Scott Rosenberg's written a great analysis of "Small Pieces, Loosely Joined" compared with "Bamboozled by the Revolution," a cyncial book about the "failure" of the Internet:
"If you're not an online user, it's very difficult to understand the medium," says Warner exec Jim Moloshok. Well, duh. But somehow this elementary principle eluded media leaders for years. In one embarrassing anecdote culled from an Industry Standard article about the aftermath of the winter 2000 Time Warner/AOL merger, Time Warner CFO Richard Bressler hears about plans to promote Time magazines on AOL and asks, "What are these pop-ups? How big are they? Can you send me some information on them?" AOL's legendary deal-maker, David Colburn, responds, "Rich, why don't you invest $21.95 in an AOL subscription and consider it due diligence?" Ouch.
What might have been due diligence for a corporate exec was already a way of life for tens of millions of people. Motavalli contrasts the New York media honchos' cluelessness with the insight of AOL's Ted Leonsis that, online, it's "user experience" that counts. For AOL the key experience was getting new users online painlessly: It has always offered the simplest, most idiot-proof onramp to the Internet. AOL solved a vexing problem for millions of people; that, more than any "content strategy" or insight into online behavior, secured its dominance.
But once those people got online, they almost immediately started behaving in unpredictable ways. They didn't wait for a media corporation to tell them what to do; they began writing pages and posting comments and building sites and contributing reviews and arguing and inventing identities. This unplanned behavior was made possible because of design decisions made by the engineers who established the Internet long before the media world ever heard of it. As Doc Searls summarizes these principles, "Nobody owns it; everyone can use it; anyone can improve it."
(Thanks, JRC!)
