The primary function of cable news has shifted. It no longer breaks news but instead produces segments specifically designed to be clipped and go viral on social media platforms. Its main impact is now on the broader internet conversation, not its direct viewership.

In the old media world, the response to a gaffe was damage control and avoidance. In today's direct, high-volume media environment, the strategy has flipped. Horowitz states the answer to a mistake is not to apologize or retreat but to 'flood the zone' with a continuous stream of new content, quickly moving the conversation forward.

The media landscape has shifted from a few press channels to infinite creator channels. The old strategy was message control ("what can I not say?"). The new strategy is authenticity and volume; a gaffe is fixed by creating more content, not by apologizing.

Don't just treat other channels as spokes for a central email list. Instead, build a multi-channel network where email, YouTube, SMS, and other platforms all point to each other. This creates a resilient web that captures and retains audience members across their preferred platforms.

Former BBC CEO Deborah Turness warns that large media brands must learn from the creator economy. She urges them to stop "managing" the news and instead empower talent to build authentic, direct relationships with audiences, mirroring platforms like Substack and YouTube.

Unlike old media with limited channels, today's environment allows for constant communication. Ben Horowitz advises CEOs to shift from defensive message-crafting to creating a continuous stream of interesting content. Any single misstep is easily drowned out by the next message in a "flood the zone" approach.

In the past, with few media channels, the goal was defensive message control. Today, with infinite platforms, the strategy is offensive. Founders should focus on being consistently interesting rather than fearing a single misstep, as they can always 'flood the zone' with new content to correct the narrative.

Based on military theory, the key to media dominance is speed. By observing, orienting, deciding, and acting (OODA) faster than your critics or competitors, you change the landscape before they can react. This forces them to constantly reset their process, leading to psychological breakdown and ceding control of the narrative to you.

The transition to new media is so profound that every instinct cultivated in the old regime is now wrong. Caution, a desire for control, and fear of leaks were once virtues; now they are liabilities. To succeed, leaders must consciously unlearn these habits and embrace speed, authenticity, and offense.