Who decided these features should go in the WWDC keynote, with a promise they’d arrive in the coming year, when, at the time, they were in such an unfinished state they could not be demoed to the media even in a controlled environment? Three months later, who decided Apple should double down and advertise these features in a TV commercial, and promote them as a selling point of the iPhone 16 lineup — not just any products, but the very crown jewels of the company and the envy of the entire industry — when those features still remained in such an unfinished or perhaps even downright non-functional state that they still could not be demoed to the press? Not just couldn’t be shipped as beta software. Not just couldn’t be used by members of the press in a hands-on experience, but could not even be shown to work by Apple employees on Apple-controlled devices in an Apple-controlled environment? But yet they advertised them in a commercial for the iPhone 16, when it turns out they won’t ship, in the best case scenario, until months after the iPhone 17 lineup is unveiled?

“Can anyone tell me what MobileMe is supposed to do?” Having received a satisfactory answer, he continued, “So why the fuck doesn’t it do that?” For the next half-hour Jobs berated the group. “You’ve tarnished Apple’s reputation,” he told them. “You should hate each other for having let each other down.” The public humiliation particularly infuriated Jobs. Walt Mossberg, the influential Wall Street Journal gadget columnist, had panned MobileMe. “Mossberg, our friend, is no longer writing good things about us,” Jobs said. On the spot, Jobs named a new executive to run the group. Tim Cook should have already held a meeting like that to address and rectify this Siri and Apple Intelligence debacle. If such a meeting hasn’t yet occurred or doesn’t happen soon, then, I fear, that’s all she wrote. The ride is over. When mediocrity, excuses, and bullshit take root, they take over. A culture of excellence, accountability, and integrity cannot abide the acceptance of any of those things, and will quickly collapse upon itself with the acceptance of all three.

Ever since software updates became distributed regularly as part of the SaaS business model, it has become the vendors’ priority to show how clever they are through callouts, balloons, dialogs, toasts, and other in-product advertising. I understand why vendors want users to know about new features. But these promotions are way too much and way too often. Respecting users has long been deprioritized in favour of whatever new thing leads to promotions and bonuses.

Crucially, this was never proven in court. And if Apple settle the case it never will be. Let’s think this through. For the accusation to be true, Apple would need to be recording those wake word audio snippets and transmitting them back to their servers for additional processing (likely true), but then they would need to be feeding those snippets in almost real time into a system which forwards them onto advertising partners who then feed that information into targeting networks such that next time you view an ad on your phone the information is available to help select the relevant ad.

Why would Apple do that? Especially given both their brand and reputation as a privacy-first company combined with the large amounts of product design and engineering work they’ve put into preventing apps from doing exactly this kind of thing by enforcing permission-based capabilities and ensuring a “microphone active” icon is available at all times when an app is listening in.

Things seemed to go well at the beginning. Due to the pandemic and the objective challenges of the traditional Brick & Mortar business, the business operated by Nike Direct (the business unit in charge of DTC) was flying and justifying the important strategic decisions of the CEO. Then, once normality came back, things slowly but regularly, quarter by quarter, showed that the separation line between being ambitious or being wrong was very thin.

In 6 months, hundreds of colleagues were fired and together with them Nike lost a solid process and thousands of years of experience and expertise in running, football, basketball, fitness, training, sportwear, etc., built in decades of footwear leadership (and apparel too). Product engine became gender led: women, men, and kids (like Zara, GAP, H&M or any other generic fashion brand).

Consumers are not so elastic as some business leaders think or hope. And consumers are not so loyal as some business leaders think or hope. So, what happened? Simple. Many consumers - mainly occasional buyers - did not follow Nike (surprise, surprise) but continued shopping where they were shopping before the decision of the CEO and the President of the Brand. So, once they could not find Nike sneakers in “their” stores – because Nike wasn’t serving those stores any longer -, they simply opted for other brands.

Until late 2010s, Nike had been on a total offense mode (being #1 in every market, in every category, in every product BU, basically in every dimension), a sort of military occupation of the marketplace and a huge problem for competitors that did not know how to react under such a domination. The strategic focus was only one: win anywhere. The new strategy determined the end of the marketplace occupation. Nike opened unexpected spaces to competitors, small, medium, or large brands (with exception of the company based in Herzogenaurach, that – as they usually do - copied and pasted the Nike strategy and executed it in a milder format).

