Why the Digital Product Model Beats Project-Based Approaches – Harvard Business Review
Temporary teams can build new systems, but permanent ones can both develop them and manage them after launch.
In 2011, The New York Times was facing declines in both ad sales and print circulation, and it desperately needed to find new revenue streams. In March of that year, bucking industry trends, it decided to implement a paywall and begin charging users to read its content online. But its new digital subscriptions were slow to take off: At the end of the year only 406,000 had been sold, producing just $44 million in revenue, or 1.9% of the company’s top line. As the 160-year-old enterprise began focusing on how to aggressively increase those numbers, it realized it needed to find a different way to operate.
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