Murdoch-Controlled News Corp. Re-Ups CEO Robert Thomson Through 2030
Robert Thomson, a close confidante of Rupert and Lachlan Murdoch for decades, has been re-upped as CEO of News Corp. for another five years, through June 2030.
The exec has overseen the media company, whose portfolio spans print, digital and book publishing, since 2013. Among the subsidiaries of News Corp. are the Wall Street Journal, Dow Jones and HarperCollins.
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While News Corp. and corporate sibling Fox Corp., parent of the Fox broadcast network and Fox News, have long been separate, the Murdochs explored a merger a couple of years ago but it drew resistance from some influential shareholders. The effort was formally abandoned in 2023.
'Robert has been instrumental in News Corp's growth and transformation, and his vision and leadership are extremely important as the company continues to navigate this era of rapid change,' said News Corp Chair Lachlan Murdoch. 'Robert has created exceptional shareholder value, orchestrated a meaningful transformation of our asset base, and made strategic investments in growth drivers like Dow Jones, Digital Real Estate Services and Book Publishing. He is a crucial voice in the fight for publishers and journalists in the digital age, and a strong advocate for intellectual property rights. I look forward to his continued leadership.'
Among Thomson's accomplishments as CEO, he has recently shepherded the company to its four most profitable years. He also steered the sale of Foxtel to DAZN last April and forged pacts with a number of tech platforms, notably OpenAI.
'Rupert and Lachlan Murdoch have adroitly sculpted a company that is passionate and principled and purposeful, and it is a profound privilege to serve as chief executive,' Thomson said. 'For journalists, for authors, for society, for those who strive and aspire, these are times of immense challenge and boundless opportunity. Our leadership team is acutely conscious of an unwavering responsibility to our shareholders, and we are grateful for the sterling efforts of all our colleagues as we pursue profitability and seek to realize our vast potential.'
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The house, built by New Hampshire company Unity Homes, is a far cry from a shack. Modern and spacious, it has running water and three bathrooms. Despite also having initial concerns about her husband's off-the-grid aspirations, Katie Goodson is a convert as well – especially after the lights stayed on during an intense storm that knocked their neighbors' electricity out. 'I would never go back,' she told CNN. 'When I tell co-workers or neighbors that we live off-grid and they see the house, they're always like, 'Whoa, this isn't what I was expecting!' It's really fun surprising people; I live a totally normal life.' The Goodsons are part of a small but growing number of homeowners who are choosing to build energy-efficient 'panelized' homes that are pre-made in a factory. The homes are better for the climate, and although they have a high upfront cost, several homeowners say their energy savings, quality of life and overall cost of living has greatly improved since moving in. 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When teams have structured ways to explore collective anxieties, several powerful dynamics emerge: Emotional Containment: Research on group interventions shows that psychologically safe spaces to talk about feelings and the complex aspects of work help people manage difficult emotions more effectively. Shared Recognition: A "join the human race" effect occurs when people realize they're not alone in their confusion, giving people a sense of being understood and that their feelings are validated and accepted. Enhanced Perspective: Groups develop greater insight and enhanced understanding of complex challenges and can learn to hold judgement on issues. Collective Resilience: Teams that process uncertainty together build what researchers call "stronger team feeling, a sense of cohesiveness.' The Power of Surfacing Cloud Issues When groups explore uncertainty openly, what Kets de Vries terms "cloud issues" emerge—collective anxieties like "fear of abandonment, shame, guilt, and fear of engulfment" that float unspoken through organizations. These aren't individual neuroses; they're shared concerns that, when surfaced and examined together, lose their power to generate destructive narratives. Consider the difference in impact: Individual Approach: Employees of your organization are concerned about AI replacing their roles. You thoughtfully approach your team members in one-on-ones about their individual worries. Each leaves temporarily calmer, but without a shared understanding protecting the team, the underlying anxiety in the organization infiltrates again. Group Development Approach: You create space for the team to explore AI-related concerns together. People discover shared anxieties, examine realistic scenarios, identify uniquely human capabilities and develop collective strategies. The anxiety transforms into shared understanding and proactive planning. Building Developmental Containers: The Practice Creating these developmental spaces requires more than good intentions. Research on group interventions reveals several elements: Clear Developmental Purpose: Teams need an explicit understanding that they're building collective capacity to navigate uncertainty, not solving every problem immediately. Structured Psychological Safety: This goes beyond psychological safety to actively creating conditions where people can surface anxieties everyone knows about but no one discusses. Time and Commitment: Research shows consistently that meaningful group development requires sustained engagement, not one-off sessions. Vicarious Learning Opportunities: People learn from their own experiences and from observing how others navigate similar challenges, creating exponential learning effects. From Problem-Solving to Capacity-Building While one-on-one uncertainty conversations can provide temporary relief, they don't address the systemic nature of story contagion. Here's the key insight: processing uncertainty becomes more powerful when it happens collectively. Individual reassurance creates temporary calm but doesn't build lasting organizational capacity. Group development creates what researchers call "improved learning culture" conditions that become self-reinforcing. Think about it this way: instead of playing whack-a-mole with individual anxieties, you're building your team's collective immune system against destructive narrative contagion. The Leader's Choice Leaders face a clear decision: individual damage control or collective capacity building. Organizations that will thrive in our uncertain world won't be led by people with all the answers, but by teams that have developed collective ability to navigate questions together. The investment is significant. Creating developmental containers requires time, skilled facilitation and organizational commitment to learning over quick fixes. But consider the alternative: allowing destructive stories to spread through your organization, creating compounding costs in productivity, innovation and cultural health. The stories your team creates when you don't communicate will always be worse than reality. But the stories they create together when you give them structured opportunities to process uncertainty collectively? Those stories can become the foundation for organizational resilience that no individual leader could provide alone. The choice isn't between certainty and uncertainty—it's between isolated anxiety and shared capability. Choose wisely.