Why do media organisations, filled with smart people who spot early the visible warning signs of coming disruption, nearly always seem to end up reacting too late, or too slow?

This episode explores that question through the OODA loop — John Boyd’s influential model of observation, orientation, decision and action. My guest is Chet Richards, a long-time associate of Boyd and one of the key interpreters of his work for business.

The conversation with Chet homes in on the concepts of time as a strategic instrument, orientation as the engine room of adaptation, and why the ability to recover initiative is ultimately cultural: built on trust, intuitive feel, focus, mission, and learning speed.

For media companies facing constant disruption, seeing the coming change is evidently not enough. The key seems to be finding a way – organisationally, culturally - to move at the tempo of the ‘outside world’.

Links:

Chet Richards’ book – Certain to Win

https://www.amazon.com/Certain-Win-Chet-Richards/dp/818158113X

Chet Richards’ page:

https://slightlyeastofnew.com/page-1/

Chet on Boyd’s OODA loop:
 https://slightlyeastofnew.com/wp-content/uploads/2020/03/boydsoodaloopnecesse-1.pdf

Jocko Willink podcast discussing the OODA loop:
 https://www.youtube.com/watch?v=WwSBOnXrRrM

Details on John Boyd:
https://en.wikipedia.org/wiki/John_Boyd_(military_strategist)

For the last decade, the streaming industry has been obsessed with subscriber growth.

But in 2026, with ad tiers rising, subscriber growth slowing, and churn becoming structural, a different competitive dynamic is emerging: habit.

In this episode, Dan Fahy speaks with Matt Ross, Chief Analytics Officer at Digital-i, about the company’s new “First View of the Day” metric — the first title watched on a streaming platform after 4am local time — and why that first click may now be one of the most important moments in streaming.

Here's the Digital-i blog post on 'First View': 

https://www.digital-i.com/insight-articles/what-the-first-view-of-the-day-tells-us-about-global-streaming-habits

The conversation explores:

• why Netflix’s real advantage may be behavioural, not just content-led
• why frequency matters more than session length
• the surprising strategic importance of kids content and “comfort TV”
• how ad-supported streaming is changing the economics of engagement
• why YouTube increasingly behaves less like a content library and more like a habit platform
• and why broadcasters may be underestimating the strategic value of habitual viewing behaviour

Listen in for a discussion about streaming strategy, engagement, and the shifting battleground for attention.

Featuring:
Matt Ross, Chief Analytics Officer, Digital-i.

 This is Puzzle Problem Mess, conversations about the media economy and how to think clearly when things get messy.

In this episode, I'm joined by Guy Bisson. Guy is one of the UK and Europe's leading entertainment market analysts and has specialized in the global television business for more than 30 years.

He is co-founder of Ampere Analysis, a London-based global analyst house focused on the entertainment, sport and game sectors. In this episode, Guy and I focus on ad tiers on SVOD services. On the surface, this might sound like a narrow topic, but with a large share of gross subscriber editions now coming through ad supported plans for many of the major streamers, the move into advertising is starting to reshape the subscription streaming business in some fundamental ways.

In this episode, I'm joined by Claire Enders. Claire is the founder of Enders Analysis, the UK's leading media, telecoms, and technology research firm. Since founding the company in 1997, she's become one of the most influential analysts in the European media sector advising on the economics of television, streaming, digital platforms, and the wider creative industries.

Claire's work is widely cited by the Financial Times, the Economist, and the BBC. Claire is a fellow of the Royal Television Society and was awarded a CBE in 2024 for services to media. 

When I sat down with Claire in early February, 2026, we set out to talk about public service media, its current pressures, the trust question, platform distribution, innovation, and lastly, what all of that means for people building careers in media.

The conversation widened into a much richer exploration of public service media's place in a changing Europe, and of the strategic realities now shaping broadcasters platforms and the wider media ecology. 

So I've separated the conversation into six parts: 

Part one: Public Service Media at a European turning point (02:05)

Part two: UK PSB, collective action (11:20)

Part three: Platform economics and distribution realism (20:52)

Part four: Broadcaster and streamer partnerships (30:32)

Part five: Trust and legitimacy (41:50)

Part six: Career development (1:02:17)

Claire's truly excellent firm, Enders Analysis, is here: https://www.endersanalysis.com/

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/

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 thinking

https://www.youtube.com/watch?v=oNlzl37GLdA

https://www.amazon.co.uk/Uncommon-Sense-Common-Nonsense-organisations-ebook/dp/B007XUGB0S/

Gerd Gigerenzer

https://www.amazon.co.uk/Reckoning-Risk-Learning-Live-Uncertainty/dp/0140297863/

Arie De Gues

https://www.amazon.co.uk/Living-Company-Arie-Geus/dp/087584782X/

Gerald Ashley and Terry Lloyd

https://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 rules

While 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:

1. 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.
2. 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.
3. Minimal bureaucracy and reporting — Require very few reports; keep documentation simple and focused. Use flexible drawing/release systems and reduce inspections/duplications.
4. Mutual trust and close cooperation — Build deep trust between the contractor and customer (e.g., military), with daily liaison to minimize misunderstandings and paperwork.
5. 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.