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Product Leadership - from FAANG to
Traditional Media by The New York
Times SVP of Product
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Product Leadership:
From FAANG to Traditional Media
Presented by Name Here
Lisa Kamm, SVP Product
May 2023
05/13/2020
About Me
1. Ambition & Impact
2. Customer Focus
3. Core Product Skills
4. How We Work
What’s Different at The Times?
Readers, Journalists, Engineers
Mission & Purpose
→
→
→
→
Creativity & Reinvention
Scope, Impact & Flexibility
What’s Similar?
Product at a Company Like
The Times
How We’re Organized: Functions
Newsroom
Product Engineering Design
Data Marketing Research
Program Management
How We’re Organized: Missions
Consumer Missions
Examples
Monetization Missions
Examples
Subscriber Growth
Digital Advertising
News
Games
Cooking
Platform Missions
Examples
Core Platforms
Data Platforms
Delivery Engineering
Ambition, Impact, Mission,
Purpose
OUR MISSION
To seek the truth and help people
understand the world
First issue in 1851
Cohesive Bundle
Digital Transformation
Digital First Subscription First
Migrate from a print-first
strategy, to a digital-first
one, to scale our impact and
bring in new readership.
Move to a business model
that aligns with the value of
our journalism, from ads to
subscription based revenue.
Expand beyond core news,
and move to an ecosystem
of connected products that
redefine journalism.
Three Generations
2010-2015 2015-2020 2020 - Present
In November 2020, nearly
a quarter billion people
worldwide
came to The Times
PRODUCT VISION
We aim to be the essential subscription for every curious, English-speaking
person seeking to understand and engage with the world
PRODUCT STRATEGY
Be the best
news destination
in the world
1
Become more
valuable to more
people by meeting
everyday life needs
2 3
Expand and connect
our product to help
subscribers engage
with the full New York
Times
News
While news is central, we drive connections between
news and our other applications.
Customer Focus:
Clear targets
Engineers
Builders creating the tools
and systems
CUSTOMER FOCUS
Delivering what our customers need remains the core of product management,
and needs to drive key decision making.
We’ve made focused investment in the features that
drive engagement and retention in each product.
Many features that drive
high subscriber
engagement also drive
high retention.
Understanding our
readers enables us to
prioritize our feature work
- benefiting them - and us.
Readers
People who want to better
understand the world (and
play Wordle, follow sports,
shop, etc.)
Engineers
Builders creating the
tools and systems that
enable our journalism
Product Management
Product managers target all three audiences
Newsroom
Content creation
across many formats
and experiences.
Areas of focus
Core Product Skills
Strategy
The ability to show product
judgment, strategic thinking
and analytical rigor.
Leadership
Team health, lateral leadership
and effective communication
Execution
Prioritization, grit and resilience
and technical acumen
Cross Functional Collaboration
Ability to work across the standard
technology functions - and also to
meet the unique needs of the
Newsroom
The core product skills will look very familiar to people in
technology companies.
Creativity and reinvention
How We Work
How We’re Organized: Teams
Our Functions
Mission leadership
Example: Consumer
Product
Example: Platform
Design Newsroom
PMO Data
Marketing Engineering
Product & News Leads Product & Tech Lead
Working cross-functionally feels familiar, but in a smaller organization there is increased
need to be open to a wide variety of approaches
27
Product managers own larger
domains at much more junior
levels providing leadership
opportunities
Strong product managers can
have a much bigger impact
across the organization - but
need to understand that the
reach is smaller than at a
FAANG.
News events don’t always
come with advance warning,
and can lead to unanticipated
major pivots
Scope Impact Flexibility
Features
Platforms
Content
At NYT, we create most of our own content -
some of our product managers work very
closely with the content creators.
Work that is delivered to directly reach our
readers.
The underlying systems and infrastructure
that serve as critical enablers for engineers
and our Newsroom
Full stack nature of
Product work
At FAANG companies, product managers
typically focus on the product itself, and less
so on the content, features, and platforms.
At NYT, product managers have access to
more of the whole product ecosystem, and
on a more regular basis.
Engineers
Builders creating the tools
and systems
OPENNESS
Great PMs come from all backgrounds, and can drive impact across a wide
range of organizations
1. Ambition & Impact
2. Customer Focus
3. Core Product Skills
4. How We Work
What’s Different at The Times?
Readers, Journalists, Engineers
Mission & Purpose
→
→
→
→
Creativity & Reinvention
Scope, Impact & Flexibility
What’s Similar?
