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Television is a state of mind: why user experience will define the next era of media

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I struggle with the word television. Although we continue to use that term, recent market-definition debates – including in Netflix’s acquisition of Warner Bros. Discovery (WBD) assets – make it abundantly clear that what we call television is much more than a screen in a room where we lean back to watch professionally produced, long-form content delivered linearly at an appointed time. 

What we now call television is an experience that adapts to the viewer. It’s about how, when, and where we connect to content across moments, moods, and devices. Television is the moment we decide to be carried by a story: comfort, curiosity, escape, connection. That moment can happen on a couch, in an Uber, in the kitchen, or between meetings—across any screen, any length, any format. Television has become a state of mind.

When Product Experience Becomes Strategy 

Coming back to the U.S. after working in satellite television for News Corp. in India, I could see that digital streaming was the future. That feeling turned into a reality when I moved into the internet portfolio of News Corp./Fox during the MySpace era. My first big lesson was humbling: media companies don’t “go digital” by declaring a strategy. They go digital when the product experience is the strategy.

At MySpace, we signed what looked like a genius deal: Google guaranteed roughly $900 million over three years to serve ads on the Myspace platform. Wall Street applauded. Users did not. The interface and pages got cluttered, load times slowed, and the very vibe that made MySpace culturally dominant began to erode. When Facebook arrived with a cleaner, more intuitive design, people didn’t debate the switch. They simply left.

That moment clarified something the industry still struggles to accept: users vote with their behavior, not with their loyalty.

You Can’t Litigate Your Way to Relevance

MySpace also taught me you can’t litigate your way back to relevance. When music rights pressure intensified with Universal’s Music’s high stake litigation, a partnership was built in place of a war—structuring a Hulu-like joint venture with major labels that licensed catalogs and aligned incentives. The takeaway wasn’t “we won.” It was that the winners in disruption stop fighting the new behavior and start building an ecosystem around it. Disney’s recently announced partnership with OpenAI is a perfect example of this.

Engineers as Storytellers

Those lessons followed me into launching direct-to-consumer products for a major telecom platform and later for HBO Latin America. Inside big organizations, everyone understands technology matters. What’s harder is funding it, attracting talent to buy into the vision, and giving it the runway to pay off. Streaming “wars” are often narrated as content wars, but they’re increasingly product wars: discovery, personalization, and the quiet reduction of friction that keeps people in the experience.

To get closer to how that machine is built, I joined a PE-backed digital engineering services company as CLO and CPO and lived through the COVID era of forced digital transformation. I realized something that reshaped how I think about media: engineers are storytellers, like their counterparts on the content side. They don’t write the plot but they tell a story of how we live our lives online—how we find content, connect with others to share it, and return to continue engaging. The way we consume content becomes part of the content experience.

Future of TV

That’s the real power shift I wrote about recently: control is moving from whoever owns the most content to whoever delivers the best experience. YouTube is the clearest case study. It meets users in almost every “TV state of mind”—short bursts, deep dives, background listening, big-screen sessions—with a seamless product layer and a data flywheel that keeps audiences engaged. It also keeps creators engaged not by giving away equity, but by sharing advertising revenue at scale.

Netflix internalized the same idea early: one global product, one recommendation engine, one continuous engagement loop—and the willingness to invest heavily in technology so that the value of the company compounds. Now the industry is testing whether consolidation can accelerate that advantage. If Netflix’s pursuit of Warner Bros. Discovery’s studio and streaming assets signals anything, it’s that media deals should be judged less by “how much content did we buy” and more by whether the combined company can deliver a better experience, globally.

TV As a State of Mind

So what does the future look like when we treat television as a state of mind?

Theatrical doesn’t fade, It evolves from “watching a movie in an uninteresting venue” to showing up: a high-quality social ritual built on community and connection.

The winners will think like great hospitality brands and premium experience operators — designing nights people crave, delivering them consistently, and scaling them into repeatable, franchise-ready formats based on business models that create value and opportunity.

Home viewing becomes the default theater, but only if it’s designed, not delivered. “User-first” means personalization that recognizes mood, not just taste. Discovery that feels like curation, not an infinite shelf. Social layers and advertising opportunities are either optional or integrated in a seamless way into the user experience. Continuity that lets you start anywhere and finish anywhere.

The future of television is the feeling of being understood—and the platforms that earn that feeling will define what we call TV in the next decade ahead.

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.

This story was originally featured on Fortune.com



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Nvidia’s Groq bet shows that the economics of AI chip-building are still unsettled

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Nvidia built its AI empire on GPUs. But its $20 billion bet on Groq suggests the company isn’t convinced GPUs alone will dominate the most important phase of AI yet: running models at scale, known as inference. 

