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H1Z1 officially comes to the PS4
H1Z1 has spent a couple months on PS4 in an open beta. But today, the Battle Royale game is officially making its debut on the PlayStation platform.
Much like Fortnite Battle Royale, which has swept the gaming world unlike almost any title before it, H1Z1 drops 100 players into a map where they must loot up and survive. Unlike Battle Royale, H1Z1 is relatively more realistic, with a much larger map, more drab colors, and a handful of drivable vehicles.
Interestingly, H1Z1 was one of the earlier Battle Royale games during the game type’s wave of popularity, catching the attention of pro gamers back in 2015. Back then, the game was only available via Steam.
Since, games like PUBG and Fortnite have grown wildly, forcing H1Z1 makers Daybreak to play a bit of catch up.
But today, H1Z1 goes officially live on the PS4, giving gamers who are sick of Fortnite’s bubbly world a chance to get into the Battle Royale world in a different way.
Plus, Daybreak has added in a Fortnite-style Battle Pass for the season, letting PS4 players unlock reward levels for $5.49. H1Z1 is also getting a couple new weapons, including a Sniper Rifle and an RPG, as well as an ARV that can fit a full team of five.
You can check out the launch trailer below:
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MessageBird offers single API for customer comms across WhatsApp, WeChat, Messenger and more
MessageBird, the Amsterdam-based cloud communications platform backed by Accel in the U.S. and Europe’s Atomico, is unveiling a new product today that aims to make it easier for enterprises to communicate with customers across various channels of their choosing.
Dubbed “Programmable Conversations” (yes, really!), the product takes the form of a single API that unifies customer interactions across multiple channels into a single conversation thread. Out of the box these include WhatsApp, WeChat, Facebook Messenger, Line, Telegram, SMS and voice interactions. The idea is that by providing a consolidated view of a customer’s entire communication history with an enterprise, customer support agents and other customer-facing staff will have the firepower to stay on top of their game in terms of the customer service they provide.
Or, put another way, more communication channels inevitably lead to fragmented conversations, which, especially when multiple support staff are involved, can lead to a degradation of service. Programmable Conversations is an attempt to help solve this problem.
In a call with MessageBird founder and CEO Robert Vis, he told me that more broadly enterprises — and fast-growing startups — no longer have the luxury of dictating how and through what channels customers converse with them. Traditionally, customer service would be delivered via a dedicated phone number, but the plethora of established and emerging online messaging and communications channels has radically increased the number of options customers have and expect.
However, this creates a headache for businesses as each channel needs developer time to be integrated into an existing CRM or business process and additional staffing to service conversations across multiple channels.
It is this heavy lifting that MessageBird’s Programmable Conversations takes care of — keeping conversations in sync across multiple channels, for example, isn’t technically simple — thus cutting down on not just initial implementation time and cost, but also continued maintenance and upkeep.
Vis also explained that Programmable Conversations is designed to enable comms for enterprises that are global — including scale-ups with global ambitions from the get-go — in terms of the territories, carrier integrations and messaging platforms the company supports.
“Delivering communications experiences that improve customer satisfaction and loyalty has to be a focus of businesses today,” adds the MessageBird CEO in a statement. “Consumers today want to connect with businesses in the same way they do with their friends and family – on their own time, via their preferred channel with all the context of previous conversations. With Programmable Conversations enterprises can now easily build a modern communications experience while reducing the burden of their often over-tasked developers”.
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Handiscover, the startup that helps you find accessible travel accommodation, raises $700K
Handiscover, a startup that lets you find and book accessible travel accommodation, has raised $700,000 in new funding. The round is backed by Howzat Partners, which has previously invested in a number of successful travel companies, such as publicly-listed Trivago and more recently Lodgify. Tranquility Capital, a Swedish family fund with a background in accessibility, also participated.
Originally launched in June 2015 to enable hosts to list accommodation and have Handiscover’s algorithm classify the accessibility of their properties or rooms, the startup has since evolved into a fully fledged two-sided marketplace, enabling consumers to search for and book travel accommodation based on various accessibility needs. The idea, founder Sebastien Archambeaud tells me, was born from his own experience as the father of 13-year-old Teo (pictured) who has a muscle condition and uses a wheelchair to get around.
