Plan S seems to favor larger, commercial publishers over smaller, independent, not-for-profit publishers. Is this an acceptable sacrifice or are societies, and not-for-profit publishing, worth preserving?
Revisiting Joe Esposito’s classic post on how the governance of not-for-profit publishing entities plays a large role in those entities’ success or failure.
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.
The governance of not-for-profit publishing entities plays a large role in those entities’ success or failure.
In order to ensure the financial viability of their organizations, not-for-profit publishers have to adopt a portfolio-management strategy or they run the risk of compromising their core editorial values.