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<title>New York Emmy Awards - Articles</title>
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<pubDate>Fri, 10 Sep 2010 05:12:02 GMT</pubDate>
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			<link>http://www.nyemmys.org/en/art/14/</link>
			<title>Seeing The Future Through The Past</title>
			<description>&lt;h1 style=&quot;text-align: center;&quot;&gt;&lt;span style=&quot;font-family: Verdana;&quot;&gt;&lt;font size=&quot;2&quot;&gt;     &lt;span style=&quot;font-weight: 400;&quot;&gt;By &lt;a href=&quot;mailto:info@shellypalmer.com&quot;&gt;     Shelly Palmer&lt;/a&gt;&lt;/span&gt;&lt;br&gt;     &lt;/font&gt;&lt;span style=&quot;font-weight: 400;&quot;&gt;&lt;font size=&quot;2&quot;&gt;Chairman, Advanced Media      Committee&lt;/font&gt;&lt;/span&gt;&lt;/span&gt;&lt;/h1&gt;
&lt;p&gt;&lt;font face=&quot;Verdana&quot;&gt;After the Wright brothers did their &amp;ldquo;proof of      concept&amp;rdquo; flight circa 1903, the fledging airline industry hit the road in      search of development capital. They brought their proposal to America&amp;rsquo;s      richest, most successful businessmen: the railroad barons. According to      legend, they were summarily dismissed. It seems the railroad tycoons didn&amp;rsquo;t      think much of the technology and felt it would never attain critical mass.     &lt;br&gt;     &lt;br&gt;     The most popular criticism of the railroad executives opines that they were      too stupid to recognize that they were the transportation business, not the      railroad business. And, more importantly, they should have recognized the      airplane as the new new thing. &lt;br&gt;     &lt;br&gt;     Anyone who lives in the present might look at this story see it as glaringly      irrelevant. We don&amp;rsquo;t really know what the railroad guys were thinking, the      story is oversimplified hearsay. And, it took 40 plus years for the airline      industry reign supreme &amp;ndash; an evolutionary time-scale by today&amp;rsquo;s standards.      And, while we&amp;rsquo;re at it, what is the analog to the airline&amp;rsquo;s role in our      industry. Surely not the Internet &amp;ndash; that bubble has burst! Broadband?      Ridiculous! WiFi? Keep dreaming. PVRs? Unlikely. So why tell the story at      all?&lt;br&gt;     &lt;br&gt;     Like all good history lessons, if we apply context, it can help us see the      future through the past. The moral of this folktale is: know what business      you&amp;rsquo;re in. In context, 1903 was a comparatively na&amp;iuml;ve time. Things moved      slower and &lt;em&gt;post hoc, ergo propter hoc &lt;/em&gt;(A Latin phrase traditionally      interpreted as &amp;quot;After this, therefore because of this.&amp;quot;) was reasonably      assumed by almost everyone about almost everything. That was then. &lt;br&gt;     &lt;br&gt;     Today, we move in Internet time and no one with half a brain would ever be      self-important enough to posit that anything, but the most simple events,      are causal. We live in an extraordinarily random universe with some version      of chaos theory impacting every business decision &amp;ndash; no matter how small. We      also live in a world where technologies evolve decades before societal,      cultural or business rules can catch up to them. And, unlike 1903, 2003      offers dozens (even hundreds) of new technologies competing for the title of      rightful heir to television&amp;rsquo;s legacy. Who will win? What will the future      look like? Where should you spend your time and resources?&lt;br&gt;     &lt;br&gt;     While there are an infinite number of paths that the future will not take,      there are far fewer probable paths. I don&amp;rsquo;t have &amp;ldquo;the&amp;rdquo; answer, but I can      offer a platform for your personal crystal ball to rest upon. &lt;br&gt;     &lt;br&gt;     We are coming to the age of mass personalization. Current technology enables      and empowers distributors of media to touch their consumers in many      different places in many different ways. &lt;br&gt;     &lt;br&gt;     What business are you in? Certainly not television, not broadcasting, not      cable and not satellite &amp;hellip; you are a distributor of media and your future      lies in millions of personal relationships that technology will enable you      to forge over the very near term.&lt;br&gt;     &lt;br&gt;     While your sales department is busy taking orders for traditional television      advertising, trained salespeople from other distributors of media are      actually selling non-traditional properties to your clients. Your clients      don&amp;rsquo;t talk about it that much because no one property is that important.      Right now, advanced media must be aggregated to be meaningful. There are      few, if any, business rules for buying and selling, but they will evolve as      needed. Advanced media is a dispassionate, self-regulating system.&lt;br&gt;     &lt;br&gt;     Can you see the future through the past? It&amp;rsquo;s like a hundred little      fledgling airline industries competing for critical mass. With the scatter      market in the basement and an Olympic and election year coming, who has time      to think about this? You must! Because like all good viral entities, by the      time this one hits your radar, it will be too late.&lt;br&gt;     &lt;br&gt;     &lt;br&gt;     -- Shelly Palmer is president of Palmer Advanced Media, a deep-knowledge      consulting practice specializing in transition advisement for brand      management and media companies.&lt;/font&gt;&lt;/p&gt; 
