The layoffs, according to a note to staff by senior VP Jack Womack, come after a 3-year analysis of the company’s work practices across its various departments. New positions are expected to be added after the New Year, with the CNN Library centralizing in Atlanta following the close and clearing out of its current library in New York City and DC [Yup, the DC facility will remain open]. Furthermore, the company’s Live Production Unit will experience a reorganization of its own.

Here’s Womack’s note, via TVNewser:

For the past three years, we have been analyzing our work process across Image + Sound, both in the field and in our editing and production areas.

Our goal has been to make sure we have the right resources in the right places to meet the demands of all of our programs. Technology investments in our newsrooms now allow more desk-top editing and publishing for broadcast and online. This evolution allows more people in more places to edit and publish than ever before. As a result of these technology and workflow changes, CNN is reducing the number of media editors in our work force in Atlanta. CNN Image + Sound will continue with high end craft editing that has positive impact on our networks and platforms.

We also spent a great deal of time analyzing how we utilize and deploy photojournalists across all of our locations in the U.S. We looked at the evolution of daytime and evening line-ups. We analyzed how stories are assigned and more importantly the ratio of stories assigned that actually make it on to our networks or platforms. We know that we have to sharpen our focus on stories assigned to ensure that this great work gets on air. We looked at production demands, down time, and international deployments. We looked at the impact of user-generated content and social media, CNN iReporters and of course our affiliate contributions in breaking news. Consumer and pro-sumer technologies are simpler and more accessible. Small cameras are now high broadcast quality. More of this technology is in the hands of more people. After completing this analysis, CNN determined that some photojournalists will be departing the company.

We cannot begin to thank these individuals enough for their service to CNN. They leave with our respect and our sincere best wishes.

Now that we have completed this three-year review, we believe that we have the right resources in the right places and the proper staffing at Image + Sound, and that the unit is well-positioned to have an even more positive impact on our networks and platforms.

h/t TVNewser

Twenty-One people won’t be showing up to work at the Milk Street Cafe on Wednesday, and it’s not an act of solidarity with the Occupy Oakland general strike. The owner of the eatery, Marc Epstein, says that he had to lay off the workers because business has hit a wall. The culprit? Occupy Wall Street.

Epstein told FOXNews.com’s Joshua Rhett Miller that a few OWS-spurred factors contributed to the drop in business, most notably the police barricades set up around Zuccotti Park:

“It’s not only a physical impediment, it’s a psychological impediment,” Epstein told FoxNews.com. “You look down Wall Street now, and it looks like it’s under siege. So, people who have to walk down Wall Street don’t walk down Wall Street. It used to be a beautiful pedestrian mall, and now it’s not — it’s ugly.”

RELATED: The Ultimate Warrior On Occupy Wall Street: ‘They Have No Common Decency’

Epstein’s landlord just happens to be Donald Trump. And while he had been hitting walls with police and city officials, Trump personally assured Epstein that he’d see what he could do. Trump told FOXNews.com that Epstein’s cafe — the largest Kosher eatery in the Wall Street area, according to Jewish Week — wasn’t the only one of the businesses in his properties affected by the protests.

Back in June, when the restaurant — which is a few blocks and about a five-minute walk away from Zuccotti Park — opened, Epstein and the cafe were featured on a CNBC segment, touting the creation of 80 jobs. In the interview, Epstein said that before he opened, he went and polled people in the neighborhood, asking what kind of food and service they wanted. He said that $12-$13 would buy someone a lunch at a great value. But when OWS protesters are getting their meals for free, there’s no need for them to run off to the Milk Street Cafe to eat.

Tourists probably aren’t walking around as much, as Epstein suggested, and Wall Streeters — the group of eaters who see $13 lunches as a value — might be shying away from the place, as well, just to avoid the mess on the streets. Epstein told CBS that the layoffs were the first he’s had to make in 30 years of owning the business, which had been in Boston before the June opening in New York.

The New York Post spoke with Shamil Cepeda, one of the 21 workers laid off at the Milk Street Cafe. The 23 year-old said she supported the OWS movement…until they caused her to be laid off. “If they would just go get a real job, helping real people, that would help a lot more than just taking up space and shouting at people and putting others they claim to care for out of work,” she told the Post.

