Future news network

I see Zaid Rashdan’s point, but I'm not convinced. Here's why. Organisations should focus on what they're good at, and get good at other stuff they need to do to stay healthy and get even better at what they are good at. But there is a fine line. If organisations stray too far from their core they spread themselves thin, and often wither. Since the 1970s Reuters has built its non-news business on the back of its stellar journalistic reputation. But as a company, Reuters (or better its executives since the era of its stock market introduction) failed to realise that news gathering was the real strength - and that the new gizmos and transaction technologies and the deal-oriented info that flowed on these systems were a corollary, and not the strategic core - or unique selling proposition (USP), as management theory calls it. And after Reuters became a listed company, it has seemingly consistently failed to develop a strong strategy. A near-monopoly in the trading rooms, it was like a turtle on its back when Bloomberg showed up as competition in the non-news arena. Now follow the social networks. I can't see it helping much. I could see Thomson Reuters as a strong independent player, and thus indispensable partner to the companies building the social media world - but only if it doesn't dilute its offering: news content which is reported, edited and produced to the highest standards. Because that is becoming a real rarity. ■