Karen Egan, head of mobile at Enders Analysis, says: “There’s a real question mark about where Vodafone adds value here, or does it detract value? The very essence of why Vodafone exists has to be called into question now.”

She added “People have been burned. There have been many promises of a turnaround, but it just didn’t come to fruition.”

“The concern here is this sounds a lot like another one of Nick Read’s promises,” says Egan. “It needs to sound like there’s more conviction and more urgency behind it.”

“Keeping the whole group together suits them,” says Egan. “I think that the likelihood of any of the individual markets being sold off to private equity will not appeal to e& but may be in the best interests of shareholders.”

“It’s sufficiently differentiated relative to the series of plans that the former CEO had in place. It is somewhat more aggressive and there is more recognition of the failings of the previous approach, so there is hope,” said Karen Egan, an analyst at Enders Analysis. But she added: “We have had many false dawns in Germany — as well as Italy and Spain — so a new promise to turn things around is going to be met with a degree of scepticism.”

Joseph Teasdale, head of tech on Enders Analysis’ media team, told Press Gazette the problem was “Vice never figured out a model at all”.

“Vice had a pitch – we know how to engage young people – but they never found a way to turn that pitch into a business,” Teasdale said.

“They tried digital advertising, sponsored content, creative agency work, TV production, but continually missed revenue targets and never hit sustained profitability.”

Teasdale added that Vice, in common with Buzfeed, had believed that their online content businesses would scale in a manner similar to the software and platform successes of the last decade.

"The issue with Vice and all similar websites is that they never really worked out a business model for free online journalism," Joseph Teasdale, head of technology at Enders Analysis, told the BBC.

Websites like Vice came along at the same time as the first dotcom boom was in its infancy and technology start-ups were springing up.

"There was a tendency at the time to treat everything like software, where you do your investment up front, attract a bunch of users, and then eventually when you're big enough you become incredibly profitable," he said.

"But it turns out content doesn't work like that - if you want people to keep coming back to your website, or to reach new people in new markets, you have to keep spending to make new content."

And some of Vice's content was "pretty expensive journalism", Mr Teasdale said, involving global trips.

Joseph Teasdale at Enders Analysis says: “The priority has to be rebuilding the advertising side of things.

“Yaccarino has the right CV to patch up relationships with large advertisers who’d rather their media buys didn't come with a side of drama.”

He added “Twitter needs someone to steady the ship and reassure advertisers. That’s much more important than what a few crazies think about Yaccarino’s loyalty to the New World Order.”

“I wouldn’t want to be chief executive under such a regime,” says Teasdale at Enders Analysis. “The risk is you get all of the blame with none of the power.”

He adds: “Musk will still be the owner, and I expect he will be as interventionist and unpredictable as ever.”

Disney's fight for the streaming crown causes further problems: With this focus, Disney reaches fewer people through other channels such as TV or cinema, which are important for branding, especially for families, says François Godard, analyst at London-based consulting firm Enders Analysis. "Disney not only needs to make its streaming service profitable, but also draw attention to its iconic content to feed theme parks and merchandising, for example."