Help may be on the way, however, in the form of a letter to Mayor Bloomberg from some state senators, assemblymen, and representatives, urging him to crack down on the quality of life issues that are angering local residents. The barricades are part of the concerns, according to Sheldon Silver, one of the more liberal and powerful men in the state assembly. Silver told reporters that while he respects the right to protest, First Amendment rights, “should not include defecating or urinating on sidewalks.” Protesters interviewed by the Daily News immediately accused Silver of trying to use this as a way to kick them out of the park.

Enjoy video of the happier times at the Milk Street Cafe below, courtesy of CNBC:

Well, it turns out that while Congress was busy debating the debt ceiling, they did not reauthorize funding for the Federal Aviation Administration, leading to a partial shutdown of the agency all across the country. Thousands of employees have been laid off, and the FAA has ceased work on all construction projects.

It has been over a week since Congress failed to authorize FAA funding, and it is estimated that lost revenue from airline ticket taxes could total approximately $1.2 billion by the time Congress returns in September.

Today, Transportation Secretary Ray LaHood made an appearance at the White House press briefing and expressed frustration at members of Congress for going on vacation before resolving the issue.

“For members of Congress to give speeches about jobs, then go on their vacations, while construction workers have vacated their jobs, rings very hollow. Members of Congress could easily have put 74,000 construction workers and FAA employees back to work, but instead they went on vacation. Congress turned a blind eye to these workers and their families.

“The shutdown of the FAA is in its twelfth day. With members of Congress on vacation, this means they are leaving these 74,000 workers without a paycheck, without an ability to pay their mortgages, to pay their rent, to make car payments, to take their own families on vacation for at least six weeks.”

LaHood called for Congress to return from their recess to resolve their disputes and pass a clean bill, adding that “the way [legislation] gets passed is compromise.”

You can watch the video of LaHood’s remarks below, courtesy of CNN:

Worldwide, the layoffs total about 1,000–the majority (about 750 workers) in India, where TechCrunch reports 600 employees will be fired, and another 150 shifted into contractor’s roles.

In the U.S., the layoffs break down like this:

AOL will be letting go a little over 200 U.S. employees, around 120 of which are in the editorial group. The remaining employees that are being let go work in AOL’s media business but in other operations (sales, technology, product). With the merger with the Huffington Post, AOL will actually be gaining 250 employees from the media property, around 150 of which are editorial staffers. AOL says that after the merger, there is a net gain of 17 employees.

The San Francisco Chronicle Business Insider has Tim Armstrong‘s memo on the layoffs:

From: Armstrong, Tim
Sent: Thursday, March 10, 2011 5:46 PM
To: Armstrong, Tim
Subject: AOL’s Next Step

AOLers -

Today is the next critical step on the comeback trail for AOL. We are creating a next generation hyper-local, national and global media company, and every action we’ve taken since AOL became an independent company has taken us further down that path. Our strategy remains clear: create high quality content experiences for consumers, at scale. As the digital landscape quickly evolves, so must our business, and we must continue to transform our organizational structure to one that works for today’s Internet.

Today, we are announcing an organizational structure that will significantly improve AOL’s ability to focus on growth. The structure will also impact areas of our team — making the decision to reduce staff levels is a necessary part of rebalancing our workforce to be competitive in our industry. Affected employees will be notified today and AOL will offer assistance programs — including workspace, counseling, and technology. We ask all of our employees to help impacted employees find career opportunities within our industry.

The structural changes at AOL are possible because of the progress we have made as a team in the last 12 months. The majority of our sites have materially improved their consumer experiences, our advertising business continues to get healthier and more innovative, our video position is strengthening everyday, our local footprint is quickly expanding, we are attracting some of the most talented people in the world to work at AOL, and our technology infrastructure is simpler and more robust. AOL is a global brand and a global opportunity and we are doing the hard work that will once again make the company an industry leader.

There are three important aspects to the structural changes we are making today. The first is the architecture of our brand portfolio. The second is the organizational design of The Huffington Post Media Group. The third is our shift from India being a business process center to India being a consumer products group focused on the APAC market.

New Structure: Investing in our Brand Portfolio

AOL’s brand portfolio has become more focused and stronger over the last year and we will continue to invest in our brands. We are committed to an AOL brand architecture that empowers us to build best-in-class brands that serve valuable audiences with incredible content and great experiences. As you have seen and have access to, AOL’s brands are measured with a consistent set of criteria that will allow us to transparently judge the health of each brand. As we considered adding The Huffington Post, we looked at the combined assets of the two companies and have found creative ways to strengthen our portfolio and will continue the brand refinement process over time.

