How Product-Led News Organisations Are Structured

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How to structure a product-led news organisation is the focus of this report.

“How Product-Led News Organisations Are Structured” is organised into two parts:

  • Part one looks at dependencies and how product works with different departments.
  • Part two digs into organisation structures and processes to look at how product teams support the goals of various departments and bring their assorted priorities together.

Written by INMA Product & Tech Initiative Lead Jodie Hopperton, the report provides comprehensive insights into possible approaches to product management within organisational frameworks and business models.


Jodie Hopperton, Product & Tech Initiative Lead, INMA

Who should read this report

Media company leaders and news organisation teams responsible for organisational structure and product management

Detailed overview

The report provides comprehensive insights into possible approaches to product management within organisational frameworks and business models.

According to Hopperton, as more companies focus on product-led strategies, it’s vital to understand the complexities and nuances of organising and executing them. That means considering what the structure should look like and understanding the processes and dependencies that can affect how it is organised.

“How Product-Led News Organisations Are Structured” features 11 case studies to show various perspectives and illustrate how news companies around the world are tackling organisation.

Case studies from The Hindu, Torstar, Stuff, Ringier Axel Springer, The Washington Post, Mediahuis NL, Schibsted, Euronews, The New York Times, NZZ, and Der Spiegel are included to illustrate:

  • Organising a product-led media company depends on the ability to iterate as the business environment changes, technology evolves, and goalposts are moved accordingly.
  • A shared goal — whether that means creating a North Star or having an OKR structure — provides the road map to get started.
  • Creating a balanced team that has diversity of thought, experience, and skills often means there may be friction within the group, but sometimes opposing mindsets and experience can yield a more innovative outcome.
  • While structure is important, culture is an even more vital consideration.
  • Getting the right people in place is more important than the right structure, so news companies should prioritise people as part of the planning process, be clear in communicating goals and expectations, and celebrate the successes along the way.

INMA’s Product & Tech Initiative looks at how media organisations can utilise technology and develop standout products, creating offerings that delight customers and enhance business growth. Key areas of initiative focus include staying nimble in a legacy landscape, fluid cross-platform media experiences, and foundational processes that support the business.

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