Summary of An inside look at how the New York Times builds product | Alex Hardiman (CPO, the New York Times)

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00:00:00 - 01:00:00

The New York Times is a publication that produces news and opinion. Product leaders are responsible for various aspects of the product, such as developing new products, marketing and customer service. Alex Hardiman, CPO at the New York Times, discusses how the company deals with Covid, a virus that caused a global shutdown in March 2020. They were able to build new products and formats to make their journalism more accessible to the public, and they made the most important coverage free to everyone.

00:00:00 In this interview, Alex Hardiman discusses how the New York Times builds product, focusing on how impact is measured and what it means for product teams to work with journalists. She also talks about the challenges of acquiring and integrating world content and how Miro helps product teams. Finally, she shares her experience using athletic greens, which she believes provides a convenient way to take care of oneself health-wise.
00:05:00 The New York Times CPO, Alex Hardiman, discusses the challenges of building product, including the shift from print to mobile and the importance of humility in the face of such a complex landscape. He also shares his experience at Facebook, where he led the product and engineering teams during the election and aftermath.
00:10:00 The video interviews Alex Hardiman, CPO of the New York Times, about how the Times builds product. Hardiman discusses the different categories of public content the Times produces, the challenges of classification, and the importance of having a clear mission and goals for a product. He also discusses the return of the New York Times after being away for 10 years, and how he felt returning to a place he was "lucky" to leave on good terms.
00:15:00 The New York Times CPO, Alex Hardiman, discusses the company's strategy for building product. The strategy includes bundling multiple products into a subscription bundle, as well as continuing to develop new products.
00:20:00 The New York Times aims to achieve 15 million subscribers by 2027 through the development of high-quality journalism-based products. Product teams have missions to pursue across different areas such as news, cooking, and games. Each team is led by a general manager and focuses on a specific goal, such as developing standards of craft and excellence, promoting career growth, and providing skill development. Editors are embedded within product teams and work towards the same goals as the general managers.
00:25:00 The New York Times uses different teams to create stories that are both visually appealing and impactful. One example is the team that creates the "widgets" that are seen on the front page of the website.
00:30:00 The New York Times acquired Wordle in early January in order to integrate its graphics and gameplay into its news articles. Wordle has been a fun ride for the company, and its inclusion in the news franchise helps to break up the monotony of news stories for readers.
00:35:00 The New York Times acquired Wordle, a web game, in a record-fast process. Wordle's stats and streaks were saved locally, and the game was made easier to find on the New York Times' websites.
00:40:00 The New York Times is a publication that produces news and opinion. Product leaders are responsible for various aspects of the product, such as developing new products, marketing and customer service. Alex Hardiman, CPO at the New York Times, discusses how the company deals with Covid, a virus that caused a global shutdown in March 2020. They were able to build new products and formats to make their journalism more accessible to the public, and they made the most important coverage free to everyone.
00:45:00 The author discusses how the New York Times builds product and how important it is for the company to maintain a unique position in the news industry. He shares insights on the future of news and how the New York Times is different from other news organizations.
00:50:00 The New York Times describes itself as a news organization with a collection of adjacent lifestyle products. The CPO, Alex Hardiman, discusses the company's product ambitions, which include becoming an essential subscription service for people with news and life needs. He notes the differences between product management at the Times and at tech companies, which include the Times' ownership of its journalism and content.
00:55:00 The video discusses how the New York Times builds and manages its products, specifically mentioning how PMs need to understand the blend of Art and Science when making decisions. Alex Hardiman, CPO at the Times, discusses how editorial judgment is important when curating stories and training algorithms to determine engagement and conversion rates. He also talks about how the Times' mission impacts how it thinks about impact and how product managers at other companies should think about impact in the same way.

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Alex Hardiman, the CPO of the New York Times, discusses the company's product development process, focusing on SAS products. He praises Fiji SEMO for her work in advancing women in the industry, and recommends other product leaders to listeners. Finally, he shares one feature that would make the Times more essential to him.