What's interesting is that I can see exactly what is happening behind the scenes at the Times because I've been in so many meetings that resulted in similar data-driven decisions.

Both your experience and the article author's experience manifest in the feeling of an antagonistic relationship and frustration on the part of the customer. But what I'd wager is happening is that the analytics teams have looked at subscriber retention and seen patterns. Perhaps subscribers who use 3 of their 5 key features don't cancel nearly as often. Or maybe subscribers who share with family rarely cancel because they either assume their family is getting value from it or they don't want to have the conversation about whether it's worth the price.

I have no doubt that a pure-digital product like the Times has tons of data on their users and have determined the key metrics that lead to retention. So their natural tendency is to try to game the metrics by trying to push as many accounts into those high-retention buckets as possible. The behavior you and the article author have experienced is the result of an organization becoming extremely data focused and losing focus on the customer experience. It's something to remember for those of us who ever find ourselves in a meeting where we're dissecting retention metrics and trying to figure out how to make our companies more successful.