I like the discipline of the del.icio.us 255 character limit for the excerpt from, or comment on, the item you're bookmarking there. But sometimes there's just too much that's good to be contained or summed like that.
The amazing miracle of YouTube versus The Times, as everyone reading this blog surely already knows, is that YouTube is a platform where cream--user-uploaded videos--rises the the top, to be savored by the world, while The New York Times Company is an information organization that pays thousands of journalists, designers, business people and administrative types millions of dollars to create expert content that tells people what to think and what to like. And honey, that day is passing fast. …
The point here--just to kick it a little harder--is that this is yet more evidence how social media platforms that are shifting the paradigms in a profound way--Not only does YouTube have a mass market, it's video on the web appeal that the more high-brow Times will never have (Is YouTube the next MTV?). Furthermore, it's a platform that gives Google the opportunity to morph into a multimedia MySpace ecosystem, way beyond what Orkut could ever be--and most cruelly, it's something that teens and twenty-somethings care about, which may no longer be the case for The New York Times.
So Google bought YouTube, not a media company, and the fact that doesn't even surprise anyone one anymore and that it makes perfect sense, that, dudes, is a paradigm shift. Susan Mernit's Blog
… consumerization will be the most significant trend to have an impact on IT over the next 10 years. … "Consumers are rapidly creating personal IT architectures capable of running corporate-style IT architectures," he [Gartner's director of global research, Peter Sondergaard] said. "They have faster processors, more storage and more bandwidth."
He advised corporate IT executives to adapt to the changes and prepare for what he called "digital natives," or people so fully immersed in digital culture that they are unconcerned about the effects of their technology choices on the organizations that employ them. …
In a paper prepared by Gene Phifer, David Mitchell Smith and Ray Valdes, Gartner researchers noted that corporate IT departments historically have lagged behind popular technology waves, such as the arrival of graphical user interfaces and the Internet in business. They argued that the biggest impacts of Web 2.0 within enterprises are collaboration technologies--notably blogs, wikis and social networking sites--and programmable Web sites that allow business users to create mashup applications. … "Our core hypothesis is that an agility-oriented, bifurcated strategy--one reliant on top-down control and management, the other dependent on bottom-up, free-market style selection--will ultimately let IT organizations play to their strengths while affording their enterprises maximum opportunity as well," the Gartner report said. cnet News.com
