I know I’ve been a bit quiet here on Searchblog of late, and I’ve promised that will change shortly, as I ramp up on the new book. But one faction of Searchblog has not been quiet: the comment spammers. So I am turning comments off for a while, in the hopes it will make the spammers go elsewhere for a bit. I’ll be redesigning the site over the summer, moving it from this antiquated (and pretty much abandoned) Moveable Type codebase to WordPress, and doing a number of other key upgrades. I’ll turn comments on again soon, but for a while, things will be quiet here. Sorry about that, but that’s the Internet, it takes advantage of weaknesses. And right now, Moveable Type’s spam blocking is terrible.
I’m looking for someone with whom to work on my next book project, What We Hath Wrought. The person I’m looking for is probably impossible to find, but I’m going to try anyway. Why impossible? Because I haven’t met someone like the person I’m imagining, at least not in the right context.
Back when I needed a partner to help me get FM off the ground, I wrote a post looking for an office manager/person friday. I spoke of how I needed someone just like Stacey, who now runs conferences for FM. Out of the blue nowhere I found Jennifer, who is now our Chief of Staff. I never thought I’d find someone like her, but the web found a way. It’s my hope lightening might strike twice.
The person I’m looking for loves the practice of writing. He or she loves complicated but fascinating topics, loves to figure out how to understand them, and loves explaining those topics with words. This is a core skill, and whoever I work with has to have it. Not because I intend to co-write the book with this person (I don’t), but because having this skill means you’ve cleared a hurdle to working with me on this project. In other words, non writers need not apply.
Sure, there’ll be writing, but it’ll be more along the lines of writing up findings from reading papers, or articles, more like epistolary communication with me. And debates, and arguments. I like those, if the counterpart is worthy. A sharp and questioning mind is required. But if you’re a cocksure asshole, well, find another one to work with. God knows there are a lot of them in the writing world.
I could imagine, should this person prove astute, that some of his or her writing will end up here on Searchblog, under their byline of course.
But I also need this person to be someone who Just Gets Shit Done and Doesn’t Complain About It. As in “can you figure out the best transcription software for me to use?” Even if you can’t name a brand of samesaid software (I can name just one), you’ll Figure It Out and Get It Done.
Oh, and you won’t Make Stupid Assumptions, instead, you’ll Ask Intelligent Questions and go from there. Such as “OK, Battelle, in what context will you be using this software? On what machine? To what end? Do you need it to work in real time? What’s your budget?” Etc.
If this sounds easy to you, well, read on. If you hate this job description, I’m not sure we’re going to get along.
I’m going to send this person on odd errands at times. Like “go find out everyone who matters who’s ever cited Edmund Burke as it relates to the book.” Or “I think I need a bookshelf. Do you think I need a bookshelf? Yeah, let’s get a bookshelf.” Oh, and “can you please figure out how to get my notes from my Kindle into some kind of organized fashion?”
Oh, which brings me to another part of the work. I’m reading a lot of books, articles, and posts. And I’m talking to a lot of folks. And I’m taking a lot of notes. And to most mortals, I am sure these notes mean next to nothing. But to this person, they are a treasured asset that they will curate and help make sense of, over time, helping me to build some kind of sensible approach to this massive and terrifying project.
For example, step one would just be helping me figure out the right bookmarking app to use. And step two would be figuring out a cool custom search engine to apply against it. But I’m getting ahead of myself here.
Are you out there? I pay well, and a lot of folks will attest, I’m pretty fun to work with, at least if you have the right attitude.
Work will be from my offices in Marin and San Francisco, as well as your home. So if you are not in the Bay Area, that could be an issue.
This will be full time for at least a few months (to start), but it’s probably at least half time after that (and we can probably keep it full time in some way. I have a lot going on). I’m looking for someone who’s got some experience, so if you’re still in college, or just out, I’m pretty sure this isn’t for you.
If you’re the right person, contact me. You’re smart enough to figure out how, and what to say when you do. (And tell me whose picture that is up at the top). Folks who know me well, who are reading this, please help a brother out, will ya? Thanks.
I fell out of the habit, but here are the Signals from last week. If you want to get my daily roundup of stories worth paying attention to, get the RSS here, or sign up in email at the top right of the page here.
(image) Last night I got to throw a party, and from time to time, that’s a pretty fun thing to do. To help us think through the program and theme of the Web 2 Summit this Fall, we invited a small group of influential folks in the Bay area to a restaurant in San Francisco, fed them drinks and snacks, and invited their input. (Here are some pics if you want to see the crowd.)
Nothing beats face to face, semi-serendipitous conversation. You always learn something new, and the amount of knowledge that can be shared in even a few minutes of face time simply cannot be replicated with technology, social media, or even a long form post like this one. I always find myself reinvigorated after spending an evening in a room full of smart folks, and last night was certainly no exception. In fact, about halfway through, as I watched several of my close friends from my home turf of Marin mingling with the crowd, I realized something: The whole world is an Internet startup now.
Let me try to explain.