AOL will have four areas of significant brands: Media (Media & Ads – including Local), Publisher Networks (Media & Ads for Publishers), Applications (Communications, Mobile, Commerce), and Subscriptions (Paid Subscribers).

We have a clear path to brand success — which is only turbo-charged with the addition of the Huffington Post to our brand portfolio. We have an AOL brand that enjoys 99% brand awareness and our commitment to reinvigorating the AOL Brand has enabled us to begin to shift brand perception of AOL — including being named as one of the top 50 brands “loved” by consumers at the end of 2010. We will continue to invest in the AOL Brand as well as support best-in-class brands that will allow us to grow our overall audience and reflect our focus on the most valuable audiences — our 80, 80, 80 strategy.

New Structure: Huffington Post Media Group

The addition of the Huffington Post will be a core foundational element in our drive to be a leading digital media and brand advertising company. HuffPost attracts over 27 million people a month – its unique visitors have increased 588% over the last three years, and revenue has increased 400%. The company is leading the way in connecting content with social communities. AOL will be replacing approximately $20 million of loss in our news and finance operation with a high growth company and a team that is pioneering the way the world gets information.

The newly formed Huffington Post Media Group (HPMG) is a vehicle to house and grow our investments in journalism and content in general. The goal of HPMG will be to create compelling, content-driven experiences for users. Consumers, world-class brands, relevant audiences, and innovative brand advertising opportunities are a winning formula for the future of the web and HPMG will have significant resources and distribution to be a leader in our space.

With Arianna’s leadership and vision, HPMG will be fueled by high-quality editorial content, and will give AOL the enhanced ability to deliver a scaled and differentiated array of premium news, analysis, entertainment, information, and community – all integrating our local, national and global content initiatives. As President and Editor-in-Chief, Arianna will lead the content vision. Jon Brod, as HPMG Chief Operating Officer, will be Arianna’s business partner and lead the business strategy for HPMG. We will replicate this model through the vertical content areas and become an editorial-led media organization that allows us to create higher quality content in real time, while better aligning the editorial and business sides of our company.

We are creating Department Editor positions for each of the editorial departments and their partners will be the General Managers (formerly our Mayors), who will continue to serve as CEOs, driving revenue, distribution and overall growth strategy for the departments they support. We will be expanding the advertising programs (like Project Devil) and the distribution opportunities (like mobile and video) through the work of the GMs. GMs will also work to connect the content brands with our central sales force.

The editorial-driven model of The Huffington Post Media Group will also change the way we create our content. Going forward, AOL will invest more heavily in our in-house editorial team and transition away from a reliance on freelance journalists. Journalists are the heart and soul of a media company, and our reporters and editors will be working closely with the tech group to produce compelling and engaging editorial content – including lots of video.

As part of this enhanced focus on quality journalism, we will be making new editorial hires in the HPMG as well as continuing to expand and grow Patch. With the acquisition of The Huffington Post and this renewed focus on editorial creation, we have increased the number of staff dedicated to content creation to over 1200 people and remain a net importer of journalists.

As a result of this new structure, close to 200 people will be leaving the AOL Media and tech groups in the US. These changes, among others, will be necessary as we execute our Media Group’s vision of creating real-time engagement and continuing to build a comprehensive source of compelling news, entertainment, information, opinion, and community. Specific elements of this integration are still being finalized, and we will communicate them to you as soon as we know more.

New Structure: Refocus in India

India is an important consumer and business market for AOL and we have a talented workforce covering many aspects of our business. As Kumar has announced to AOL India, as part of the new organizational structure, we have decided to focus our efforts on the India consumer market and move the business processing functions to scaled partners. India is gaining importance as a consumer market and we are actively working on products for that market and will be ramping up research and product engineering after the restructuring. A small number of project engineering functions will transition to Dulles and Dublin, while India starts to focus on Asia and India related consumer products and revenue.

Back office and support functions will transition to 3rd party partners and many current AOL India employees will transition along with those roles to continue to support core AOL functions with new partner companies. For our business and our scale, it makes business and financial sense to partner with other providers.

Overall, the structural changes in India will impact close to 700 jobs, with approximately 400 transitioning out of the company, and 300 transitioning to outsourcing partners to continue to work on the AOL business. AOL India has been a significant part of AOL, starting with call center outsourcing in 2002 and morphing into a business operations center. The employees of AOL India are talented, energetic, and hard-working – and we will be offering impacted people transition services. I would hope that India becomes a great future consumer market for AOL based on India-first product development.

