Product teams should organise around in-house stakeholders

By Jodie Hopperton

INMA

Los Angeles, California, United States

Connect      

Hi there. I hope you’ve had a good week. As usual, I have been busy speaking to leaders around the world to bring you some of the best practices in product. I’ve had a couple of ah-ha moments in conversations that I wanted to share with you this week: How do we organise product teams round stakeholders, and what are the benefits of small wins when looking at centralisation?

Neither of these are one-size-fits-all (is this ever the case with product in news?!). They are musings that I hope will help provide alternative views to your thought processes. 

Let me know what you think at jodie.hopperton@inma.org.

All the best, 

Jodie

Organising around stakeholders

We have talked a lot about product teams, including a deep dive in my recent INMA report “How Product Is Leading Media’s New Growth Path,” which looks at different organisational structures. There are numerous ways to slice and dice this — particularly around products and processes.

One of the biggest peculiarities of product within news is that product is not a set of features. It is the content experience, thus intertwined closely with editorial. Product often sits closely with editorial if not directly in that team.

Lousie Story, formerly at the WSJ, told me it was vital that she had input into content strategy and, to some degree, the content is the product. But what about the other departments? Product materials always talk about working closely with technology, UX, design, and data. But what about two other departments that are fundamental to a news organisations success: marketing and advertising? 

A new trend is emerging to account for this: organising around stakeholders. 

One CPO told me he has product managers associated with stakeholders so he knows he has people in his team who have deep knowledge of his stakeholders. They hold regular meetings and are deeply ingrained in the relevant business unit, sometimes (pre- or post-COVID lockdown) with a physical desk in that area, too. Thus the product organisation has an accurate reflection of an entire department and not just a single persons viewpoint within that department. 

Riske Betten, digital director at Mediahuis in The Netherlands, has designed a structure that accounts for the cross section of product, processes, and stakeholders as it relates to company and product goals. When I asked her to define how they see product, she ... CONTINUE READING

Date for the diary: September 15

We’re talking all things apps v. mobile Web with Riske Betten, digital director at Mediahuis (The Netherlands) and Aron Pilhoffer of Lenfest (USA) at my next Webinar. Do you always need an app? Are app users more loyal because they have the app? Or do readers become more loyal when they have the app? Should content experience differentiate? 

What questions do you have around this topic? Send them to be in advance at jodie.hopperton@inma.org and sign up to the Webinar here

Centralisation: It’s not all or nothing 

In almost every conversation I have about a product with an organisation with more than one title, there is a conversation about how much should be centralised or localised. Most organisations will want some kind of centralisation to make the most of economies of scale. It makes sense on both cost saving and ongoing ease of management. There are many factors of consideration — such as grouping these systems by brand alignment or by function/feature, as well as how much is centralised.

However, that’s not the debate I want to highlight here. I want to look at the approach taken to centralisation. 

If we start with a simple premise that it makes sense to build in a reusable way — which is what product is all about — what does that actually mean when it comes to centralising functions? 

If you’re starting a new product from scratch, the conversation and decision-making can follow a traditional product development process. However in most circumstances, centralisation is either coming from legacy structures that need modernising or by acquisitions that need integrating. Assuming there is some flexibility in choosing a system, let’s look at two ways ... CONTINUE READING

Tweet of the week: The job of a product manager in a Venn diagram

The sweet spot in the middle must be growing the business in a timely manner with everyone on board.  

Recommended Reading

About this newsletter 

Today’s newsletter is written by Jodie Hopperton, based in Los Angeles and lead for the INMA Product Initiative. Jodie will share research, case studies, and thought leadership on the topic of global news media product.

This newsletter is a public face of the Product Initiative by INMA, outlined here. E-mail Jodie at jodie.hopperton@inma.org with thoughts, suggestions, and questions. Sign up to our Slack channel.

About Jodie Hopperton

By continuing to browse or by clicking “ACCEPT,” you agree to the storing of cookies on your device to enhance your site experience. To learn more about how we use cookies, please see our privacy policy.
x

I ACCEPT