What transpired was an incredible “mosh pit of brains.” I may be misquoting someone on that, but you get the idea. (also not to be confused with a Bad Brain Mosh Pit)
I learned a lot. I learned about Wiener Sausages and German beer, for sure, but also about the sausage making necessary for news innovation. The collaboration which ensued turned good ideas into great ones and even spawned completely new projects out of common desires and needs. It was the fellowship of the thing.
But it wasn’t just academic discussion about futuristic dreams. We addressed questions like “how can we fix the broken comments model on news sites and the web in general?” And, “How can we pay for investigative journalism when sites rely on a page-view model?”
In fact, sustainability and business model ideas permeated the discussions that surrounded the hacking. All of those ideas seemed to accept that innovation was a key part of building a successful news business, both now and in the future. It’s hard to believe we still need to beat that drum in 2011, but we do. More of the same will not cut it, even if it is more profitable in the short term.
The most recognizable feature of the Berlin skyline is The Fernsehturm, or television tower. It was built in the late sixties to symbolize the the power of the German Democratic Republic. As I wandered the streets beneath it, I couldn’t help but think that this metaphor for Communist Berlin had a lesson for news industry.
It can either use its resources to convince the world from high up that it is strong, necessary and omnipresent, or it can join the democratic revolution of news happening on the ground. Because, for better or worse, it’s happening. The metro has left the station.
I’m reminded of a scene in Citizen Kane that serves as a lesson for what stagnation can do to a company, and that there are those who would rather just let things wind down naturally.
“You’re right,” says Charles Foster Kane, “I did lose a million dollars last year. I expect to lose a million dollars this year. I expect to lose a million dollars next year. You know, Mr. Thatcher, at the rate of a million dollars a year, I’ll have to close this place in . . . 60 years.”
Unfortunately most newspapers don’t have that luxury.
But that shouldn’t make them short-sighted. It’s a cold but undeniable truth that news companies have two paths.
One is to slowly decline, maintaining as many of the employees that rely on the print product for as long as possible.
The other is to make a bet on the future, which may hasten the termination of some employees but will enable those companies to garner a stake in the future of both journalism and marketing on the web.
I choose the latter.
It’s not margins that will save these companies but innovation.