All these features don't exist yet, though.

True. Google docs and spreadsheets don't work if you're on an airplane. But it's a technical problem that is going to get solved. Eventually you will be able to work on a plane as if you are connected and, then when you get reconnected to the Internet, your computer will just synchronize with the cloud.

And if you think about it as an Internet operating system, the Internet operating system will have to have all of the normal features of the older versions of operating systems. It will have to have security, it will have to have caching, it will have to have replication, and it will have to have performance.

When you joined Google it was just a search engine. It has grown into much more. How should we think about Google today?

One is as an advertising system. Another one is as this end-user system (the search, email, and other applications Google delivers to users through an Internet browser). A third way to think of Google is as a giant supercomputer. And then a fourth way is to think of Google as a social phenomenon involving the company, the people, the brand, the mission, the values - all that kind of stuff.

You just recently joined the board of Apple and have talked about potential partnerships between Google and Apple. Explain.

Google's architectural model around broadband and services and so forth plays very well to the powerful devices and services Apple is doing. We're a perfect back end to the problems that they're trying to solve. And they have very good judgment on user interface and people. They don't have this supercomputer I'm talking about, which is the data centers. What they have is a manufacturing business that's doing quite well. And the obvious example is the iPhone, which they announced has in it Google Maps.

But YouTube itself can pay back - and this is where the critics get it wrong - YouTube itself can pay back in simple searches. Because, remember, when you go to YouTube, you do a search. When you go to Google, you do a search. As we get the search integrated between YouTube and Google, which we're working on, it will drive a lot of traffic into both places. So the trick, overall, is generating more searches, more uses of Google...

Which generates more pageviews, which generates more advertising revenue.

You got it.

The other interesting thing about pageviews is that we make our money by improving the quality, not the quantity, of ads showed on a page. This is very confusing to people. In a normal media business, you make money by showing more ads.

What does it take to improve the quality of ads on Google?

More computers, basically, and better algorithms. And more information about you. The more personal information you're willing to give us - and you have to choose to give it to us - the more we can target.

Now, let's look at television. Every one of the next generation of cable set-top boxes is going to get upgraded to an IP-addressable set-top box. So all of a sudden, that set-top box is a computer that we can talk to. We can't tell whether it's the daughter or the son or the husband or the wife in a household. All we know is we're just talking to the television. But that's pretty targetable because family buying patterns are pretty predictable, and you can see what programs they're watching.

Don't you guys do that?

Well, we certainly don't make the ads, and we're certainly not the creative people. All we are is a targeting mechanism. We're just a distribution channel.

Are advertisers going to start actually producing video ads to run on YouTube?

So the Internet, for them, represents a new creative medium. So we will see the emergence of new categories of ads and ways of making money.

Google's revenue and employee head count have tripled in the last two years. How do you keep from becoming too bureaucratic or too chaotic?

It's a constant problem. We analyze this every day, and our conclusion is that the best model remains small teams running as fast as they can and tolerating a certain lack of cohesion. The attempt to provide order drives out the creativity. And so it's a balance.

You mean you eat your own dog food?

What about "20 percent time" - the time everyone is supposed to allocate in their week to personal projects?

It's still essential. Virtually all of the innovation at the company is still coming out of 20 percent time.

Google gets its revenue from online advertising. One could make the argument that it is not diversified enough. Is that something that you think about? If so, what are some of the things you are doing about it?

The criticism is correct. We do get the vast majority of our revenue from advertising, and it's a business that a lot of other people would like to be in. So the first thing is, let's understand that we're in a great business. Also, there are some emergent models for revenue that are very interesting. The one that is probably most interesting is Google Apps. We're now beginning to get some significant enterprise deals. Basically, companies are tired of dealing with the complexity of the old model, and our products are now strong enough that they really can reliably serve a corporation.

Why do you place such a premium on hiring the smartest people and developing and releasing software so quickly?

Fast learners win. We're in new, uncharted space. So the traditional assumptions that you and I might have about the future might actually just be wrong. There might be a new answer. And the only way to discover that is to put out your idea and then test it. And we track the results of that very, very, very rigorously, and this is not something we talk a lot about, but it's critical for us. How are these new ideas doing? What's their growth rate? What are the issues around them? And we push. What can we do to accelerate the development of this feature? What's the new problem? What's the new opportunity?

