Quotes About Technology

From filmmakers to bloggers, producers of all sorts that start in the Tail with few expectations of commercial success can afford to take chances. They're willing to take more risks, because they have less to lose. There's no need for permission, a business plan, or even capital. The tools of creativity are now cheap, and talent is more widely distributed than we know.

El modelo tradicional de promoción, comercialización y distribución de música ha perdido vigencia. Los principales sellos discográficos y el sistema de distribución minorista que adquirió dimensiones colosales gracias a la fábrica de éxitos de la radio se encuentran con un modelo empresarial dependiente de los grandes éxitos; y ahora ya no hay suficientes discos de oro y de platino. Estamos asistiendo al fin de una era.

In short, we're seeing a shift from mass culture to massively parallel culture.

El proceso de fabricar cosas ha empezado a parecerse más al proceso de producción digital.

Whatever Microsoft product you use or have an interest in, there's an engineer or product manager carrying on a conversation in public about it.

A best-seller and a neverseller are just two entries in a database; equal in the eyes of technology and the economics of storage.

The overwhelming trend of our age is to take products that were once delivered as physical goods, find ways to turn them into data, and stream them into your home.

So everything is an algorithm now. And just as every Google search uses its algorithms to produce a different result for each person searching, so can algorithms customize products for their consumers. For

When you can dramatically lower the costs of connecting supply and demand, it changes not just the numbers, but the entire nature of the market.

Then television took over, birthing the ultimate in lockstep culture.

En 2011, algunos inversores de capital riesgo se unieron para invertir 10 millones de dólares cada uno en Kickstarter, MakerBot (una empresa de hardware de código abierto que fabrica impresoras 3-D) y Shapeways, un servicio de impresión 3-D, así como 23 millones en Quirky, otro mercado Maker[11]

Ése era el mundo de la escasez. Ahora, con la distribución y la venta digital, estamos entrando en un mundo de abundancia. Las diferencias son profundas.

The way to compete with free is to move past the abundance to find the adjacent scarcity.

Today, nuclear energy costs about the same as coal, which is to say that it didn't change the economics of electricity one bit.*

professional journalists who are seeing their jobs evaporate are typically those whose employers failed to find a new role in a world of abundant information. By and large, that means newspapers, which are an industry that will probably have to reinvent itself as dramatically as music labels. The top tier (the New York Times, Wall Street Journal, etc.) will probably shrink a bit, and the tier below that may be decimated.

1. If it's digital, sooner or later it's going to be free.

Every time a new technology enables more choice, whether it's the VCR or the Internet, consumers clamor for it. Choice is simply what we want and, apparently, what we've always wanted.

Variety is free: It costs no more to make every product different than to make them all the same. 2. Complexity is free: A minutely detailed product, with many fiddly little components, can be 3-D printed as cheaply as a plain block of plastic. The computer doesn't care how many calculations it has to do. 3. Flexibility is free: Changing a product after production has started just means changing the instruction code. The machines stay the same.

7. Sooner or later you will compete with free.

También ha creado una plataforma de innovación, igual que el iPhone de Apple es una plataforma para desarrolladores de software independientes que construyen un negocio en torno a las aplicaciones propias que operan en el teléfono.

Google is not a media company by any traditional definition of the word, but it makes its billions from the media business model.

The natural model for music and anything else where the marginal costs of manufacturing and distribution are close to zero is variable pricing.

At Google's first shareholders meeting, CEO Eric Schmidt elaborated on why he describes Google's mission as "serving the Long Tail.

En otras palabras, la parte en más rápido crecimiento de sus empresas es la venta de productos que no están disponibles en las tiendas minoristas tradicionales. Estas empresas con un espacio