Information Systems (IS) innovation is often conceptualized in terms of enterprise efficiency and profit maximization. In contrast, small-scale arts and non-profit organizations encounter distinct operational challenges, where creative capacity and community trust serve as primary assets rather than capital. This paper presents a case study of a Toronto-based independent literary journal, employing a mixed-method systems analysis that incorporates Data Flow Diagrams (DFD), Business Process Model and Notation (BPMN), and the i* strategic framework. The analysis identifies critical vulnerabilities in manual workflows and external dependency chains. The findings indicate that, within traditional industries, IS innovation should focus on automating administrative friction to preserve the soft goals of artistic integrity, contributor relationships, and organizational sustainability, rather than replacing the human element.

Keywords: Systems Analysis, Process Innovation, Independent Publishing, BPMN, Strategic Dependency