In the new world of digital, there are no must-read publications any more.

People don't have to go to cable news or network news. Live sports is the one of many things that's kind of community television. There are a lot of people who still tune in to Sunday Night Football or Thursday Night Football the way they did before.

The first reaction is, get defensive. Second reaction is, what are we going to do about it?

Some people have made a fortune by being employed. Jerry Bruckheimer does not own his content. Warner Bros. owns his shows. They are on CBS, and he makes a fortune.

There's too much bad. The worst is mediocre. Bad is easy. There's high quality, there's pornography, and then there's bad.

Arrogance follows distribution strength.

In the era of networks only, I cannot tell you the number of shows that we don't know about that did not survive. They got canceled. But there are a few that survived by accident, because they didn't have anything else to do, and they stayed with it.

The tech folks have seen WiFi as the way to untether. And what better reason to untether than entertainment content? So there's nobody better positioned than the in-home Wi-Fi purveyor.

Before the internet, big publications were like hydrants in the desert. There were relatively few of them, we needed each one of them tremendously and they had control over what was delivered. Now they are like little streams flowing into a massive ocean.

The content defines the platform, so whereas when I was working at ABC from '66 to '76, people said it was the great wasteland. It was the least-objectionable program that succeeded. It was, if you could get behind All in the Family, you were successful.

The definition of strong leadership is not about making decisions that are popular. Making popular decisions is easy - you don't need to be a leader to do that. The definition of strong leadership is to make decisions that are unpopular, but are nevertheless sound.

Almost any show that has reviewers behind it, Rotten Tomatoes behind it, will find a way to survive.

When television came in, everybody thought that was the end of the movie business, which was not and is not.

Everything I have is a private company. And even though a public company's a great thing, it's great for financing and all of the stuff you need to do. I'm not answering to anybody but my wife and my children and the people who work for me, and my partners.

Some things go slow, slow, slow, and then - wham! - they're over.

I think the water cooler is more important than ever. Oh, did you hear that 'Inside Amy Schumer' is fabulous? Where do you find it? It's on Netflix, it's on iTunes, it's on places nobody ever heard of five years ago.

Fifteen years ago, nobody thought that content would ever work as a business. It was impossible to raise any money, initial investments were $10,000, seldom $100,000. It is only over the last two or three years that we have started to see very large amounts of capital coming into the digital industry. That has created a lot more competition.

Television is not hurting. Television is in fantastic shape. It's just a golden age for other people.