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peter	
  brantley	
  	
  
internet	
  archive	
  
san	
  francisco	
  ca	
  
Control	
  over	
  the	
  publishing	
  industry	
  has	
  	
  
shifted	
  out	
  of	
  the	
  hands	
  of	
  publishers.	
  
concept	
  of	
  	
  
an	
  “organizational	
  field”	
  
(defined)	
  

often	
  complex	
  groups	
  or	
  
sets	
  of	
  actors	
  involved.	
  	
  	
  
stable	
  industry	
  >	
  stable	
  network	
  	
  
(and	
  vice	
  versa)	
  

for	
  both	
  organizations	
  	
  
and	
  people	
  	
  
Technology	
  shifts	
  can	
  disrupts	
  a	
  field	
  …	
  	
  
(means	
  of	
  production,	
  means	
  of	
  distribution)	
  

radical	
  change	
  in	
  field	
  members,	
  and	
  
ultimately	
  in	
  its	
  products	
  or	
  services.	
  
In	
  any	
  organizational	
  field,	
  market	
  actors	
  
coalesce	
  around	
  an	
  “axis	
  of	
  competition”	
  

	
   	
  product	
  |	
  pricing	
  |	
  services	
  
Deep	
  cutting	
  technology	
  shifts	
  	
  
in	
  production	
  and	
  distribution	
  	
  

remove	
  the	
  ability	
  to	
  focus	
  	
  
on	
  any	
  single	
  axis	
  at	
  a	
  time.	
  	
  
Disruption	
  of	
  core	
  fundamentals	
  
even	
  creates	
  conflicts	
  emerging	
  
from	
  a	
  redefinition	
  of	
  old	
  assets:	
  	
  

  	
  …	
  a	
  “backward	
  lens”	
  	
  
 For	
  example:	
  

Digital	
  rights	
  for	
  older	
  backlist	
  titles,	
  
where	
  rights	
  to	
  the	
  latent	
  rents	
  were	
  
never	
  negotiated.	
  
 Outcome:	
  

Rosetta;	
  Andrew	
  Wylie	
  v.	
  Random	
  House	
  
HarperCollins	
  v.	
  Open	
  Road	
  Media	
  	
  
Difficult	
  enough	
  issue	
  to	
  have	
  a	
  separate	
  
appendix	
  in	
  the	
  GBS	
  settlement	
  proposal	
  	
  

(“Author-­‐Publisher	
  Procedures”).	
  
 As	
  content	
  emerges	
  in	
  different	
  channels,	
  	
  
	
  role	
  vs	
  function	
  conflict	
  develops:	
  

	
  authors	
  	
  |	
  	
  agents	
  	
  |	
  	
  publishers	
  |	
  retailers	
  

	
  Functions	
  no	
  longer	
  “captured”	
  by	
  orgs.	
  
Tech	
  shifts	
  permits	
  new	
  firms	
  to	
  enter,	
  	
  
	
  sunder	
  existing	
  networks,	
  and	
  disrupt	
  	
  
existing	
  “resource	
  dependencies”.	
  	
  	
  
Call	
  into	
  question	
  the	
  very	
  viability	
  	
  
of	
  older	
  firms	
  and	
  organizations.	
  	
  
Imagine	
  consumer	
  3-­‐d	
  printable	
  	
  
aerocar	
  templates	
  on	
  torrents,	
  	
  
competing	
  with	
  existing	
  cars.	
  
Org.	
  fields	
  in	
  turmoil	
  are	
  subject	
  to	
  
a	
  wildfire	
  development	
  of	
  emergent	
  	
  
markets,	
  new	
  patterns	
  of	
  competition.	
  	
  
 Amazon’s	
  kindle	
  …	
  	
  

Neither	
  the	
  ereader	
  nor	
  the	
  ebook	
  	
  
were	
  new	
  creations,	
  but	
  intro	
  into	
  a	
  
disrupted	
  publishing	
  field	
  made	
  all	
  	
  
the	
  difference.	
  	
  
Apple	
  and	
  Amazon	
  are	
  something	
  new:	
  
comprehensive,	
  proprietary	
  consumer-­‐	
  
facing	
  content-­‐distribution	
  platforms.	
  	
  
 Both	
  companies	
  have	
  created	
  media	
  
	
  consumption	
  portals	
  with	
  tablet	
  and	
  	
  
	
  catalog	
  support.	
  	