One of the empiric laws of business says that online, the main lever of competition is “price” (as the organic consumer funnel is built on price comparison). The proverbial ability of Nike to leverage the power of the brand to sell sneakers at 200$ began to be threatened by the online appetite for discounts and the search for a definitive solution to the inventory issue. Gross margin – because of that – instead of growing due to the growth of DTC business, showed a rapid decline due to a never-ending promotional attitude on Nike.com

Nike has been built for 50 years on a very simple foundation: brand, product, and marketplace. The DC Investment model, since Nike became a public company, has been always the same: invest at least one tenth of the revenues in demand creation and sports marketing. The brand model has been very simple as well: focus on innovation and inspiration, creativity and storytelling based on athletes-products synergy, leveraging the power of the emotions that sport can create, trying to inspire a growing number of athletes* (*if you have a body, you are an athlete) to play sport. That’s what made Nike the Nike we used to know, love, admire, professionally and emotionally.

What happened in 2020? Well, the brand team shifted from brand marketing to digital marketing and from brand enhancing to sales activation.

shift from CREATE DEMAND to SERVE AND RETAIN DEMAND, that meant that most of the investment were directed to those who were already Nike consumers

as of 2021, to drive traffic to Nike.com, Nike started investing in programmatic adv and performance marketing the double or more of the share of resources usually invested in the other brand activities

the former CMO was ignoring the growing academic literature around the inefficiencies of investment in performance marketing/programmatic advertising, due to frauds, rising costs of mediators and declining consumer response to those activities.

Because of that, Nike invested a material amount of dollars (billions) into something that was less effective but easier to be measured vs something that was more effective but less easy to be measured.

To feed the digital marketing ecosystem, one of the historic functions of the marketing team (brand communications) was “de facto” absorbed and marginalized by the brand design team, which took the leadership in marketing content production (together with the mar-tech “scientists”). Nike didn’t need brand creativity anymore, just a polished and never stopping supply chain of branded stuff.

He made “Nike.com” the center of everything and diverted focus and dollars to it. Due to all of that, Nike hasn’t made a history making brand campaign since 2018, as the Brand organization had to become a huge sales activation machine.

The AI trust crisis 14th December 2023 Dropbox added some new AI features. In the past couple of days these have attracted a firestorm of criticism. Benj Edwards rounds it up in Dropbox spooks users with new AI features that send data to OpenAI when used. The key issue here is that people are worried that their private files on Dropbox are being passed to OpenAI to use as training data for their models—a claim that is strenuously denied by Dropbox. As far as I can tell, Dropbox built some sensible features—summarize on demand, “chat with your data” via Retrieval Augmented Generation—and did a moderately OK job of communicating how they work... but when it comes to data privacy and AI, a “moderately OK job” is a failing grade. Especially if you hold as much of people’s private data as Dropbox does! Two details in particular seem really important. Dropbox have an AI principles document which includes this: Customer trust and the privacy of their data are our foundation. We will not use customer data to train AI models without consent. They also have a checkbox in their settings that looks like this: Update: Some time between me publishing this article and four hours later, that link stopped working. I took that screenshot on my own account. It’s toggled “on”—but I never turned it on myself. Does that mean I’m marked as “consenting” to having my data used to train AI models? I don’t think so: I think this is a combination of confusing wording and the eternal vagueness of what the term “consent” means in a world where everyone agrees to the terms and conditions of everything without reading them. But a LOT of people have come to the conclusion that this means their private data—which they pay Dropbox to protect—is now being funneled into the OpenAI training abyss. People don’t believe OpenAI # Here’s copy from that Dropbox preference box, talking about their “third-party partners”—in this case OpenAI: Your data is never used to train their internal models, and is deleted from third-party servers within 30 days. It’s increasing clear to me like people simply don’t believe OpenAI when they’re told that data won’t be used for training. What’s really going on here is something deeper then: AI is facing a crisis of trust. I quipped on Twitter: “OpenAI are training on every piece of data they see, even when they say they aren’t” is the new “Facebook are showing you ads based on overhearing everything you say through your phone’s microphone” Here’s what I meant by that. Facebook don’t spy on you through your microphone # Have you heard the one about Facebook spying on you through your phone’s microphone and showing you ads based on what you’re talking about? This theory has been floating around for years. From a technical perspective it should be easy to disprove: Mobile phone operating systems don’t allow apps to invisibly access the microphone. Privacy researchers can audit communications between devices and Facebook to confirm if this is happening. Running high quality voice recognition like this at scale is extremely expensive—I had a conversation with a friend who works on server-based machine learning at Apple a few years ago who found the entire idea laughable. The non-technical reasons are even stronger: Facebook say they aren’t doing this. The risk to their reputation if they are caught in a lie is astronomical. As with many conspiracy theories, too many people would have to be “in the loop” and not blow the whistle. Facebook don’t need to do this: there are much, much cheaper and more effective ways to target ads at you than spying through your microphone. These methods have been working incredibly well for years. Facebook gets to show us thousands of ads a year. 99% of those don’t correlate in the slightest to anything we have said out loud. If you keep rolling the dice long enough, eventually a coincidence will strike. Here’s the thing though: none of these arguments matter. If you’ve ever experienced Facebook showing you an ad for something that you were talking about out-loud about moments earlier, you’ve already dismissed everything I just said. You have personally experienced anecdotal evidence which overrides all of my arguments here.