Back even five years ago, our industry was dominated by people who considered themselves a select breed of financier and entrepreneur – they were Internet startup folk. I considered myself one of them, of course, but I also kept a bit apart – it’s one reason I live up in Marin, and not down in the Silicon Valley. Why did I do that? I am not entirely sure, other than I wasn’t certain I wanted to be fully immersed in the neck-deep culture of the Valley, which can at times be a bit incestuous. I wanted to be part of the “rest of the world” even as I reveled in the extraordinary culture of Internet startup land.
Part of living up here in Marin is meeting and befriending smart folks who have pretty much nothing to do with my business. In the past ten years, I’ve become good friends with real estate developers, investment bankers (and not ones who take Internet companies public), musicians, artists, and doctors. When we first connected, I was always “the Internet guy” in the room. And that was that.
But as I scanned the room last night and watched those friends of mine, I realized that each of them was now involved in an Internet startup in some way or another. I then thought about the rest of my Marin pals, and realized that nearly every one of them is either running or considering running an Internet startup. Only thing is, to them it’s not about “starting an Internet company.” Instead, it’s about innovating in their chosen field. And to do so, they of course are leveraging the Internet as platform. The world is pivoting, and the axis is the industry we’ve built. This is what we meant when we chose “Web Meets World” for the theme of the 2008 Web 2 Summit, but it’s really happening now, at least in my world. I’m curious if it’s happening in yours.
A few examples – though I have to keep the details cloudy, as I can’t breach my friends’ confidence. One of my pals, let’s call him Jack, is a highly successful banker specializing in buying and selling other banks. But he’s an artist in his soul, and has a friend who is a talented photographer. Together they’ve cooked up a startlingly new approach to commercial consumer photography, including a retail concept and, of course, a fully integrated digital and social media component. Jack is now an Internet startup guy.
Another pal is a doctor. We’ll call him Dr. Smith. Smith is a true leader in his field, redefining standards of medical practice. He often gives speeches on what’s broken in the medical world, and holds salons where some of the most interesting minds in medicine hold forth on any number of mind bending topics. For the past year or so, Smith has been working on a major problem: How to get people to understand the basics of nutrition, and engage with their own diets in ways that might break the cycle of disease driven by poor eating habits. He’s got a genius answer to that question, and now, Smith is an Internet startup guy as well.
Dan, another anonymized pal of mine, made his name in real estate. Two years ago he effectively retired, having made enough money several times over to live a very good life and never have to work again. But Dan is a restless soul, and he’s also a bit haunted by the loss of his father to a poorly understood but quite well known neurological disease. He’s dedicated his life to supporting new approaches to research in the field, and the work he’s funded is tantalizingly close to a breakthrough. It’s an entirely new framework for understanding the illness, one that isn’t easy to grok if you’re a layman (as he was when he started). As I listened to him explain the work, I had a very strong sense of deja vu. Dan was an Internet startup guy now, pitching me his new approach to disrupting a sclerotic industry (in this case, the foundation-driven research institutes and their kissing cousins, the pharmaceutical companies.). It may work, it may not, but he’s going to go for it. To raise funds for his new approach, Dan is talking to angels and VCs, and developing a new model for profiting from drug compounds that may come out of the research he’s funded. In short, Dan’s appropriated the Internet’s core funding process to try to solve for one of the most obstinate problems in health.
I could go on. There’s the award winning filmmaker and his musician/producer partner who are creating mind-blowing next generation online games. The agency creative who’s won every traditional advertising prize on the planet, and is now obsessed with digital. And on and on and on….
I guess my point is this: The Internet no longer belongs to the young tech genius with a great idea and the means to execute it online. Innovation on the Internet now belongs to the world, and that is perhaps the most exciting thing about this space. It’s attracting not just the “next Mark Zuckerberg,” but also thousands of super smart innovators from every field imaginable, each of whom brings extraordinary insights and drive to play. And that’s another reason I love this industry, because, in the end, it’s not a singular business. It now encapsulates the human narrative, writ very large.
What a great story. Does it resonate with you? Do you have examples like mine? I’d love to hear them.
(Image: Samuel Morse, source Wikipedia)
Sometime today the following blurb was sent to the book publishing trade press:
Author of The Search, co-founder of Wired, founder of Federated Media, Inc., and Executive Producer of the Web 2.0 Summit, John Battelle’s WHAT WE HATH WROUGHT will give us a forecast of the interconnected world in 2040, then work backwards to explain how the personal, economic, political, and technological strands of this human narrative have evolved from the pivotal moment in which we find ourselves now. Based on thorough analysis and hundreds of interviews with political, technological, and cultural leaders, as well as a deep understanding of this story’s colorful history, Battelle will work with Dominick Anfuso and Hilary Redmon at Free Press (World) and Esther Newberg at ICM to bring this visionary tale to life. The book is scheduled to arrive in early 2013.
Apparently the announcement was picked up as the first item in a publication called Publishers’ Marketplace, but I can’t link to it, because it’s subscription only. Ah, the publishing world. I can’t believe I’m jumping back in. But more on that in a future post.
The new book announcement blurb is a staple of that world, it’s funny how short and dense they are, given they are attempting to describe what will probably be a 400 or so page tome once all is said and done. I suppose it makes sense in a way – as the author, I’m not really sure what path this book will take, and to be honest with you I’m more than a bit terrified by the scale and scope of this project.
Which is why I decided to do it.