“When travelling as the family we got so frustrated about the lack of purposeful information about accessibility of both vacation rentals and/or rooms for hotels,” he says. “That was what planted the first seed in my mind. Having a long background in international management and some previous tech experience and knowledge about building marketplaces, I thought I was well equipped to build a project like that. But as usual it never is as easy at it first sounds”.
Easy it might not be, but Handiscover seems to be making a decent dent so far, and appears more than capable of picking up any slack left by Airbnb’s recent acquisition of lesser-sized Accomable, which it has since shuttered. Handiscover currently lists 28,000 properties and rooms, and covers 83 countries, with more to come.
“Our mission is to enable people with disabilities and special needs (15-20 percent of the population) to travel the world, by being able to find a great choice of accommodations at different price levels, adapted to our users specific needs,” explains Archambeaud. “As there is no international standard for accessibility we created our own, using an algorithm to classify accommodations according to their level of accessibility, in a consumer friendly way”.
Archambeaud says direct competitors are mostly traditional travel agencies that specialise in disability, meaning they might have a website but are mainly focused on selling full holiday packages by phone. “We are more into helping our community travel the ‘modern’ way by bringing the freedom of booking online, when you want and with a large international choice,” he says, revealing that Handiscover will soon be working with travel tech company Amadeus to scale supply in terms of the number of hotels listed.
Meanwhile, asked what he thinks of Airbnb’s acquisition of Accomable, Archambeaud had this to say: “[It] was a great signal that our community is relevant from a business point of view and that Airbnb takes an interest in it. For us it has just been positive so far, both business-wise when talking to investors, but also from a community point of view”.
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Don’t fear the big company ‘kill zones’
Ed Byrne is an entrepreneur, investor and co-founder of Scaleworks.
Do you worry about the so-called “kill zones” of big tech companies? The Economist thinks you should. The theory basically suggests that if your product or service is anyway threatening or accretive to one of these incumbents, they will either force-buy your company or clone it and destroy your market.
Any entrepreneur that believes this should probably pack up now before it’s too late — if it’s not a “kill-shot,” it will be some other perceived death-knell that ruins your company.
Starting a company has never been easier. But growing a sustainable business is still difficult — as it should be. If you build something customers will pay for , you’re going to attract competition from copycats and incumbents. Consider it another type of validation, like product-market fit: competitors think we’re right.
Welcome to being an entrepreneur — you are going to be constantly battling – lack of cash, lack of customers, aggressive competition, better-funded competitors, underperforming staff, slow-moving sales cycle, or some other as-yet-unknown. The list of pitfalls is long. But enough willpower and perseverance — “blood, sweat and tears” — will get you to the other side. Eventually. Remember – the product of an overnight success is years of hard work.
If this is sounds too daunting – don’t do it!
If you enter a market large enough, with deep pocketed and dominant incumbents, you have your work cut out for you. Maybe a nice UI and faster workflow attracted customers and some early adopters – but guess what – they are copyable features. Features alone are rarely enough to win a defensible market position.
Try to ignore advice that says you should focus on building the best product as your differentiator — this does not set you up with the highest chance of success. Instead, focus on finding and serving a targeted segment of customers, with a unique set of needs, and tailor your product and service experience specifically for them.
It’s easy for features to be copied – but you can’t be both custom and generic at the same time. Custom is a great approach that new entrants can take to get a toehold in a larger market with larger players that must be generic (i.e. Salesforce is a generic CRM, but there are lots of vertical CRMs that successfully compete — Wise Agent for realtors, Lead Heroes for health insurance).
Presenting a Total Addressable Market (TAM) is the bane of potentially good startups that have been schooled in “anything less than a billion-dollar opportunity isn’t interesting.” Maybe we should reframe it as Potentially Ownable Market (POM). What are the details you can build in the beginning — where your tailored approach gives you instant leadership?
Project management for chefs
Let’s use project management as an example. Maybe a new entrant starts as an app for restaurants, which helps chefs build new menus. Each task list is a “recipe,” each recipe has “ingredients,” with amounts and timing, kitchen location, suppliers, alternatives and “garnishes and sauces.” The app integrates with the stock system and POS, and helps chefs predict inventory needs and staffing based on recipe times/complexity.
