This is an edited version of a series of talks I first gave in New York over the past week, outlining my work at Columbia. Many thanks to Reinvent, Pete Leyden, Cap Gemini, Columbia University, Cossette/Vision7, and the New York Times for hosting and helping me. Cross posted from Searchblog.
I have spent 30-plus years in the tech and media industries, mainly as a journalist, observer, and founder of companies that either make or support journalism and storytelling. When it comes to many of the things I am going to talk about here, I am not an expert. If I am expert at anything at all, it’s asking questions of technology, and of the media and marketing platforms created by technology. In that spirit I offer the questions I am currently pursuing, in the hope of sparking a dialog with this esteemed audience to further better answers.
If predictions are like baseball, I’m bound to have a bad year in 2019, given how well things went the last time around. And given how my own interests, work life, and physical location have changed of late, I’m not entirely sure what might spring from this particular session at the keyboard.
But as I’ve noted in previous versions of this post (all 15 of them are linked at the bottom), I do these predictions in something of a fugue state – I don’t prepare in advance. I just sit down, stare at a blank page, and start to write.
Every year I write predictions for the year ahead. And at the end of that year, I grade myself on how I did. I love writing this post, and thankfully you all love reading it as well. These “How I Did” posts are usually the most popular of the year, beating even the original predictions in readership and engagement.
What’s that about, anyway? Is it the spectacle of watching a guy admit he got things wrong? Cheering when I get it right? Perhaps it’s just a chance to pull back and review the year that was, all the while marveling at how much happened in twelve short months. And 2018 does not disappoint.
So yes, I am planning on going to China on Saturday. My first time, I’m a bit embarrassed to say. It’s not for a lack of opportunities, but rather a conviction that when I did go, I’d make a study of it, staying for at least two weeks, if not more.
But I’ve realized lately that in the past three decades of my career-related travel, I’ve never gone anywhere for more than one week. I admit, I’ve boxed China out, because I assigned it such import, such gravitas, that I needed to justify the 15-hour flight (and its attendant biome and geospatial shock) with a commitment of time I was never able to make.
So this year, I said fuggit. I’ll go when I can go, and for however long I can go. Dip a toe, go longer later. That’s my new approach. China has been looming at the edges of my self-imposed myopia for too long; plus my kids all speak Mandarin and have traveled there frequently. WTF is wrong with me?
Mark Zuckerberg is in a crisis of leadership. Will he grasp its opportunity?
It seems like an eternity, but about one year ago this Fall, Uber had kicked its iconic founding CEO to the curb, and he responded by attempting a board room coup. Meanwhile, Facebook was at least a year into crisis mode, clumsily dealing with a spreading contagion that culminated in a Yom Kippur apology from CEO Mark Zuckerberg. “For those I hurt this year, I ask forgiveness and I will try to be better,” he posted. “For the ways my work was used to divide people rather than bring us together, I ask for forgiveness and I will work to do better.”
More than one year after that work reputedly began, what lesson from Facebook’s still rolling catastrophe? I think it’s pretty clear: Mark Zuckerberg needs to do a lot more than publish blog posts someone else has written for him.
It’s the business model, folks. If we’re going to “fix” anything, we have to start there.
“We weren’t expecting any of this when we created Twitter over 12 years ago, and we acknowledge the real world negative consequences of what happened and we take the full responsibility to fix it.”
That’s the most important line from Twitter CEO Jack Dorsey’s testimony yesterday – and in many ways it’s also the most frustrating. But I agree with Ben Thompson, who this morning points out (sub required) that Dorsey’s philosophy on how to “fix it” was strikingly different from that of Facebook COO Sheryl Sandberg (or Google, which failed to send a C-level executive to the hearings). To quote Dorsey (emphasis mine): “Today we’re committing to the people and this committee to do that work and do it openly. We’re here to contribute to a healthy public square, not compete to have the only one. We know that’s the only way our business thrives and helps us all defend against these new threats.”
Ben points out that during yesterday’s hearings, Dorsey was willing to tie the problems of public discourse on Twitter directly to the company’s core business model, that of advertising. Sandberg? She ducked the issue and failed to make the link.
Following my Senate testimony last month, several Senators reached out with additional questions and clarification requests. As I understand it this is pretty standard. Given I published my testimony here earlier, I asked if I could do the same for my written followup. The committee agreed, the questions and my answers are below.
Right now the European Union is a lot more serious than the U.S. about protecting users’ privacy. Signaling that it means business, the union has fined Facebook 110 million euros for providing inaccurate information to EU regulators about its acquisition of WhatsApp in 2014 (Reuters).
At the time, Facebook had said that it couldn’t match individual users’ Facebook accounts with their accounts on WhatsApp. But last year the social network did just that. Facebook says it made an unintentional error in its filings. The root of the issue lies in Facebook’s effort to reduce duplicate accounts, which skew the total-user numbers that its market valuation depends on (Quartz).