In my previous entry, I outlined the significant challenges faced by traditional media companies. The emergence of a low-cost, global distribution mechanism - the internet - has created legions of small, focused players. Moreover it has created demand for ever more rapid and specific information. The solution I propose is to enable traditional publishers to bring their quality and breadth of content to bear by implementing Agile Content Networks.

Let's start with the basics. An Agile Content Network (ACN) has the following components:

• A logical index of all content available to the network (ideally all titles/channels)

• A content management system (CMS) integrated with the index, and capable of rapidly creating new channels by selecting a template

• Back-end capabilities (such as ad serving, authentication, personalization, recommendations, threaded discussions) that are functionally integrated into the channel by the CMS templates

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For decades there were three major TV networks, plus PBS. They were all things to all people - or all TV watchers, at least.

A few new networks appeared in the 80's. One (FOX) focused on terrestrial broadcasting, but most (like CNN and MTV) were part of the cable TV revolution. In the 90's, as cable became more available and increased the number of available channels, many more appeared - most focused on specific topics. The Food Network, launched in 1993, is a tasty example.

The emergence of the internet - the ultimate low-cost distribution mechanism - accelerated the pace of new channel creation. Fundamentally new networks sprung up almost overnight. Going direct to the consumer became a concrete possibility for content producers. The world changed! As consumers, we reap the benefit on a daily basis: endless choice and lower prices.

But there is a darker side to this equation. Traditional media companies - broadcasters and print publishers - have to adapt to this new environment. Print publishers are finding it particularly challenging. In 2008 Andy Cohn of Fader Media predicted that "Five out of every 10 magazines and newspapers will go out of business, scale down their frequency or move entirely to the Web." True or not, examples are not hard to find. Last month the Seattle Post-Intelligencer switched to an online-only model, dropping their print edition. The SPI had been in print since 1863. It now faces an uncertain future.