The Telegraph's vision of a multi-tasking newsroom capable of generating content for a variety of media platforms is already showing some substance.
Last week's appointment of former Emap Radio boss Shaun Gregory to develop broadcast and mobile ventures is likely to see the papers' recently announced partnership with ITN to create video content online extend into linear TV programming. A Telegraph-branded TV channel on Sky and Freeview is being explored.
Dave King, executive director of the Telegraph Group, says the aim is "to be able to deliver to our consumers what they want, when they want it, in the format they want and at the price they want to pay".
Yet, impressive as the new open plan "hub and spoke" newsroom is, some in the industry question whether multi-platform content can be realistically created from a single source.
There are further doubts over whether the Telegraph, blighted by its fusty image, can credibly build a new audience among the electronic media generation.
The goal is to bring down the average age grouping of its online users from forty to thirty-somethings.
If it can, then the brand, which attracts fewer new customers each year than it loses to the grim reaper, may have a more solid future.
Attention spans
Sue Unerman, chief strategy officer at MediaCom, says creating content online is not governed by age, but by personality type.
She adds: "The flipside is that when there is no distribution constraint, the constraint becomes people's attention spans. People won't spend any more time consuming news just because it becomes available on different platforms."
Hugo Drayton, a former Telegraph managing director who used to head the Telegraph's online activities, is sceptical about the multi-platform approach.
"All print media needs to embrace complementary platforms, but the current approach is more likely to alienate readers.
"While experimentation is positive and welcome, many recent Telegraph initiatives appear to be driven by PR soundbites rather than any coherent vision. The brand should not reject its core readership."
Max Raven, UK sales director at CNN, agrees. "The content should retain the same core brand values, but must play to the particular strengths of the platform or device. If your audience doesn't understand your brand, they will go elsewhere."
Drayton adds: "There is too much interesting content available online and consumers are too fickle to bank on huge, new audiences becoming loyal digital Telegraph readers.
"The views and politics are not in themselves problems - in a middle-ground world, some differentiation of positioning is desirable.
"But it all comes down to the quality of the editorial content and, at present, the Telegraph appears to be dumbed down and derivative."
Monetising the new platforms could be a problem for a newspaper sales team that is learning new skills in online sales, but has no experience in broadcast.
"It's not a case of whether sales teams can sell digital as well as traditional media - they must," says Liz Jones, vice-president European sales director at CNBC Europe.
"They need to buy in specific digital excellence. They can't be asked to learn on the hop. They need one really good person who can impart their knowledge to the rest of the team and draft in an expert when things get complicated."
Different audiences
But the Telegraph's King, who has a background in TV with media agencies and Emap Advertising, believes existing staff can be trained to do the job.
"Editorially and commercially, we will have multimedia practitioners.
"Ultimately, the commercial team should be able to have multiplatform hubs too.
"Firstly, we have a bigger overall audience across platforms, but, more importantly, we have discrete audiences defined at different times of the day, so we can sell to those different audiences."
Whether or not the sales teams are ready and able to sell across platforms ultimately depends on whether media agencies can keep up.
It is all very well having a multi-skilled sales team, but it defeats the object if they still have to visit the separate agency divisions in order to achieve their goals.
King is confident on this issue. "Agencies will eventually move towards multimedia teams and then we can have a more holistic approach."
Twelve years ago, the Telegraph was the first newspaper in the UK to launch a website.
It is now taking on an even more pioneering role - the first UK media company to produce print, online and broadcast content from a single hub.
The group should be applauded for its enterprising spirit.
The experiment could be the making of the group, but it must not lose sight of its core values that serve its vast, if ageing, army of readers
MULTI-TASKING
Telegraph reveals plans for its state of the art newsroom with "hub and spoke" layout. There is a round table at the centre, where the editor and 11 section heads will sit. Then the 11 sections fan out from the central hub in a star formation.
Reporters and production staff from all departments are located on the single editorial floor and will work together producing the Telegraph's website, the daily and Sunday editions of the newspaper and a range of other digital publishing products, including audio and video interviews and regular newscasts and alerts available 24 hours a day.
Some 133 members of staff are made redundant in the move to new offices, including 54 journalists and two sales staff.
Telegraph teams up with ITN to produce video content for the telegraph.co.uk website.
Telegraph hires Shaun Gregory, former managing director of national brands at Emap Radio, as development director for Telegraph Media Group.