One consistent theme I’ve seen in conversations about this issue is that people are much more comfortable trusting their data to local models that run on their own devices than models hosted in the cloud. The good news is that local models are consistently both increasing in quality and shrinking in size.

Through this strategy, Dotdash Meredith allegedly identifies small sites that have cemented themselves in Google results for a specific (and valuable) term or in a specific topic, with the goal of pushing them down the rankings by publishing vast amounts of content of their own.

“IAC’s vision for Dotdash Meredith — to be a flywheel for generating advertising and commerce revenue — is finally starting to pan out.  […] More than 80% of Dotdash Meredith’s traffic and digital revenue come from its core sites, such as Food & Wine, Travel & Leisure, and Southern Living, that deliver a form of what one might think of as commerce-related service journalism.” — Allison Schiff, managing editor of AdExchanger

To give the pet insurance affiliate section of Forbes the best chance to succeed, the Forbes Advisor team pumped out A LOT of content about pets and built A LOT of links around the topic with statistics round-ups designed to obfuscate the original sources in order to increase the chances of people linking to Forbes.com when using the stats

All this hard work paid off in the form of an estimated 1.1 million visitors each month to the pet insurance section of Forbes Advisor

This happened at the expense of every site that has produced content about dogs, cats, and other pets for many years before Forbes.com decided to cash in on pet insurance affiliate money.  They successfully replicated this model again and again and again across the huge variety of topics that Forbes covers today.

Step one: buy the site. Step two: fire staff. Step three: revamp the content strategy to drive new monetizable traffic from Google

“As a journalist, all of this depresses me,” wrote Brian Merchant, the technology columnist at the Los Angeles Times. He continued, “If journalists are outraged at the rise of AI and its use in editorial operations and newsrooms, they should be outraged not because it’s a sign that they’re about to be replaced but because management has such little regard for the work being done by journalists that it’s willing to prioritize the automatic production of slop.”

Here’s a recap so far: Digital media conglomerates are developing SEO content strategies designed to out-publish high-ranking specialist independent publishers. Legacy media brands are building in-house SEO content teams that tie content creation to affiliate marketing revenue in topics that have nothing to do with their original areas of expertise. Newly created digital media companies are buying once successful and influential blogs with the goal of driving traffic to casino sites. Private equity firms are partnering with companies like AdVon to publish large amounts of AI-generated content edited by SEO-focused people across their portfolio of media brands. And here’s the worst part: Google’s algorithm encourages all of them to rinse and repeat the same strategies by allowing their websites to rank in top positions for SEO-fueled articles about any topic imaginable. Even in cases when the articles have been written by AI and published under fake authors.

Being broadly effective, but somewhat inefficient, is better than being narrowly efficient, but less effective.

