Brilliant Noise

This is a very appealing metaphor, because it largely absolves anyone who was involved in the media from any blame for failing to see the writing on the wall or failing to move quickly enough to change their behavior or their corporate culture.

But is this true? Disruption guru Clay Christensen, also associated with Harvard, has written about how industries — including the car-manufacturing business and the steel industry — have failed to adapt because they didn’t appreciate just how disruptive new entrants or new technologies would be. And it’s arguable that the media industry in the 1990s and early 2000s also failed to appreciate just how disruptive the web would be to their business and to journalism in general. Should we blame them for that? I think we should blame them a little, and here’s why: because there were senior people in the industry who saw the disruption coming — saw it clearly, appreciated the implications, and talked about the potential damage. These weren’t voices crying in the wilderness, but fairly powerful players. To take just one example, there was Knight Ridder excecutive Kathy Yates, who ran the company’s digital unit, and eventually grew frustrated with the industry and moved on to Women.com and then CBSMarketwatch.

Each player is a node in our high street, but at the moment they are operating independently, rather than as a network. They may be using a web page to hold information in an archive-like manner, but they are not responding in real-time to their consumers and other nodes.

To strengthen the high street, we need to increase the number of mutual connections between the nodes or network participants (retail, services, local government, job centres and all others). The more mutual connections, the more adaptive the high street network becomes in response to changes in the success of individuals shops and services.

Establish a ‘Digital Maturity Demographic Profile’ for each town to prepare for ‘networked high streets’ and tailor connection and communicationstrategies accordingly.

The Truth About Customer Experience

Offer excellent customer service  As the online channel matures, and growth slows, customer service (and customer experience) will be the key differentiator. It can also trump price in some circumstances.  For some purchases, price online will be the deciding factor once customers decide to buy a certain product, but they will also appreciate great service and the personal touch. 

Culturability: The Next Big Thing in Web Design

In an interview with The Paris Review twenty years ago, Don DeLillo mentioned that “lists are a form of cultural hysteria.” From the vantage point of today, you wonder how much anyone—even someone as routinely prescient as DeLillo—could possibly have identified list-based hysteria in 1993.

prioritizes

The list gives a structure—a numerical narrative—to a text that would otherwise lack any kind of internal architecture. If you wanted to write something about, say, the phrases people use on Twitter that you find highly irritating, you can get away with not making any kind of over-all, analytical point by imposing the framework of a list. The enumeration itself, the getting to the end of the counting, becomes the point of the writing (and the reading). It’s not simply a jumbled heap of complaints about how people talk on Twitter; it’s a list, and in this sense it means business.