only recently become a force on the internet. It’s hard to remember, but back in 2014 and ‘15, people thought the Times was doomed — that it would be replaced by BuzzFeed and Vice and Vox. Instead, the company has undergone a radical and sometimes painful public transformation, and emerged as something closer to Netflix or Spotify – a subscription business with a huge investment in product and engineering.  Meredith has led a lot of that change, and in particular, she’s led the charge in turning a Times subscription into much more than paying for news – NYT Cooking and Games are hit apps, and of course she bought Wordle last year in a bit of a coup. We talked about that structure, how Meredith intends to appeal to a broader audience with all those products when the country is basically divi

This special episode dives deep on Taylor Swift, Ticketmaster, and how a handful of policy changes in the 1980s led to one firm so thoroughly dominating the live events business in the United States that Congress held a hearing in 2023, because Taylor Swift fans were so upset about antitrust law. That sentence is wild. We’re going to unpack all of this with the help of some experts. Here we go. Transcript: https://www.theverge.com/e/23409098 Credits: Thanks so much to everyone who talked to us and shared their valuable insights for this episode including Dean Budnik, Florian Ederer, Russ Tannen, and Sandeep Vaheesan. And special thanks to Makena Kelly and Jake Kastrenakes.  This episode was written and reported by Jackie McDermott and Owen Grove. It was produced by Jackie McDermott, Owen Grove, and Creighton DeSimone with help from Jasmine Lewis. It was edited by Callie Wright.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this installment of our Centennial Series on companies that are over 100 years old, we are talking to Barnes & Noble CEO James Daunt. The last few decades have thrown some hurdles in Barnes & Noble’s way, however. Far from being the monster that inspired the plot of the movie You’ve Got Mail, it’s had to face down a new Goliath called Amazon and the general decline of big-box retail stores. After years of closures and declining revenues, Barnes & Noble was bought out by activist investors in 2019, who installed Daunt as CEO, and he’s managed to turn things around by doing two main things.  First, he has decentralized operations of the stores, letting each store act like a local bookshop and giving his booksellers more control over what titles they sell and display. He immediately ended a system that allowed publishers to pay for special placement in bookstores, which he said corrupted the entire system in service of short-term profits. Second, he’s using Barnes & Noble’s scale to build a purchasing and dis

Gustav Söderström has worked at Spotify for a long time; his first big project was leading the launch of its mobile app back in 2009. That makes him the perfect company leader to talk to about Spotify’s recent redesign, which introduces a visual, TikTok-like feed for discovering new content on the app’s homepage. As his boss CEO Daniel Ek put it last week, it’s “the biggest change Spotify has undergone since we introduced mobile.” With the title of co-president and chief product and technology officer, Söderström is responsible for not only how Spotify looks and feels but also all the AI work happening behind the scenes to power its increasingly important recommendations. According to Söderström, it turns out that improving those recommendations is actually at the heart of the big redesign. “I think companies that don’t have an efficient user interface for a machine learning world are not going to be able to leverage machine learning,” he told Alex Heath on the newest episode of Decoder. Links: https://en.wi

Intro: Steve Bandrowczak, the CEO of Xerox, an iconic company that got started all the way back in 1906 as a manufacturer of photo paper and is, of course, best known for pioneering the copy machine. Here in 2023, Xerox has moved well beyond paper. It now works with companies large and small to provide IT services: it optimizes workflows, manages data, automates parts of businesses, and yes, still fixes the printers. Steve insists there’s still a lot in the world to print, and selling and servicing printers continues to be where Xerox begins its relationships with most customers. And fixing printers is getting high tech: Steve is excited about his new AR app that walks you through getting the copy machine working again so you don’t have to wait for a technician to come fix it.  We also talked about the future of Xerox’s legendary Palo Alto Research Center, or PARC, whether Xerox wants more consolidation, and we even spitball some ideas about how to get Gen Z excited about printers.  Links: John Visentin, Xer

