The Two product team problem
In most publishers with any kind of legacy operation (but particularly newspapers) newsrooms are the original product team.
Thanks to everyone who replied to my last email, I got some really thoughtful replies and have had a couple of great conversations off the back of people getting in touch
Following up from my last newsletter and Nieman Lab prediction. I wanted to dig further into why I think publishers find product so hard and how we can do something about it.
In most publishers with any kind of legacy operation (but particularly newspapers) newsrooms are the original product team. If the editor wanted two pictures on the front page instead of one, the layout was changed for print in front of their eyes.
If a prominent person died unexpectedly an eight page pull-out that was designed to feel different to the main newspaper could be produced in 24-72 hours.
If the editor wanted to redesign the entire newspaper, this could be done in 2-3 months and be in readers hands.
Very few of us have digital products that have this level of flexibility and control at our fingertips.
Instead, as technology grew more complex and the internet disrupted our core business newsrooms relinquished more and more responsibility to other departments. Modern product teams tend to be tightly tied to ‘technology’ departments that span everything from cybersecurity to issuing new laptops and making sure the wifi works.
Very little thought was given to these internal structures and as such publishers are often left shipping the org chart.
A UNTOLD amount of disquiet, disruption and dissatisfaction has been created inside publishers in the last 15 years because of this and it shows to readers.
It means most publishers have two product teams - two teams who think they alone are responsible for readers. Both bring different skills to the table, both are arrogant and both line up through different parts of the org. A formula for achieving very, very little and almost none of it in service of readers.
What can we be done about it (all of these are easy to write and hard to do)
- Alignment: Get real about alignment. Does everyone agree and understand on the strategy, the priorities and the metrics of success?
- Structures: Can you group together functions in a way that makes more sense for how your readers interact with your product, change reporting lines or organise teams around customer needs, rather than business ones?
- Integration: Create bridge roles that require people to form new relationships and learn new skills, give people a chance to see your business different and bring people together in ways you haven’t before
Anything you can do to get the groups working as a collective and not in competition with each other is going to make your end product better for readers.
I’m working on a little idea around a ‘Mentoring collective’
The media industry continues to be a tough environment, and the challenges we face demand bold ideas and the support of those who’ve walked the path before us. That’s why I’m exploring the idea of launching a mentoring collective—a community where journalists, editors, product managers, and others in publishing can come together to support and inspire the next generation of talent.
Here’s the (rough) vision:
- A collaborative network of mentors who support one another, share insights, and open doors to new connections.
- A mix of free and paid-for mentoring services, making guidance accessible while ensuring the sustainability of the collective.
- A platform for journalists and news product professionals, from early-career to senior leaders, to learn, grow, and navigate this evolving industry.
I’m starting small—reaching out to see who might be interested in being part of something like this. Whether you’re passionate about mentoring, eager to connect with others, or just curious, I’d love to hear from you.
If this resonates with you, drop me an email nicholaspetrie@gmail.com