If 2025 felt like a blur of mad activity, then 2026 is the time to get more of a grip. That means creating the environment where our organisation can navigate the whirlpools and reefs in a more confident and optimistic way.
I rather like the idea of Simon Sinek’s “infinite mindset”. This is a way of thinking that focuses on long-term resilience, adaptability, and purpose rather than short-term wins or being “the best”. It recognises that business, leadership and life itself are not finite games with fixed rules and clear winners and losers, but ongoing journeys where the goal is to keep playing and evolving. Publishing is the ultimate “infinite game”, as there can be no “winning” when facing Big Tech.
Here is my take on what goes into the publishing infinite mindset:
- Build a common company vision. A vision so inspiring that staff are willing to sacrifice to help achieve it. This goes beyond profits or short-term wins, focusing instead on creating lasting value and progress. Also, it means aligning with partners and stakeholders in a more collaborative approach.
- Build trusting teams. Environments where employees trust their leaders and colleagues, admit mistakes, ask for help, and innovate without fear of being punished.
- Study worthy rivals. Instead of obsessing over “beating” competitors, we need to learn from rivals, especially digital disruptors. This should reveal weaknesses and inspire improvement. Yet it also demands considerable humility. Do we acknowledge when rivals are better at content creation and audience engagement, and then adapt accordingly?
- Take the long-term view. The big media successes are not overnight pivots, but long-term investments of time and money, especially in staff and tech.
- Prepare for radical change. Organisations must be prepared to pivot radically when circumstances demand. That means challenging and adapting current business models, without undermining what currently works and still makes serious money. Are we prepared to flip from print to digital, or from subscription to membership models? Do we have contingency plans if advertising collapses or distribution channels shift? And what about the innovation pipeline? Are we investing in experiments (eg. podcasts, newsletters, events) that may redefine our core business.
- Have the courage to lead. Courage means resisting the pressure of short-term gains and shareholder demands. Infinite-minded leaders stick to their vision even when it’s unpopular or risky.
Ignore the infinite mindset and we will face:
- Burnout: both individually and corporately.
- Stagnation: missing opportunities to innovate.
- Fragility: when market conditions change, companies often collapse, while infinite players adapt and thrive.
So, to quote Buzz Lightyear, “To infinity and beyond” is our mantra for 2026.
This article was first published in the Publishing Partners Guide 2026, which was distributed with the January / February 2026 issue of InPublishing magazine. You can register to receive InPublishing magazine here.