WIRED: When you joined Google it was just a search engine. Now it's redefining the way the world thinks about computing. Explain.

ERIC SCHMIDT: It's pretty clear that there's an architectural shift going on. These occur every 10 or 20 years. The previous architecture was a proprietary network with PC clients called client-server computing. With this new architecture you're always online; every device can see every application; and the applications are stored in the cloud.

This is a book about the attention crisis in America and
how marketers can survive and thrive in this harsh new
environment. Smart marketers have discovered that the
old way of advertising and selling products isn't working
as well as it used to, and they're aggressively searching
for a new, enterprising way to increase market share and
profits. Permission Marketing is a fundamentally different
way of thinking about advertising and customers.

There's no more room for all these advertisements!

The clutter, as you know, has only gotten worse. Try
counting how many marketing messages you encounter
today. Don't forget to include giant brand names on T-
shirts, the logos on your computer, the Microsoft start-up
banner on your monitor, radio ads, TV ads, airport ads,
billboards, bumper stickers and even the ads in your local
paper.

For ninety years, marketers have relied on one form of
advertising almost exclusively. I call it Interruption
Marketing. Interruption, because the key to each and
every ad is to interrupt what the viewers are doing in
order to get them to think about something else.

INTERRUPTION MARKETING-THE TRADITIONAL APPROACH TO
GETTING CONSUMER ATTENTION

You can define advertising as the science of creating and
placing media that interrupts the consumer and then gets
him or her to take some action. That's quite a lot to ask of
thirty seconds of TV time or 25 square inches of the
newspaper, but without interruption, there's no chance
for action, and without action, advertising flops.

You've got
too much to do and not enough time to get it done. You're
being accosted by strangers constantly. Every day, you're
exposed to more than four hours of media. Most of it is
optimized to interrupt what you're doing. And
increasingly, it's getting harder and harder to find a little
peace and quiet.

We've also come a long way as consumers. Ninety years
ago, it was unusual to find a lot of brand name products
in a consumer's house. Ninety years ago, we made stuff,
we didn't buy it. Today, however, we buy almost
everything. Canned goods. Bread. Perked coffee. Even
water. As a result, we already have a favorite brand of
almost everything. If you like your favorite brand, why
invest time in trying to figure out how to switch?

Except for fast moving industries like
computers, the brands we have today are good enough to
last us for years and years. Because our needs as
consumers are satisfied, we've stopped looking really
hard for new solutions.

It's estimated that the average consumer sees
about one million marketing messages a year-about
3,000 a day.

MASS MEDIA IS DEAD. LONG LIVE NICHE MEDIA!
Technology and the marketplace have also brought the
consumer a glut of ways to be exposed to advertising.

Alta Vista, one of the most complete and most visited
search engines on the internet, claims to have indexed 100
million pages. That means that their computer has surfed
and scanned 100 million pages of information, and if you
do a search, that's the database you're searching through.

Of course, just as suburbanites learned when they fled the
city to avoid the crowds, if a strategy works, other people
will be right on your heels. That bucolic countryside
rapidly fills up with other people looking to get away
from it all. Correspondingly, as each of these promotional
media becomes measurably effective, every smart
marketer rushes to join in. Finding a unique approach that
cuts through the clutter is usually very short lived.

Of course, database marketing is a weapon available to
any marketer, so like all trends in Interruption Marketing,
this one will soon lose its edge. When others jump in as
well, the clutter will inevitably catch up.

The last frontier of Interruption Marketing appears to be
exemplified by the movie Titanic. James Cameron
showed the world that outspending any rational marketer
will indeed cut through the clutter.

INTERRUPTION MARKETERS FACE A CATCH 22
To summarize the problem that faces the Interruption
Marketer:

1. Human beings have a finite amount of attention.

2. Human beings have a finite amount of money.

3. The more products offered, the less money there is to
go around.

4. In order to capture more attention and more money,
Interruption Marketers must increase spending.

5. But this increase in marketing exposure costs big
money

6. But, as you've seen, spending more and more money
in order to get bigger returns leads to ever more clutter.

7. Catch-22: The more they spend, the less it works. The
less it works, the more they spend.

Is mass marketing due for a cataclysmic shakeout?
Absolutely. A new form of marketing is changing the
landscape, and it will affect interruption marketing as
significantly as the automobile affected the makers of
buggy whips.