Targeting can increase the scale of effects, but this study suggests that the cheaper approach of not targeting so specifically, might actually deliver a greater financial outcome

As Wiberg’s findings point out, the problem with targeting towards conversion optimisation is you are effectively advertising to many people who were already going to buy you.

If I only sell to IT decision-makers, for example, I need some targeting, as I just can’t afford to talk to random consumers. I must pay for some targeting in my media buy, in order to reach a relatively niche audience.  Targeting is no longer a nice to do, but a must have. The interesting question then becomes not should I target, but how can I target effectively?

What they found was any form of second or third-party data led segmenting and targeting of advertising does not outperform a random sample when it comes to accuracy of reaching the actual target.

Contextual ads massively outperform even first party data

We can improve the quality of our targeting much better by just buying ads that appear in the right context, than we can by using my massive first party database to drive the buy, and it’s way cheaper to do that. Putting ads in contextually relevant places beats any form of targeting to individual characteristics. Even using your own data.

The secret to effective, immediate action-based advertising, is perhaps not so much about finding the right people with the right personas and serving them a tailored customised message. It’s to be in the right places. The places where they are already engaging with your category, and then use advertising to make buying easier from that place

Even hard, sales-driving advertising isn’t the tough guy we want it to be. Advertising mostly works when it makes things easier, much more often than when it tries to persuade or invoke a reluctant action.

Thinking about advertising as an ease-making mechanism is much more likely to set us on the right path

If your ad is in the right place, you automatically get the right people, and you also get them at the right time; when they are actually more interested in what you have to sell. You also spend much less to be there than crunching all that data

Established publishers seeking relief from the whims of social-media platforms and a brutal advertising environment found in product recommendations steady growth and receptive audiences, especially as e-commerce became a more dominant mode of shopping. Today, these businesses are materially significant — in a 2023 survey, 41 percent of surveyed media companies said that e-commerce accounted for more than a fifth of their revenue, which few can afford to lose. It is a relatively new way in which publishers have become reacquainted — after social-media traffic disappeared and “pivots to video” completed their rotations — with queasy feelings of dependence on massive tech companies, from Facebook and Google to Amazon and, well, Google.

Time magazine announced a brand called Time Stamped, “a project to make perplexing choices less perplexing by supplying our readers with trusted reviews and common sense information,” with “a rigorous process for testing products, analyzing companies,” and making recommendations. In early 2024, the Associated Press announced its own recommendation site, AP Buyline, as an “initiative designed to simplify complex consumer-made decisions by providing its audience with reliable evaluations and straightforward insights,” based on “a thorough method of testing items, evaluating companies and suggesting choices.” Both sites currently recommend money-related products and services, including credit cards, debt-consolidation loans, and insurance policies, categories that can command very high commissions; the AP reportedly plans to expand to home products, beauty, and fashion this month.

Time Stamped and AP Buyline share strikingly similar designs, layouts, and sensibilities. Their content is broadly informative but timid about making strong judgments or comparisons — an AP Buyline article about “The Best Capital One Credit Cards for 2024” heartily recommends nine of them. The writer credited for the article can also be found on Time Stamped writing about Chase credit cards, banks, and rental-car insurance. On both sites, if you look for it, you’ll also find a similar disclaimer. For Time: The information presented here is created independently from the TIME editorial staff. For the AP: AP Buyline’s content is created independently of The Associated Press newsroom. By independently, both companies mean that their product-recommendation sites are operated by a company called Taboola.

Over the years, Taboola, which is best understood as an advertising company, became a major player in affiliate marketing, too, through its acquisition of Skimlinks, a popular service for adding affiliate tags to content. In 2023, it started pitching a product called Taboola Turnkey Commerce, which claims to offer the benefits of starting a product-recommendation sub-brand minus the hassle of actually building an operation.

As her site has disappeared from view on Google, Navarro has been keeping an eye on popular search terms to see what’s showing up in its place. Legacy publishers seem to be part of Google’s plan, but a recent emphasis on what the company calls “perspectives” could also be in play. Reddit content is getting high placement as it contains a lot of conversations about products from actual customers and users. As its visibility in Google has increased, though, so has the prevalence of search-adjacent Reddit spam. Since the update has started rolling out, Navarro says, she has “seen a lot of generic review sites” getting ranked with credible-sounding names, .org domains, and content ripped straight from Amazon reviews.