So a bit more on what it is, and why I’m doing it now.
Those of you who visit regularly will be familiar with my annual predictions, which are a popular feature of the site. For the past four or so years, I’ve predicted that I’ll finally get around to starting work on my next book. (For those of you who are new to Searchblog, the site started as a way to bounce ideas around in public as I wrote my first book, The Search, way back in 2003. That book came out in 2005.)
In my 2010 predictions, for example, I wrote this: “I’ll figure out what I want to do with my book. SOGOTP, so to speak. Three years of predicting that I’ll start it is getting a bit old, eh? I feel good about branching back out into more contemplative fields, with FM in a strong position and our economy coming out from its defensive crouch.” Well, by the end of the year, I had figured out, broadly, what I wanted to do, but I had not given it a name, nor had I written a proposal or gotten my work life in a space that would allow me to actually execute the reporting and writing necessary to do justice to the topic I had chosen. A year later, in 2011, I didn’t even bother writing about the book in my predictions, because I knew I’d be working on it by mid year.
And here we are. It’s been a long process, getting ready to work on this book. FM was born at the same time as my last book, and for a while, I was both a startup CEO, new author (with 26 international editions and a lot of publicity support to do), as well as the Executive Producer of a new conference, the Web 2.0 Summit. For the next four years, my main focus was Federated, with a side of Web 2. But the new book was calling me the entire time. I knew I had to get back to writing, because when I did, I knew I’d be more engaged, much smarter about the world I love, and frankly, a more valuable asset to the company I founded. Back in September of 2009, I hired Deanna Brown as President and COO of Federated Media. Early this year, I promoted her to CEO, and took the title of Executive Chair. Deanna has been doing an extraordinary job, and I feel, after 18 months of preparation, that I can finally take the time to tackle this next big project. My commitment to FM remains, but now I have the time to dig into this new project.
So what is it? Well, settle in. This is my first attempt at describing the book in public, and I’m not sure where it’ll go. I’ll start with the title, which is a play on the first words sent over American telegraph wires by Samuel Morse in May of 1844. On the occasion of opening an experimental telegraph line between Baltimore and Washington, DC, Morse decided to send a Biblical quote comprised of these words: “What Hath God Wrought.” There’s a longer story as to why those words were chosen, but I find them compelling for a number of reasons. Morse, an artist by trade, was attempting to describe, in as few words as possible, the magnitude and potential of the moment. Here was man transmitting his thoughts, his intentions, his very words across time and space. (Were such an invention extant when Morse’s wife had died, he’d have had time to be by her side, for example). Such a concept was so foreign to that era that its impact could really only be ascribed to God.
Fast forward 167 years or so, and we can see what hath been wrought – but by man, not God. Morse’s first public telegram – a prehistoric tweet, if you will – begat a wave of communications and computational innovation that is only quickening. And as an observer and occasional journalist covering this field, I’m struck by the current moment – a time where the average consumer and citizen creates terabytes of data, and the average company or government is rapidly reorganizing itself to capitalize on that fact. In short, we’ve built a platform capable of totally rewiring how our society works. What, I wonder, will we make of it?
That is the driving question of the book. As I wrote in my proposal:
The world is captivated by stories of the Internet’s expanding power. Revolution sweeps across Egypt, Tunisia, Libya and beyond – powered by Facebook and Twitter. A café owner in Oregon tries out a new promotional service called Groupon and finds herself overwhelmed with hundreds of new customers – and nearly out of business. Terrorism in Moscow, murder in Tehran, and madness in Hollywood are broadcast for all to view on YouTube – as we watch, we are transformed.
But how will that transformation look a generation from now?
In less than five years, more than 600 million of us have committed our identities to Facebook, a service whose story is already an Academy Award-winning film. Every move by Apple has become a cultural event, and the company is credited with revolutionizing not just the music industry, but the communications and computing industries as well. And the fastest growing company in history, Google, recently ceded that title to yet another Internet phenomenon – the social commerce site Groupon.
In the decade since search redefined how we consume information, we have learned to make the world a game and the game our world, to ask and answer “what’s happening,” “what’s on your mind,” and “where are you?” Each purchase, search, status update, and check-in layers our world with data. Billions of times each day, we pattern a world collectively created by Twitter, Zynga, Facebook, Tencent, Foursquare, Google, Tumblr, Baidu, and thousands of other services. The Database of Intentions, first described in The Search, is far larger than even I imagined, and it is scaling to nearly incomprehensible size and power.
As we learn to leverage this ever-shifting platform called the Internet, we are at once renegotiating our social, economic, and cultural relationships – and we’re doing it in real time. How we interact with each other, how we engage with our government, how we conduct business, and even how we understand our place in the world – all has changed in the short fifteen years since the dawn of the commercial Internet. The pace only quickens. How might we understand where this is all headed?
Predictions of the future are tiresome – they lack detail, narrative, and staying power. But what if we could report the future? That sounds like a pretty good story. What We Hath Wrought will tell the story of the Web one generation from now.