The founder has looked around and this is the only project management app that focuses on chefs, giving him an instant potentially ownable market. The business might be able to thrive in this segment alone and become the dominant player with its own kill zone.
Maybe this is the first step; the company gets profitable early growth and becomes sustainable, which funds development to grow the business into other vertical and complementary areas. Over time the business will grow into a large TAM — a far better approach than starting off in a large market with clear winners already.
Avoid the battle entirely by creating your own category.
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Scale, whose army of humans annotate raw data to train self-driving and other AI systems, nabs $18M
The artificial intelligence revolution is underway in the world of technology, but as it turns out, some of the most faithful foot soldiers are still humans. A startup called Scale, which works with a team of contractors who examine and categorise visual data to train AI systems in a two-sided marketplace model, announced that it has raised an additional $18 million in a Series B round. The aim will be to expand Scale’s business to become — in the words of CEO Alexandr Wang, the 21-year-old MIT grad who co-founded Scale with Lucy Guo — “the AWS of AI, with multiple services that help companies build AI algorithms.”
“Our mission is to accelerate the development of AI apps,” Wang said. “The first product is visual data labelling, but in the future we have a broad vision of what we hope to provide.”
Wang declined to comment on the startup’s valuation in an interview. But according to Pitchbook, which notes that this round actually closed in May of this year, the post-money valuation of Scale is now $93.50 million ($75 million pre-money).
The money comes on the back of an eventful two years since the company first launched, with revenues growing 15-fold in the last year, and “multiple millions of dollars in revenue” from individual customers. (It doesn’t disclose specific numbers, however.)
Today, Scale’s base of contractors numbers around 10,000, and it works with a plethora of businesses that are developing autonomous vehicle systems such as General Motors’ Cruise, Lyft Zoox, Nuro, Voyage, nuTonomy and Embark. These companies send Scale’s contractors raw, unlabelled data sets by way of Scale’s API, which provides services like Semantic Segmentation, Image Annotation, and Sensor Fusion, in conjunction with its clients LIDAR and RADAR data sets. In total, it says it’s annotated 200,000 “miles of data” collected by self-driving cars.
AV companies are not its only customers, though. Scale also works with several non-automotive companies like Airbnb and Pinterest, to help build their AI-based visual search and recommendation systems. Airbnb, for example, is looking for more ways of being able to ascertain what kinds of homes repeat customers like and don’t like, and also to start to provide other ways of discovering places to stay that are based not just on location and number of bedrooms (which becomes more important especially in cities where you may have too many choices and want a selection more focused on what you are more likely to rent).
This latest funding round was led by Index, with existing investors Accel and Y Combinator (where Scale was incubated), also participated in this Series B, along with some notable, new individual investors such as Dropbox CEO Drew Houston and Justin Kan (two YC alums themselves who have been regular investors in other YC companies). This latest round brings the total raised by Scale to $22.7 million.
When Scale first made its debut in July 2016 as part of YC’s summer cohort, the company presented itself as a more intelligent alternative to Mechanical Turk, specifically to address the demands of artificial intelligence systems that needed more interaction and nuanced responses than the typical microtask asked of a Turker.
“We’re honing in on AI broadly,” Wang said. “Our goal is to be a pick axe in the AI goldrush.”
Early efforts covered a wide spread of applications — categorization/content moderation, comparison, transcription, and phone calling as some examples. But more recently the company has seen a particular interest from self-driving car companies, and specifically the ability to look at, understand and categorise images of what might appear on a road with the kind of recognition that only a human can provide for training purposes. For example, to be able to identify a scooter versus a wagon, a piece of asphalt or an article of granite-colored clothing on a person that could potentially look like asphalt to an unsuspecting camera, or whatever.
“This sub-segment of AI, autonomous vehicles, really took off after we launched, and that segment has been the killer use case for us,” Wang said.
My experience in talking with autonomous car companies and those who work with them has been that many of them are extremely guarded about their data, so much so that there are entire companies being built to help manage this IP standoff so that no one has to share what they know, but they can still benefit from each other.
Wang says that the same holds for Scale’s clients, and part of its unique selling point is that it not only provides data identification services but does so with the assurance that its systems retain none of that data for its own or other companies’ purposes.
