«Part of understanding that ecosystem means acknowledging that many readers don’t care what outlet their news comes from — they care about getting it quickly. When it comes to breaking news, Smith says, the team working on the app won’t wait for BuzzFeed to publish a story if someone else has a scoop. ‹I don’t think you can do news well if you think that your news organization produces the only content of value. That’s crazy,› Smith says. ‹There’s a humility required in doing news well now. It requires being open to the Internet, and realizing you’re a part of a collaborative project with other news outlets.›»
«We are unwavering in our desire to reach a mass audience, but the best way to do that may be through multiple experiments with existing digital communities rather than trying to draw a large audience to yet another omnibus site…»
— First Look Media founder Pierre Omidyar in an update on how the company is evolving.

The author of this article has seen your comment at 4:55

Just a little idea: What if reader comments on news sites had these “Seen by the author at 4:55” labels that you know from chats?

Entrepreneur and venture capitalist Marc Andreessen on what makes or breaks startups (in an article from 2007). Usually, three key factors are considered: team, product, market. One of which, Andreessen, outweighs the other two.

…assuming the team is baseline competent and the product is fundamentally acceptable, a great market will tend to equal success and a poor market will tend to equal failure. Market matters most. And neither a stellar team nor a fantastic product will redeem a bad market.

5 things Flappy Bird can teach news organisations about mobile from @davidho.

«Editors do need to keep in mind that for nonprint readers (now, by far, a majority), context must occur, as much as possible, in each individual article, photograph or graphic. The delivery system for providing context has changed radically, even as the need for that context is more important than ever.»
— The NYT’s public editor, Margareth Sullivan, in an article discussing the Times’ coverage of the Gaza conflict.
«No great speeches to empty rooms. No finding a great piece of content but not doing the work to draw people’s attention to it. There’s a strange disconnect where you’re not supposed to care if anyone reads your thing, that it’s all about the intrinsic quality of the piece of work.»
— Upworthy founder Eli Pariser’s most important rule, as quoted in On The Nice Internet, Sharing Is Caring.
«The most important fight in journalism today isn’t between short vs. long-form publications, or fast vs. thorough newsrooms, or even incumbents vs. start-ups. The most important fight is between realists and nostalgists.»
«Just because something costs zero doesn’t mean people aren’t willing to pay something.»
— Bharat Anand, strategy professor at Harvard Business School, in «Business School, Disrupted».
«Watch and learn. That’s all there is to it.»
«We’re stubborn on vision and flexible on details.»

Amazon founder Jeff Bezos in an interview with Wired. Context:

Our first shareholder letter, in 1997, was entitled, “It’s all about the long term.” If everything you do needs to work on a three-year time horizon, then you’re competing against a lot of people. But if you’re willing to invest on a seven-year time horizon, you’re now competing against a fraction of those people, because very few companies are willing to do that. Just by lengthening the time horizon, you can engage in endeavors that you could never otherwise pursue. At Amazon we like things to work in five to seven years. We’re willing to plant seeds, let them grow—and we’re very stubborn. We say we’re stubborn on vision and flexible on details.

Similar quote from Google’s Larry Page: «It’s pretty difficult to solve big problems in four years.»