I’ve been in journalism for close to 30 years. As one would expect, my skills, the tools of the trade and the state of the industry itself have evolved dramatically over that time.

Newsrooms that once functioned under a cloud of cigarette smoke now work in a cloud computing environment. Writers who once tucked a reporter’s notebook in their back pocket now wield a digital voice recorder or a Flip camcorder. Editors who once redlined copy and haggled over how headlines matched the lead art now stress over Web analytics and keyword selection.

As you may have seen around this site, eMedia Vitals recently launched its first on-demand workshop for media publishers. As part of the event, which covers new ways of making money online, we compiled a handful of “video case studies” where we interviewed employees of media companies and asked them about their unique revenue strategies. To many classically-trained print reporters, it may be difficult to make the transition in interviewing styles from print to video.

To find its way out of the red, the New York Times must begin acknowledging its strengths sincerely. There is no success in uninspired subscription models that already failed years ago. Sean Blanda is right, the Grey Lady no longer commands any loyalty, but that should not be confused with a lack of brand recognition — the Times, like many other large newspapers, still retains a high level of trust and prestige that can be leveraged without erosion of the brand.

F+W Media has leveraged the power of the community – or communities in its case – to carve out a high-growth e-commerce business. Its 21 e-stores – selling everything from books, CDs and DVDs to workshops, calendars and, increasingly, affiliate products – helped the publisher grow its e-commerce revenues by 113% in 2009.