Our strategy has three components:

1) Above all, we aim to be the best news destination in the world.

The foundation of our mission and our business is to provide the most authoritative coverage of the most important and interesting stories. This coverage is of general interest, which means that it is designed for a wide audience. It’s also multimedia, making smart use of all major storytelling formats – articles, newsletters, photography, interactive graphics, data visualization, audio, video and events – to better serve our audience. Ours is a report of unparalleled breadth, authority, creativity and excellence, produced with an unwavering commitment to independence and integrity. In an increasingly unreliable information environment, we expect all of these qualities to become increasingly valuable to readers.

News is not monolithic for us. On the contrary, we cover the world in various ways that help readers.

• Expert beat reports that keep readers up to date on important topics and storylines: The Times offers journalists the time and space to dig deep into a single topic, from public health to religion to architecture and from the Pentagon to Hollywood to Wall Street. Beat reporting also includes our dozens of national and international bureaus, where correspondents are immersed in the communities they cover. This is perhaps the most important thing we do. Based on the expertise and in-depth reporting of our reporters, our beat coverage provides authority that enriches the entire story.
• Breaking news that doesn’t sacrifice quality for speed: We provide fast, reliable and useful information and context as the stories unfold. This has always been important, but we have expanded and modernized our news operation with Live. It’s because we believe we can add real value as an alternative to cable news and social media, where speculation and experts often trump facts. Breaking news reporting is a vital service in times when large numbers of people are looking for answers.
• Iconic company that reveals important truths: We produce resource- and time-intensive journalism. This journalism exposes problems, holds power to account and demands public attention. We have significantly increased our investment in these types of projects, with signature journalism now produced in all major formats and across a wide range of bureaus, including a record number of investigative reporting. In addition to its important societal role, corporate journalism adds distinctiveness to our report by providing readers with journalism they cannot find anywhere else.
• Comments and reviews that help readers interpret the world: We provide insight-based commentary and criticism to help readers develop and challenge their own views on important topics. This work of exploring and analyzing the ideas and forces that shape the world is rooted in Opinion, but it is also central to the mission of our magazines, Book Review and cultural coverage. This type of interpretive journalism helps readers make sense of the moment by providing voices they trust and voices that challenge.

Our goal is for all of this news journalism to be cohesive in an experience that is far more than the sum of its parts – more reliable, effective and revealing for people trying to make sense of issues and events than that of any other publisher or platform.

2) We intend to become even more valuable to people by helping them get the most out of their lives and indulge their passions.

We do more than cover the news. We provide cultural and lifestyle coverage that helps readers explore the worlds of art, fashion, food and literature. We help them decide what to read or watch, what music to listen to, what restaurant to try. And we provide trusted advice to help people make everyday decisions, whether it’s how to stay healthy, what to cook, or how to be a better parent.

Long before the Internet, the Times bundled the news with a wide range of other valuable information. This included cultural reviews and lifestyle advice as well as a feed of useful features such as weather forecasts, weekly recipes, daily TV schedules, sports scores and stock charts. We are confident that The Times can continue to play such a broad and meaningful role in readers’ lives at this time as well.

Our culture and lifestyle coverage is designed to serve our general interest audience and live within our core news experience. It helps people keep their finger on the pulse of society, from movie reviews and tastemaker profiles, to features like Modern Love and Diary of a Song, to explorations of the changing worlds of art, fashion, food and literature.

We also provide trusted advice to help people make everyday decisions, from long-running service journalism efforts like Well, to our Watching newsletter, to Opinion’s Where Should You Live project.

Over the past few years, we have expanded the way we serve specific interests with products dedicated to passion. Through Cooking, Games, Wirecutter and now The Athletic, we offer destinations designed to help people cook dinner, exercise their brains, get the most out of their shopping and follow their favorite sports teams.

The key to our success in these passion products is that the editorial must be best in class – whether it’s a recipe, a puzzle, a product recommendation or an analysis NFL Draft – and we also need to provide the best experience for finding and using it. Readers of these products expect the same thing they expect from all Times journalism: it must be original, authoritative and trustworthy. But unlike generalist coverage, those who use our passion projects also expect more content with a higher level of detail and nuance.

3) We aim to create a more expansive and connected product experience that helps people engage with everything The New York Times has to offer.

We don’t just want to produce the best journalism – we want to deliver an experience so useful and compelling that we become a daily destination for curious people who seek to understand and interact with the world.

We know that those who turn to us for most of their needs are more likely to subscribe, use our products regularly, and develop lasting relationships. So while we continue to invest in our journalism and content through our products, much of our growth will come from better nurturing readers across everything we offer, showcasing our enormous value.

To achieve this, we will need to unlock more of the value we already produce through better editorial programming, better packaging, better product navigation, and more. Our core product, The New York Times app, will be the best place in the world to experience the news, and it will also be the gateway to everything we offer. But we will use all of our products and entry points to introduce people to all of what we do. Some readers may come for news, but they will stay for The Athletic or Wordle. Others may come to cook, but stay for the news. The strength of our offerings – and the way they connect – means we can be essential in different ways for each person.

To do this, we need a family of connected products that work together seamlessly. We’ll design our products to make it easy for readers and subscribers to navigate smoothly, and the more someone uses them, the better the experience. To help us achieve this, we will continue to advance our underlying technology and capabilities, including platforms such as publishing, commerce and identity, which power all of our products.

And we will promote a unique, high-value digital bundle of The New York Times more widely, which includes full access to multiple products in one subscription. We will continue to offer standalone product subscriptions to appeal to the widest audience. But by focusing on the bundle, we believe we can deliver the most value to our readers and, in turn, build loyalty and give people multiple reasons to engage with us every day. In short, we see the bundle as the best opportunity to develop lasting relationships.

As we refine our product experience and grow subscribers, we will focus on deepening our relationships with them. This means creating a superior experience for subscribers – especially in the app – and offering extensive pay-only benefits, such as subscriber-only newsletters. We want to create a subscription to The Times so engaging and useful that it’s too valuable to give up.

We also aim to continue to grow our free audience to extend the impact of our journalism and introduce our work to new readers. Today, we reach a global audience almost as large as that of the largest free news outlets. We will continue to invest in products such as ‘The Daily’, The Morning and our homepage, nytimes.com, which reach millions of people every day. These help new audiences develop a relationship with The Times and discover how our journalism is different from what they will find elsewhere.

Even as we grow our non-paying audience, we strongly believe that our journalism is valuable and worth paying for. The public would not have the information it needs without news organizations, including The Times, which undertake expensive, time-consuming, subscriber-funded work.