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‘The Internet Is Broken’: @ev Is Trying to Salvage It - The New York Times
Evan Williams is the guy who opened up Pandora’s box. Until he came along, people had few places to go with their overflowing emotions and wild opinions, other than writing a letter to the newspaper or haranguing the neighbors.
twitter  internet  medium  evanwilliams  technology  socialmedia  nytimes 
june 2017 by brendanmcfadden
The Weird Thing About Today's Internet - The Atlantic
"O’Reilly’s lengthy description of the principles of Web 2.0 has become more fascinating through time. It seems to be describing a slightly parallel universe. “Hyperlinking is the foundation of the web,” O’Reilly wrote. “As users add new content, and new sites, it is bound into the structure of the web by other users discovering the content and linking to it. Much as synapses form in the brain, with associations becoming stronger through repetition or intensity, the web of connections grows organically as an output of the collective activity of all web users.”

Nowadays, (hyper)linking is an afterthought because most of the action occurs within platforms like Facebook, Twitter, Instagram, Snapchat, and messaging apps, which all have carved space out of the open web. And the idea of “harnessing collective intelligence” simply feels much more interesting and productive than it does now. The great cathedrals of that time, nearly impossible projects like Wikipedia that worked and worked well, have all stagnated. And the portrait of humanity that most people see filtering through the mechanics of Facebook or Twitter does not exactly inspire confidence in our social co-productions.

Outside of the open-source server hardware and software worlds, we see centralization. And with that centralization, five giant platforms have emerged as the five most valuable companies in the world: Apple, Google, Microsoft, Amazon, Facebook."



"All this to say: These companies are now dominant. And they are dominant in a way that almost no other company has been in another industry. They are the mutant giant creatures created by software eating the world.

It is worth reflecting on the strange fact that the five most valuable companies in the world are headquartered on the Pacific coast between Cupertino and Seattle. Has there ever been a more powerful region in the global economy? Living in the Bay, having spent my teenage years in Washington state, I’ve grown used to this state of affairs, but how strange this must seem from from Rome or Accra or Manila.

Even for a local, there are things about the current domination of the technology industry that are startling. Take the San Francisco skyline. In 2007, the visual core of the city was north of Market Street, in the chunky buildings of the downtown financial district. The TransAmerica Pyramid was a regional icon and had been the tallest building in the city since construction was completed in 1972. Finance companies were housed there. Traditional industries and power still reigned. Until quite recently, San Francisco had primarily been a cultural reservoir for the technology industries in Silicon Valley to the south."

[See also:

"How the Internet has changed in the past 10 years"
http://kottke.org/17/05/how-the-internet-has-changed-in-the-past-10-years

"What no one saw back then, about a week after the release of the original iPhone, was how apps on smartphones would change everything. In a non-mobile world, these companies and services would still be formidable but if we were all still using laptops and desktops to access information instead of phones and tablets, I bet the open Web would have stood a better chance."

"‘The Internet Is Broken’: @ev Is Trying to Salvage It"
https://www.nytimes.com/2017/05/20/technology/evan-williams-medium-twitter-internet.html]

[Related:
"Tech’s Frightful Five: They’ve Got Us"
https://www.nytimes.com/2017/05/10/technology/techs-frightful-five-theyve-got-us.html

"Which Tech Giant Would You Drop?: The Big Five tech companies increasingly dominate our lives. Could you ditch them?"
https://www.nytimes.com/interactive/2017/05/10/technology/Ranking-Apple-Amazon-Facebook-Microsoft-Google.html

"Apple, Amazon, Facebook, Microsoft and Alphabet, the parent company of Google, are not just the largest technology companies in the world. As I’ve argued repeatedly in my column, they are also becoming the most powerful companies of any kind, essentially inescapable for any consumer or business that wants to participate in the modern world. But which of the Frightful Five is most unavoidable? I ponder the question in my column this week.

But what about you? If an evil monarch forced you to choose, in what order would you give up these inescapable giants of tech?"]
alexismadrigal  internet  2017  apple  facebook  google  amazon  microsoft  westcoast  bayarea  sanfrancisco  seattle  siliconvalley  twitter  salesforce  instagram  snapchat  timoreilly  2005  web  online  economics  centralization  2007  web2.0  whatsapp  evanwilliams  kottke  farhadmanjoo 
may 2017 by robertogreco
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Spring  2017  March  KnowledgeATM  LifestyleBiz  publishing  self-publishing  book  Medium  EvanWilliams  Patreon  KnowledgeATMs  procrastination 
march 2017 by ahasteve
Medium's Evan Williams To Publishers: Your Website Is Toast - Forbes
Essentially, Williams said the future of publishing is not in individual websites but in large platforms (such as Medium, he hopes, as well as Facebook, maybe Apple, and others to be determined). Ultimately, only they can offer wide distribution to large groups of people, he believes.