Today is a day that represents a step toward the future, but also a day where change will cause an impact across our team. AOL remains in the middle of the disruption that the Internet is causing and we are starting to move from being a disrupted brand to a brand that is leading the disruption. The changes we are making are not easy, but they are the right changes for the long-term health of the company, the brand, and for our employees.

Impacted employees will be notified by 3 PM EST today and we will be scheduling an all-employee call at 5pm EST to answer any questions you may have. Please do not hesitate to reach out to me directly – TA

The memo comes on the heels of news that Aol’s former president media ,David Eun, is resigning from the company. Armstrong chalks up to the realization that “there wasn’t a fit for what he is looking for at this point in his career.” Jon Brod, currently president, AOL Ventures, will now also serve as COO of the newly-formed Huffington Post Media Group, reporting directly to Huffington on editorial matters and to Armstrong on business matters.

Other changes the company has to look forward to (or steel itself against), include an emphasis on using HuffPo verticals to attract “women, local, and influencers.” Additionally, Aol will “drive global plans in their verticals and be supported by the regional leaders in Europe, Asia, Canada, and Emerging Markets.”

Adam Clark Estes – who formerly worked with the Huffington Post – made the interesting observation via Twitter that Arrington essentially leaked an internal memo as a member of Aol’s team… even though Arrington notes in his post that the memo was sent as an email to “all staff except us.”

h/t TechCrunch

The process began two months ago, and has included some high profile correspondents. But according to a memo from ABC News President David Westin (inside), “it is time to look forward.”

The 22 employees cut were a smaller number than had been expected, because more staff had agreed to a voluntary buyout. From the LAT:

The larger-than-expected response to the buyout offer provided a small measure of relief at ABC, which is undergoing a radical makeover in its approach to news gathering and production in an effort to pare down costs. In all, the news division is losing 350 to 400 employees, at least a quarter of its 1,400-person staff.

In addition to the cuts, TVNewser reports that “39 staffers were promoted to positions being vacated by those taking a buyout.”

The news division will now look, and operate, quite differently than it did at the beginning of 2010. But with the cuts complete, it is likely ABC News will not be faced with similar tough decisions in the near future.

Here’s Westin’s full email to staff:

From: Westin, David L.
Sent: Wednesday, April 28, 2010 1:39 PM
To: #ABCTV News ALL
Cc: Sweeney, Anne X.
Subject: Transformation

As you know, our original timetable for making a wide range of personnel changes called for us to be at or near completion by the end of this week. We have reached that point, and I thought it time to give you an update.

Many more people elected to take the voluntary package or a buy-out of their contract than we anticipated when we began the process. Unfortunately, however, there were a few of our colleagues that we still had to lay off earlier this week. This has been a difficult time for everyone – and most especially for those who are leaving us. We wish them well and thank them for their service.

Now it is time to look forward. We have much yet to do as we move to make full use of what new technology makes possible and we implement fully the structural and organizational changes that we’ve begun throughout the division. The full extent of these changes will be realized over the summer and into the fall.

Thank you to all who have made it possible to do what we’ve had to do and – most important – have continued to report the news in keeping with the highest traditions of ABC News. ABC News is now prepared for the future – prepared first and foremost editorially and creatively but also prepared economically and technically. From this base, we are positioned to grow and to do even greater work than we have in the past.

—–
» Follow Steve Krakauer on Twitter

Stark had been with the network for 12 years. More details and her goodbye note to staff inside.

In her email, Stark described a recent story she reported for ABC:

It is ironic, I think, that one of my last stories here was about professionals in mid-life forced by a layoff to reinvent themselves. They didn’t romanticize the process and neither will I. But they prove what I believe to be true—that second acts are possible—and it is exciting to consider the possibilities beyond this job that I have loved and which I have worked hard to do well.

An ABC insider tells TVNewser, “Everybody adores Betsy. She’s a class act.”

Stark joins other ABC correspondents like Brian Rooney, Laura Marquez and Lisa Daniels who were cut last week. Expect more big names to be leaving the network as April progresses.

Here’s the internal note Stark sent this morning:

From: Stark, Betsy
Sent: Friday, April 02, 2010 11:25 AM
To: #ABCTV Business News
Subject: A Personal Word

To my dear colleagues at ABC News:

After years of reporting the jobs story on the first Friday of the
month, today I find myself the story rather than the reporter. ABC
has decided to let me go.

