Publishers have diversified their commercial models. Their operating models haven’t kept pace.
As publishers expand beyond traditional advertising and subscriptions, their operating models are becoming increasingly complex. This report explores how leading media organisations are responding by creating greater clarity over content, capabilities and governance, helping them unlock commercial value while avoiding unnecessary organisational complexity in a rapidly evolving publishing landscape.
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How can publishers adapt their operating models to support increasingly diverse commercial models without adding unnecessary complexity?
For decades, the commercial model for most publishers was relatively straightforward. High-quality journalism attracted audiences, audiences attracted advertisers, and subscriptions or circulation provided a complementary revenue stream.
Today, that picture looks very different.
Publishers have diversified into subscriptions, affiliate commerce, events, branded content, creator partnerships, licensing, newsletters, ecommerce and data products. Individually, these opportunities make sense. Collectively, they’ve created organisations that are more complex to manage, with overlapping responsibilities, fragmented decision-making and increasing pressure on leadership teams.
The challenge is no longer finding new commercial opportunities. It’s creating an operating model that allows them to work together.
A different approach
The publishers making the greatest progress aren’t constantly redesigning their organisations around every new revenue stream.
Instead, they’re building operating models around shared capabilities, creating greater clarity over the purpose of different types of content, and strengthening governance across editorial, commercial, product and audience teams.
Rather than adding complexity, they’re making deliberate choices about where value is created, who is accountable, and how decisions are made.
Why this matters now
Commercial diversification isn’t slowing down.
AI, creator partnerships and new distribution models will continue to reshape the industry, creating fresh opportunities alongside new organisational challenges.
Publishers that respond by continually adding new teams, reporting lines and ways of working risk becoming slower, more fragmented and harder to lead.
Those that build clarity into their operating model will be better placed to adapt as the market continues to evolve.
What you’ll learn in the full report
Download the full report to explore:
- Why commercial diversification is creating organisational complexity
- The three characteristics shared by publishers adapting successfully
- Real examples from organisations including The Economist and Reach
- Practical approaches to clarifying content strategy, organisational capabilities and governance
- Five questions every publishing leadership team should be asking about their operating model
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Media Lead
We are all about organisational health, which separates good organisations from the great. Whether our clients are at the top of their game (and want to remain there) or are in ‘turnaround’ mode, we all need to work on our organisational health.
Whatever the situation, be it a strategic conundrum, a market opportunity, or an operational gripe, we combine the art and science of organisational health to help our clients improve and excel.
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