If we are truly committed to a more equitable and resilient system of scholarly communication, we need to look beyond diversity programs and understand how this watershed moment requires us to reexamine everything, including strategy and business models.
The unfortunate news about cutbacks at Stanford University Press makes it clear that all presses must develop strategies to make them more central to the university’s set of priorities.
Input from more than a dozen consultants portrays an industry struggling to adapt to a dramatically different and rapidly changing information economy.
Revisiting Joe Esposito’s post on distinguishing 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.
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.
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.
Consolidation among publishers has been a trend for more than 30 years. Mergers may be gargantuan, such as the announcement last fall of Random House and Penguin, or they may be very small. Mergers and acquisitions have taken place across […]
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 demise of Borders is a lesson in management pitfalls. Are STM publishers up to the challenges they’ll be facing soon?
PLoS ONE’s relatively high impact factor may compromise its ability to support PLoS Biology and PLoS Medicine.
Innovations in scholarly communications often come about through bold and often reckless investments in new capacity, for which the utility is not always obvious.