Others who have gone before me have said what bears repeating now: I
hold you, my colleagues, in the highest regard. Your talent, your raw
intelligence, your commitment to getting it right, your grace under
impossible pressure and, at all the times it mattered most, your
friendship, have made my years here a privilege.

It is ironic, I think, that one of my last stories here was about
professionals in mid-life forced by a layoff to reinvent themselves.
They didn’t romanticize the process and neither will I. But they
prove what I believe to be true—that second acts are possible—and it
is exciting to consider the possibilities beyond this job that I have
loved and which I have worked hard to do well.

I will miss you. Don’t be strangers.

Betsy

Daily Intel:

Eric Konigsberg — Culture
Sara Rimer — National
Christine Hauser — Metro
Josh Barbanel — Real Estate
Mitch Blumenthal — Continuous News
Kate Galbraith — Business
Allen Salkin — Styles
Monica Evanchik — Web

Gawker — Who was unable to confirm either list with the Times’ Diane McNulty

Ross M. Schneiderman – web producer (worked on Economix blog)
Jim Nelson Norman – biz copy desk
Three news assistants from the Editorial dept.

A couple of surprises on that list, primarily culture and Style writers Eric Konigsberg and Allen Salkin. One wonders if the Times is hoping the sort of popular features both Konigsberg and Salkin pen for the paper can be handled on a freelance basis, likely by the writers themselves. If you have any updates to add to the lists feel free to drop us a line: tips@mediaite.com

Wired editor Chris Anderson will not sit idly by while Gawker equates him with Vanity Fair‘s Graydon Carter. With budget cuts and layoffs hitting most titles in the Condé Nast universe, Gawker has reported that both Carter and Anderson — two of the publishing giant’s marquee names — were too busy helping themselves to be present in the office on the days the guillotine fell. Carter was purportedly on a private jet to Bermuda, while the Wired editor-in-chief was “[d]elivering a no doubt gainful lecture for Hewlett Packard in Silicon Valley.”

Not so fast and not true, says the bald-headed tech general Anderson, who angrily took the snark-covered bait delivered by current Valleywag editor Ryan Tate. “But at least all that time away from home and office will help bolster your independent revenue stream,” Tate sniped. “Bet your ex editors wish they had created one of those! When they weren’t picking up the slack for absent co-workers, that is.” Anderson took to his personal Twitter to respond:

Anderson has shown restraint in media drama before, passing on Malcolm Gladwell‘s takedown of his latest book Free (also covered by Tate), but couldn’t resist when the shots he claims are inaccurate came from Gawker, and specifically Tate, who worked for nearly a year at Business 2.0, a now-defunct magazine founded by Anderson. Could this be employee/employer bad blood playing itself out publicly? (UPDATE: Tate clarified to Mediaite that he arrived at the magazine after it was taken over by Time Inc., and if Anderson was still involved, he “certainly” doesn’t remember him.)

Gawker issued an update to their item, writing: “Anderson tweets he wasn’t in the office on firing day with his shell-shocked staff because he was on a ‘sales call’ for Wired at HP. More sales calls are a good thing — on different days.” But that wasn’t enough:

Then, it was Gawker’s managing editor Gabriel Snyder eager to egg on Anderson:

And Anderson shot back:

One more folks!

Certainly, a Twitter battle for the ages, not to mention Gawker’s bread and butter. Let’s hope Anderson realizes soon that no matter how inaccurate the reporting, he’s the one who looks like a punk as he continues to validate Gawker’s underdog, men-of-the-people status — something they outgrew long ago.

But as long as The Man keeps fighting back, all the while banking on speeches and avoiding layoffs, Gawker appears to be the scrappy one worth rooting for.

And when the packages arrived, via UPS Next Day Air, they had some surprising details, as uncovered by the New York Observer, who managed to snag an envelope. The buyout, the Observer is reporting, consists “generally” of “three weeks pay per year of service and up to two years pay for longtime employees.” Times editor Bill Keller explained the option thusly:

[T]he Company will be sending buyout offers to everyone in the newsroom. Getting a buyout package does NOT mean we want you to leave. It is simply easier to send the envelopes to everyone. If you think a buyout may be right for you, you have up to 45 days to decide whether you will accept it or not.