CHAPTER TWO

PERMISSION MARKETING-THE WAY TO MAKE ADVERTISING
WORK AGAIN

POWERFUL ADVERTISING IS ANTICIPATED, PERSONAL AND RELEVANT.

What if you could turn clutter into an asset? What if the
tremendous barriers faced by Interruption Marketers
actually became an advantage for you and your company?
The truth is that even though clutter is bad and getting
worse, Permission Marketers turn clutter to their
advantage. In fact, the worse the clutter gets, the more
profitable your Permission Marketing efforts become.

Every marketing campaign gets
better when an element of permission is added. In some
cases, a switch to marketing with Permission can
fundamentally change a company's entire business model
and profit structure.

But in today's free market, there are plenty of factories,
plenty of brands and way too many choices. With just a
little effort and a little savings, we can get almost anything
we want. You can find a TV set in every house in this
country. People throw away their broken microwave
ovens instead of having them repaired.

Imagine a tropical island, populated by people with
simple needs and plenty of resources. You won't find a
bustling economy there. That's because you need two
things in order to have an economy: people who want
things, and a scarcity of things they want. Without
scarcity, there's no basis for an economy.

Software provides another example. The most popular
web server is not made by Microsoft or Netscape. And it
doesn't cost $1,000 or $10,000. It's called Apache, and
it's created by a loosely knit consortium of programmers
and it's is totally free. Free to download, free to use. As
resources go, information is not scarce.

There is one critical resource, though, that is in
chronically short supply. Bill Gates has just as much as
you do. And even Warren Buffet can't buy more. That
scarce resource is TIME. And in light of today's
information glut, that means that there's a vast shortage of
ATTENTION.

Interruption Marketing is the enemy of anyone trying to
save time. By constantly interrupting what we are doing
at any given moment, the marketer who interrupts us not
only tends to fail at selling his product, but wastes our
most coveted commodity, time. In the long run,
therefore, Interruption Marketing is doomed as a mass
marketing tool. The cost to the consumer is just too high.

Permission marketing is anticipated, personal, relevant.
Anticipated-people look forward to hearing from you
Personal-the messages are directly related to the
individual.
Relevant-the marketing is about something the prospect
is interested in.

While your competition continues to interrupt strangers
with mediocre results, your Permission Marketing
campaign is turning strangers into friends and friends into
customers.

THE FIVE STEPS TO DATING YOUR CUSTOMER
Every marketer must offer the prospective customer an
incentive for volunteering. In the vernacular of dating,
that means you have to offer something that makes it
interesting enough to go out on a first date.

Without a selfish reason to continue dating, your new
potential customer (and your new potential date) will
refuse you a second chance. If you don't provide a
benefit to the consumer for paying attention, your offer
will suffer the same fate as every other ad campaign that's
vying for their attention. It will be ignored.

Second, using the attention offered by the consumer, the
marketer offers a curriculum over time, teaching the
consumer about the product or service he has to offer.

the Permission Marketer is able to
focus on product benefits -- on specific, focused ways
this product will help that prospect. Without question,
this ability to talk freely over time is the most powerful
element of this marketing approach.

The third step involves reinforcing the incentive. Over
time, any incentive wears out.

Along with reinforcing the incentive, the fourth step is to
increase the level of permission the marketer receives
from the potential customer.

Permission to gather more data about the customer's
>

personal life
>, or hobbies, or interests. Permission to offer
a new category of product for the customer's
consideration. Permission to provide a product sample.
The range of permission you can obtain from a customer
is very wide, and limited only by its relevance to the
customer.

[sidebar]
Five Steps to Dating Your Customer
1. Offer the prospect an incentive to volunteer
2. Using the attention offered by the prospect, offer a
curriculum over time, teaching the consumer about your
product or service
3. Reinforce the incentive to guarantee that the prospect
maintains the permission
4. Offer additional incentives to get even more permission
from the consumer
5. Over time, leverage the permission to change consumer
behavior towards profits

Worst of all, Permission Marketing requires patience.
Permission Marketing campaigns grow over time-the
opposite of what most marketers look for these days. And
Permission Marketing requires a leap of faith. Even a bad
Interruption campaign gets some results right away, while
a permission campaign requires infrastructure, and a
belief in the durability of the permission concept before it
blossoms with success..

Permission Marketing has been around forever (or at least
as long as dating!), but it takes advantage of new
technology better than other forms of marketing. The
internet is the greatest direct mail medium of all time, and
the low cost of frequent interaction makes it ideal for
Permission Marketing.