The battle to win on AI inference, of course, is over its economics. Once a model is trained, every useful thing it does—answering a query, generating code, recommending a product, summarizing a document, powering a chatbot, or analyzing an image—happens during inference. That’s the moment AI goes from a sunk cost into a revenue-generating service, with all the accompanying pressure to reduce costs, shrink latency (how long you have to wait for an AI to answer), and improve efficiency.

That pressure is exactly why inference has become the industry’s next battleground for potential profits—and why Nvidia, in a deal announced just before the Christmas holiday, licensed technology from Groq, a startup building chips designed specifically for fast, low-latency AI inference, and hired most of its team, including founder and CEO Jonathan Ross.

Inference is AI’s ‘industrial revolution’

Nvidia CEO Jensen Huang has been explicit about the challenge of inference. While he says Nvidia is “excellent at every phase of AI,” he told analysts at the company’s Q3 earnings call in November that inference is “really, really hard.” Far from a simple case of one prompt in and one answer out, modern inference must support ongoing reasoning, millions of concurrent users, guaranteed low latency, and relentless cost constraints. And AI agents, which have to handle multiple steps, will dramatically increase inference demand and complexity—and raise the stakes of getting it wrong. 

“People think that inference is one shot, and therefore it’s easy. Anybody could approach the market that way,” Huang said. “But it turns out to be the hardest of all, because thinking, as it turns out, is quite hard.”

Nvidia’s support of Groq underscores that belief, and signals that even the company that dominates AI training is hedging on how inference economics will ultimately shake out. 

Huang has also been blunt about how central inference will become to AI’s growth. In a recent conversation on the BG2 podcast, Huang said inference already accounts for more than 40% of AI-related revenue—and predicted that it is “about to go up by a billion times.”

“That’s the part that most people haven’t completely internalized,” Huang said. “This is the industry we were talking about. This is the industrial revolution.”

The CEO’s confidence helps explain why Nvidia is willing to hedge aggressively on how inference will be delivered, even as the underlying economics remain unsettled.

Nvidia wants to corner the inference market

Nvidia is hedging its bets to make sure that they have their hands in all parts of the market, said Karl Freund, founder and principal analyst at Cambrian AI Research. “It’s a little bit like Meta acquiring Instagram,” he explained. “It’s not that they thought Facebook was bad, they just knew that there was an alternative that they wanted to make sure wasn’t competing with them.” 

That, even though Huang had made strong claims about the economics of the existing Nvidia platform for inference. “I suspect they found that it either wasn’t resonating as well with clients as they’d hoped, or perhaps they saw something in the chip-memory-based approach that Groq and another company called D-Matrix has,” said Freund, referring to another fast, low-latency AI chip startup backed by Microsoft that recently raised $275 million at a $2 billion valuation. 

Freund said Nvidia’s move into Groq could lift the entire category. “I’m sure D-Matrix is a pretty happy startup right now, because I suspect their next round will go at a much higher valuation thanks to the [Nvidia-Groq deal],” he said. 

Other industry executives say the economics of AI inference are shifting as AI moves beyond chatbots into real-time systems like robots, drones, and security tools. Those systems can’t afford the delays that come with sending data back and forth to the cloud, or the risk that computing power won’t always be available. Instead, they favor specialized chips like Groq’s over centralized clusters of GPUs. 

Behnam Bastani, founder and CEO of OpenInfer, which focuses on running AI inference close to where data is generated—such as on devices, sensors, or local servers rather than distant cloud data centers—said his startup is targeting these kinds of applications at the “edge.” 

The inference market, he emphasized, is still nascent. And Nvidia is looking to corner that market with its Groq deal. With inference economics still unsettled, he said Nvidia is trying to position itself as the company that spans the entire inference hardware stack, rather than betting on a single architecture.

“It positions Nvidia as a bigger umbrella,” he said. 

This story was originally featured on Fortune.com



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‘Our beautiful Tatiana passed away this morning. She will always be in our hearts’: Kennedy family mourns yet another tragic death

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Environmental journalist Tatiana Schlossberg, one of three grandchildren of the late President John F. Kennedy, has died after she was diagnosed with leukemia last year. She was 35.

Schlossberg, daughter of Kennedy’s daughter, Caroline Kennedy, and Edwin Schlossberg, revealed she had terminal cancer in a November 2025 essay in The New Yorker. A family statement disclosing her death was posted on social media Tuesday by the John F. Kennedy Library Foundation.

