Posts about geeks

Who needs edittors?

feral cat
I am editorially feral.

I got email yesterday from an editor at The Washington Post asking whether I wanted to write an opinion piece picking and debunking five myths about Google. Well, I love The Post, so sure. I was honored. I sent them five myths and left work to start work on it. Then the editor responded wanting to change my myths before I’d written anything. Change my opinion? No thanks. I said that I no longer live in the civilization of editors. I’m a blogger. I can write my opinion anywhere: here, on Medium, on Huffington Post, on LinkedIn, on Facebook, on Tumblr. The editor said: “We are the Washington Post, we believe in strong editing.” This was not going to work.

Of course, I can always stand editing. You know that if you read me here. My editor for What Would Google Do? and Public Parts did wonders for me. I sought editing from many colleagues for Geeks Bearing Gifts.

But for a simple little opinion piece about Google? Why ask for my opinion if you don’t want it? Anyway, my little opinion hardly seems worth the effort. Indeed, in a time of dwindling, precious journalistic resources, I’m not sure we can afford the effort to edit — let alone write — such as that. And besides, who determined that the world needs five myths about Google made up and debunked? Who in the public asked for it?

This kind of thing comes from our content mentality: We have a section to fill. We will come up with the ideas to do that. We will find somebody to write it. We will edit it. A day’s work. Tomorrow’s another day to fill.

A service mentality in journalism would dictate a different job: We observe and listen to what the public needs. We determine what will answer that need. We will measure our success by whether that need is met.

I’m just not made for the former anymore. Neither am I made for the idea that we are primarily storytellers whose job is to engage–nay, entertain–the public. I’m not criticizing The Post or the editor who contacted me. They are doing exactly what good editors do: edit. Instead, I’m starting to try to figure out new organizations, structures, tasks, roles, outcomes, and metrics for what we used to call newspapers and newsrooms.

When I talk with places like Vox or Facebook, I see entirely new–and still forming–job descriptions built around small teams made up of product developers, project managers, designers, and developers who build services and products. They don’t edit, not so much.

Am I killing all the editors? Of course, not. I am envisioning completely new roles for them. In my social-journalism and entrepreneurial-journalism worldview, editors and journalists become links to, advocates for, and servants of the public. They see and translate needs into products and services. They support platforms, systems, and networks that bring coverage from many sources in many forms: stories, yes, but so much more because now we can do so much more.

So I don’t fit in the civilization of editors. And they don’t know what to do with a mangy beast such as me.

feral cat 2

:LATER: I’ve heard from folks at the Post who took insult at what I said here. I just want to emphasize that was not my intent. I wanted to jump off this moment to reflect on changes in our trade — its goals, roles, and organizations — and in my relationship to it. I’m the odd one here.

Geeks Bearing Gifts: Advertising, the Myth of Mass Media, and the Relationship Strategy

OK, folks, now we are at the nut of Geeks Bearing Gifts: Imagining New Futures for News. This is where I begin exploring how the relationship strategy I advocate can bring business benefit to the news industry. Here’s the entire chapter, free on Medium. Here’s the start:

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The myth of mass media, lovely while it lasted, was this: All readers see all ads, so we charge all advertisers for all readers. The unbundling of mass media and the rise of endless competition punctures that myth and robs legacy companies of the pricing power — and monopolies — they had so enjoyed. Today, I believe we need to shift to a business built on the relationship strategy I began outlining in the first part of this essay. There, I argued that knowing people as individuals and communities — no longer as a mass — will allow us to build better services, and that, in turn, pushes us to develop new forms of news. Now I will look at how that relationship strategy can form the foundation of a stronger advertising business for news and media.

To start, if we provide our users with better relevance and value, that surely will build greater engagement, loyalty, usage, and attention, and that in turn will create more ad inventory to sell (though, granted, hardly any media company sells all the inventory it has today anyway). More important, the relationship strategy gives us the opportunity to increase the value of what we sell to advertisers. By knowing more about who our users are, we can sell and deliver more targeted advertising that is more relevant to their customers and thus more effective. Rather than serving only one-size-fits-all “impressions” to anonymous “eyeballs” by the thousands as advertisers and media companies do now, we can offer more productive measures of value like attention, engagement, action, impact, and even sales. We can serve specific groups of users to advertisers who value them highly. With privacy properly protected, we have the opportunity to become a trusted broker of data we gather about our users. And if we get good at the relationship business, we have a brief window of opportunity to teach and sell these skills to advertisers as a service — presuming they don’t wake up and learn them before we do. We also have the opportunity to move past selling advertising to selling products and services directly to users, venturing into commerce — which really is just a truncated form of marketing and advertising. The relationship strategy is one defense against the commodification of media’s old content business by new competitors and new technologies.

Read the rest here.

If you can’t wait for the rest of the book, then you can buy it here.

Geeks Bearing Gifts: Business Ecosystems

Time for another free chapter of Geeks Bearing Gifts: Imagining New Futures for News. In the last chapter, I wrote about beats as businesses and building blocks of a new news ecosystem. Now I write about the rest of the ecosystem. Vertically integrated companies, industries, and monopolies that dominated news are new replaced with messy, growing (I hope) ecosystems made up of many players operating under many different motives and business models.