Mass marketers optimized their organizations for this
approach. They created brand managers and advertising
agencies and measurement companies and focus groups
and a myriad of other techniques to institutionalize their
attachment to Interruption Marketing.

CHAPTER FOUR

GETTING STARTED-FOCUS ON SHARE OF CUSTOMER, NOT MARKET
SHARE

FIRE 70% OF YOUR CUSTOMERS AND WATCH YOUR PROFITS GO
UP!

Five years ago, Don Peppers and Martha Rogers wrote a
book that changed the marketing landscape forever. Titled
The One to One Future, they proposed a radical
rethinking of the way marketers treat their customers.
Peppers and Rogers presented a manifesto for how
companies can increase their profits by selling more
things to fewer customers. In other words, they believe
it's wiser to focus more on increasing sales to a smaller
percentage of your existing customers than it is to find
new ones.

2. Increase the durability of customer
relationships. Invest money in customer retention,
because it's a small fraction of the cost of customer
acquisition.

The process of getting new customers needs to be
reengineered. Like caterpillars turning into butterflies,
prospects go through a five step cycle:

Strangers
Friends
Customers
Loyal Customers
Former Customers

THE NATURAL SYNERGY OF PERMISSION AND ONE TO ONE
MARKETING
As you've seen, Permission Marketing is the cousin of
one to one marketing. Where Peppers and Rogers begin
the process with the first sale, Permission begins the
process with the very first contact.

Permission Marketing works to turn strangers into friends
and then friends into customers. One to one marketing
uses the very same techniques, incorporating knowledge,
frequency, and relevance, to turn customers into
supercustomers. One to one doesn't compete with
Permission Marketing. It's part of the very same
continuum. The one to one marketer takes the permission
that's been granted after someone becomes a customer
and uses that permission to create even better customers.
The better the permission, the more profit created.

sidebar
The one to one marketer works to change his focus from
finding as many new customers as he can to extracting the
maximum value from each customer.

The Permission marketer works to change his focus from
finding as many prospects as he can to converting the
largest number of prospects into customers. And then he
leverages the permission on an ongoing basis.

Frank Britt and Tim DeMello run a company called
Streamline that is at the vanguard of the junction between
Permission Marketing and one to one marketing.
Streamline capitalizes on the technologies and social shifts
that are changing our lives, and they are building a
fantastic business that serves as a model for the future.
They offer to save customers hours and hours of time
each week by doing virtually all of their routine errands.

Then, using the Web, you log on each week and tell
Streamline what you need. You fill out a pre-automated
shopping list. They pick up dry cleaning and
prescriptions and photos as well. Then, while you're at
work, they do all your errands, pick up what you need,
and drop it off at your house.

As the company gains
more permission, it's not hard to imagine them branching
into house cleaning, house painting, gardening and a
huge range of home care and home delivery services.

They're building an asset that has
nothing to do with brand and everything to do with their
relationship with you.

Amazon appears to be building a permission asset, not a
brand asset. Amazon has overt permission to track which
books you buy and which books you browse. They have
explicit permission to send you promotional e-mail
messages. They are building special interest communities
in which Amazon and its customers will be able to talk
with each other about specific genres of books. Why?
Where's the payoff?

The payoff comes the day Amazon decides to publish
books. This is where the profit lies and where Amazon is
best able to leverage their permission asset.

Technology enables marketers to have a perfect memory,
and provides them with the ability to customize
correspondence on the fly and deliver it for free via e-
mail. Combine that with a database of customers who
expect to receive marketing messages from you because
they gave you their permission, and most industry book
chains should begin to see a looming threat.

Did he burn a customer? Of course. That was his
intention. But what he hasn't learned yet (and soon will,
or he'll be gone) is that the act of dismissing that
customer didn't cost him just one sale. It cost him the loss
of permission to sell products to this woman for the rest
of her life.

Customer service has always
mattered. But now that power has shifted to the
consumer, it matters a great deal more.

But the first step is still to interrupt the consumer. That's
one reason there will always be socially acceptable
interruption marketing media. We need to get that initial
attention.

The ad
sells the brochure, not the camp.

The only goal of the video is to get permission to have a
personal meeting. It doesn't sell the camp. It sells the
meeting.