“We don’t share across different silos and are very clear about that,” Wang said. “These companies are very sensitive, as are all AI companies about their data and where it goes, and we’ve been able to gain trust as a partner because will not share or sell data to any other parties.”
Scale uses AI itself to help select contractors. “We have built a bunch of algorithms and AI to vet and train contractors,” Wang said. In the training, “we provide feedback and determine if they are getting good enough to do the work, and in terms of ensuring the quality of their work, our algorithms go through what they are doing and verify the work against our models, too. There are a lot of algorithms.”
For clients who are calling in data from the public web — for example Pinterest or Airbnb — Scale uses a broader contractor pool that could include stay-at-home moms, students or others looking for extra money.
For clients who are sensitive about the data that’s being analysed — such as the car companies — the conditions are more restricted, and sometimes include centres where Scale controls the machines that are being used as well as how the data sets can be viewed.
This is one reason why Scale isn’t simply focused on growing the numbers of contractors as its only route for growing business. “We’ve noticed that when you have people who spend more time on this they do better work,” Wang said.
Wang said the Series B funding will be used to expand the kind of work Scale does for existing customers in the area of visual data analysis, as well as to gradually add in other categories of data, such as text.
“Our first goal is to improve algorithms for customers today,” he said. “There is no limit to how accurate they want to make their systems, and they need to be constantly feeding their AI with more data. All of our customers have this, and it’s an evergreen problem.”
The second is to diversify more outside driving and the visual data set, he said. “Right now, so much of the success has been in processing imagery and robotics or other perception challenges, but we really want to be the fabric of the AI world for new applications, including text or audio. That is another use of funds to expand to those areas.”
“Fabric” is the operative word, it seems: “Scale has the potential to become the fabric that connects and powers the Artificial Intelligence world,” said Mike Volpi, General Partner, Index Ventures, in a statement. “For autonomous vehicles in particular, Scale is well-positioned to take over an emerging field of data annotation regardless of which players ultimately come out on top. Alex…has recruited a highly talented and technical team to tackle this challenge and their progress is evident in the marquee list of customers they’ve won in such a short amount of time.”
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Chinese AI startup Tianrang raises a $26M funding round, launches new project to apply ML to cities
Chinese AI startup Tianrang has raised a $26 million (RMB180 million) funding round from China’s Gaorong Capital and co-lead CMB International Capital. Other investors included Ziniu Fund and Chinese fintech company Wacai. In 2016, the company raised an angel round led by Gaorong Capital and participated in by Shanghai Jindi Investment Management Ltd.
Based on deep learning and other AI technology, Tianrang provides data analysis and smart solutions for enterprises. It was founded by in 2016 by Xu Guirong, former director of Alibaba’s Ali Cloud and chief scientist at Alibaba’s cloud platform Alimama. So no slouch on the AI front.
Tianrang claims to be able to automatically collect and analyze marketing trends and purchase-related information on Alibaba’s e-commerce platform, allowing vendors to make better marketing decisions.
Wang Hongbo, chief investment officer at CMB International Capital says: “With algorithm and AI, Tianrang lowers the requirement of complex machine decision-making and makes it accessible and scalable for commercial use.”
Tianrang also plans to set up a project to apply machine learning to the urban development of cities, led by Jessie Li, a professor at the College of Information Sciences and Technology of Pennsylvania State University.
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Lumen raises $7M and passes $1M on Indiegogo for its breath-measuring device for weight loss
Our body is continuously storing and consuming energy to keep us alive — but understanding which fuels are being used and why is the Holy Grail of things like weight loss and body hacking. Today’s weight-loss market is saturated with generic products because — guess what — trying to tailor-make a solution for an individual is usually hard and expensive.
For a while now there’s been a technology around which can measure the metabolic gases found in your breath. The theory goes that if you can do that, everyone can work out what they should be eating and when. A few startups have tried, but nothing really took off. Now a new startup is having a crack and has secured significant funding to go for it.
Lumen is a pocket-sized device that measures the gases in your breath and translates that reading via an app into advice that gives you daily personalized meal plans.
As I said, this technology was tried by a startup called PATH Breath+Band, which had a similar device in 2016, but which didn’t take off.
