As a first step,The Timesassembled interdisciplinary teams, pairing editors with product managers, designers, engineers, and analysts. Then, instead of moving them from project to project, it gave the teams long-term assignments; after they launched a product, they’d grow it as a business with its own P&L. The product managers were given the authority to create product and tech road maps and to make decisions based on what they learned from experimentation. As the teams became skilled at this approach, the company’s ability to introduce successful offerings increased. In 2014 it launched NYT Cooking, an online repository of thousands of recipes, and a specialized subscription to its daily crossword puzzle. In 2016 it acquiredWirecutter,a product review website, which it aggressively expanded, and then moved beyond crosswords to create multiple games for readers. (Its game business grew even faster after its 2022 acquisition of Wordle.) In 2017 the company launched a new podcast,The Daily,and after its listenership exploded, expanded its podcast lineup. TodayThe Timesis a rare media success story—one that illustrates how a digital product approach can help a companyquickly grow beyond its legacy business.More than 12 million people now subscribeto its products, and it brings inmore than $1.2 billion in digital subscription revenue annually—roughly half its top line.