Pali Bhat joined Reddit from Google about a year ago — he’s actually Reddit’s first-ever chief product officer, which is pretty surprising considering that Reddit is a series of product experiences: the reading experience, the writing experience, and importantly, the moderation experience. One thing we always say on Decoder is that the real product of any social network is content moderation, and Reddit is maybe the best example of that: every subreddit is shaped by volunteer moderators who use the tools Reddit builds for them. So Pali has a big job bringing all these products together and making them better, all while trying to grow Reddit as a platform. This was a really deep conversation, and it touched on a lot of big Decoder themes. I think you’re going to like it. Okay, Pali Bhat, the chief product officer of Reddit. Here we go. Links: New features aimed at making Reddit easier to use: an update on our product priorities focussed on simplification Reddit’s new features include a TikTok-style video fee

We taped this episode live at Hot Pod Summit. That’s our conference for the podcast industry. We have a whole newsletter for podcasters. It’s called Hot Pod, written by our very own Ariel Shapiro. Hot Pod Summit is where we bring that community of creators, trendsetters and decision-makers together to explore the latest developments in podcasting, audiobooks, and more. It was a packed house and a great time. We ended the day by recording our first-ever live Decoder with Conal Byrne, CEO of iHeartMedia’s digital audio group. Conal oversees podcasting at a giant radio company, and his group accounts for a quarter of iHeart’s revenue, which was $1 billion last quarter alone. His team makes some of the biggest podcasts around, with huge talent like Will Ferrell, Shonda Rhimes, and Charlamagne tha God, who you’ll hear Conal talk about quite a lot. Conal and iHeart Digital earned that success by doing some unconventional things. Whereas other big podcasting players like Spotify and Apple have tried to boost revenue

Hello and welcome to Decoder. I’m Nilay Patel, editor in chief of The Verge, and Decoder is my show about big ideas, and other problems.  Today, I'm talking to Mitchell Baker, the chairwoman and CEO of Mozilla, the organization behind the Firefox browser, the Thunderbird email client, the Pocket newsreader, and a bunch of other interesting internet tools. Now as you all know, Decoder is secretly a podcast about org charts – maybe not so secretly, and Mozilla’s structure is really interesting. Mozilla itself is a nonprofit foundation, but it contains within it something called the Mozilla Corporation, which actually makes Firefox and the rest. Mitchell is the chairwoman of the foundation, and the CEO of the corporation. And the Mozilla Corporation, which they charmingly call MoCo, can make a profit - or it can least be taxed, which is an important distinction you’ll hear Mitchell talk about. I bring this up because Mozilla has been around since 1994 in a variety of structures and business models – it starte

I’m coming to you from Microsoft’s campus in Redmond, where just a few hours ago, Microsoft announced that the next version of the Bing search engine would be powered by OpenAI, the company that makes ChatGPT. There’s also a new version of the Edge web browser with OpenAI chat tech in a window that can help you browse and understand web pages.  The in-depth presentation showed how OpenAI running in Bing and Edge could radically increase your productivity. They demo’d it making a travel itinerary, posting to LinkedIn, and rewriting code to work in a different programming language. After the presentation, I was able to get some time with Microsoft CEO Satya Nadella. Nadella has been very bullish on AI. He’s previously talked about AI as the next major computing platform. I wanted to talk about this next step in AI, the partnership with OpenAI, and why he thought now was the best time to go after Google search. This is a short interview, but it’s a good one. Okay, Satya Nadella, CEO of Microsoft. Here we go. Wa

HBO started as an experiment. It was a way to get people to switch from getting TV over broadcast antennas to cable by offering events you’d otherwise need tickets to see: boxing, plays, movies. That’s where the name Home Box Office comes from. But it grew from there in surprising ways: HBO was a major innovator in satellite distribution, in working with cable operators around the country, and of course in programming. The company’s taste and style has influenced and shaped culture for a generation now. And importantly, HBO did it without any real data: the cable companies owned all the subscribers, so HBO made decisions through instinct and experience. The amazing thing about HBO is that it has stayed true to itself through an absolutely tumultuous set of ownership changes and strategy shifts. If you’re a Decoder listener you know about the chaos of AT&T and HBO Max and the sale to Discovery to create Warner Brothers Discovery, but it’s so much twistier than that. I talked through all of those twists with

