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

The cutbacks at The Guardian and the demise Al Jazeera America announced this month provide painful lessons that the news business is not just about providing news, but creating workable business models and gaining audiences who think their content is valuable. The Guardian announced 20% budget  cuts (£50 million; $72 million) and stretched the credibility of corporate public relations by presenting them growth strategy. The news organization has been losing money for years in a digital strategy that can only be described as hoping to buy market share through aggressive international expansion, free content provision, and the belief that digital advertising would replace declining print advertising. The Guardian ’s strategy was closely aligned to the discredited digital startup approach of considering the “burn rate” of its capital as a surrogate for prudent investment. In announcing the changes, David Pemsel, The Guardian ’s new chief executive, used trite popular business   langu