Rita McGrath

Yeah, you could still have a copper line in your house, but it would be connected to a fiber optic network. And then the fiber optic network would allow you to have broadband. It would allow you to compete with the cable companies, which he saw as a huge opportunity. And it was, if you remember back in the day, and again, I feel like I'm retelling ancient history, but it's not that long ago.

Yeah, you could still have a copper line in your house, but it would be connected to a fiber optic network. And then the fiber optic network would allow you to have broadband. It would allow you to compete with the cable companies, which he saw as a huge opportunity. And it was, if you remember back in the day, and again, I feel like I'm retelling ancient history, but it's not that long ago.

Before we had cable TV, you know, we had network TV and cable TV was seen as this huge advance because in the early, early days of cable, you didn't even, you didn't have ads, right? You could have ad-free television on demand, 500 channels, you know, it was, and those cable companies, again, they were protected as local monopolies in the early stages. They were considered to be natural monopolies.

Before we had cable TV, you know, we had network TV and cable TV was seen as this huge advance because in the early, early days of cable, you didn't even, you didn't have ads, right? You could have ad-free television on demand, 500 channels, you know, it was, and those cable companies, again, they were protected as local monopolies in the early stages. They were considered to be natural monopolies.

Before we had cable TV, you know, we had network TV and cable TV was seen as this huge advance because in the early, early days of cable, you didn't even, you didn't have ads, right? You could have ad-free television on demand, 500 channels, you know, it was, and those cable companies, again, they were protected as local monopolies in the early stages. They were considered to be natural monopolies.

And governments to provide them with the capital to build out these networks basically said, OK, Comcast, you have New Jersey. Spectrum, you've got New York. And you could guarantee that the customers that were interested in that product could buy the service there. So Verizon said, hey, wait a minute. I don't have to be a cable company, but I could compete using fiber optic lines.

And governments to provide them with the capital to build out these networks basically said, OK, Comcast, you have New Jersey. Spectrum, you've got New York. And you could guarantee that the customers that were interested in that product could buy the service there. So Verizon said, hey, wait a minute. I don't have to be a cable company, but I could compete using fiber optic lines.

And governments to provide them with the capital to build out these networks basically said, OK, Comcast, you have New Jersey. Spectrum, you've got New York. And you could guarantee that the customers that were interested in that product could buy the service there. So Verizon said, hey, wait a minute. I don't have to be a cable company, but I could compete using fiber optic lines.

So he decided that revenue looked pretty good.

So he decided that revenue looked pretty good.

So he decided that revenue looked pretty good.

So disengagement is the process of recognizing when something is just not going to be carrying your future forward. So, you know, mailing DVDs in the mail was, you know, most of Netflix's customers, I doubt, even have a DVD player anymore. So that was clearly going to be a business which was ending.

So disengagement is the process of recognizing when something is just not going to be carrying your future forward. So, you know, mailing DVDs in the mail was, you know, most of Netflix's customers, I doubt, even have a DVD player anymore. So that was clearly going to be a business which was ending.

So disengagement is the process of recognizing when something is just not going to be carrying your future forward. So, you know, mailing DVDs in the mail was, you know, most of Netflix's customers, I doubt, even have a DVD player anymore. So that was clearly going to be a business which was ending.

So I think there's a way of disengaging, which is respectful, you know, which said, hey, you know, the people that built this business have a lot to be commended, but it's not going to be a business for the future.

So I think there's a way of disengaging, which is respectful, you know, which said, hey, you know, the people that built this business have a lot to be commended, but it's not going to be a business for the future.

So I think there's a way of disengaging, which is respectful, you know, which said, hey, you know, the people that built this business have a lot to be commended, but it's not going to be a business for the future.

And so we have to figure out how to get resources and people and assets out of them, hopefully in a way that's not too painful so that we can repurpose those things to what the future is going to hold.

And so we have to figure out how to get resources and people and assets out of them, hopefully in a way that's not too painful so that we can repurpose those things to what the future is going to hold.

And so we have to figure out how to get resources and people and assets out of them, hopefully in a way that's not too painful so that we can repurpose those things to what the future is going to hold.