  
Not	
  concerned	
  with	
  historical	
  relationships,	
  
seeking	
  profit	
  in	
  disruption,	
  and	
  with	
  a	
  wildly	
  
different	
  understanding	
  of	
  their	
  competition.	
  
 Apple,	
  Amazon,	
  Google,	
  Facebook	
  are	
  
	
  network-­‐centric	
  platforms	
  focused	
  on	
  
	
  a	
  technically-­‐enabled	
  monetization	
  	
  
	
  of	
  web	
  traffic,	
  driving	
  consumption.	
  	
  
 Reliance	
  on	
  web	
  technologies	
  enables	
  	
  
	
  new	
  forms	
  of	
  content	
  to	
  be	
  developed,	
  
	
  new	
  authoring	
  platforms	
  to	
  be	
  created.	
  
 Apple	
  iPad	
  apps	
  and	
  interactive	
  books	
  
	
  are	
  previously	
  unimaginable	
  art	
  forms.	
  	
  
	
  There	
  will	
  be	
  many	
  more	
  to	
  come.	
  	
  	
  
Concepts	
  from	
  the	
  software	
  industry:	
  

new	
  realms	
  of	
  info	
  design	
  +	
  arch,	
  	
  
and	
  opportunities	
  for	
  user	
  experience,	
  	
  
can	
  re-­‐invent	
  books	
  and	
  journals.	
  	
  
Digital	
  tech	
  enables	
  …	
  	
  

•    highly	
  mobile	
  content	
  delivery;	
  	
  
•    machine	
  based	
  auto-­‐curation;	
  	
  
•    linked	
  open	
  data	
  relationships;	
  
•    semantically	
  driven	
  associations.	
  	
  
New	
  forms	
  of	
  product	
  innovation	
  
permit	
  core	
  industry	
  standards	
  to	
  
be	
  suborned	
  by	
  disruptive	
  firms.	
  
EPUB	
  	
  EPUB3	
  in	
  order	
  to	
  compete	
  vs.	
  	
  
Apple/Android	
  apps,	
  only	
  to	
  see	
  EPUB3	
  	
  
adopted	
  as	
  a	
  foundation	
  for	
  proprietary	
  
enhancements.	
  	
  
Platforms	
  optimize	
  for	
  hardware,	
  
while	
  designers	
  maximize	
  artistry.	
  

Growing	
  silos	
  of	
  unique	
  content,	
  	
  
loss	
  of	
  universal	
  discovery	
  and	
  access.	
  	
  
Loss	
  of	
  control	
  over	
  format	
  standards	
  	
  
that	
  would	
  otherwise	
  buttress	
  industry	
  
competition.	
  	
  

No	
  MP3	
  for	
  books.	
  
Efforts	
  to	
  leverage	
  previous	
  network	
  	
  
relationships,	
  mechanics	
  only	
  serves	
  	
  
to	
  create	
  unexpected	
  consequences.	
  
Publishers	
  attempt	
  to	
  re-­‐assert	
  control	
  of	
  	
  
market	
  pricing	
  and	
  distribution	
  channels	
  as	
  
they	
  lose	
  control	
  over	
  product	
  definition.	
  

  	
   	
  Agency	
  pricing	
  …	
  	
  
Even	
  putting	
  aside	
  DoJ	
  intervention,	
  
agency	
  pricing	
  can	
  never	
  re-­‐write	
  the	
  
new	
  relationships	
  and	
  dynamics	
  in	
  	
  
publishing.	
  	
  
Old	
  network	
  of	
  relationships	
  in	
  the	
  	
  
publishing	
  industry	
  is	
  no	
  longer	
  useful;	
  	
  
ties	
  that	
  bound	
  actors	
  together	
  have	
  
been	
  sundered.	
  	
  
In	
  the	
  shadow	
  of	
  Apple	
  and	
  Amazon	
  –	
  	
  
a	
  whole	
  new	
  ecosystem	
  of	
  technology-­‐	
  
based	
  publishing	
  startups	
  is	
  emerging	
  	
  
on	
  the	
  coasts	
  premised	
  on	
  disruption.	
  
Network	
  enables	
  new	
  forms	
  of	
  
awareness,	
  machine	
  self-­‐learning	
  is	
  
beginning	
  to	
  associate	
  people	
  with	
  	
  
information	
  in	
  new	
  ways.	
  	