As before, if we do not reach 100 positions through buyouts, we will be forced to go to layoffs. I hope that won’t happen, but it might.

In essence, the paper would dare its employees to consider themselves safe in a twisted journo-job version of the Prisoner’s Dilemma.

The paperwork also includes a list of every single Times employee, sans name, by “department, job title, birth date and age,” including “the printers, the security guards, the reporters.” Then, the Observer broke down some telling numbers:

Editors at the Book Review: 14

Number of Pressman Journeymen at the College Point plant: 106

Reporters at Metro: 50

Size of the Opinion/Editorial Department: 49

Size of Sports Desk: 57

Critics in the Culture Department: 18

Editors at The Times Magazine: 21

Average age of the Obituaries Desk: 58 years old

Size of Thursday Styles: 7

Size of Business Desk: 85

Size of Washington Bureau: 45

Size of the Dallas Sales/Advertising Staff: 4

Size of Week in Review: 5

Total size of Art Department: 113

Size of Dining: 5

Size of Metro: 103

It’s no secret that the paper has been bogged down by a bloated staff and excess legacy costs when nearly every other giant paper in the country tops out at around 700 editorial employees to the Times‘ 1,250, but these numbers are revealing. On one hand, it’s impressive that such seminal sections as the Dining and Thursday Styles run on such little manpower, but a team of 103 for the Metro section of an international paper? Let’s just say it will be interesting to revisit this list again in 3 months, one year and again in five.

“I want to pay for my online use of the New York Times. I read the site multiple times a day. I can’t imagine life without it. Why oh why can’t somebody come up with a good way to get this money out of the hundreds of thousands of readers who would gladly pay for the content? Figure it out now! I have my credit card ready.
— Anne Hills ”

Richard Perez-Pena’s Media Decoder post about the layoffs went up at 2:49pm yesterday, and as of this posting 502 people have commented on it. What is most striking about the response is how many people volunteered to pay for access to the NYT.com. By my count, of the 507 comments 167 people offered to pay for access. A number of people complained about the fact they have in the past tried to pay for access and were not able to. And more than one person suggested the NYT.com implement a volunteer pay system that allows people to give what they can. Side note: By the looks of it Drudge posted a link to the Decoder piece around 7pm, after which the last 200 comments or so are dominated by people proclaiming a certain amount of delight over the demise of the Obama-run liberal rag, or something similar.

The numbers are interesting nonetheless. Leaving aside the complications of implementing a pay system (and, as many commenters pointed out, whether a pay system would actually solve the problem) that’s a lot of people volunteering to pay. When you cut out the obvious Drudgers, the numbers are even more encouraging. Of course they are the hard core sect, who not only rely on the NYT.com but take the time to register a comment. However, as far as a sampling of the populations goes it has to be encouraging to the powers that be. Also, much quicker results than that survey they were apparently sending out to readers earlier this summer (also! a lot of suggestions regarding which op-eders they might consider cutting, I think MoDo and Friedman may lead the pack). Put up that pay wall, Mr. Keller!

A source familiar with the Conde Nast tells us that today’s news will come from “a big title” and surmises that it could very well be Vanity Fair, though he was uncertain.

Update – Hamilton Nolan reports at Gawker that its the Golf magazines:

A Conde insider tells us that the layoffs came down this morning with little notice, claiming at least ten sales staffers at Golf World and at least one more at Golf Digest. The company “basically gutted [Golf World] and are merging the sales and marketing team with Golf Digest,” our tipster says.

It has been widely reported that nearly every surviving title at Condé Nast has been tasked with cutting 25% of their overall budgets. Condé Nast Editors-in-Chief at each title have been given the leeway to make cuts as they see fit, on their own schedule. The timing of these cuts has been closely guarded until now, and it remains unclear when cuts will come for each title. We will have more as the story develops.

Mediaite has heard from a magazine industry source familiar with the fashion title that it’s likely that Vogue will be announcing its cuts today. Stay tuned as the story develops:

Peter Kafka reports:

As expected, Conde Nast executives areswinging the layoff axe around the fabled magazine publisher. Today’s cuts are at Vogue, where I’m told at least 6 people have been let go from one of the company’s best-known titles.

There will be more to come at the publisher, which shut down four magazines last week and is trying to bring down costs at its remaining titles by 25%. “Everybody’s tense and anxious here,” says a still-employed Conde Nast worker. “A terrible environment. We know the layoffs are coming but don’t know how many or when.”