Joel Liu's personal annotations on this page
Joel bookmarked
on 2009-06-30
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Five years ago, most newspaper editors would have laughed at the idea that blogs might one day offer serious competition. The minicomputer companies laughed at the early personal computers. New technologies often don’t look very good in their early stages, and that means a straightup comparison of new to old is little help in recognizing impending dispruption. That’s a problem, though, because the best time to recognize disruption is in its early stages.
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An early sign of impending disruption is when there’s a sudden flourishing of startup organizations serving an overlapping customer need (say, news), but whose organizational architecture is radically different to the conventional approach. That means many people outside the old industry (and thus not suffering from the blinders of an immune response) are willing to bet large sums of their own money on a new way of doing things. That’s exactly what we saw in the period 2000-2005, with organizations like Slashdot, Digg, Fark, Reddit, Talking Points Memo, and many others. Most such startups die. That’s okay: it’s how the new industry learns what organizational architectures work, and what don’t. But if even a few of the startups do okay, then the old players are in trouble, because the startups have far more room for improvement.
This link has been bookmarked by 37 people . It was first bookmarked on 29 Jun 2009, by Takuya Homma.
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Carlos SantosI’ve presented a pessimistic view of the future of current scientific publishers. Yet I hope it’s also clear that there are enormous opportunities to innovate, for those willing to master new techonologies, and to experiment boldly with new ways of doing things. The result will be a great wave of innovation that changes not just how scientific discoveries are communicated, but also accelerates the way scientific discoveries are made.
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Alejandro TortoliniMichael Nielsen sobre las "disrupciones" en la industria de los medios de comunicación, especialmente los diarios e impresos en gráfica tradicional.
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Being wrong is a feature, not a bug
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Hutch CarpenterThere are two common explanations for the disruption of industries like minicomputers, music, and newspapers. The first explanation is essentially that the people in charge of the failing industries are stupid. How else could it be, the argument goes, that those enormous companies, with all that money and expertise, failed to see that services like iTunes and Last.fm are the wave of the future? Why did they not pre-empt those services by creating similar products of their own? Polite critics phrase their explanations less bluntly, but nonetheless many explanations boil down to a presumption of stupidity. The second common explanation for the failure of an entire industry is that the people in charge are malevolent. In that explanation, evil record company and newspaper executives have been screwing over their customers for years, simply to preserve a status quo that they personally find comfortable.
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Five years ago, most newspaper editors would have laughed at the idea that blogs might one day offer serious competition. The minicomputer companies laughed at the early personal computers. New technologies often don’t look very good in their early stages, and that means a straightup comparison of new to old is little help in recognizing impending dispruption. That’s a problem, though, because the best time to recognize disruption is in its early stages.
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An early sign of impending disruption is when there’s a sudden flourishing of startup organizations serving an overlapping customer need (say, news), but whose organizational architecture is radically different to the conventional approach. That means many people outside the old industry (and thus not suffering from the blinders of an immune response) are willing to bet large sums of their own money on a new way of doing things. That’s exactly what we saw in the period 2000-2005, with organizations like Slashdot, Digg, Fark, Reddit, Talking Points Memo, and many others. Most such startups die. That’s okay: it’s how the new industry learns what organizational architectures work, and what don’t. But if even a few of the startups do okay, then the old players are in trouble, because the startups have far more room for improvement.
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Neil SaundersDeveloping high-quality web services requires deep knowledge and drive. The people who succeed at doing it are usually brilliant and deeply technically knowledgeable. Yet it’s surprisingly common to find projects being led by senior scientists or senior editors whose main claim to “expertise” is that they wrote a few programs while a grad student or postdoc, and who now think they can get a high-quality result with minimal extra technical knowledge. That’s not what it means to be technology-driven.
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My claim is that in ten to twenty years, scientific publishers will be technology companies [3]
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By this, I don’t just mean that they’ll be heavy users of technology, or employ a large IT staff. I mean they’ll be technology-driven companies in a similar way to, say, Google or Apple. That is, their foundation will be technological innovation, and most key decision-makers will be people with deep technological expertise. Those publishers that don’t become technology driven will die off.
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