The difference with Lumen is that it’s raised a decent war chest, as well as blowing up on Indiegogo.
It’s now raised a total of $7 million over the past four and a half years, from a host of investors. These include Disruptive VC, Oren Zeev, Red Swan Ventures, Resolute Ventures, Gigi Levy, Sir Ronald Cohen, Avishai Abrahami (Wix Founder) and RiverPark Funds. As part of that funding it’s also – in the last few days – raised more than $1 million on Indiegogo.
The founders are Merav Mor, a doctor of physiology (PhD) and cell biology and her twin sister, Michal Mor, also a doctor of physiology (PhD) and cell biology. CEO Daniel Tal is also a co-founder and also founded Wibiya, which was acquired by Conduit. It probably doesn’t hurt that the renowned Frog design helped in the, well, design.
As endurance athletes, the Mors began researching if there was a way for them to understand the impact of their nutrition and workouts on their bodies to improve their athletic performance. They came across a metabolic measurement called RQ (Respiratory Quotient), which is the gold standard for measuring the metabolic fuel usage of an individual. Top-performing athletes have been using this measurement for years, but the methods for measuring it are invasive (blood test), lengthy (1+ hour in metabolic chambers) and expensive (upwards of a few hundred dollars).
After four years of research and development they developed Lumen, with the ability to measure an individual’s RQ in one breath. What once took over an hour to measure, and a team of nutritionists and scientists to analyze, can now be done in less than three minutes. Michal and Merav’s technology is patent-pending.
So far Lumen says more than 300 beta users have lost an average of 6.8 lbs within the first 30 days of using the device.
Now, they do have competitors. These include Habit, which does pre-packaged personalized meals; Breezing, a technology that requires three minutes of continual breathing and the purchase of new cartridges with every measurement ($5); and Levl, which is a small home-lab setup that measures metabolism and ketosis and costs between $100-150/month. Then there is Ketonix, a computer-connected device that will only provide data on fat burn for users on a strict ketogenic diet.
But with Lumen you just buy the device and the app is free. No cartridges, filters or replacements.
All in all it’s quite a compelling proposition, so it will be interesting to see if Lumen can succeed where others have failed.
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InVision hires former Twitter VP of Design Mike Davidson
InVision continues its slow march toward design world domination, today announcing the hire of Mike Davidson who will take over as Head of Partnerships and Community.
Davidson was previously the VP of Design at Twitter, where he built a 100-person team that was responsible for every aspect of Twitter’s user experience and branding, including web, mobile web, native apps and business tools.
Before Twitter, Davidson worked at ESPN/Disney until 2005, when he founded NewsVine, which was purchased by NBCNews in 2007. Davidson then took on a vice president roll for five years before starting at Twitter.
At InVision, Davidson will oversee partnerships, product integrations, strategic acquisitions and community building. This includes leading InVision’s Design Leadership Forum, which hosts private events for design leaders from big companies like Facebook, Google, Lyft, Disney, etc. Davidson will also work with the new Design Transformation team at InVision to help create educational experiences for InVision’s customers.
Davidson says he plans to spend the next 30 to 60 days talking as little as possible, and listening to the feedback he hears from his team around what can be improved.
“InVision has a seamless workflow that includes everyone in the company in the design process,” said Davidson. “If there’s one goal I’d like to realize, it’s that. Design is a team sport these days, which wasn’t the case 10 or 20 years ago.”
In Davidson’s own words, the position at InVision is “less about business to business and more about designer to designer.” Davidson will be meeting predominantly with the design teams from various companies to discuss not only how InVision can help them build better experiences, but how InVision can incorporate those design teams’ personalities into the product.
InVision was built on the premise that the screen is the most important place in the world, considering that every brand and company is now building digital experiences across the web and through mobile applications. CEO Clark Valberg hopes to turn InVision into the Salesforce of design, and partnerships, acquisitions and product integrations are absolutely vital to that.
“We couldn’t be more excited to have an authentic leader like Mike step into this role to help us further build out our design community — which is as important to us as our product — and to help drive design maturity inside of every organization,” said Valberg. “Digital product design is shaping every industry in the world, and as the leader in the space, we see it as our responsibility to support and foster community and advanced education.”
