In the December 2006/January 2007 edition of the American Journalism Review, AJR Managing Editor Rachel Smolkin writes:Howard Schneider resigned as Newsday's editor two years ago, but he hasn't lost his zest for a story. Forty minutes into an expansive interview about the Tribune Co. and its "synergy" strategy, he gets excited. "To me that's the lead," he tells me, "that Tribune did have the answer, I can't say The Answer, but certainly directionally had the answer and had the assets and a vision of sorts, but for all the reasons we've discussed – a flawed business plan, lack of execution, a failure to invest, lack of will and lack of staying power – they didn't see this out." Tribune's 2000 purchase of Times Mirror, including Newsday, the Los Angeles Times, the Hartford Courant and the Baltimore Sun, gave it both newspapers and television stations in the top three markets of Chicago, Los Angeles and New York. Tribune executives touted the tantalizing possibilities of synergy, the notion that cooperation between TV and newspapers in these markets and others would reap editorial, promotional and advertising windfalls. Tribune's leaders envisioned these regional media powerhouses forming a cross-country chain that would compete for lucrative national advertisers as well. ...But Tribune's exhilerating hopes have gone largely unfulfilled...Click here for Smolkin's full article on the AJR website.