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the brands that win will prioritize engagement over exposure. They will flip the traditional approach of using mass reach to connect with the subset of people who matter on its head. They will super-serve the most important people for their brand first and use the resulting insights and advocacy to then broaden their reach and make the entire media and marketing plan work harder.

This generation has grown up living digital lives. This has fundamentally changed their relationship with media and technology — and with brands. They don’t want to be talked at, but they do want to be invited in to the discussion. They thrive on creation, curation, connection and community. As a result, we call them Gen C. The behaviors of Gen C have less to do with the year they were born and more to do with their attitude and mindset. For example, while 80% of people under 35 are Gen C, only 65% of Gen C is under 35 [1].

Gen C cares more about expressing themselves than any generation before.

Why are they known as Gen C? Because they thrive on Connection, Community, Creation and Curation; they’re engaged and they want their voices to be heard. They’re not a generation in the traditional sense – about 65% of Gen C are under 35, but regardless of how old they are, they’re the sort of mavens who shape opinion and lead thought. Put simply, Gen C isn’t a quirk of when or where you were born; it’s a way of life.

59% say the internet is their main source of entertainment and 38% turn to their phone first when they want to be entertained, with 66% spending the same amount of time or more time watching online videos compared to TV. They haven’t abandoned traditional TV viewing altogether, but they have augmented it with shares, ‘likes’, +1s, comments and retweets, all of which add to the first screen viewing experience.

The act of creating has become second nature to Gen C, but they’re selective, only adding something when they think it’s relevant and they can have an impact. Eighty-three percent of Gen C have posted a picture they took but only 42% post pictures every week, while 65% have uploaded a video they created, but only 25% upload videos every week.

YouTube hit an incredible milestone of 1 billion unique monthly visitors, connecting 15 percent of the planet to the videos they love. And those global fan communities are watching more than 6 billion hours of video each month on YouTube; almost an hour a month for every person on Earth and 50 percent more this year than last.

one of the most valuable consumer groups--Generation C. This audience is defined by its desire to be constantly connected, and at the center of creating and curating content for social communities.

on YouTube, it isn’t just about rallying behind one show; it is about reaching the passionate fan communities of Gen C, an audience that influences more than $500 billion in annual consumer spending

Two years ago, the two greatest Jeopardy champions of all time got obliterated by a computer called Watson. It was a great victory for artificial intelligence--the system racked up more than three times the earnings of its next meat-brained competitor. For IBM’s Watson, the successor to Deep Blue, which famously defeated chess champion Gary Kasparov, becoming a Jeopardy champion was a modest proof of concept. The big challenge for Watson, and the goal for IBM, is to adapt the core question-answering technology to more significant domains, like health care. WatsonPaths, IBM’s medical-domain offshoot announced last month, is able to derive medical diagnoses from a description of symptoms. From this chain of evidence, it’s able to present an interactive visualization to doctors, who can interrogate the data, further question the evidence, and better understand the situation. It’s an essential feedback loop used by diagnosticians to help decide which information is extraneous and which is essential, thus making it possible to home in on a most-likely diagnosis. WatsonPaths scours millions of unstructured texts, like medical textbooks, dictionaries, and clinical guidelines, to develop a set of ranked hypotheses. The doctors’ feedback is added back into the brute-force information retrieval capabilities to help further train the system.

For Watson, ingesting all 2.5 million unstructured documents is the easy part. For this, it would extract references to real-world entities, like corporations and people, and start looking for relationships between them, essentially building up context around each entity. This could be connected out to open-entity databases like Freebase, to provide even more context. A journalist might orient the system’s “attention” by indicating which politicians or tax-dodging tycoons might be of most interest. Other texts, like relevant legal codes in the target jurisdiction or news reports mentioning the entities of interest, could also be ingested and parsed. Watson would then draw on its domain-adapted logic to generate evidence, like “IF corporation A is associated with offshore tax-free account B, AND the owner of corporation A is married to an executive of corporation C, THEN add a tiny bit of inference of tax evasion by corporation C.” There would be many of these types of rules, perhaps hundreds, and probably written by the journalists themselves to help the system identify meaningful and newsworthy relationships. Other rules might be garnered from common sense reasoning databases, like MIT’s ConceptNet. At the end of the day (or probably just a few seconds later), Watson would spit out 100 leads for reporters to follow. The first step would be to peer behind those leads to see the relevant evidence, rate its accuracy, and further train the algorithm. Sure, those follow-ups might still take months, but it wouldn’t be hard to beat the 15 months the ICIJ took in its investigation.

during the audience review (which is typically our first workshop session), we focus entirely on user personas and, critically, the context of the mobile interaction with a company’s intended end users. The goal here is to map out the type of user, mindset, location, and specific needs at the time they are interacting with or accessing the mobile content. It’s not enough to know just the demographics and some sample scenarios. We need to study the end user’s goals through all touchpoints that frame the context.

The principles behind Web We Want, which is coordinated by the World Wide Web Foundation, are as follows: Affordable access to a universally available communications platform The protection of personal user information and the right to communicate in private Freedom of expression online and offline Diverse, decentralized and open infrastructure Neutral networks that don’t discriminate against content or users

What’s the worst thing about the Oregonian‘s strategy? For me, it’s the singular focus on pageview growth as a measurement of performance.

I would much rather that the Oregonian and other papers focused on something approaching engagement metrics instead of pageviews, whether it’s through the kind of approach that Forbes takes — in which returning visitors are seen as 10 times as valuable as first-time readers — or some other measurement that shows whether reporters are building long-term relationships with their audience.