A few weeks ago, President Biden was in the Netherlands, where he asked the Dutch government to restrict export from a company called ASML to China. ASML is the only company in the world that makes a specific machine needed to make the most advanced chips. Apple couldn’t make iPhone chips without this one machine from the Netherlands’ biggest company. ASML doesn’t just shape the Dutch economy—it shapes the entire world economy. How did that happen? Chris Miller, Tufts professor and author of Chip War: The Fight For The World’s Most Critical Technology walked me through a lot of this, along with some deep dives into geopolitics and the absolutely fascinating chip manufacturing process. This one has everything: foreign policy, high powered lasers, hotshot executives, monopolies, the fundamental limits of physics, and, of course, Texas. Here we go. Links: US issues sweeping restrictions on chip sales to China Japan and the Netherlands join US with tough chip controls on China Pat Gelsinger came back to turn Int

I have this theory that music is usually about five years ahead of the rest of media in terms of its relationship to tech—whether that’s new formats based on new tech, like vinyl to CDs; new business models like streaming; or simply being disrupted by new kinds of artists who use new forms of promotion like TikTok in unexpected ways. I’ve always thought that if you can wrap your head around what’s happening to the music industry, you can pretty much see the future of TV or movies or the news or whatever it is, because the music industry just moves that fast. I was talking about this with my friend Charlie Harding, the co-host of Switched on Pop, and he said that he thinks the upcoming Taylor Swift Eras Tour is itself the end of an era in music — that the age of cheap streaming services is coming to an inevitable conclusion, and that something has to change in order for industry to sustain itself in the future.  So, in this episode, Charlie and I walk through a brief history of the music business—which, desp

Last year I spoke with Cory Doctorow and Rebecca Giblin about their new book, Chokepoint Capitalism. It’s a book about artists and technology and platforms, and how different kinds of distribution and creations tools create chokepoints for different companies to capture value that might otherwise go to artists and creators.. In other words, it’s a lot of Decoder stuff. As we were prepping this episode, the Decoder team realized it previews a lot of things we’re going to talk about in 2023: antitrust law. Ticketmaster. Spotify and the future of the music industry. Amazon and the book industry. And, of course, being a creator trying to make a living on all these platforms. This episode is longer than normal, but it was a really great conversation and I'm glad we are sharing it with you. Links: What is Mixer, Ninja’s new exclusive streaming home? Ninja returns to Twitch This was Sony Music's contract with Spotify Transcript: https://www.theverge.com/e/23311918 Credits: Decoder is a production of The Verge and

Tomer Cohen is the chief product officer at LinkedIn, and actually, I talked to Tomer twice. Here’s a little secret about Decoder: we do the interviews, and then often, the guest and I just keep chatting for a while. So after my first interview with Tomer, we were hanging out, talking about the perpetual battles between engineers, product managers, and designers. And he said something that completely jumped out at me: “We might be wrong, but we’re not fucking confused.”  This isn’t a totally new line — it’s been floating around for a while, you can Google it — but you know I love an f-bomb, and honestly, it’s one of the most simple and clarifying things a manager can say, especially when managing across large teams. So I asked Tomer to come back and really dig in on that idea. On top of that, we’ve been talking a lot about running social networks lately, and LinkedIn is a fascinating social network because it doesn’t have the same engagement-based success metrics as other social platforms like Twitter and Ins

We have to talk about Twitter, right? Elon Musk bought it. He’s making all these changes, and he’s realizing that content moderation decisions are quite complicated, especially when the stakes are high. But talking about Twitter in a vacuum seems wrong. There are lots of other social networks and community-based products, and they all have basically the same problems: some technical (you have to run the service), some political (you have to comply with various laws and platform regulations around the world), and some social (you have to get millions of users to post for free while making sure what they post is good stuff and not bad stuff). So, we’re doing something a little different this week. First, I’m talking to Matt Mullenweg, who is the CEO of Automattic, which owns WordPress, the blog hosting platform, and Tumblr, the social network, which he purchased from Verizon in 2019. Then, Verge deputy editor Alex Heath and I are going to break down a bunch of what Matt told me and apply it to Twitter to see wh

