Publishers have to distinguish between features, products, and businesses. Not all features can become full-fledged businesses. Sometimes the best business case for a feature is to link it to an established business, where it adds value to assets that are already in place.
Strategy can mean many things to many people. Why is strategy important? How do you go about developing strategy? Chef Robert Harington discusses how, in his view, societies should approach strategic development in context of building a sustainable publishing future.
Given the pace of technological change, new sources of professional information and community, the increasing competition for attention, shifting demographics, and an uncertain economy, an effective strategy is more important than ever. While most commercial organizations have developed strategic frameworks, and many now have leadership roles dedicated to strategy, not-for-profit organizations tend to focus less on these activities. While some of this “strategy gap” may be due to relative resource scarcity and its associated time pressures , there are also structural and governance issues at play, particularly in the case of professional associations. These challenges are not insurmountable, however. Professional associations can close the strategy gap by incorporating this series of steps into their strategy development and implementation processes.
Leadership at organizations of all kinds often justifies inaction with the statement, “We’re risk averse.” But is being risk-averse itself courting a set of risks? Is there any risk-free choice?
The governance of not-for-profit publishing entities plays a large role in those entities’ success or failure.
At some point book publishers will begin to copy the Netflix model of selling by subscription. This changes the nature of the business from one where products are sold to one where publishers attempt to monetize readers’ attention.