But he’s wrong, too. Start-ups filled with people who’d be using social media and social networking tools don’t really need someone to show them the way; they can just trust their people to do the right thing. But large media companies, ones that have resisted social media (at least somewhat), do need a voice and they need a person pushing reporters and editors to understand what they need to do. They also need people — dedicated people, not catch as catch can like so many other newspaper projects — to help train the staff.

I know that I’m biased, since my job is just that, but even if it weren’t, I think I’d see the necessity. No one needed to explain Twitter to me, but I know that other people need help. There’s a whole range of experience in newsrooms with regard to social media. Some people just get it, others want to ignore it.  We need to get everyone comfortable in this new space, and putting one person in charge of doing just that makes sense.

He really likes a plan from the New York Times to allow people to buy sponsorships. I wrote about the other plan from the Times last week.

Sponsorship is a fascinating idea, and Outing suggests some cool things that people could be willing to pay for.

And that’s exactly what we need. Too many publishers and CEOs are looking backward to models that were tried and failed in the mid-90s. Instead of trying to do the same thing in a different way, why not try to do something different?

So I’ll ask: what novel ideas do you have to make newspapers profitable, and how would those ideas work?