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Evolute debuts enterprise container migration and management platform
Evolute, a 3-year old startup out of Mountain View, officially launched the Evolute platform today with the goal of helping large organizations migrate applications to containers and manage those containers at scale.
Evolute founder and CEO Kristopher Francisco says he wants to give all Fortune 500 companies access to the same technology that big companies like Apple and Google enjoy because of their size and scale.
“We’re really focused on enabling enterprise companies to do two things really well. The first thing is to be able to systematically move into the container technology. And the second thing is to be able to run operationally at scale with existing and new applications that they’re creating in their enterprise environment,” Francisco explained.
While there are a number of sophisticated competing technologies out there, he says that his company has come up with some serious differentiators. For starters, getting legacy tech into containers has proven a time-consuming and challenging process. In fact, he says manually moving a legacy app and all its dependencies to a container has typically taken 3-6 months per application.
He claims his company has reduced that process to minutes, putting containerization within reach of just about any large organization that wants to move their existing applications to container technology, while reducing the total ramp-up time to convert a portfolio of existing applications from years to a couple of weeks.
Evolute management console. Screenshot: Evolute
The second part of the equation is managing the containers, and Francisco acknowledges that there are other platforms out there for running containers in production including Kubernetes, the open source container orchestration tool, but he says his company’s ability to manage containers at scale separates him from the pack.
“In the enterprise, the reason that you see the [containerization] adoption numbers being so low is partially because of the scale challenge they face. In the Evolute platform, we actually provide them the native networking, security and management capabilities to be able to run at scale,” he said.
The company also announced that it been invited to join the Chevron Technology Ventures’ Catalyst Program, which provides support for early stage companies like Evolute. This could help push Evolute to business units inside Chevron looking to move into containerization technology and be big boost for the startup.
The company has been around in since 2015 and boasts several other Fortune 500 companies beyond Chevron as customers, although it is not in a position to name them publicly just yet. The company has 5 full time employees and has raised $500,000 in seed money across two rounds, according to data on Crunchbase.
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Chilling effects
The removal of conspiracy enthusiast content by InfoWars brings us to an interesting and important point in the history of online discourse. The current form of Internet content distribution has made it a broadcast medium akin to television or radio. Apps distribute our cat pics, our workouts, and our YouTube rants to specific audiences of followers, audiences that were nearly impossible to monetize in the early days of the Internet but, thanks to gullible marketing managers, can be sold as influencer media.
The source of all of this came from Gen X’s deep love of authenticity. They formed a new vein of content that, after breeding DIY music and zines, begat blogging, and, ultimately, created an endless expanse of user generated content (UGC). In the “old days” of the Internet this Cluetrain-manifesto-waving post gatekeeper attitude served the slacker well. But this move from a few institutional voices into a scattered legion of micro-fandoms led us to where we are today: in a shithole of absolute confusion and disruption.
As I wrote a year ago, user generated content supplanted and all but destroyed “real news.” While much of what is published now is true in a journalistic sense, the ability for falsehood and conspiracy to masquerade as truth is the real problem and it is what caused a vacuum as old media slowed down and new media sped up. In this emptiness a number of parasitic organisms sprung up including sites like Gizmodo and TechCrunch, micro-celebrity systems like Instagram and Vine, and sites catering to a different consumer, sites like InfoWars and Stormfront. It should be noted that InfoWars has been spouting its deepstate meanderings since 1999 and Alex Jones himself was a gravelly-voice radio star as early as 1996. The Internet allowed any number of niche content services to juke around the gatekeepers of propriety and give folks like Jones and, arguably, TechCrunch founder Mike Arrington, Gawker founder Nick Denton, and countless members of the “Internet-famous club,” deep influence over the last decades media landscape.
The last twenty years have been good for UGC. You could get rich making it, get informed reading it, and its traditions and habits began redefining how news-gathering operated. There is no longer just a wall between advertising and editorial. There is also a wall between editorial and the myriad bloggers who write about poop on Mt. Everest. In this sort of world we readers find ourselves at a distinct loss. What is true? What is entertainment? When the Internet is made flesh in the form of Pizzagate shootings and Unite the Right Marches, who is to blame?
