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  • YouTube is TV - or is it? Ian Whittaker's perspectives

    YouTube is TV - or is it? Ian Whittaker's perspectives
    2026/01/28

    Ian Whittaker is a London-based analyst with over twenty years’ experience covering media and technology equities, and he’s one of the clearest voices making sense of the shifts underway in the media sector — particularly around advertising and marketing.

    In this conversation, we focus on the rise of YouTube, and why broadcasters and content owners continue to struggle with where to place it in their strategic thinking.

    We cover:

    - Whether the current ‘YouTube is TV’ debate is slightly out of focus, with the focus on audience comparisons with broadcast obscuring the monetisation differences and competitive dynamics in the ad market

    - Why it is that broadcasters in particular struggle with how and where to fit YouTube into their audience and monetisation strategies

    - The foundational questions broadcasters must ask of themselves in order to meet the challenge posed by YouTube

    - Ian’s career advice for those making their way in this increasingly messy sector.

    https://ianwhittakermedia.com/about/
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    27 分
  • The 'Puzzle Problem Mess' Framework, explained by Gerald Ashley

    The 'Puzzle Problem Mess' Framework, explained by Gerald Ashley
    2026/01/27
    Gerald Ashley is a sought-after speaker, advisor, broadcaster and writer on change, risk and decision making. It was through Gerald’s guest appearance on another podcast that I came across the concept of the ‘Puzzle Problem Mess’. So I was very grateful when Gerald agreed to do this first episode of the Puzzle Problem Mess podcast, to explain the concept that underpins this podcast. The Puzzle Problem Mess podcast will focus on issues shaping the global media economy, but Gerald is not a media man, and we don’t really focus on media in this episode, and that, too, is deliberate. Gerald and I are both of the view that ideas and inspiration can and should be taken from outside your area of expertise as much as from inside it – and to that end, Gerald’s thinking can be applied to modern media management. Gerald and I talk about:- Russell L Ackoff’s problem solving based on categorising complex challenges into puzzles, problems or messes. - How predictive planning might best be used in messy strategic environments- 3M’s culture of innovation and Lockheed Martin’s Skunkworks program- The dangers of mistakenly treating messes as problems, or problems as puzzles - Career advice for those making their way in an increasingly messy media landscape Links relating to the episode: https://www.geraldashley.com/ Jules Goddard: this is a classic 9 min presentation – Gerald was there and it had big effect on Gerald’s thinkinghttps://www.youtube.com/watch?v=oNlzl37GLdAhttps://www.amazon.co.uk/Uncommon-Sense-Common-Nonsense-organisations-ebook/dp/B007XUGB0S/Gerd Gigerenzerhttps://www.amazon.co.uk/Reckoning-Risk-Learning-Live-Uncertainty/dp/0140297863/Arie De Gueshttps://www.amazon.co.uk/Living-Company-Arie-Geus/dp/087584782X/Gerald Ashley and Terry Lloydhttps://www.amazon.co.uk/Two-Speed-World-explosive-everything/dp/1906659702/ The Key Rules of Skunkworks The founder of the Lockheed Martin Skunk Works was Clarence Leonard "Kelly" Johnson. He established 14 core operating rulesWhile Kelly Johnson established 14 rules and practices in total (still used by Lockheed Martin's Skunk Works today), the most frequently highlighted key ones revolve around autonomy, efficiency, small teams, trust, and minimal bureaucracy. These enabled rapid development of ground-breaking aircraft like the U-2 and SR-71.Here are the core principles most often cited as foundational:Strong managerial authority — The Skunk Works manager must have practically complete control over the program in all aspects, reporting directly to high-level leadership (e.g., a division president or higher). This ensures quick decisions without layers of approval.Small, empowered teams — Limit involvement to a small number of highly skilled people (ideally 10-25% of a "normal" team size). Strong but minimal project offices on both contractor and customer sides.Minimal bureaucracy and reporting — Require very few reports; keep documentation simple and focused. Use flexible drawing/release systems and reduce inspections/duplications.Mutual trust and close cooperation — Build deep trust between the contractor and customer (e.g., military), with daily liaison to minimize misunderstandings and paperwork.Performance-based rewards — Provide ways to incentivize excellence through pay and recognition not tied to supervising large numbers of people.These distil the essence of Johnson's philosophy: empower small, talented teams with autonomy and trust to innovate quickly and efficiently—often summarized in his motto, "Be quick, be quiet, and be on time." Many modern agile and innovation methodologies trace roots back to these ideas.
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    27 分