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As specialists, beats are efficient. But they are hardly sufficient to meet the complete needs of the larger community. Other, larger entities are required to complement and bring quality and scale to coverage, distribution, and advertising. These additional entities can become efficient and sustainable because together, all these enterprises, large and small, can benefit one another — if they learn to collaborate. These entities can include new news organizations, reformed legacy institutions, not-for-profit investigative organizations, public media, specialists of various sorts, networks, and enterprises I’ve not yet seen or imagined. Together, they make up the new news ecosystem.

Read the rest here.

If you can’t wait for the rest of the book, then you can buy it here.

Geeks Bearing Gifts: Beat Businesses as Building Blocks of News Ecosystems

The latest chapter of Geeks Bearing Gifts: Imagining New Futures for News is posted free on Medium. The topic this time, one of my favorites: beat businesses (hyperlocal, hyperinterest, vertical sites serving specific communities) as building blocks of a new news ecosystem. The opening:

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In research conducted at CUNY’s Tow-Knight Center in 2009 and again in 2014, modeling the news ecosystem of a market the size of Boston and then of New Jersey, we found that beats can indeed be businesses. We found examples scattered across the country — and I emphasize the word scattered — of hyperlocal blogs covering towns or urban neighborhoods of about 50,000 people that were earning upwards of $250,000 to $350,000 a year, mostly in advertising revenue. It is grindingly hard work. To serve, attract, and maintain a loyal audience of sufficient size within the community, the blogger must feed the beast not merely daily but many times per day. She must constantly be out in the community, talking with people. She has to perform not just journalistic functions but also commercial functions, getting over the journalist’s common phobia of business — specifically of arithmetic, advertising, and sales. To do all that alone is nigh unto impossible, so the hyperlocal blogger often works with partners — sometimes spouses — and has to earn the trust and affection of members of the community as collaborators. She also has to grapple with conflicts of interest more easily compartmentalized in large news organizations with their still-sprawling organization charts and lawyers on call — namely, how to deal with a local merchant as a reader, a subject, a source, and often an official of the town as well as a customer, while maintaining her own independence and credibility. It’s tough. It’s exhausting. It defeats many who try it. But still, there are many examples of success — from Baristanet to the West Seattle Blog to Red Bank Green, from The Batavian to The Lo-Down to Watershed Post. These are people who care about their own communities, who want to serve them, who sacrifice their days and any prayer of vacations, who pour sweat equity into their enterprises with no hope of the exits that other entrepreneurs work toward. And thank goodness for them.

If you can’t wait for the rest of the book, then you can buy it here.

Geeks Bearing Gifts: Efficiency … The Final Cut

Here’s the next free chapter of Geeks Bearing Gifts about efficiency and news and ask what of journalism we must fight to save and what isn’t necessarily journalism or at least journalism we can’t necessarily afford anymore.

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Most discussions of the state and fate of the business of news start with revenue and a search for the means to recover what has been lost to the internet so we can pay for and thus protect newsrooms as they were. Sorry, but I will begin on the other side of the ledger with the cost of journalism. It has plummeted, not just because we have less money to spend but because we can now spend less to get and disseminate the news. Thanks to technology, specialization, and collaboration, news can be much more efficient today.

After exploring the many ways in which technology has saved the news business money since the ’70s, I add:

Even with all that disruption and downsizing, still greater efficiency and savings have been brought to news by the internet — particularly the web and its essential invention: the link, which rewards both specialization and collaboration. “Do what you do best and link to the rest” is my most quoted, retweeted, and PowerPointed utterance (it helps that it rhymes). Out of that dictum flows a series of new efficiencies and necessities for news. The first is to specialize. There’s little sense wasting your time writing the 25th-best account of a story when it will appear on the third page of a search request and in only a few tweets; mediocrity and repetition don’t pay anymore, at least not for long. But there is considerable value in creating the best, for others will end up linking to you. . . .

The link forces us to reexamine the scoop culture of news — the belief that being first is always worthwhile. Today the half-life of a scoop is measured in the time it takes to click. It simply doesn’t pay anymore to be the first to report what will happen in a press conference when that will then be reported by hundreds of competitors, each a click away. Neither does it pay to “match” a competitor’s scoop, duplicating its reporting when linking to it will do — unless your reporting does take a story further. A true scoop, something that is worth our precious resources, is an investigation that breaks new ground or an insight from a reporter who knows her beat and her community better than anyone else. The rest is just the next minute’s fishwrap, digital dust.

After exploring various efficiencies and trying to cut journalism and our definition of it to its critical essence (in which, for the sake of illustration, I will piss off sports reporters and even some foreign correspondents and, God help me, copy editors), I come to this:

The news organization of the future should be specialized, expert, collaborative, efficient — and as small as it can be so it is sustainable. The bottom line: News enterprises that become profitable on their digital revenue are bound to be much smaller than their print forebears because, for all the reasons explored above, there’s simply less digital revenue to be had. This hard fact forces us to redefine the core of our value and to rebuild from there rather than trying to hold onto the functions we used to perform because we’ve always performed them. We must cut the waste. . .

What are we trying to save of journalism? . . .

If you can’t wait for the rest of the book, then you can buy it here.