edithhopegardenjournal

Digital tech and platform firms are rapidly losing the Silicon Valley naiveté that has characterized their activities in the past 20 years. Billions of dollars of fines and lawsuit losses for abuse of dominant positions, misuse of personal data, workplace harassment, securities violations and a host of other offenses are shaking their world. Company leaders appear aghast and paralyzed by the developments, often unable to comprehend and effectively adjust to the forces of regulation and litigation that are acting on them globally, but especially in Europe and North America. A good part of their bewilderment is due to blind spots in their perceptions of themselves and the place of digital firms in society.   For two decades their founders, the companies themselves and digital gatherings and conventions have repeated the mantra that they are revolutionary, different, and old rules don’t apply.   They have argued that digital tech frees users and firms from the constraints of national regu

Serving and satisfying customers is a crucial part of  value creation in any business,but U.S. communication firms continue to struggle with the very basics and are being heavily criticized for poor service, price gouging, billing problems, and generally poor customer relations. 40 percent of the top 15 companies that most dissatisfy customers are communications firms, according to the latest data from the American Consumer Satisfaction Index. The companies American most dislike include Facebook and cable systems, which operate as near monopolies and consumerss have no real competitors to turn to for better service. The scores for the companies are: Direct TV: 68/100 Facebook: 66/100 Comcast: 61/100 Time Warner: 63/100 Cox Communications: 63/100 Charter Communications: 59/100 These are failing scores on any grading system. The companies have little incentive to spend time and money to improve service and relations with customers b ecause there is no real competition that can discipline

The decision to close the News of the World in the UK because of the fallout from the phone hacking scandal shows the importance of ethical behavior and public credibility for media firms. The paper had been hacking the private communications of celebrities, politicians, crime victims, and even relatives of soldiers killed in Afghanistan and then spent four years trying to cover it up by paying hush money and—according to some reports—bribing police officers to ignore its crimes. The paper, owned by Rupert Murdoch’s News Corp., was Britain’s largest selling Sunday newspaper until it spectacularly unraveled in recent weeks. Continuing revelations of illicit activities and the announcement of Parliamentary and police investigations led advertisers including Ford, Sainsbury, Lloyds Banking Group, Virgin Media, Dixons, and Vauxhall to pull their advertising. Perhaps it was embarrassment—but it was more likely the loss of revenue, the loss of almost $3 billion in market value for the paren