Thank You!
lilisa.kamm@nytimes.com
Part-time Product Management
Training Courses
and Team Training
productschool.com

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Product Leadership - from FAANG to Traditional Media by The New York Times SVP of Product.pdf

  • 1. Product Leadership - from FAANG to Traditional Media by The New York Times SVP of Product productschool.com
  • 2. Accelerate your Product Management Career Certifications Product Manager Certification™ Product Leader Certification™ productschool.com/online
  • 3. Team Training Level Up Your Team’s Product Management Skills productschool.com
  • 4. Resources Free Product Management Resources Events Courses Podcasts Newsletters Communities eBooks and Reports productschool.com/resources
  • 5. Product Leadership: From FAANG to Traditional Media Presented by Name Here Lisa Kamm, SVP Product May 2023 05/13/2020
  • 7. 1. Ambition & Impact 2. Customer Focus 3. Core Product Skills 4. How We Work What’s Different at The Times? Readers, Journalists, Engineers Mission & Purpose → → → → Creativity & Reinvention Scope, Impact & Flexibility What’s Similar?
  • 8. Product at a Company Like The Times
  • 9. How We’re Organized: Functions Newsroom Product Engineering Design Data Marketing Research Program Management
  • 10. How We’re Organized: Missions Consumer Missions Examples Monetization Missions Examples Subscriber Growth Digital Advertising News Games Cooking Platform Missions Examples Core Platforms Data Platforms Delivery Engineering
  • 12. OUR MISSION To seek the truth and help people understand the world First issue in 1851
  • 13. Cohesive Bundle Digital Transformation Digital First Subscription First Migrate from a print-first strategy, to a digital-first one, to scale our impact and bring in new readership. Move to a business model that aligns with the value of our journalism, from ads to subscription based revenue. Expand beyond core news, and move to an ecosystem of connected products that redefine journalism. Three Generations 2010-2015 2015-2020 2020 - Present
  • 14. In November 2020, nearly a quarter billion people worldwide came to The Times
  • 15. PRODUCT VISION We aim to be the essential subscription for every curious, English-speaking person seeking to understand and engage with the world
  • 16. PRODUCT STRATEGY Be the best news destination in the world 1 Become more valuable to more people by meeting everyday life needs 2 3 Expand and connect our product to help subscribers engage with the full New York Times
  • 17. News While news is central, we drive connections between news and our other applications.
  • 19. Engineers Builders creating the tools and systems CUSTOMER FOCUS Delivering what our customers need remains the core of product management, and needs to drive key decision making.
  • 20. We’ve made focused investment in the features that drive engagement and retention in each product. Many features that drive high subscriber engagement also drive high retention. Understanding our readers enables us to prioritize our feature work - benefiting them - and us.
  • 21. Readers People who want to better understand the world (and play Wordle, follow sports, shop, etc.) Engineers Builders creating the tools and systems that enable our journalism Product Management Product managers target all three audiences Newsroom Content creation across many formats and experiences. Areas of focus
  • 23. Strategy The ability to show product judgment, strategic thinking and analytical rigor. Leadership Team health, lateral leadership and effective communication Execution Prioritization, grit and resilience and technical acumen Cross Functional Collaboration Ability to work across the standard technology functions - and also to meet the unique needs of the Newsroom The core product skills will look very familiar to people in technology companies.
  • 26. How We’re Organized: Teams Our Functions Mission leadership Example: Consumer Product Example: Platform Design Newsroom PMO Data Marketing Engineering Product & News Leads Product & Tech Lead
  • 27. Working cross-functionally feels familiar, but in a smaller organization there is increased need to be open to a wide variety of approaches 27 Product managers own larger domains at much more junior levels providing leadership opportunities Strong product managers can have a much bigger impact across the organization - but need to understand that the reach is smaller than at a FAANG. News events don’t always come with advance warning, and can lead to unanticipated major pivots Scope Impact Flexibility
  • 28. Features Platforms Content At NYT, we create most of our own content - some of our product managers work very closely with the content creators. Work that is delivered to directly reach our readers. The underlying systems and infrastructure that serve as critical enablers for engineers and our Newsroom Full stack nature of Product work At FAANG companies, product managers typically focus on the product itself, and less so on the content, features, and platforms. At NYT, product managers have access to more of the whole product ecosystem, and on a more regular basis.
  • 29. Engineers Builders creating the tools and systems OPENNESS Great PMs come from all backgrounds, and can drive impact across a wide range of organizations
  • 30. 1. Ambition & Impact 2. Customer Focus 3. Core Product Skills 4. How We Work What’s Different at The Times? Readers, Journalists, Engineers Mission & Purpose → → → → Creativity & Reinvention Scope, Impact & Flexibility What’s Similar?
  • 32. Part-time Product Management Training Courses and Team Training productschool.com