The BBC's governing body has essentially approved a 25 percent cut in the broadcaster's online budget.
The BBC Trust said it endorsed the "concept" of the cuts, which will see the broadcaster halve the number of pages running on the extensive www.bbc.co.uk site, and could see up to a quarter of online staff lose their jobs. It said it was now awaiting more specific plans.
The news comes as the Trust rejected plans to close BBC 6 Music, an eagerly-supported specialist music radio station.
There are 29.5 million unique UK visitors every week to the BBC website. BBC director general Mark Thompson said in March that the broadcaster needed to focus on quality instead of attempting "to do everything", but he insisted the website plans did not mark a "retreat from digital".
In line with BBC proposals, the Trust said the CIO 100 listed BBC needed to "sharpen" its web focus, "so that it is truly distinctive and has clearer editorial vision and control", and is in line with the BBC's core remit. It noted that online growth was slowing and "maturing" in line with the overall broadband market, although BBC mobile web access and the iPlayer were growing "strongly".
"We would welcome a simpler and clearer [web] focus, including core online publishing services such as news, sport and weather alongside iPlayer," the Trust wrote in its Strategy Review. Effort and funding, it said, needed to be concentrated "where the BBC has a clear and distinctive role" with content removed "where it does not have a clear public service rationale".
The Trust also called for "greater clarity" as to the correct balance between audio-visual and text-based content.
It approved the closure of the Blast website, a skills development portal aimed at teenagers from deprived backgrounds – because the site was "failing to reach" its target audience effectively.
The Trust said it is now awaiting "greater clarity" from the BBC on its web proposals, including how to measure the distinctiveness of content, and how to remain highly relevant as technology changes and content sharing opportunities arise.