Design Better Podcast Summary: Matt Ra on Balancing Legacy and Innovation at The New York Times
Episode Title: Matt Raw: Balancing legacy and innovation at The New York Times
Release Date: August 6, 2025
Hosts: Eli Wilber and Aaron Walter
Guest: Matt Ra, Interim VP of Design at The New York Times
Introduction to Matt Ra and His Role
The episode begins with hosts Eli Wilber and Aaron Walter welcoming Matt Ra, Interim Vice President of Design at The New York Times (NYT). Matt provides an overview of his role, highlighting the breadth of his responsibilities and the talented team he leads.
Matt Ra [03:18]: "We call it the Bundle. Obviously, get a chance to work with such a talented team of product designers. There are about 85 of us."
Matt emphasizes the diversity and expertise within his team, which comprises around 85 product designers working across various NYT products, from news to specialized sections like cooking and games.
Team Structure and Workflow
Matt delves into the organization of the design team within the larger NYT structure, explaining how over 300 designers contribute across different disciplines such as print, marketing, and brand advertising.
Matt Ra [04:57]: "We try to have it going all the time. We try not to have long periods of time in between reviews with stakeholders."
He outlines the team's workflow, which follows a double diamond process—starting with broad envisioning and narrowing down ideas through continuous stakeholder engagement and iterative design critiques.
Balancing Tradition and Innovation
A central theme of the conversation is how NYT navigates the tension between maintaining its storied legacy and embracing innovation. Matt recounts his initial awe of the NYT's heritage and the empowering message he received upon joining: the company values new ideas that drive innovation alongside respecting its long history.
Matt Ra [13:12]: "We hired you because we believe you can bring something new that will help us innovate."
This mindset fosters a culture where tradition and forward-thinking coexist, ensuring that the NYT remains relevant in a rapidly evolving digital landscape.
Partnership with the Newsroom
Matt discusses the synergistic relationship between the design team and the newsroom. Designers collaborate closely with journalists and editors to explore innovative storytelling methods, both in print and digital formats.
Matt Ra [15:23]: "We can create systems that allow us to reproduce these types of stories, these formats, at scale."
This partnership enables the NYT to experiment with various storytelling techniques, such as immersive graphics and video, while ensuring consistency and scalability across the organization's numerous platforms.
Information Architecture at NYT
The episode covers significant updates to the NYT's information architecture (IA), driven by user feedback and the need for improved content discovery.
Matt Ra [22:26]: "We introduced a top ribbon of navigation to help introduce people to the breadth of things that the Times could offer."
These IA changes aim to enhance findability, allowing users to easily navigate the diverse range of NYT products like the Wirecutter, Opinion, and Lifestyle sections.
Balancing User and Business Needs
Matt explains how the design team constantly balances user-centric design with business objectives. This involves creating seamless user experiences that also drive subscription growth without disrupting the primary purpose of providing trustworthy news.
Matt Ra [25:37]: "If we're asking them to take an action to subscribe, let's say, we want to be really clear about the value that they get by doing that."
The team strategically designs interactions that encourage subscriptions while ensuring users can access essential content without obstruction.
Design Values Guiding the Work
The NYT's design philosophy is anchored by UX tenets that prioritize clarity, high craftsmanship, and alignment with both newsroom and business goals.
Matt Ra [26:14]: "We call them UX tenets. They are a set of principles meant to complement our objectives in the newsroom and on the business side."
These principles ensure consistency across the NYT's diverse product suite, fostering a unified brand experience despite the varied nature of each platform.
Handling Overwhelm and Burnout
Given the high-pressure environment of a news organization, Matt addresses strategies to prevent burnout among designers, especially during periods of intense news cycles.
Matt Ra [27:46]: "We’ve tried to ensure that designers or anyone at the Times feels like they are able to step back if they need to."
By providing avenues for respite and encouraging open communication, the NYT supports its creative teams in maintaining their well-being and productivity.
Designing for Diverse Demographics
The NYT caters to a broad and evolving audience, including younger demographics engaged through products like games and interactive content.
Matt Ra [29:48]: "Games are such an inclusive thing. Some of our games, you don't even have to speak English to play them and have fun."
This inclusive approach expands the NYT's reach, attracting new users who may later engage with other aspects of the platform.
Generative AI in Design and Journalism
A significant portion of the discussion focuses on the integration of generative AI into both journalism and the design workflow at NYT.
Matt Ra [31:37]: "Zach calls this AI in the middle, where it's human first, then AI, and then human last."
Matt highlights how AI tools are used to expedite investigative journalism by analyzing vast amounts of data quickly, thereby enhancing the newsroom's ability to produce timely and impactful stories. In design, AI assists in rapid prototyping and user research, enabling designers to iterate more efficiently.
Design Operations and Systems
Matt elaborates on the importance of Design Operations (Design Ops) and design systems in managing a large, distributed design team.
Matt Ra [36:37]: "Design Ops is hugely important. We have to be very strategic about what we choose to take on."
By streamlining processes such as hiring, performance management, and resource allocation, Design Ops ensures that designers can focus on creating high-quality work without administrative burdens.
Regarding design systems, Matt explains how NYT maintains both literal (code-based) and conceptual design systems to ensure consistency and scalability across all products.
Matt Ra [38:17]: "There are established patterns that multiple teams need, which we can pull into one place."
This centralized approach facilitates faster development cycles and maintains the NYT's distinct brand identity across its expansive product ecosystem.
Personal Insights and Team Culture
Towards the end of the conversation, Matt shares personal interests and the supportive culture within his team, emphasizing the balance between work and personal life.
Matt Ra [40:28]: "I love to try to make things with my hands... That's a very common thing for people who work in digital context."
This openness fosters a creative and inclusive environment where team members can recharge and draw inspiration from diverse sources.
Conclusion
The episode concludes with Matt expressing optimism about the future of design and technology at The New York Times, highlighting the continuous interplay between legacy and innovation that propels the organization forward.
Matt Ra [35:25]: "I don't see [AI tools] replacing the need for empathy, user centricity, taste, judgment."
His insights provide a comprehensive look into how the NYT's design leadership is steering the organization through an era of technological advancement while honoring its rich heritage.
Notable Quotes:
- Matt Ra [03:18]: "We call it the Bundle... there are about 85 of us."
- Matt Ra [13:12]: "We hired you because we believe you can bring something new that will help us innovate."
- Matt Ra [22:26]: "We introduced a top ribbon of navigation to help introduce people to the breadth of things that the Times could offer."
- Matt Ra [25:37]: "If we're asking them to take an action to subscribe... we want to be really clear about the value that they get by doing that."
- Matt Ra [26:14]: "We call them UX tenets. They are a set of principles meant to complement our objectives in the newsroom and on the business side."
- Matt Ra [31:37]: "Zach calls this AI in the middle, where it's human first, then AI, and then human last."
- Matt Ra [38:17]: "There are established patterns that multiple teams need, which we can pull into one place."
- Matt Ra [35:25]: "I don't see [AI tools] replacing the need for empathy, user centricity, taste, judgment."
This comprehensive summary captures the essence of Matt Ra's discussion on balancing The New York Times' longstanding legacy with the demands of modern innovation, providing valuable insights into design leadership within a major media organization.