To tell that story, I’m going to have to do a lot of reporting. I’ll need to talk to technologists, leaders of major corporations, marketers, politicians, academics, authors, artists, and yes, futurists as well. My goal is to steep myself in what’s happening now, and play the trends out one generation. I know, it’s an ambitious and even presumptuous goal. But it’s what keeps me up at night. And it’s also what we did at Wired for the five wonderful years while I was there – our goal was the report the future by playing out trends we could see right now.
One generation ago, I started as a cub reporter covering this industry. In the mid 1980s, personal computers were a novelty, the Internet was a research project, and phones sat on desks and tables, many with rotary dials. Who then could have predicted Google, or the iPhone, or Facebook?
Well, turns out a lot of folks wrote about the future back then, and many of them got a lot of things right (more got stuff wrong, of course). I’ve got a reading list of books that numbers in the hundreds, just for starters, and a source list that’s even longer. And I’m just getting started. Over the course of the next year I’ll be attacking the reporting of this book, and sketching up what I learn right here on this site, just as I did for The Search. And if I get half the feedback for this book that I got for the last one, I’ll consider myself a lucky man.
In a future post, I’ll outline how I plan to approach the reporting and writing of the book, in terms of structure. In short, I see four major narrative storylines. First is how the individual interacts with others – the social and cultural self. Second is how the individual interacts as a citizen – self to government – and how governments interact with each other. That’s the political and geopolitical narrative. Third is how the individual interacts with the economy – that’s the commercial narrative (and the one in which I’m the most versed as a journalist, certainly). Lastly, there’s the technological narrative – a description of the extraordinary tapestry of processors, bandwidth, and data we’ve built, and how it might evolve.
It’s my hope What We Hath Wrought will read like narrative journalism, playing 15 years of Internet history out into the future, describing that future as it came to exist, based on a number of clear storylines already in progress.
One last thing I’d like to say. Any narrative needs tension, and key actors. I can’t disclose who the actors might be, because honestly I have not decided. But I can frame the tension driving the story, and in short, it’s this: I believe we are in a critical moment in our civilization’s development, one where we will face a number of fateful decisions about how we interact with each other, with business, and with government. The decisions we make during this period will frame the kind of world we’ll leave to future generations. Who will control the data we create? What access will we allow citizens to the machinations of government? What kind of people will we become when every single one of us is deeply connected to a socially aware platform like Facebook? Are we building systems – in healthcare, energy, finance – that are too complicated for any of us to understand, much less control?
In short, can we handle what we are creating? Thirty or so years from now, will we be questioning ourselves – “Lord, what hath we wrought?” Or will we look upon what we hath wrought, and be pleased? I think the answer lies in exploring where we are, right now, and laying out the implications of our actions today. (And yes, I’m an optimist, which is why I moved the “hath” over one position in the title…)
To say I approach this book with trepidation is to understate my case. But I’ve never really done anything knowing with certainty where it’s going to end up. I hope you’ll join me on this journey. I’ll need the company!
PS – I’ve been tweeting stories that fit the book’s theme on the #wwhw hashtag. At some point, it might make more sense to just do a roundup of those stories here on Searchblog, instead, we’ll see. I’ll be easing into the work on this book this summer, and really be at it by the time Web 2 is over in the mid Fall. Meanwhile, the theme of Web 2 is directly related to the book, of course….
This past week I attended the Cannes Lions, one of the advertising industry’s most prestigious and well attended events.
The premise of the event is to celebrate excellence in advertising, marketing and communications, but given it attracts more than 10,000 folks in a business which celebrates Don Draper as an icon, I think it’s fair to say that the Lions are as much about drinking and networking as they are about awards. According to hotel staff, the attendees of the Lions drink three times more than those wimps from Hollywood who come for the Film Festival earlier in the summer. (And, for whatever reason, the drink of choice is Rose. If I never see another pink glass of wine, I’ll be the better for it…)
This was my first Lions, though I’ve been asked to come for the past two. I thought I was being invited because of my role in the marketing world, but after four days in Cannes, I’ve come to realize that it might have just as much to do with my role in the Internet world. Because if there was one clear and consistent theme to this year’s Cannes Lions, it was this: the baton has been passed, and the show this year was pretty much driven by major digital brands.
Every major party, save one or two, was thrown by technology companies. And yes, the parties matter, a lot, in the culture of the Cannes Lions. Media companies set up elaborate stages, bars, and dance floors along the Croisette (the main beach promenade of Cannes). On any given day (and sometimes every single day) you’d see Microsoft, Yahoo, AOL, Vevo, Facebook and Google tents and/or parties. Even smaller and newer companies, like Twitter, Demand and Say Media were there in various configurations.
The event program also reflected a distinctly digital slant. The content ranged from inspiring to insipid, but it was dominated by discussion of our industry. My session, underwritten by Adobe, focused on digital content and its role in marketing, for example. Tim Armstrong and Arianna Huffington pitched their AOL turnaround story, Yahoo brought in Robert Redford, and just about every agency and major brand took a session, which they often focused in some way on digital (social, word of mouth, network exchange buying, etc).
Sure, there was a lot of content focused on creative work, which is the core of the Lions, but then again, most of the people I spoke to wanted, in the main, to talk about what creative really meant in a digital world.
