Technology as a group capability, not a department
Every business in the group is a software business in some part of its operation. Treating that as shared capability changes how it gets built.
It is tempting to keep technology inside the business that is most obviously technological. In practice, publishing platforms, trade infrastructure and internal operations all depend on the same underlying craft: data models that survive change, interfaces that respect the reader, systems that can be handed over.
Holding those as group capabilities — AI, data, software, automation, digital platforms, research — means a decision made once can be reused rather than rediscovered.
It also sets a floor. A small editorial platform inherits the same standards for performance, accessibility and reliability as the largest system in the group.