In this interview, Aled John, Group Strategy Director at the Financial Times, reflects on the growth of FT Strategies and shares lessons on how media organisations can build new businesses around their core strengths and diversify their revenue.

 

How can media organisations turn their existing expertise into new, sustainable sources of revenue? In this Beyond Reader Revenue conversation, Aled John, Group Strategy Director at the Financial Times and former Deputy Managing Director of FT Strategies, shares the story behind the creation and growth of FT Strategies.

FT Strategies began in response to demand from media organisations seeking to learn from the FT's own transformation, from launching a paywall and building a successful subscription business to evolving its operating model. What began as a small initiative within the FT has since developed into a global consulting business supporting organisations across news, media and other content-driven industries.

In conversation with Yasmina Burgan, Consultant at FT Strategies, Aled explores how FT Strategies identified where it had a credible right to play, developed the capabilities needed to grow and adapted its proposition as the challenges facing the media industry evolved. He also considers what the experience can teach other organisations looking to incubate new businesses and diversify their revenue.

 

Key discussion points:

Build from a genuine right to play

Successful diversification starts with understanding where an organisation has expertise that customers genuinely value. FT Strategies emerged in response to existing demand for the FT's knowledge and experience, particularly around subscriptions and digital transformation. This provided an early indication that there was a market for its expertise and a foundation for developing a standalone business.

Focus on your strengths and evolve with the market

Establishing product-market fit requires clarity about where a new business can offer something distinctive. Aled reflects on how FT Strategies initially explored a broad range of opportunities before focusing more closely on areas where its expertise was strongest. As the needs of the industry have evolved, so too has the business, expanding from its early focus on subscriptions into areas including corporate strategy, organisational transformation and AI, while developing the specialist capabilities needed to support that work.

Create value in both directions

Aled describes the relationship between FT Strategies and the wider FT as a "virtuous circle". FT Strategies combines strategic rigour with expertise from across the FT to support clients and partners, while the research, insights and experience gained through its work can also inform thinking within the FT. This two-way relationship enables a diversified business to generate commercial value while strengthening knowledge and capabilities across the wider organisation.

Give new businesses the right environment to succeed

Incubating a new business within an established organisation requires the space to test, learn and grow. Aled highlights the importance of providing appropriate investment, operating structures and measures of success, rather than assessing a new venture in the same way as an established business. KPIs and timeframes should reflect the specific business model, creating an environment in which the organisation can establish product-market fit and demonstrate its potential.

FT Strategies works alongside news and media organisations to identify and develop new revenue opportunities that complement their core business, such as events, B2B subscriptions, licences, and digital advertising. We help organisations to create scalable revenue streams and strengthen their commercial resilience. To find out more about how we can assist your organisation in diversifying its revenue, please get in touch.