Since this was my first time, I asked a number of folks who’d been coming for years what had changed. All of them mentioned how remarkable it was that the Lions, in just a year or two, had come to be dominated by digital companies and brands. And while a few hardy old school media companies made a showing (USA Today’s party on Thursday night is supposed to be a hot ticket, and Time Inc took a session in the program), the television industry, who one would think would take the prime real estate at the Lions, was pretty much absent.
Perhaps that’s because they don’t want to spend the money anymore (not that the TV industry is hurting), or perhaps they got out marketed by digital companies looking to outflank them. I’m not sure. But it’s worth noting nonetheless.
Over at the Federated Media site, I’ve posted an appreciation of the company I started in a garage six years ago this week. FM came about because of my work on my first book – it was through the study of search’s impact on media and markets that I came up with the idea in the first place. Which means, in a pretty direct way, it was attributable in part to the musings here on Searchblog, and to your responses to those musings.
FM is great success by any metric now, so I wanted to briefly say thank you to all of you who still read me here, and know that I will be writing a lot more in the next year or so, thanks to a new book project soon to be announced.
From my post on FM’s six year anniversary:
FM was the first company that I built from scratch – no initial corporate parent (as I had with The Industry Standard), no initial set of partners (as I had with Wired or Web 2), just an idea and equal measures of optimism and trepidation…..
We delivered our first campaigns to FM partners in late 2005, and we’ve never really looked back. From our early start – about 20 sites, mostly tech, comprising about 2 million uniques and 20 million pageviews – we’ve grown to one of the largest Internet media companies in the world – with more than 75 million worldwide uniques and billions of pageviews across a multitude of categories, including food, parenting, lifestyle, and of course technology and business.
…. Along the way, FM became synonymous with innovation in media and marketing. I’m bragging like a proud papa here, but given where I sit at the moment (no longer CEO, but a very active Founder/Chairman reflecting on six years of sleepless commitment), I hope you’ll indulge me. We’ve worked with some of the best brands in what we’ve come to call “the Independent Web” – that part of the media world that isn’t Facebook (though we’ve worked with them, of course), or Google, or Yahoo, or AOL for that matter. Early on, I called this the “rest of the world,” and it’s a very vibrant and deeply passionate place. FM was the first company to bring Fortune 500 brands to blogs, at scale. The first to identify and bring a business model to community driven news sites like Digg. The first to bring brands into the Facebook platform through partnerships with innovators like Graffiti. The first to evangelize “conversational marketing,” and the first to deliver actual ad units which allowed marketers to bring their own voice, in real time, into the real estate previously considered a wasteland. In fact, we were honored in 2006 with a Webby for our RSS-driven ad units, where a marketer’s own messaging (or the content of those authors they supported, now celebrated as “content marketing”) was updated as the conversation changed across the web. Now, of course, the idea that a brand might drive a conversation, and that this conversation should be central to a brand’s marketing efforts, is the axis around which Facebook, as one example, drives its current business. We didn’t start FM to be Facebook, (the Independent Web is pretty much the ying to Facebook’s yang) but it’s nice to know our ideas have not only gained currency, they’ve become the de facto currency of digital marketing… …When Twitter took off in 2008, FM was there, creating the first brand integration, with our partner Microsoft. And when the world’s largest publishing platform, WordPress – long a friend to the company – was ready to explore monetization, FM again was the partner of choice…
Along the way, FM became synonymous with innovation in media and marketing. I’m bragging like a proud papa here, but given where I sit at the moment (no longer CEO, but a very active Founder/Chairman reflecting on six years of sleepless commitment), I hope you’ll indulge me. We’ve worked with some of the best brands in what we’ve come to call “the Independent Web” – that part of the media world that isn’t Facebook (though we’ve worked with them, of course), or Google, or Yahoo, or AOL for that matter. Early on, I called this the “rest of the world,” and it’s a very vibrant and deeply passionate place.….
FM was the first company to bring Fortune 500 brands to blogs, at scale. The first to identify and bring a business model to community driven news sites like Digg. The first to bring brands into the Facebook platform through partnerships with innovators like Graffiti. The first to evangelize “conversational marketing,” and the first to deliver actual ad units which allowed marketers to bring their own voice, in real time, into the real estate previously considered a wasteland. In fact, we were honored in 2006 with a Webby for our RSS-driven ad units, where a marketer’s own messaging (or the content of those authors they supported, now celebrated as “content marketing”) was updated as the conversation changed across the web. Now, of course, the idea that a brand might drive a conversation, and that this conversation should be central to a brand’s marketing efforts, is the axis around which Facebook, as one example, drives its current business. We didn’t start FM to be Facebook, (the Independent Web is pretty much the ying to Facebook’s yang) but it’s nice to know our ideas have not only gained currency, they’ve become the de facto currency of digital marketing…
…When Twitter took off in 2008, FM was there, creating the first brand integration, with our partner Microsoft. And when the world’s largest publishing platform, WordPress – long a friend to the company – was ready to explore monetization, FM again was the partner of choice…Over the past three decades, I’ve been at the center of a few amazing companies – two of which have passed 500 employees in girth. Wired, which still lives on, was the first. The Industry Standard, which lives on in a few markets outside the US, was the other. But FM is my proudest and most cherished accomplishment – with just 175 or so extraordinary employees, we’ve managed to deliver more than $100 million back to the creators of the Independent web over the past six years. That means that thousands of independent voices have rung out true, in part because FM and its partnesr were there to help them pay the bills.
