By Lee Abrams and Dave Charles
The objective is to create a cultural and commercial statement that enriches audiences through meaningful content and delivers tangible success for the stakeholders who execute the vision. The following are operational realities derived from practical experience.
Industry Standards Are Not Always Correct
Large organisations often operate on legacy assumptions. If your company genuinely prioritises evolution and innovation, following established competitors or emulating trending companies is rarely the optimal path. Benchmarking and learning from industry leaders is advisable, but the primary focus should remain on executing your unique plan with passion, urgency, and precision. Understand what makes competitors successful, then generate your own distinctive value.
The Definition of “Local” Is Expanding
The concept of local relevance continues to evolve. Historically, local meant a neighborhood, then a municipality. Currently, we are entering an era where local communities scale to national and even global levels. Affinity groups are no longer bound by geography. Organisations should recognise that communities can form around shared interests regardless of physical location.
Most Consumers Are Not Technically Sophisticated
A significant portion of mainstream audiences does not understand technical terminology such as “cloud computing” or “algorithms.” Field research in everyday settings confirms this gap. Attempts to use industry jargon or technical language—as seen in past satellite radio initiatives where terms like “terrestrial” and “repeaters” were assumed to be common knowledge—result in poor engagement. Effective communication requires plain, accessible English, even in digital contexts. Simplicity remains a competitive advantage.
Age Does Not Correlate With Relevance
The assumption that younger demographics inherently possess greater cultural or commercial insight is outdated. In many cases, younger audiences may have less life experience and contextual understanding. What audiences of all ages value is authenticity and substance. The relevant metric is mental age—thought processes, judgment, and behaviour—not chronological age.
Denial as a Strategic Tool
Dismissing competitors through criticism or bravado is less productive than systematic understanding. In competitive analysis, emotional responses obscure reality. The more effective approach is to study competitors’ appeal objectively, regardless of personal opinion, and contextualise their strengths and weaknesses. This enables decision-making based on authoritative analysis rather than raw emotion.
AFDI: (Always F$%king Doing It) Execution Over Discussion
A principle of critical importance is prioritising action over conversation. Mission statements and strategic documents have limited value without execution. The operating ethos should be “AFDI”—a directive to focus on doing rather than discussing. Organisations often accumulate talkers, meeting participants, and critics while lacking sufficient implementers. Success requires a bias toward action.
Track Records Are Not Predictive
Past performance is not a reliable indicator of future contribution, particularly in rapidly evolving industries. Hiring based on historical success often brings individuals anchored to prior models rather than oriented toward future opportunities. The preferred criteria are high intellectual capacity, low tolerance for pretense, and demonstrated aptitude. This framework has become increasingly relevant in the digital era.
Conclusion
The goal remains to produce culturally significant and commercially viable content that enhances audiences’ lives and rewards the committed individuals who execute the vision. These seven realities—questioning industry norms, redefining local, simplifying language, rejecting age-based assumptions, using denial strategically, prioritising execution, and valuing aptitude over track records—provide a practical foundation for sustainable success.
Focus on your unique plan. Communicate clearly. Value authenticity over demographics. Understand competitors without emotional bias. Execute relentlessly. Hire for intelligence and aptitude. And build the future on your own terms.
Dave Charles (left) is the President of Media RESULTS Inc. With more than six decades spent working in radio here and overseas he was inducted into the Canadian Broadcasters Hall of Fame in 2024. Lee Abrams (right) has worked as a consultant to over 1,000 radio stations, 12 major print publications, tv stations and cable networks and is the designer of XM satellite.