More than that, Williams thinks the key will be providing social context for content. Perhaps outside of huge traffic drivers such as Buzzfeed, he contends, most publishers can’t make much money from running their own websites, especially with current ad formats such as banners.
EvanWilliams  interview  webjournalism  onlinemedia  forecast  Medium  Facebook  Forbes  2015 
september 2015 by inspiral
A mile wide, an inch deep — Medium
"If what you care about — or are trying to report on — is impact on the world, it all gets very slippery. You’re not measuring a rectangle, you’re measuring an multi-dimensional space. You have to accept that things are very imperfectly measured and just try to learn as much as you can from multiple metrics and anecdotes.

If you’re trying to measure the value of a company, it’s in theory a lot simpler. The value of a company, from a financial perspective, is its ability to make money over time. This is not easy, and growth trajectory matters a lot for new companies. But what’s amazing — despite the contrary examples of Google and Apple — is that Wall Street has seemed to buy into the users = value equation. That, of course, trickles down to the valuations of private companies and the obsessions of VCs and the tech press.

If you’re an entrepreneur (or public company employee), don’t get caught up in this.

Numbers are important. Number of users is important. So are lots of other things. Different services create value in different ways. Trust your gut as much (or more) than the numbers. Figure out what matters and build something good."
measurement  metrics  quantification  2015  evanwilliams  twitter  instagram  upworthy  facebook  apple  nytimes  google  time  attention  buzzfeed 
january 2015 by robertogreco
Oral History: Sex! Drugs! Apps! SXSW Interactive At 20 | Fast Company | Business + Innovation
Mainly for the 2000 era memories, the Weblogs Roundtable, etc. I only felt like an observer - I wasn't blogging and didn't know anyone really - but I'm happy I was able to be there.
sxsw  history  weblogs  blogging  derekpowazek  benbrown  jasonkottke  meghourihan  evanwilliams  lanebecker  johnstyn  anildash  stewartbutterfield 
february 2014 by philgyford
聽 Twitter 創辦人談網路一夜爆紅的終極秘密 - Inside 網摘
「我們總是認為,網路是要讓人們做以前無法做到的新的事情,」Evan Williams 說:「但實際上,人們只是用網路做他們一直需要做的事情。」
互联网  EvanWilliams 
january 2014 by frankchenaus
Zappos is going holacratic: no job titles, no managers, no hierarchy - Quartz
"During the 4-hour meeting, Hsieh talked about how Zappos’ traditional organizational structure is being replaced with Holacracy, a radical “self-governing” operating system where there are no job titles and no managers. The term Holacracy is derived from the Greek word holon, which means a whole that’s part of a greater whole. Instead of a top-down hierarchy, there’s a flatter “holarchy” that distributes power more evenly. The company will be made up of different circles—there will be around 400 circles at Zappos once the rollout is complete in December 2014—and employees can have any number of roles within those circles. This way, there’s no hiding under titles; radical transparency is the goal.



“We’re classically trained to think of ‘work’ in the traditional paradigm,” says John Bunch, who, along with Alexis Gonzales-Black, is leading the transition to Holacracy at Zappos. “One of the core principles is people taking personal accountability for their work. It’s not leaderless. There are certainly people who hold a bigger scope of purpose for the organization than others. What it does do is distribute leadership into each role. Everybody is expected to lead and be an entrepreneur in their own roles, and Holacracy empowers them to do so.”

In its highest-functioning form, he says, the system is “politics-free, quickly evolving to define and operate the purpose of the organization, responding to market and real-world conditions in real time. It’s creating a structure in which people have flexibility to pursue what they’re passionate about.”

Twitter Co-Founder Ev Williams is one of the system’s early adopters; he uses Holacracy to run his publishing platform Medium, which has around 50 employees. Jason Stirman, whose roles include head of people operations and product designer at Medium, says that one of the best things about Holacracy is that it facilitates autonomy. “Ev isn’t the CEO of Medium to have another title for his Twitter bio. He wants the company to operate at the highest level possible, and he recognizes that all the power consolidated at top is great for people who are hungry but it can be a total bottleneck. There are decisions he wants to make and the rest can be absorbed in other areas of the organization.”

Still, Holacracy can feel unnatural, especially at first. Meetings are designed to rapidly process tensions. The focus is on the work, not the people. “It’s not a very human-centric model for things,” says Stirman. “For example, if you’re a junior designer, Holacracy says that you should bring up everything in this forum, but it can be difficult to ask for feedback or mentorship, especially when you’re new.”

Robertson says that Holacracy is meant to address structural issues, and that leaders will respond to the human element in different ways. Medium has created mentorship circles, and Zappos has similar plans. Williams and Hsieh both “have a high capacity to see the complex systems at play in their organizations,” says Robertson. “It’s not linear or a matter of just following the logical argument; it’s seeing the cloud of interconnections and influences, beyond just cause and effect thinking.”

At the Zappos “All Hands” meeting Hsieh said that at most companies, “there’s the org chart on paper, and then the one that is exactly how the company operates for real, and then there’s the org chart that it would like to have in order to operate more efficiently. … [With Holacracy] the idea is to process tensions so that the three org charts are pretty close together.”"
zappos  hierarchy  hierarchies  management  leadership  organizations  organization  tonyhsieh  aimeegroth  2013  horizontality  holacracy  autonomy  mentorship  power  evanwilliams  medium 
december 2013 by robertogreco

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