Now, fully qualified, and having seen the testimonials,
the photographs, the facilities and the happy campers, the
family is ready to be sold on the camp. And that's done in
person.

The response rate to a free
sample or an affinity program or a birthday club might be
five or ten times the response rate of an ad asking for a
sale.

An interrupted consumer is in no hurry to send you
money or promise to invest a lot of time. An interrupted
consumer won't fill out a long demographic form or get
in his car to drive down to your automall. The less you
ask of the consumer and the bigger the 'bribe', the more
likely the consumer will give you permission. The
permission won't be broad or deep. But it will guarantee
that your next interaction will be significantly more
impactful.

In order to make the marketing messages you send
relevant and personal you need to get some data.
Permission marketers are totally obvious about their
objectives with the consumer. They make it crystal clear
what they will be doing with the data they collect, and
exactly why it's beneficial to the consumer to give this
data.

The reward you offer a consumer must be obvious and
simple. To dramatize the importance of this stage, to
make it crasser than it needs to be, I call it bait.

Be personal. Be relevant. Be specific. And always be
anticipated. Anticipation, of course, is even better than
expectation. Without surprising the consumer, gradually
raise the level of permission you extract.

Wouldn't it be great if we could eliminate this incredibly
wasteful part of the process? Unfortunately, Permission
Marketers cannot ignore the interruption part of the
process. They can't walk away from the cost of getting
strangers to raise their hands. But they CAN leverage the
expense of that interruption across multiple interactions.

THE MARKETING CRISIS THAT MONEY WON'T SOLVE

YOU'RE NOT PAYING ATTENTION. NOBODY IS.

It's not your fault. It's just physically impossible for you
to pay attention to everything that marketers expect you
to-like the 17,000 new grocery store products that were
introduced last year, or the $1,000 worth of advertising
that was directed exclusively at you last year.

Is it any wonder that consumers feel like the fast-moving
world around them is getting blurry? There's TV at the
airport, advertisements in urinals, newsletters on virtually
every topic, and a cellular phone wherever you go.

chapter seven

the following is the complete first chapter of



The Cluetrain Manifesto:

The End of Business as Usual

People by the millions are discovering how to negotiate, cooperate, collaborate -- to create, to explore, to enjoy themselves.

We will strive to listen in new ways -- to the voices of

quiet anguish, to voices that speak without words, the voices

of the heart, to the injured voices, and the anxious voices,

and the voices that have despaired of being heard.

Richard M. Nixon, first inaugural address, 1969

There never was any grand plan on the Internet, and there isn't one today. The Net is just the Net. But it has provided an extraordinarily efficient means of communication to people so long ignored, so long invisible, that they're only now figuring out what to do with it. Funny thing: lawless, planless, management-free, they're figuring out what to do with the Internet much faster than government agencies, academic institutions, media conglomerates, and Fortune-class corporations.

So what is the Net really good for? Besides chatting, that is. Well, there's the small matter of coordinating distribution.

One thing the Net is good for is organizing markets. Especially if you're invisible and powerless, ignorant of how things are supposed to work, ignorant of business-as-usual. Especially if you're intent on end-running the empire.

The Demonic Paradox

Although a system may cease to exist in the legal sense or

as a structure of power, its values (or anti-values), its

philosophy, its teachings remain in us. They rule our

thinking, our conduct, our attitude to others. The

situation is a demonic paradox: we have toppled the system

but we still carry its genes.

Ryszard Kapuscinski, Polish journalist, 1991

And next time you wonder what you're allowed to say at work, online, downtown at the public library, just say whatever the hell you feel like saying. Anyone asks you, tell 'em it's OK. Tell 'em you read about it in a book.

How do you speak in a human voice? First, you get a life. And corporations just can't do that. Corporations are like Pinocchio. Or Frankenstein. Their noses grow longer at the oddest moments, or they start breaking things for no good reason. They want to be human, but gosh, they're not. They want the Formula for Life -- but they want it so they can institutionalize it. The problem, of course, is that life is anti-formulaic, anti-institutional. The most fundamental quality of life is something the corporation can never capture, never possess. Life can't be shrink-wrapped, caged, dissected, analyzed, or owned. Life is free.

But if you think of yourself as a company, you've got much bigger worries. We strongly suggest you repeat the following mantra as often as possible until you feel better: "I am not a company. I am a human being."