I can’t really put in words how proud that makes me feel.
Earlier today I moderated a panel at an energetic and well-attended event called the “Newfront,” produced by Digitas, an innovative agency which counts American Express, Kraft, P&G, and GM as clients.
I say energetic because it was highly produced and very considered (and this from a guy who carefully produces live events for a living, among other things). A lot of flash, and deep consideration of lighting, music, and red carpet treatment of star guests (there were many). In short, the place was lovingly festooned with the kind of attention to detail that makes people feel special, just for being there.
Since I was a speaker, I got whisked past the lines and through the photo pit into the backstage lounge, where I commenced to review the work ahead of me: To lead what might have been the most practical discussion of the entire day: a conversation about how real brands leveraged content as marketing. Now, this is a subject with which I have a fair bit of familiarity, and all the panelists were clients of Federated Media (and no, I didn’t pick them). Susan Sobbott, the President of American Express OPEN, for example. Beth Comstock, the CMO of GE. And Susan Kopper, SVP Marketing at SAP. My job was to get them talking for a full hour in front of 500 or so folks who had just heard Ashton Kutcher rant about how he disliked advertising, and who, after we were finished, were eagerly awaiting a discussion with Tori Spelling.
No, I am not making that up.
Thanks in the main to my panelists, the conversation went quite well. I’d write it up, but the whole thing was livestreamed, and honestly, after six hours on the tarmac at JFK (again, not kidding), I want to tell a different story.
And yes, the six hours on the tarmac is part of it.
So during our conversation onstage, I asked my panelists if they considered the back and forth between a brand and its customers on platforms such as Twitter and Facebook as “content,” and if the answer was yes, then if they considered themselves publishers of that content. The consensus was that yes, brands in fact are publishers of conversations (finally, my 2007 ideas are happening…). “But,” one of my panelists pointed out, “if you are going to become a publisher, then you have to actually be listening and responding to the conversations out there.” Indeed. I nodded (sagely, of course) from my moderator’s chair. Then without thinking, I quipped that brands, in the main, have not proven to be so hot at listening. (Here’s proof.)
And for reasons I can’t explain, I had to call at least one brand out to prove my point. And who came to mind? Well, honestly, it was United Airlines.
Now, this is the very company that has held my mortal coil in its aluminum wrapper for the past seven and a half hours, and, as far as I can tell, is responsible for either my long delayed reunion with my loved ones in five or so hours, or, should it fail miserably, will be…well, I’d rather not think about what else might happen. I am, as I write this, 35,000 feet in the air, after all.
But thanks to the wifi on the flight, I can tell you about all this. Not that the wifi was free….
But I digress as usual. Back to my story. I looked over the audience and asked “how many of you have lodged a customer complaint over Twitter?” About 15 percent of the hands went up. I then asked how many of them felt like they had been heard. About half the hands went down.
That will and must change.
I then called out the aforementioned @united as a personal example of a company I’ve repeatedly reached out to on Twitter, a company that purports to be active on the service, but so far has failed to really “be” on Twitter, at least the way ATT, Comcast, GE, Amex, or any number of other major brands are.
All well and good. The panel continued, folks seemed to enjoy it, from what I could tell, and after saying hello to far too many old friends, I headed to the airport. I was in a good mood – after four days on the road (including leading a successful CM Summit), it was time to go home.
And while there was traffic on the way to JFK (tweet), I made it in time for my plane. I got through security and settled in, ready for the six-or-so-hour journey home.
As I often do when home is tantalizingly close, my seatbelt is securely fastened, and the plane is about to take off, I dozed off in anticipation of the upward lift which comprises a transcontinental journey’s opening act.
As I nodded off, a daydream of sorts came to me. I imagined a world, not so distant, where our social utterances have impact….
It’s hard to explain without a fair amount of literary license, but if you are this far into my story, what the hell, right?
OK, so I imagined that as I called @united out onstage today, and that call out was amplified (via Twitter) by various folks in the audience, there was, in fact, someone at United listening. Further, I imagined that that person had access to all the touchpoints with United that I have as a customer.
In short, I imagined that United was listening to me, even though I was speaking at what, to United, was a pretty random conference in lower Manhattan. I mean, it’s rather presumptuous of me to assume that a brand might catch wind of my calling them out, right? After all, it happens all the time, all over the world, no?
Or is it?
What if the world were wired in such a way that every utterance that each of made had real meaning, and, further, that we as the creators of that utterance understood that fact?
In other words, what might happen if I knew that United was listening when I spoke those words on stage at the NewFront?
Well, as I dozed, I did imagine it. After all, at the moment I was on United Flight 863, which was slowly pulling out of Terminal 7 at JFK, purportedly on its way to San Francisco.
So here’s what came to mind.
As I entered JFK and checked in at the United counter, the man behind the counter addressed me by name – before I even handed him my ID – and apologized for United’s lack of responsiveness. “We missed your call out at that conference,” he said. “Hate to make excuses, but our Twitter guy was offline with a personal issue. I wish our UA team had texted you with an apology but we only have your email. Did you get our message?”
