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The reason I keep coming back to YouTube is because YouTube is huge. That was always the gap that we wanted to bridge with Anchor. We’re sitting in a room with four huge microphones and headphones, yet we’re walking around with these phones that have microphones in them that are connected to the internet. It’s like, “Hey, how do we bridge that gap for you and get that thought in your brain out?” It’s crazy to me that in 2019, the medium that is the easiest to generate in terms of talking is actually the hardest one to get out to the world. And I think that’s where Anchor has been successful. There’s all this friction in between having an idea or thought in your head and putting it up on a platform.

Photo-taking is a very natural part of the experience when you get a smartphone. These devices have these baked-in cameras. Right, but there’s a gap there in audio that doesn’t exist in video and photos probably because of the devices. I can do the YouTube comparison of you all day because it’s super easy. So for us, it’s been about solving that problem and getting the audio to everywhere people are listening. And so if you can bridge that gap for them and make it easy to reach their listeners wherever they are, you’re doing a huge service to them. They want to be able to build their audience. I think that has always been the thing that creators really wanted, especially new podcast creators. We’ll get it up on Overcast or whatever app your audience might be listening on.

We’ll get it up on Apple Podcasts for you. So create the podcast either in your studio or on your phone, tap a button, and we’ll do the heavy lifting for you to get your podcast distributed everywhere. We can just help make hosting and distribution really, really easy. And so I think the insight that we realized is that we don’t need to control the consumption experience to provide a ton of value to creators. So the way podcasts work now is you have an RSS feed, and then the RSS feed can be consumed by a number of different players or consumption platforms. My point is that the distribution of podcasts, unlike these other platforms like Twitter and YouTube and Snapchat and Instagram, is that the distribution of podcasts is fragmented, and it’s because of RSS. Mike Mignano: So I think the insight we had when we were building Anchor was that the distribution of podcasts and audio is actually very, very different than the distribution of video or text. Is YouTube your model, or is it something else entirely? You’re now on Spotify, which is a huge podcast distribution platform, and you’re talking about monetization, but there are a bunch of other companies kind of floating in that ecosystem. They now control monetization of video for tons and tons of people. YouTube captures the entire distribution market. I think most people kind of see how digital media generally works. Then you have to distribute some stuff, which is usually very difficult, and then you have to monetize some stuff, which is usually the hardest part of all to do in any kind of scale to make any kind of business happen along the way. The curriculum combines core courses in leadership and strategy with a choice of electives, and includes a Global Business Assignment.Nilay Patel: We live in a world where technology just makes it easier to create every day. It is a 12-month, full-time degree programme leading to an MSc in Leadership and Strategy. The LBS Sloan Masters challenges and prepares experienced senior managers moving towards leadership positions to realise their global leadership ambitions. The LBS Sloan Masters in Leadership and Strategy is the only specialist masters of its kind in Europe. LBS Sloan Fellows join a powerful international network. Three world-class business schools offer programmes that share this great heritage: Stanford, London Business School and Massachusetts Institute of Technology (MIT). Today’s Sloan Fellows share a breadth and depth of expertise gained in senior positions worldwide. It was the brainchild of Alfred P Sloan Jnr, Chairman of General Motors, who believed that the best kind of leader was one who had a cross-functional understanding of management, and that this was best acquired after some years' real-world experience. The Sloan Masters programme began at MIT in 1931.