“You can search all day and learn nothing,” she says. “It’s like trying to find information inside of Walmart.”

For now, Navarro is unimpressed with these AI experiments. “It’s just shut-up-and-buy,” she says — if you’re doing this search in the first place, you’re probably looking for a bit more information. In its emphasis on aggregation, its reliance on outside sources of authority, and its preference for positive comparison and recommendation over criticism, it also feels familiar: “Google is the affiliate site now.”

It symbolizes everything everyone has ever hated about digitization. It celebrates a lossy, creative compression for the most flimsy reason: An iPad shedding an irrelevant millimeter or two. It's destruction of beloved musical instruments is the perfect metaphor for how utterly tone-deaf technologists are capable of being. But the real story is just how little saved up goodwill Apple had in the bank to compensate for the outrage.

This should all be eerily familiar to anyone who saw Microsoft fall from grace in the 90s. From being America's favorite software company to being the bully pursued by the DOJ for illegalities. Just like Apple now, Microsoft's reputation and good standing suddenly evaporated seemingly overnight once enough critical stories had accumulated about its behavior.

Apple had such treasure chest of goodwill from decades as first an underdog, then unchallenged innovator. But today they're a near three-trillion dollar company, battling sovereigns on both sides of the Atlantic, putting out mostly incremental updates to mature products.

Haptic sensations feel rewarding, so users feel compelled to repeat these actions.What's the optimal length for vibrations? Try 400ms

But what if you sell products on desktop?Instead of using vibrations, try animating products upon selection. Move items into the basketShake from side to sideGrow and shrink

In an online grocery store, customers bought more items when they felt vibrations while adding items to their cart (Hampton & Hildebrand, 2021).

Classical Conditioning. Vibrations often co-occur with social messages. Therefore, vibrations feel good because these sensations have been frequently paired with hits of dopamine (Hampton & Hildebrand, 2021).Perceived Ownership. Vibrations mimic touch, as if you are physically touching an item on your device. And touch is key to ownership (Li, Cowan, Yazdanparast, & Ansell, 2024; Peck, Barger, & Webb, 2013).

Oh ElonWell, look, if I were the newly hired chief executive officer of a social media company, and if the directors and shareholders who brought me in as CEO had told me that my main mission was to turn around the company’s precarious financial situation by improving our position with advertisers, and if I spent my first few weeks reassuring advertisers and rebuilding relationships and talking up our site’s unique audience and powerful engagement, and then one day my head of software engineering came to me and said “hey boss, too many people were too engaged with too many posts, so I had to limit everyone’s ability to view posts on our site, just FYI,” I would … probably … fire ... him?

I mean I suppose I might ask questions like “Is this because of some technological limitation on our system? Is it because you were monkeying with the code without understanding it? Is it because you tried to stop people from reading the site without logging in, 3 and messed up and stopped them from reading the site even when they logged in? Is it because you fired and demoralized too many engineers so no one was left to keep the systems running normally? Is it because you forgot to pay the cloud bills? Is it because deep down you don’t like it when people read posts on our site and you want to stop them, or you don’t like relying on ad revenue and want to sabotage my ability to sell ads?”

no matter what the answers are, this guy’s gotta go. If you are in charge of the software engineers at a social media site, and you make it so that people can’t read the site, that’s bad.

Over the past 10 days, [Ultimate Fighting Championship President Dana] White said he, Mr. Musk and [Mark] Zuckerberg — aided by advisers — have negotiated behind the scenes and are inching toward physical combat. While there are no guarantees a match will happen, the broad contours of an event are taking shape, said Mr. White and three people with knowledge of the discussions.People keep emailing to ask about, like, the fiduciary duties and securities-law disclosure issues here, but I’m gonna wait until they’re in the octagon before I worry about that stuff

it is a seemingly inevitable consequence arising from the combination of the ease of changing how a platform allocates value, combined with the nature of a "two sided market," where a platform sits between buyers and sellers, holding each hostage to the other, raking off an ever-larger share of the value that passes between them.

Today, Marketplace sellers are handing 45%+ of the sale price to Amazon in junk fees. The company's $31b "advertising" program is really a payola scheme that pits sellers against each other, forcing them to bid on the chance to be at the top of your search.