The simple answer? We are to blame. We are to blame because we scrolled endlessly past bad news to get to the news that was applicable to us. We trained robots to spoon feed us our opinions and then force feed us associated content. We allowed ourselves to enter into a pact with a devil so invisible and pernicious that it easily convinced the most confused among us to mobilize against Quixotic causes and immobilized the smartest among us who were lulled into a Soma-like sleep of liking, sharing, and smileys. And now a new reckoning is coming. We have come full circle.
Once upon a time old gatekeepers were careful to let only carefully controlled views and opinions out over the airwaves. The medium was so immediate that in the 1940s broadcasters forbade the transmission of recordings and instead forced broadcasters to offer only live events. This was wonderful if you had the time to mic a children’s choir at Christmas but this rigidity was bed for a reporter’s health. Take William Shirer and Edward R. Murrow’s complaints about being unable to record and play back bombing raids in Nazi-held territories – their chafing at old ideas are almost palpable to modern bloggers.
There were other handicaps to the ban on recording that hampered us in taking full advantage of this new medium in journalism. On any given day there might be several developments, each of which could have been recorded as it happened and then put together and edited for the evening broadcast. In Berlin, for example, there might be a bellicose proclamation, troop movements through the capital, sensational headlines in the newspapers, a protest by an angry ambassador, a fiery speech by Hitler, Goring or Goebbels threatening Nazi Germany’s next victim—all in the course of the day. We could have recorded them at the moment they happened and put them together for a report in depth at the end of the day. Newspapers could not do this. Only radio could. But [CBS President] Paley forbade it.
Murrow and I tried to point out to him that the ban on recording was not only hampering our efforts to cover the crisis in Europe but would make it impossible to really cover the war, if war came. In order to broadcast live, we had to have a telephone line leading from our mike to a shortwave transmitter. You could not follow an advancing or retreating army dragging a telephone line along with you. You could not get your mike close enough to a battle to cover the sounds of combat. With a compact little recorder you could get into the thick of it and capture the awesome sounds of war.
And so now instead of CBS and the Censorship Bureau we have Facebook and Twitter. Instead of calling for the ability to record and playback an event we want permission to offer our own slants on events, no matter how far removed we are from the action. Instead of working diligently to spread only the truth, we consume the truth as others know it. And that’s what we are now chafing against: the commercialization and professionalization of user generated content.
Every medium goes through this confusion. From Penny Dreadfuls to Pall Mall sponsoring nearly every single new television show in the 1940s, media has grown, entered a disruptive phase that changes all media around it, and is then curtailed into boredom and commoditization. It is important to remember that we are in the era of Peak TV not because we all have more time to watch 20 hours of Breaking Bad. We are in Peak TV because we have gotten so good at making good shows – and the average consumer is ravenous for new content – that there is no financial reason not to take a flyer on a miniseries. In short, it’s gotten boring to make good TV.
And so we are now entering the latest stage of Internet content, the blowback. This blowback is not coming from governments. Trump, for his part, sees something wrong but cannot or will not verbalize it past the idea of “Fake News”. There is absolutely a Fake News problem but it is not what he thinks it is. Instead, the Fake News problem is rooted in the idea that all content deserves equal respect. My Medium post is as good as a CNN which is as good as an InfoWars screed about pedophiles on Mars. In a world defined by free speech then all speech is protected. Until, of course, it affects the bottom line of the company hosting it.
So Facebook and Twitter are walking a thin line. They want to remain true to the ancillary GenX credo that can be best described as “garbage in, garbage out” but many of its readers have taken that deeply open invitation to share their lives far too openly. These platforms have come to define personalities. They have come to define news cycles. They have driven men and women into hiding and they have given the trolls weapons they never had before, including the ability to destroy media organizations at will. They don’t want to censor but now that they have shareholders then they simply must.
So get ready for the next wave of media. And the next. And the next. As it gets more and more boring to visit Facebook I foresee a few other rising and falling media outlets based on new media – perhaps through VR or video – that will knock social media out of the way. And wait for more wholesale destruction of UGC creators new and old as monetization becomes more important than “truth.”
I am not here to weep for InfoWars. I think it’s garbage. I’m here to tell you that InfoWars is the latest in a long line of disrupted modes of distribution that began with the printing press and will end god knows where. There are no chilling effects here, just changes. And we’d best get used to them.
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