Imagine a world where everyone was constantly learning, a world where what you wondered was more interesting than what you knew, and curiosity counted for more than certain knowledge. Imagine a world where what you gave away was more valuable than what you held back, where joy was not a dirty word, where play was not forbidden after your eleventh birthday. Imagine a world in which the business of business was to imagine worlds people might actually want to live in someday. Imagine a world created by the people, for the people not perishing from the earth forever.

Yeah. Imagine that.

chapter six

the following is the complete sixth chapter of



The Cluetrain Manifesto:

The End of Business as Usual

EZ Answers

Christopher Locke and David Weinberger

<!-- begin EZ --> Tell ‘Em What You Told ‘Em

Mass production led to mass marketing, which led to (ta-da!) mass media. Broadcast applied the fundamental mass-production brainstorm to marketing communications. This development signaled the dawn of junk mail. Corporate speech became mass produced "messages" jammed into a one-way spam cannon aimed at a dream that hasn’t faded since: interchangeable consumers.

What Quality really meant was: "We changed our minds. Please don’t check your brain at the door."

Markets and workers are once again crafting their own conversations, and these conversations are also about craft -- things we do that we actually care about.

And increasingly, we value only two qualities:

1. The engagement and passion-for-quality of genuine craft.
   
2. Conversations among recognizably human voices.

So what, if anything, can businesses do at this juncture? They can begin by searching out people within the organization who understand what’s going on. In almost every case, they’re there. Make friends with them. Make friends with the marketplace again. Start listening. Find your voice. Then start talking as if your life depended on it. It does.

The Web is inherently and intrinsically free. Businesses will perceive this fact as either a blessing or a curse depending on how much they value freedom, a quality of mind and heart not typically underscored in the average corporate mission statement.

This leads to a funny conclusion. Ironic, actually. We ask questions about the future of the Web because we think there’s a present direction that can be traced into the future. But in fact, the questions we ask aren’t going to predict the future. They will create the future.

So, our hearts ask questions, with dread as well as excited curiosity, about the new public world and its relation to the private. What is the relation of our night selves and our day selves, our self behind the company walls and outside of them? Why do we think of our private selves as our real selves? What would privacy be like if it weren’t connected to shame? What is the fierce price we pay for every desire, every whim, every idea we stamp "Secret"? To what degree are shame and embarrassment the expression of the will to control? If we abandon the illusion of controlling private behavior, what type of public-ness will we have? How is the control we yearn to exert over the behavior of others -- at work and beyond -- identical with the white-knuckle control we need to preserve our selves?

More questions meant to distract us: How will we know what’s junk on the Web and what’s worth believing? How will we avoid being fooled by anyone with a plausible story and a Web address? What will be the new criteria, the new marks of authenticity? These questions express a longing for someone to take charge of our knowledge. We want experts and authorities, just as we crave censors more than we crave sex and prefer certainty to freedom.

But our hearts have a different set of questions: when we can’t rely on a central authority -- the government, the newspaper, the experts in the witness box -- for our information, what new ways of believing will we find? How will we be smart in a world where it’s easier to look something up than to know it? How will we learn to listen to ideas in context, to information inextricably tied to the voice that’s uttering it? How can we reverse our habit of understanding matters by jumping to further levels of abstraction and instead learn to dig into the concrete, the personal, and the unique, told as stories worthy of our time?

We’re asked, How can you tell if the person you’re talking with is really the person you’re talking with? when our hearts want to know what people we will really become online and what having a disembodied identity will mean.

We are asked, How are the poor people of the world going to get Internet access? when our hearts want to know how we can connect with the poor of the world, because there isn’t a single person we don’t want to talk with. And once we talk, we know the conversation will make palpable the injustice of today’s economics.

The Cluetrain Hit-One-Outta-the-Park Twelve-Step

Program for Internet Business Success

1. Relax
   
2. Have a sense of humor
   
3. Find your voice and use it
   
4. Tell the truth
   
5. Don’t panic
   
6. Enjoy yourself
   
7. Be brave
   
8. Be curious
   
9. Play more
   
10. Dream always
    
11. Listen up
    
12. Rap on

The Web got built by people who chose to build it. The lesson is: don’t wait for someone to show you how. Learn from your spontaneous mistakes, not from safe prescriptions and cautiously analyzed procedures. Don’t try to keep people from going wrong by repeating the mantra of how to get it right. Getting it right isn’t enough any more. There’s no invention in it. There’s no voice.