GECs
US ready for pay mobile TV: study
MUMBAI: American consumers are willing to pay enough for watching TV on mobile phones to justify what it would cost carriers to build a new broadcast network to guarantee quality service, according to just-released study.
The study by the Mobile Digital TV Alliance discusses the economic viability and consumer adoption of mobile TV and concludes that a successful proposition for mobile TV in the United States is high-quality video and service and flat rates of about $20 a month for unlimited viewing.
To meet those standards, the alliance suggests building a separate broadcast network, which would cost a carrier between $500 million and $2 billion.
“The Economics of Mobile TV,” authored by Yoram Solomon, discusses how open standards promote mature competition furthermore improving the economics of mobile broadcast TV, how mobile TV adds a new dimension of value to existing products; as well as why – contrary to popular belief – consumers will pay to use this added service.
GECs
‘I wasn’t enjoying it’: Why ex-Colors CEO Raj Nayak quit at his peak
Former TV and media executive says happiness, not hierarchy, defines leadership
MUMBAI: Former television executive Raj Nayak, once among the most powerful figures in Indian broadcasting, has offered a candid reflection on leadership, ambition and the decision to step away at the height of his career.
Speaking on the ThinkRight Podcast, Nayak dismissed corporate titles as hollow constructs, arguing that designations are often mistaken for identity. Leadership, he said, has little to do with hierarchy and everything to do with character.
Despite holding senior roles across Star TV, NDTV and Colors, Nayak described his career as largely unplanned. He said progress came not from strategy but from effort, adding that his only constant was giving each role his full commitment.
One of the most formative moments, he recalled, came in 2001 when he quit his job and spent nine months fighting a non-compete case in the Mumbai High Court. The sudden loss of structure and support, he said, exposed how dependent he had become on corporate machinery.
That period also shaped his public persona. The nickname “Raj Cheerful”, later adopted across social media, became a defining trait within the industry, with actors such as Hrithik Roshan embracing it as part of his identity. Over time, Nayak said, the label evolved from an affectation into a lived philosophy.
Nayak also addressed his decision to leave his role at the peak of his influence, a move he described as deeply counter-cultural in corporate India. From the outside, he said, everything appeared perfect. Internally, it was not. After months of unease, a conversation with his family proved decisive, pushing him to act on values he often spoke about publicly.
“People don’t quit jobs at their peak… I was doing everything perfect… but I knew I was not enjoying it,” he added.
Reflecting on success, Nayak argued that power and visibility offer no assurance of fulfilment. Happiness, he said, is a more reliable measure. Overcoming fear and greed, he added, remains the hardest test of leadership and of life.