  
Sometimes	
  scary.	
  	
  

Struggle	
  imminent	
  to	
  define	
  our	
  
relationship	
  with	
  networks	
  that	
  are	
  
increasingly	
  aware	
  of	
  our	
  needs	
  for	
  	
  
information.	
  	
  	
  
“Waving	
  at	
  the	
  machine”	
  	
  

We	
  will	
  have	
  to	
  grow	
  into	
  a	
  new	
  	
  
understanding	
  of	
  how	
  we	
  share	
  
information	
  through	
  the	
  network.	
  
“Hold	
  Hands”,	
  wickenden,	
  Flickr	
  
Libraries	
  and	
  universities	
  need	
  not	
  be	
  
consumers	
  of	
  technology,	
  but	
  rather	
  can	
  	
  
take	
  adv.	
  of	
  new	
  technology	
  directly.	
  
Re-­‐thinking	
  flow	
  …	
  

By	
  publishing’s	
  disruption,	
  public	
  and	
  
research	
  libraries	
  can	
  deliver	
  services	
  	
  
for	
  and	
  with	
  (not	
  “to”)	
  their	
  users.	
  
Being	
  able	
  to	
  consider	
  story	
  telling	
  and	
  	
  
data	
  as	
  software	
  reshapes	
  how	
  scholars	
  	
  
engage	
  with	
  their	
  peers	
  and	
  the	
  public.	
  	
  	
  
New	
  authoring	
  tools	
  and	
  platforms	
  	
  
enable	
  scholars	
  to	
  have	
  more	
  direct	
  	
  
control	
  over	
  how/where	
  	
  they	
  publish	
  	
  
(e.g.	
  Wordpress:	
  Annotum).	
  
Academic	
  authors	
  can	
  publish	
  outside	
  	
  
traditional	
  journal	
  publishing	
  systems	
  –	
  

Oppty	
  for	
  hyper	
  local	
  publishing	
  platforms.	
  
People	
  and	
  groups	
  can	
  create	
  their	
  own	
  	
  
own	
  micro-­‐publishing	
  sites,	
  and	
  publish	
  
directly	
  on	
  web-­‐based	
  journals.	
  

“Push”	
  to	
  publish	
  …	
  	
  
 PLoS	
  One,	
  PeerJ,	
  and	
  related	
  ilk	
  …	
  	
  

	
  that	
  minimally	
  gate	
  submissions:	
  

	
   	
  1)	
  is	
  it	
  a	
  new	
  and	
  original	
  work;	
  
	
   	
  2)	
  does	
  it	
  report	
  on	
  primary	
  research?;	
  
	
   	
  3)	
  is	
  it	
  technically	
  rigorous?	
  
 And	
  if	
  we	
  posit	
  that	
  all	
  information	
  has	
  
	
  the	
  potential	
  to	
  be	
  equally	
  discoverable	
  	
  
	
  on	
  the	
  web,	
  do	
  we	
  need	
  PLOS	
  One?	
  	
  
 By	
  redirecting	
  its	
  resources	
  over	
  the	
  next	
  
	
  few	
  years,	
  a	
  university	
  can	
  provide	
  enough	
  	
  
	
  publishing	
  services	
  of	
  its	
  own	
  to	
  eliminate	
  
	
  subventions.	
  
Between	
  libraries	
  and	
  presses,	
  societies	
  	
  
and	
  membership	
  associations,	
  between	
  	
  
authors	
  and	
  readers,	
  a	
  new	
  continuum	
  	
  
of	
  publishing	
  services	
  can	
  be	
  designed.	
  	
  	
  
 Enabling	
  scholars	
  to	
  publish,	
  and	
  readers	
  
	
  (both	
  lay	
  and	
  academic)	
  to	
  write	
  back	
  into	
  
	
  the	
  world	
  for	
  themselves.	
  	
  	
  
Digital Books and Flying Cars: The Library edition
 He	
  that	
  we	
  last	
  as	
  Thurn	
  and	
  Taxis	
  knew	
  

	
     	
  Now	
  recks	
  no	
  lord	
  but	
  the	
  stiletto’s	
  Thorn,	
  

	
  And	
  Tacit	
  lies	
  the	
  Gold	
  once-­‐knotted	
  horn.	
  	