&lt;br&gt;&lt;br&gt;31-Aug-06 4:00 PM
</description>
			<itunes:subtitle>Seeing The Future Through The Past</itunes:subtitle>
			<itunes:summary>&lt;h1 style=&quot;text-align: center;&quot;&gt;&lt;span style=&quot;font-family: Verdana;&quot;&gt;&lt;font size=&quot;2&quot;&gt;     &lt;span style=&quot;font-weight: 400;&quot;&gt;By &lt;a href=&quot;mailto:info@shellypalmer.com&quot;&gt;     Shelly Palmer&lt;/a&gt;&lt;/span&gt;&lt;br&gt;     &lt;/font&gt;&lt;span style=&quot;font-weight: 400;&quot;&gt;&lt;font size=&quot;2&quot;&gt;Chairman, Advanced Media      Committee&lt;/font&gt;&lt;/span&gt;&lt;/span&gt;&lt;/h1&gt;
&lt;p&gt;&lt;font face=&quot;Verdana&quot;&gt;After the Wright brothers did their &amp;ldquo;proof of      concept&amp;rdquo; flight circa 1903, the fledging airline industry hit the road in      search of development capital. They brought their proposal to America&amp;rsquo;s      richest, most successful businessmen: the railroad barons. According to      legend, they were summarily dismissed. It seems the railroad tycoons didn&amp;rsquo;t      think much of the technology and felt it would never attain critical mass.     &lt;br&gt;     &lt;br&gt;     The most popular criticism of the railroad executives opines that they were      too stupid to recognize that they were the transportation business, not the      railroad business. And, more importantly, they should have recognized the      airplane as the new new thing. &lt;br&gt;     &lt;br&gt;     Anyone who lives in the present might look at this story see it as glaringly      irrelevant. We don&amp;rsquo;t really know what the railroad guys were thinking, the      story is oversimplified hearsay. And, it took 40 plus years for the airline      industry reign supreme &amp;ndash; an evolutionary time-scale by today&amp;rsquo;s standards.      And, while we&amp;rsquo;re at it, what is the analog to the airline&amp;rsquo;s role in our      industry. Surely not the Internet &amp;ndash; that bubble has burst! Broadband?      Ridiculous! WiFi? Keep dreaming. PVRs? Unlikely. So why tell the story at      all?&lt;br&gt;     &lt;br&gt;     Like all good history lessons, if we apply context, it can help us see the      future through the past. The moral of this folktale is: know what business      you&amp;rsquo;re in. In context, 1903 was a comparatively na&amp;iuml;ve time. Things moved      slower and &lt;em&gt;post hoc, ergo propter hoc &lt;/em&gt;(A Latin phrase traditionally      interpreted as &amp;quot;After this, therefore because of this.&amp;quot;) was reasonably      assumed by almost everyone about almost everything. That was then. &lt;br&gt;     &lt;br&gt;     Today, we move in Internet time and no one with half a brain would ever be      self-important enough to posit that anything, but the most simple events,      are causal. We live in an extraordinarily random universe with some version      of chaos theory impacting every business decision &amp;ndash; no matter how small. We      also live in a world where technologies evolve decades before societal,      cultural or business rules can catch up to them. And, unlike 1903, 2003      offers dozens (even hundreds) of new technologies competing for the title of      rightful heir to television&amp;rsquo;s legacy. Who will win? What will the future      look like? Where should you spend your time and resources?&lt;br&gt;     &lt;br&gt;     While there are an infinite number of paths that the future will not take,      there are far fewer probable paths. I don&amp;rsquo;t have &amp;ldquo;the&amp;rdquo; answer, but I can      offer a platform for your personal crystal ball to rest upon. &lt;br&gt;     &lt;br&gt;     We are coming to the age of mass personalization. Current technology enables      and empowers distributors of media to touch their consumers in many      different places in many different ways. &lt;br&gt;     &lt;br&gt;     What business are you in? Certainly not television, not broadcasting, not      cable and not satellite &amp;hellip; you are a distributor of media and your future      lies in millions of personal relationships that technology will enable you      to forge over the very near term.&lt;br&gt;     &lt;br&gt;     While your sales department is busy taking orders for traditional television      advertising, trained salespeople from other distributors of media are      actually selling non-traditional properties to your clients. Your clients      don&amp;rsquo;t talk about it that much because no one property is that important.      Right now, advanced media must be aggregated to be meaningful. There are      few, if any, business rules for buying and selling, but they will evolve as      needed. Advanced media is a dispassionate, self-regulating system.&lt;br&gt;     &lt;br&gt;     Can you see the future through the past? It&amp;rsquo;s like a hundred little      fledgling airline industries competing for critical mass. With the scatter      market in the basement and an Olympic and election year coming, who has time      to think about this? You must! Because like all good viral entities, by the      time this one hits your radar, it will be too late.&lt;br&gt;     &lt;br&gt;     &lt;br&gt;     -- Shelly Palmer is president of Palmer Advanced Media, a deep-knowledge      consulting practice specializing in transition advisement for brand      management and media companies.&lt;/font&gt;&lt;/p&gt;</itunes:summary>
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			<pubDate>Thu, 31 Aug 2006 21:00:00 GMT</pubDate>
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