Internet Giants Foster, and Threaten, Innovation Economy
By JONATHAN WEBER
Published: November 20, 2010
Among the business people gathered in San Francisco last week for the annual Web 2.0 Summit, there was little doubt that the second Internet boom will be just as transformative as the first. The connected pocket computer (otherwise known as a smartphone) and the social Web have created monster new markets, as more than one speaker noted, and the money is flowing accordingly.
Much of that money is flowing to the Bay Area, home to what are arguably the four most important companies of today’s consumer Internet: Google, Apple, Facebook and Twitter. Apple and Google are the second and sixth most valuable public companies by market cap in the country, respectively. The other two are commanding private-market valuations in the billions.
But the business contours of the industry are still taking shape, and how they evolve over the next couple of years will go a long way toward drawing the new economic geography of Silicon Valley.
Will the Internet be dominated by a handful of highly controlling giants, each operating huge technology platforms that dictate the nature and pace of innovation? Or will there be a more decentralized, chaotic environment, in which companies of all sizes rise and fall based on their ability to build great products and create relationships with consumers and business partners?
Apple’s iPhone and iPad, Google’s search-and-advertising service and Android mobile operating system, and Facebook and Twitter have all emerged as towering forces commanding verdant landscapes of technical, social and business innovation. For many start-up companies, this creates a moment of great opportunity: iPhone apps, Facebook games and Twitter add-ons have already produced a lot of very successful businesses.
Zynga has become one of the fastest-growing company in the history of the Internet economy by building social games on Facebook. You don’t have to walk far in San Francisco’s South of Market district to find engineers who have built highly profitable iPhone apps or are poised to cleverly tap the tens of millions of messages sent daily on Twitter.
But the platforms can exert tremendous control if they choose, wiping out entire tiers of upstart companies simply by implementing a new feature. Plan to create a distinctive interface for Twitter? What happens when Twitter decides, as in the case of the Tweetie iPhone app, to buy one of your competitors and make it the “official” product?
Evan Williams, the Twitter co-founder, was asked on stage last week what areas were safe for third-party developers, and he wasn’t able to give very clear guidance, noting that the company in its early days had not envisioned itself as a platform for others. Mark Zuckerberg of Facebook was a little more forthcoming — no Facebook-built social games are planned — but not much.
Apple, meanwhile, has exercised iron-fisted control over iPhone and iPad apps. As many developers have ruefully discovered, the company may simply refuse to approve your app product for no particular reason.
The maneuvering among these giants, and the business opportunities provided by their new platforms, have been very, very good for people with the right skills (or, as The New York Times reported this month, for San Francisco landlords with the right buildings). Google just said it would give everyone in the company a 10 percent raise; competition for talent is getting more heated by the day.
And if this second Internet boom seems less frothy than the first, that’s mainly because it’s not riding atop a strong national economy like the first boom in the late 1990s. Even so, within the industry there is already talk of boom having crossed over into bubble. Whatever you want to call it, there is a huge amount of money and energy pouring into the Internet start-up economy right now.
But it’s not hard to envision a day when the platform companies, powered by the enormous amount of highly specific personal information that they collect from their customers every day, begin to mature and show less interest in innovation than in harvesting the fruits of their dominant market positions. (See Microsoft circa 1995, or I.B.M. circa 1980). That will not be a happy moment for the Bay Area’s innovation economy.
http://www.nytimes.com/2010/11/21/us...anciscobayarea
By JONATHAN WEBER
Published: November 20, 2010
Among the business people gathered in San Francisco last week for the annual Web 2.0 Summit, there was little doubt that the second Internet boom will be just as transformative as the first. The connected pocket computer (otherwise known as a smartphone) and the social Web have created monster new markets, as more than one speaker noted, and the money is flowing accordingly.
Much of that money is flowing to the Bay Area, home to what are arguably the four most important companies of today’s consumer Internet: Google, Apple, Facebook and Twitter. Apple and Google are the second and sixth most valuable public companies by market cap in the country, respectively. The other two are commanding private-market valuations in the billions.
But the business contours of the industry are still taking shape, and how they evolve over the next couple of years will go a long way toward drawing the new economic geography of Silicon Valley.
Will the Internet be dominated by a handful of highly controlling giants, each operating huge technology platforms that dictate the nature and pace of innovation? Or will there be a more decentralized, chaotic environment, in which companies of all sizes rise and fall based on their ability to build great products and create relationships with consumers and business partners?
Apple’s iPhone and iPad, Google’s search-and-advertising service and Android mobile operating system, and Facebook and Twitter have all emerged as towering forces commanding verdant landscapes of technical, social and business innovation. For many start-up companies, this creates a moment of great opportunity: iPhone apps, Facebook games and Twitter add-ons have already produced a lot of very successful businesses.
Zynga has become one of the fastest-growing company in the history of the Internet economy by building social games on Facebook. You don’t have to walk far in San Francisco’s South of Market district to find engineers who have built highly profitable iPhone apps or are poised to cleverly tap the tens of millions of messages sent daily on Twitter.
But the platforms can exert tremendous control if they choose, wiping out entire tiers of upstart companies simply by implementing a new feature. Plan to create a distinctive interface for Twitter? What happens when Twitter decides, as in the case of the Tweetie iPhone app, to buy one of your competitors and make it the “official” product?
Evan Williams, the Twitter co-founder, was asked on stage last week what areas were safe for third-party developers, and he wasn’t able to give very clear guidance, noting that the company in its early days had not envisioned itself as a platform for others. Mark Zuckerberg of Facebook was a little more forthcoming — no Facebook-built social games are planned — but not much.
Apple, meanwhile, has exercised iron-fisted control over iPhone and iPad apps. As many developers have ruefully discovered, the company may simply refuse to approve your app product for no particular reason.
The maneuvering among these giants, and the business opportunities provided by their new platforms, have been very, very good for people with the right skills (or, as The New York Times reported this month, for San Francisco landlords with the right buildings). Google just said it would give everyone in the company a 10 percent raise; competition for talent is getting more heated by the day.
And if this second Internet boom seems less frothy than the first, that’s mainly because it’s not riding atop a strong national economy like the first boom in the late 1990s. Even so, within the industry there is already talk of boom having crossed over into bubble. Whatever you want to call it, there is a huge amount of money and energy pouring into the Internet start-up economy right now.
But it’s not hard to envision a day when the platform companies, powered by the enormous amount of highly specific personal information that they collect from their customers every day, begin to mature and show less interest in innovation than in harvesting the fruits of their dominant market positions. (See Microsoft circa 1995, or I.B.M. circa 1980). That will not be a happy moment for the Bay Area’s innovation economy.
http://www.nytimes.com/2010/11/21/us...anciscobayarea
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