Today, we need to talk about Bob. Two Bobs, actually: Bob Iger, the former and now current CEO of Disney, and Bob Chapek, the man Iger handpicked as his replacement, who flamed out and was fired by the board, and then, on November 20th, was replaced by Bob Iger. Bobs, man. The heart of this whole thing is total Decoder bait. It’s a story about how to structure a company like Disney. Then you add in the complexity of the shift to streaming, the future of TV and movies generally, and the gigantic reputation of a character like Bob Iger, who many people think could plausibly run for president. There’s just a lot going on here. Whenever I need to talk Disney, media, and Bobs, I call one person: Julia Alexander, director of strategy at Parrot Analytics and a former reporter at The Verge. Julia pays a lot of attention to the streaming giants, she’s sourced inside all the companies battling for our attention, and she has a lot to say about the Bobs. Links: Bob Iger steps back in as Disney CEO, replacing Bob Chapek 

Bose is one of the most recognizable audio brands in the world: it was famous for the Wave radio in the 80s, it invented noise cancellation, you can see its logo on NFL sidelines every Sunday, and of course there are the popular consumer products like the QuietComfort headphones that reviewers like Chris Welch here at The Verge rate as some of the best in the game. Bose is in tons of cars as well: audio systems in GM, Honda, Hyundai, Porsche, and more are developed and tuned by Bose. Bose was founded in 1964 by Dr. Amar Bose, who donated a majority of the shares of the company to MIT, where he was a professor. That means to this day, Bose is a private company with no pressure to go public. However, Bose still has to compete against big tech in talent, products, and compatibility. So today I’m talking to Bose CEO Lila Snyder about Bose’s dependence on platform vendors like Apple and Google, how she thinks about standards like Bluetooth, and where she thinks she can compete and win against AirPods and other pro

Chris Licht faces an uphill battle at CNN. He got the CEO gig in the midst of a prickly merger between Warner Bros. and Discovery and right after the shocking exit of beloved long-time boss, Jeff Zucker. In his first six months, he’s shut down CNN+, ousted Brian Stelter, and shuffled anchors around, including Don Lemon and Jake Tapper. This week, the network chief held an internal town hall meeting where he faced a staff of thousands and discussed upcoming layoffs. Shortly afterwards, he sat down with Kara — who grilled him, of course. She asks Licht whether he has any real actual power or if he’s simply executing orders from Warner Bros. Discovery CEO David Zaslav — who is in search of cuts, as the company stares down the barrel at $50 billion in debt — and billionaire board member, John Malone, who has said he’d like to see more “centrist” programming from CNN. They discuss Licht’s vision for the newsroom, his plan to build trust with journalists who fear losing jobs, and how CNN will cover Donald Trump dur

Phil Spencer, CEO of Microsoft Gaming, is in charge of Xbox and all the game studios that Microsoft has acquired over the years. Phil came to talk to us hours before the European Commission announced an in-depth investigation into Microsoft’s proposed 68.7 billion dollar acquisition of Activision Blizzard, which makes the enormous Call of Duty series, as well as Candy Crush on phones.  So I had the chance to ask Phil: Will he make the concessions that regulators want in order to close this deal? And is the deal really just about Call of Duty, or something else? Is Microsoft committed to keep Call of Duty available on Playstation? Phil’s a candid guy. He’s been on Decoder before. I always enjoy talking to him, and this was a fun one. Links: Microsoft’s Phil Spencer on the new Xbox launch - The Verge Microsoft to acquire Activision Blizzard for $68.7 billion - The Verge Why Microsoft bought Bethesda for $7.5 billion Microsoft announces big, multistudio push to create more Xbox exclusives Bethesda’s Starfield a

Dylan Field is the co-founder and CEO of Figma, which makes a very popular design tool that allows designers and their collaborators to all work together right in a web browser. You know how multiple people can edit together in Google Docs? Figma is that for design work. We just redesigned The Verge; we used Figma extensively throughout that process. So for years, people have been waiting on the inevitable Figma vs. Adobe standoff since Figma was such a clear upstart competitor to Photoshop and Illustrator and the rest. Well, buckle up because in September, Adobe announced that it was buying Figma for $20 billion. Figma is going to remain independent inside Adobe, but you know, it’s a little weird. So I wanted to talk to Dylan about the deal, why he’s doing it, how he made the decision to sell, and what things he can do as part of Adobe that he couldn’t do as an independent company. Dylan’s also a pretty expansive thinker, so after we talked about his company getting the “fuck you” money from Adobe, we talked