Search Amazon for "cat beds" and the entire first screen is ads, including ads for products Amazon cloned from its own sellers, putting them out of business (third parties have to pay 45% in junk fees to Amazon, but Amazon doesn't charge itself these fees).

This is enshittification: surpluses are first directed to users; then, once they're locked in, surpluses go to suppliers; then once they're locked in, the surplus is handed to shareholders and the platform becomes a useless pile of shit.

This made publications truly dependent on Facebook – their readers no longer visited the publications' websites, they just tuned into them on Facebook. The publications were hostage to those readers, who were hostage to each other. Facebook stopped showing readers the articles publications ran, tuning The Algorithm to suppress posts from publications unless they paid to "boost" their articles to the readers who had explicitly subscribed to them and asked Facebook to put them in their feeds.

Today, Facebook is terminally enshittified, a terrible place to be whether you're a user, a media company, or an advertiser. It's a company that deliberately demolished a huge fraction of the publishers it relied on, defrauding them into a "pivot to video" based on false claims of the popularity of video among Facebook users. Companies threw billions into the pivot, but the viewers never materialized, and media outlets folded in droves:

These videos go into Tiktok users' ForYou feeds, which Tiktok misleadingly describes as being populated by videos "ranked by an algorithm that predicts your interests based on your behavior in the app." In reality, For You is only sometimes composed of videos that Tiktok thinks will add value to your experience – the rest of the time, it's full of videos that Tiktok has inserted in order to make creators think that Tiktok is a great place to reach an audience.

"Sources told Forbes that TikTok has often used heating to court influencers and brands, enticing them into partnerships by inflating their videos’ view count.

"Monetize" is a terrible word that tacitly admits that there is no such thing as an "Attention Economy." You can't use attention as a medium of exchange. You can't use it as a store of value. You can't use it as a unit of account. Attention is like cryptocurrency: a worthless token that is only valuable to the extent that you can trick or coerce someone into parting with "fiat" currency in exchange for it.

For Tiktok, handing out free teddy-bears by "heating" the videos posted by skeptical performers and media companies is a way to convert them to true believers, getting them to push all their chips into the middle of the table, abandoning their efforts to build audiences on other platforms (it helps that Tiktok's format is distinctive, making it hard to repurpose videos for Tiktok to circulate on rival platforms).

every time Tiktok shows you a video you asked to see, it loses a chance to show you a video it wants you to se

I just handed Twitter $8 for Twitter Blue, because the company has strongly implied that it will only show the things I post to the people who asked to see them if I pay ransom money.

Compuserve could have "monetized" its own version of Caller ID by making you pay $2.99 extra to see the "From:" line on email before you opened the message – charging you to know who was speaking before you started listening – but they didn't.

Useful idiots on the right were tricked into thinking that the risk of Twitter mismanagement was "woke shadowbanning," whereby the things you said wouldn't reach the people who asked to hear them because Twitter's deep state didn't like your opinions. The real risk, of course, is that the things you say won't reach the people who asked to hear them because Twitter can make more money by enshittifying their feeds and charging you ransom for the privilege to be included in them.

Individual product managers, executives, and activist shareholders all give preference to quick returns at the cost of sustainability, and are in a race to see who can eat their seed-corn first. Enshittification has only lasted for as long as it has because the internet has devolved into "five giant websites, each filled with screenshots of the other four"

policymakers should focus on freedom of exit – the right to leave a sinking platform while continuing to stay connected to the communities that you left behind, enjoying the media and apps you bought, and preserving the data you created

technological self-determination is at odds with the natural imperatives of tech businesses. They make more money when they take away our freedom – our freedom to speak, to leave, to connect.

even Tiktok's critics grudgingly admitted that no matter how surveillant and creepy it was, it was really good at guessing what you wanted to see. But Tiktok couldn't resist the temptation to show you the things it wants you to see, rather than what you want to see.

when a customer wants to buy a product, they usually go straight to Amazon.com and enter what they’re looking for. But there’s also a large segment of customers who begin their search on google, and ends up at Amazon. Well guess what. When that type of search to purchase experience happens, Amazon has to pay google. Internally, Amazon thought that if they could force users to go straight to Amazon, offer a small but obviously less amount of money to charity from each customer than would have been paid to google, it would help kill customers going to google, save Amazon more money than paying google, and be good overall for the brand value of Amazon.