Well…no, I hadn’t checked my email in the car, because I was on the phone. I looked at my phone and indeed, there was a mail from United, apologizing for its past inattention to such a loyal customer, and promising to do better. Not to mention that the mail promised a free upgrade on my upcoming flight – flight 863, which was on time. Given the time and my current location (gleaned from my phone, which automatically broadcasts my location to every brand with which I’ve indicated I have a trusted relationship), I must be on my way, no? The email continued – click this link to accept the upgrade, choose my seat, order a special meal….you get the picture.
I give the counter attendant my mobile number so United can text me in the future, and after clearing security, I’m on the plane. And… As I often do when home is tantalizingly close, my seatbelt is securely fastened, and the plane is about to take off, I dozed off in anticipation of the upward lift which comprises a transcontinental journey’s opening act.
OK, daydream over. Might this actually happen? And not just for me, the dude with the “Internet influencer” designation, but for everyone?
Damn right it will.
Now, what really happened …. well, I checked in (the gate attendants were very pleasant), and I got on the plane (so were the flight attendants), and I settled in. And yes, I did fall asleep. No one at United knew who I was, or that I had just called the company out in front of 500 people (or tens of thousands repeatedly on Twitter over the past two years)…regardless, what did happen next is that I woke up.
And we were on the tarmac. And it was raining. And as I regained consciousness after my social media daydream, I heard the pilot apologizing – turns out the weather was not cooperating, and we’d have to turn off the engines. And wait.
Not United’s fault. I mean, who controls the weather, after all?
Six hours and one trip back to the gate later (see, I told you I’d get to that), United Flight 863 took off. I expect to land at SFO by 2.15 am, PST, fates willing.
But the whole experience got me thinking about what it might mean if a brand really had a relationship with each of its customers, leveraged over customer data, social nuance, and intelligent platform technology, and what it might mean if we, collectively as a culture, simply assumed this to be true.
And it struck me it’d be a lot like living in a small town – where everyone knows everyone’s business, all the time. And if that were true, well, maybe I wouldn’t have called out United in the first place, because that would have just been unfriendly. Especially if I knew United was listening.
And having never really lived in such a place, I wondered – is that a good thing? Or might we, as a society, be on a path where we learn to integrate the best parts of a small town – intimacy, connection, responsiveness – with the best of big city living – anonymity on demand, control over identity, privacy?
I think we’re about to find out. As I think all of you who made it to the end of this story know, we live in a time of great cultural change. It’s a story that fascinates me, and I hope I can spend a lot more time telling it.
As I wrote last month, I’m working with a team of folks to redesign the Web 2 Points of Control map along the lines of this year’s theme: “The Data Frame.” In the past few weeks I’ve been talking to scores of interesting people, including CEOs of data-driven start ups (TrialPay and Corda, for example), academics in the public dataspace, policy folks, and VCs. Along the way I’ve solidified my thinking about how best to visualize the “data layer” we’ll be adding to the map, and I wanted to bounce it off all of you. So here, in my best narrative voice, is what I’m thinking.
First, of course, some data.
On the left hand side are eight major players in the Internet Economy, along with two categories of players who are critical, but who I’ve lumped together – payment players such as Visa, Amex, and Mastercard, and carriers or ISP players such as Comcast, AT&T, and Verizon.
I’ve given each company my own “finger in the air” score for seven major data categories, which are shown across the top (I don’t claim these are correct, rather, clay on the wheel for an ongoing dialog). The first six scores are in essence percentages, answering the question “What percentage of this company’s holdings are in this type of data.” The seventh, which I’ve called Wildcard data, is a 1-10 ranking of the potency of that company’s “wildcard” data that it’s not currently leveraging, but might in the future. I’ll get to more detail on each data category later.
Toward the far right, I’ve noted each company’s overall global uniques (from Doubleclick, for now, save the carriers and payment guys – I’ve proxied their size with the reach of Google). There is also an “engagement” score (again, more on that soon). The final score is a very rough tabulation computing engagement over uniques against the sum of the data scores. There are pivots to be built from this data around each of the scores for various types of data, but I’ll leave that for later. This is meant to be a relatively simple introduction to my rough thinking about the data layer. Hopefully, it’ll spark some input from you.
Now, before you rip it apart, which I fully invite (especially those of you who are data quants, because I am clearly not, and I am likely mixing some apples and watermelons here), allow me to continue to narrate what I’m trying to visualize here.
As you know, the map is a metaphor, showing key territories as “points of control.” The companies I’ve highlighted in the chart all have “home territories” where they dominate a sector – Google in search, Facebook in social, Amazon and eBay in commerce, etc. What I plan to do is create a layer based on the data in the chart that, when activated, shows those companies’ relative size and strength.
Well, the best idea we’ve come up with so far is to show each as a small city of sorts, where the relative height of the buildings is determined by a corresponding data point. So Twitter, for example, will have a tall building in the middle of its city, representing “Interest data.” Google’s tallest building will be search. Facebook’s, social, and so on. And of course the cities can’t be all on the same scale, hence our use of total global uniques, and total engagement. Yahoo may be nearly as big as Facebook, but it doesn’t have nearly the engagement per user. So its city will be smaller, relatively, than Facebook’s.
