A BusinessWeek for a Busier World


With this issue, we are relaunching BusinessWeek to serve you better as your world changes.

We're proud of our 78-year history as the world's leading business magazine, and we're especially proud that BusinessWeek has grown steadily over the past decade and now reaches more than 4.8 million readers each week. But we live in your world—one of intense time pressure, global competition, information overload, and relentless challenge. And, like you, we can't stand still.

With that in mind, we've spent the past 18 months asking several thousand people, readers and nonreaders alike, lots of questions about what they want and expect from us in the coming months and years. And we've concluded that we can meet your needs in a faster, smarter, and richer way. Here's what we've learned, and what we're doing about it:

You're busier than ever as your colleagues and customers pursue you into your evenings and crash your vacations. Therefore, you want us to brief you on the week's most important business news, information, and ideas as intelligently and efficiently as possible.

So we're providing you with an enhanced version of our popular weekly news digest, The Business Week. TBW will now cull its content not only from BusinessWeek and BusinessWeek.com but also from dozens of additional sources that we find reliable and illuminating. As a result, we believe we now offer the most concise, useful, and authoritative business news summary available anywhere. And you will always be able to find it at the front of the magazine.

You're watching the global scene more closely as your business faces increased competition, and derives greater revenue, from abroad. You want us to cover business globally so that each story—whether on technology, finance, corporate strategy, or the economy—reflects the world in which you work and invest.

So, recognizing that "global" isn't something distinct from your ordinary work life but rather embedded in it, we're doing away with the separate Global Business section. Now you'll find international stories integrated into our News pages, as well as into a new section called What's Next, which will cover emerging business methods, ideas, technologies, and trends.

You consume business information differently than in the past as you graze through—or hurry past—reports on TV, radio, Web sites, mobile devices, elevator screens, giant tickers, and (oh, yes) in newspapers. Some is important, some not. Some is true, some disturbingly misguided.

So in all our reporting and analysis, we'll be focusing on sorting, clarifying, and illuminating. Also, we'll be opening our doors to an Internet-type model of aggregation—that is, offering other smart perspectives from around the world alongside stories that we develop. In this way, we'll share ideas that we have found worthwhile, even if they weren't invented here.

You're weary of the glitzy sales pitch, style over substance, cleverness over clarity.

So, our cleaner, more understated design features stories organized into straightforward sections with utilitarian names and clear purposes: The Business Week, News, In Depth, What's Next, Personal Business, and Opinion. You'll find our columnists in this final section, along with a now-weekly feature, Feedback, where we can air your views more fully and highlight the best of the online conversations at BusinessWeek.com.

The entire BusinessWeek team contributed to this relaunch, from reporters, editors, designers, and technologists, to market researchers and advertising, marketing, and circulation specialists. I want to offer special thanks to our tireless and multitalented art director, Andrew Horton, the leader of the project, and to our spirited and immensely creative design partners at Modernista! in Boston.

We welcome your thoughts, and especially any suggestions, at bwreader@businessweek.com. Now, literally, we are in your hands.

By Stephen J. Adler, Editor-In-Chief

Later, Baby
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