There is no way for a customer to go through the traditional shopping experience, and then during checkout decide they want to give a portion of their purchase to charity, because giving to charity isn't the point of the overall program. Amazon Smile was developed by the Traffic Optimization team, whose entire purpose is increasing efficiency and lowering costs of getting customers to Amazon. A team of Amazon employees whose sole purpose is doing good in the world doesn't exist, despite employees repeatedly asking for such a team to be built in pretty much every single all-hands meeting.

Literally everything the company does is about profits, and extended customer lifetime value. Everything. Even the charity programs are just designed to save Amazon money.

“We want the chronological feed back!” Instagram users scream into the void. “Here, have Reels and Shopping,” said Instagram’s CEO, on the hunt for new revenue streams.“We want freedom of speech!” tweet the denizens of Twitter. “But then our sponsored hashtags won’t be brand safe,” said Twitter’s CEO (whoever that is this week).

Super Bowl ads are simply a different species in the advertising kingdom. Companies are not just paying for a large audience. They are paying for silent focus: Tens of millions of people quietly watch Super Bowl commercials and actually talk about their favorite moments of corporate branding. They are also paying for exposure: Super Bowl ads are watched and re-watched—on Twitter, on Facebook, on YouTube, and on next-day rankings and analyses across the internet. On most days, readers click out of ads to read articles online. For one day, they read a lot of articles only to click on the ads.

Games—sports—are a form of mass entertainment. They differ from the other principal form of mass entertainment, scripted drama, in three ways that help to account for their appeal. They are spontaneous. Unlike in films and theatrical productions, the outcome is not known in advance: No one bets on the outcome of a play or movie. They are authentic: Unlike film stars, athletes really are doing what audiences see them doing. And games are coherent. Unlike so much of life they have a beginning, middle, and end, with a plot line and a conclusion that can be easily understood.

Not only are ads present on every physical surface you can imagine, they are also on every digital surface. Websites have ads, the most popular apps in the world are made by advertising companies, and many of the accounts people follow are walking billboards.

The purposive design, production and marketing of legal but health-demoting products that stimulate habitual consumption and pleasure for maximum profit has been called ‘limbic capitalism’. In this article, drawing on alcohol and tobacco as key examples, we extend this framework into the digital realm. We argue that ‘limbic platform capitalism’ is a serious threat to the health and wellbeing of individuals, communities and populations. Accessed routinely through everyday digital devices, social media platforms aggressively intensify limbic capitalism because they also work through embodied limbic processes. These platforms are designed to generate, analyse and apply vast amounts of personalised data in an effort to tune flows of online content to capture users’ time and attention, and influence their affects, moods, emotions and desires in order to increase profits.

my critique of Manjoo’s article specifically and the ongoing privacy hysteria broadly is not simply about definitions or philosophy. It’s about fundamental assumptions. The default state of the Internet is the endless propagation and collection of data: you have to do work to not collect data on one hand, or leave a data trail on the other. This is the exact opposite of how things work in the physical world: there data collection is an explicit positive action, and anonymity the default.

I believe the privacy debate needs to be reset around these three assumptions: Accept that privacy online entails trade-offs; the corollary is that an absolutist approach to privacy is a surefire way to get policy wrong. Keep in mind that the widespread creation and spread of data is inherent to computers and the Internet, and that these qualities have positive as well as negative implications; be wary of what good ideas and positive outcomes are extinguished in the pursuit to stomp out the negative ones. Focus policy on the physical and digital divide. Our behavior online is one thing: we both benefit from the spread of data and should in turn be more wary of those implications. Making what is offline online is quite another.

Even if chatbots were to fix their accuracy issues, Google would still have a business model problem to contend with. The company makes money when people click ads next to search results, and it’s awkward to fit ads into conversational replies. Imagine receiving a response and then immediately getting pitched to go somewhere else — it feels slimy, and unhelpful. Google thus has little incentive to move us beyond traditional search, at least not in a paradigm-shifting way, until it figures out how to make the money aspect work. In the meantime, it’ll stick with the less impressive Google Assistant.