What is interesting about this approach is that each company’s “cityscape” emerges as distinct. Microsoft’s is wide but not tall – they have a lot of data in a number of areas. It will probably end up looking like a suburban office park – funnily enough, that’s what Microsoft really looks like, for the most part. Amazon and eBay will have high towers of payment data, with a smattering of shorter buildings. And so on. I don’t have a good visualization of this yet, but the designers at Blend, who I’m working with, have sketched out a very rough early version just so you can get the idea. The structures will be more whimsical, and of course be keyed with color. But I think you get the idea.
I’m even thinking of adding other features, like “openness” – ie can you access, gain copies of, share, and mash up the data controlled by each company? If so, the city won’t be walled. Apple, on the other hand, may well end up a walled city, with a moat, on top of a hill.
Now, a bit more detail on the data categories. You all gave me a lot of really good input on my earlier post, where I posited these original categories. But I’ve kept them the same, save the addition of the wildcard data. Why? Because I think each can be interpreted as larger buckets containing a lot of other data. I’ll go through each briefly in turn:
Purchase Data: This is information about who buys what, in essence. But it’s also who *almost* buys what (abandoned carts), *when* they buy, in what context, and so on.
Search Data: The original database of intentions – query data, path from query data, “intent” data, and tons more search signals.
Social Data: Social graph, but also identity data. Not to mention how people interact inside their graphs, etc.
Interest Data: This is data that describes what is generally called “the interest graph” – declarations of what people are interested in. It’s related to content, but it’s not just content consumption. It includes active production of interest datapoints – like tweets, status updates, checkins, etc.
Location Data: This is data about where people are, to be sure, but also data about how often we are there, and other correlated data – ie what apps we use in location context, who else is there and when, etc.
Content Data: Content is still a king in our world, and knowing patterns of content consumption is a powerful signal. This is data about who reads/watches/consumes what, when, and in what patterns.
Wildcard Data: This is data that is uncategorized, but could have huge implications. For example, Microsoft knows how people interact with their applications and OS. Microsoft and Google have a ton of language data (phonemes, etc.). Carriers see just about everything that passes across their servers, though their ability to use it might be regulated. Google, Yahoo and Microsoft have tons of email interaction data. And so on….
Now, of course all these data categories get more powerful as they are leveraged one against the other, and of course, I’ve left tons of really big data players off the map entirely (Tons of small startups like Tynt, Quora, or Sharethis have massive amounts of data, as do very large companies like Nielsen, Quantcast, etc.). But you have to make choices to make something like this work.
So, that’s where we are with the Web 2 Summit map data layer. Naturally, once the data layer is live, it will be driven by a database, so we can tweak the size and scope of the cities and buildings based on the collective intelligence of the map users’ feedback. What do you think? What’s your input? We’ll be building this over the next two months, and I’d love your feedback before we get too far down the line. Thanks!
When Facebook announced it had convinced Carolyn Everson to leave Microsoft to head sales at the pre-IPO social networking giant, a few eyebrows lifted: Everson had only been at Microsoft for nine months, and was recruited there by CEO Steve Ballmer after he watched her work to integrate an important deal between Microsoft and MTV, where she previously worked.
While Microsoft could not have been pleased it lost a key sales executive, at least Everson was going to a friend of sorts: Microsoft owns a chunk of Facebook stock, and has been busy leveraging Facebook data into its upstart search engine Bing.
Everson and I spoke last month as a prelude to our onstage conversation next week at the CM Summit. She repeated one of her early statements about Facebook’s advertising potential – “We’re one percent done” – and we spoke abut Facebook’s “branded stories” product, which lets companies put social activity related to the brand directly into Facebook advertisements (I ribbed her about how FM has been doing something similar for years, but of course, FM has about 10% of Facebook’s scale).
There are no shortage of questions to get into with Everson, including Facebook’s rumored push into content – something CEO Mark Zuckerberg implied was inevitable in recent public speeches. And then there’s the always rumored “Facesense” – a Facebook-data driven ad network for third party publishers that would take on Google’s display business. And of course, the recent launch of Facebook Deals, a Groupon competitor that is super focused on the local advertising marketplace.
And then there’s the question of privacy. While Zuckerberg has a clear philosophy on the question, and most likely it’s shared by a large percentage of his customers, advertisers are usually far more sensitive to how they use data, and, oddly enough, at far larger risk of regulatory backlash. And of course privacy laws are not only in flux (there are half a dozen or so proposed pieces of legislation in the US alone), but they vary greatly from country to country.
Lastly, there’s the rumored 2012 IPO, and with it the pressures of making quarterly numbers. As global sales chief, that responsibility falls to Everson.
In short, there are plenty of things to discuss, and that’s why I’ve asked Everson to be our last speaker at CM Summit, so if we go a bit long, we’re not bumping anyone else off the stage. Let me know if there’s anything you’d like me to ask her.
As a reminder, we’ll hear from more than 30 presenters at CM Summit, 11 of which will be one-one interviews. Those include:
I’ll be adding my final post on Demand CEO Richard Rosenblatt in the next 24 hours, as we are speaking later today.
The CM Summit is less than one week away, and nearly 500 folks have registered – it’s just about sold out….so register today before we do.
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