Debbie McMahon, Interim Chief Product Officer at the Financial Times, shares her journey from the Department for Work & Pensions to leading product strategy at one of the UK's most iconic newspapers. She discusses the FT's evolution from a traditional paper to a digital powerhouse, emphasizing the importance of transparency in hiring and balancing idealism with real-world challenges. McMahon offers insights on transitioning to a CPO role, fostering collaboration among teams, and the growing influence of AI on journalism and product development.
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insights INSIGHT
FT Beyond a Newspaper
The Financial Times is no longer just a newspaper but a digital intelligence product for business leaders.
It balances expanding product categories with maintaining its core journalism and loyal audience.
insights INSIGHT
FT Product Organization Structure
FT's product organization has no product owners, but includes PMs, analysts, researchers, and designers.
Organizing by customer segments helps manage diverse product needs across B2C, B2B, editorial, and shared platforms.
volunteer_activism ADVICE
Focus on Fewer, Better Tasks
Manage dependencies by focusing on fewer, high-impact tasks to avoid over-complexity.
Use clearer OKRs to drive organizational focus and prioritize meaningful outcomes over output.
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In this new "podcast within a podcast", I'll be speaking to executive product leaders from the UK's biggest companies as well as up-and-coming stars of the future. I'll be digging into how they approach product management within their organisations, how they approached the leap into executive product leadership and trying to get some deep insights into how they view product management practices and culture. If you're a CPO and would like to come on, drop me a line! Or, forward this episode to your CPO and tell them you want them to come on 🙂
About the Episode
In this episode, I speak with Debbie McMahon, interim Chief Product Officer at the Financial Times, one of the UK's most well-known and distinctive newspapers. Debbie started out working at the Department for Work & Pensions, moving into a product strategy role there before spending time at the BBC and onwards to the FT.
We cover a lot, including:
All about the FT and its move away from being "just" a newspaper
How the FT structures Product; size, scope, dependency management and whether they have product owners
How to advocate for the value of product management with non-tech leaders and editorial stakeholders
Balancing product management idealism and book principles with the real world of the FT
The importance of being honest upfront about your organisation's context when hiring people
Making the jump to CPO; what was different, what was the same
How CPOs can avoid being seen as ivory tower thinkers or, worse still, "poop and swoopers"