“Google doesn’t inherently want you, at an inherent level, to just get the answer to every problem. Because that might reduce the need to go click around the web, which would then reduce the need for us to go to Google.”

A hundred years ago, when image creation and distribution was more constrained, commerce was arranged by class. You can conceive of it as a vertical model, with high and low culture, and magazines and product catalogs that represent each class segment. Different aspirational images are shown to consumers, and each segment aspires upward to the higher level.

The world we live in is no longer dominated by a single class hierarchy. Today you have art, sport, travel, climbing, camping, photography, football, skate, gamer.

Class still exists, but there’s no longer just one aesthetic per class. Instead, “class” is expressed merely by price points that exist within consumer subcultural categories

In the starter pack meme, classes of people are identified through oblique subcultural references and products they are likely to consume. Starter pack memes reverse engineer the demographic profile: people are composites of products they and similar people have purchased, identified through credit card data and internet browsing behavior tracked across the web. While Reddit communities for gear were self-organizing consumer subcultures from one direction, companies and ad networks were working toward the same goal from the other direction.

API-ification has happened across the entire supply chain. Companies like CA.LA let you spin up up a fashion line as fast as you’d spin up a new Digital Ocean droplet, whether you’re A$AP Ferg or hyped NYC brand Vaquera. Across the board, brands and middleware were opening new supply chains, which then became accessible entrepreneurs targeting all sorts of subcultural plays. And with Shopify, Squarespace, and Stripe, you can open an online store and accept payments in minutes. Once the goods are readily available, everything becomes a distribution problem—a matter of finding a target demographic and making products legible to it.

Products begin their life as an unbranded commodities made in foreign factories; they pass through a series of outsourced relationships —brand designers, content creators, and influencers—which construct a cultural identity for the good; in the final phase, the product ends up in a shoppable social media post

way: in the cultural production service economy, all culture is made in service of for-profit brands, at every scale and size.

European and American commentators of all political stripes recognize the current cultural moment as one that is stuck in some way. Endless remakes and reboots, endless franchises, cinematic universes, and now metaverses filled with brands who talk to each other; a culture of nostalgia with no real macro narrative

Beyond our workplaces, what else is stepping in to provide a sense of community and belonging?

All in all, product marketing businesses can only do so much to situate their goods in these broader cultural worlds without eating into their margins. This seemingly insurmountable gap is what my workshops were trying to address. But what would it mean for brands to stop pointing to culture, and to start being it?

Culture is a process, with the end result of shaping human minds.

Today, social media has become a more perfect tool for culture than Arnold could have imagined, and its use a science of penetrating the mass mind. All communication now approaches propaganda, and language itself has become somebody else’s agenda. Little

When you bought Bitcoin and Ether, it’s with the knowledge that there was also a culture there to become part of. Now years later, there are many tribes to “buy into,” from Bitcoin Christians to Bitcoin carnivores, from Ethereum permissionless free market maxis to Ethereum self-organizing collective decentralized coop radicals. Even if none of these appeal to you, you still end up becoming what “the space” (crypto’s collective term for itself) calls a “crypto person.” The creation of more and more “crypto people” is driven by the new revenue model cryptocurrencies exhibit. The business logic of these tokens is “number go up,” a feat accomplished by getting as many people to buy the token as possible. In other words, the upside opportunity is achieved with mass distribution of Bitcoin and Ethereum culture—the expansion of what it means to be an ETH holder into new arenas and practices. Buyers become evangelists, who are incentivized to promote their version of the subculture.

In the 2010s, supply chain innovation opened up lifestyle brands. In the 2020s, financial mechanism innovation is opening up the space for incentivized ideologies, networked publics, and co-owned faiths.

Under CPSE models, companies brand products. They point to subcultures to justify the products’ existence, and use data marketing to sort people into starterpack-like demographics. Subcultures become consumerized subcultures, composed of products

Authenticity, I came to understand, was more than a culture of irony and suspicion of everything commercial culture has to offer. It drew on a deep moral source that runs through our culture, a stance of self-definition, a stance of caring deeply about the value of individuality.