“Our beautiful Tatiana passed away this morning. She will always be in our hearts,” the statement said. It did not disclose a cause of death or say where she had died.

Schlossberg told of being diagnosed with acute myeloid leukemia in May 2024 at 34. While in the hospital for the birth of her second child, her doctor noticed her white blood cell count was high. It turned out to be acute myeloid leukemia with a rare mutation, mostly seen in older people.

In the essay, “A Battle With My Blood,” Schlossberg recounted going through rounds of chemotherapy and two stem cell transplants and participating in clinical trials. During the most recent trial, she wrote, her doctor told her “he could keep me alive for a year, maybe.”

Schlossberg also criticized policies pushed by her mother’s cousin, Health and Human Services Secretary Robert F. Kennedy Jr., in the essay, saying policies he backed could hurt cancer patients like her. Her mother had urged senators to reject his confirmation.

“As I spent more and more of my life under the care of doctors, nurses, and researchers striving to improve the lives of others, I watched as Bobby cut nearly a half billion dollars for research into mRNA vaccines, technology that could be used against certain cancers,” the essay reads.

Schlossberg had worked as a reporter covering climate change and the environment for The New York Times’ Science section. Her 2019 book “Inconspicuous Consumption: The Environmental Impact You Don’t Know You Have” won the Society of Environmental Journalists’ Rachel Carson Environment Book Award in 2020.

Schlossberg wrote in The New Yorker essay that she feared her daughter and son wouldn’t remember her. She felt cheated and sad that she wouldn’t get to keep living “the wonderful life” she had with her husband, George Moran.

While her parents and two siblings tried to hide their pain from her, she said she felt it every day. Her siblings, Rose and Jack Schlossberg, are JFK’s other grandchildren.

“For my whole life, I have tried to be good, to be a good student and a good sister and a good daughter, and to protect my mother and never make her upset or angry,” she said. “Now I have added a new tragedy to her life, to our family’s life, and there’s nothing I can do to stop it.”

Schlossberg’s mother Caroline was 5 years old when her father, President Kennedy, was assassinated in Dallas in 1963. She was 10 when her uncle, Robert F. Kennedy, was assassinated in Los Angeles in 1968 while he was running for president.

Caroline’s brother, John F. Kennedy Jr., died in 1999 when the single-engine plane he was piloting plunged into the Atlantic Ocean, near Martha’s Vineyard, Massachusetts. His wife, Carolyn, and her sister, Lauren Bessette, also died in the crash.

___

Levy reported from Harrisburg, Pennsylvania, and Brumfield from Cockeysville, Maryland.

This story was originally featured on Fortune.com



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Meta claims ‘no continuing Chinese ownership interests in Manus AI’ after reported $2 billion deal to shore up in AI agent race

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Meta is buying artificial intelligence startup Manus, as the owner of Facebook and Instagram continues an aggressive push to amp up AI offerings across its platforms.

The California tech giant declined to disclose financial details of the acquisition. But The Wall Street Journal reported that Meta closed the deal at more than $2 billion.

Manus, a Singapore-based platform with some Chinese roots, launched its first “general-purpose” AI agent earlier this year. The platform offers paid subscriptions for customers to use this technology for research, coding and other tasks.

“Manus is already serving the daily needs of millions of users and businesses worldwide,” Meta said in a Monday announcement, adding that it plans to scale this service — as Manus will “deliver general-purpose agents across our consumer and business products, including in Meta AI.”

Xiao Hong, CEO of Manus, added that joining Meta will allow the platform to “build on a stronger, more sustainable foundation without changing how Manus works or how decisions are made.” Manus confirmed that it would continue to sell and operate subscriptions through its own app and website.

The platform has grown rapidly over the past year. Earlier this month, Manus announced that it had crossed the $100 million mark in annual recurring revenue, just eight months after launching.

Some of Manus’ initial financial backers reportedly included China’s Tencent Holdings, ZhenFund and HSG. And the company that first launched the platform — Butterfly Effect, which also operates under the name monica.im, which was founded in China before moving to Singapore.

A Meta spokesperson confirmed on Tuesday that there would be “no continuing Chinese ownership interests in Manus AI” following its transaction, and that the platform would also discontinue its services and operations in China. Manus reiterated that it would continue to operate in Singapore, where most of its employees are based.

Meta CEO Mark Zuckerberg has been pushing to revive its commercial AI efforts as the company faces tough competition from rivals such as Google and OpenAI, maker of ChatGPT. In June, the company made a $14.3 billion investment in AI data company Scale and recruited its CEO Alexandr Wang to help lead a team developing “superintelligence” at the tech giant.

This story was originally featured on Fortune.com



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