  

	
     	
  No	
  hallowed	
  skein	
  of	
  stars	
  can	
  ward,	
  I	
  trow,	
  

	
  Who’s	
  once	
  been	
  set	
  his	
  tryst	
  with	
  Trystero.	
  
peter	
  brantley	
  

  	
   	
  director,	
  bookserver	
  project	
  
  	
   	
  internet	
  archive	
  

  	
   	
  @naypinya	
  (twitter,	
  gmail)	
  

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Digital Books and Flying Cars: The Library edition

  • 1. peter  brantley     internet  archive   san  francisco  ca  
  • 2. Control  over  the  publishing  industry  has     shifted  out  of  the  hands  of  publishers.  
  • 3. concept  of     an  “organizational  field”   (defined)   often  complex  groups  or   sets  of  actors  involved.      
  • 4. stable  industry  >  stable  network     (and  vice  versa)   for  both  organizations     and  people    
  • 5. Technology  shifts  can  disrupts  a  field  …     (means  of  production,  means  of  distribution)   radical  change  in  field  members,  and   ultimately  in  its  products  or  services.  
  • 6. In  any  organizational  field,  market  actors   coalesce  around  an  “axis  of  competition”      product  |  pricing  |  services  
  • 7. Deep  cutting  technology  shifts     in  production  and  distribution     remove  the  ability  to  focus     on  any  single  axis  at  a  time.    
  • 8. Disruption  of  core  fundamentals   even  creates  conflicts  emerging   from  a  redefinition  of  old  assets:      …  a  “backward  lens”    
  • 9.  For  example:   Digital  rights  for  older  backlist  titles,   where  rights  to  the  latent  rents  were   never  negotiated.  
  • 10.  Outcome:   Rosetta;  Andrew  Wylie  v.  Random  House   HarperCollins  v.  Open  Road  Media    
  • 11. Difficult  enough  issue  to  have  a  separate   appendix  in  the  GBS  settlement  proposal     (“Author-­‐Publisher  Procedures”).  
  • 12.  As  content  emerges  in  different  channels,      role  vs  function  conflict  develops:    authors    |    agents    |    publishers  |  retailers    Functions  no  longer  “captured”  by  orgs.  
  • 13. Tech  shifts  permits  new  firms  to  enter,      sunder  existing  networks,  and  disrupt     existing  “resource  dependencies”.      
  • 14. Call  into  question  the  very  viability     of  older  firms  and  organizations.    
  • 15. Imagine  consumer  3-­‐d  printable     aerocar  templates  on  torrents,     competing  with  existing  cars.  
  • 16. Org.  fields  in  turmoil  are  subject  to   a  wildfire  development  of  emergent     markets,  new  patterns  of  competition.    
  • 17.  Amazon’s  kindle  …     Neither  the  ereader  nor  the  ebook     were  new  creations,  but  intro  into  a   disrupted  publishing  field  made  all     the  difference.    
  • 18. Apple  and  Amazon  are  something  new:   comprehensive,  proprietary  consumer-­‐   facing  content-­‐distribution  platforms.    
  • 19.  Both  companies  have  created  media    consumption  portals  with  tablet  and      catalog  support.    
  • 20. Not  concerned  with  historical  relationships,   seeking  profit  in  disruption,  and  with  a  wildly   different  understanding  of  their  competition.  
  • 21.  Apple,  Amazon,  Google,  Facebook  are    network-­‐centric  platforms  focused  on    a  technically-­‐enabled  monetization      of  web  traffic,  driving  consumption.    
  • 22.  Reliance  on  web  technologies  enables      new  forms  of  content  to  be  developed,    new  authoring  platforms  to  be  created.  
  • 23.  Apple  iPad  apps  and  interactive  books    are  previously  unimaginable  art  forms.      There  will  be  many  more  to  come.      
  • 24. Concepts  from  the  software  industry:   new  realms  of  info  design  +  arch,     and  opportunities  for  user  experience,     can  re-­‐invent  books  and  journals.    
  • 25. Digital  tech  enables  …     •  highly  mobile  content  delivery;     •  machine  based  auto-­‐curation;     •  linked  open  data  relationships;   •  semantically  driven  associations.    
  • 26. New  forms  of  product  innovation   permit  core  industry  standards  to   be  suborned  by  disruptive  firms.  
  • 27. EPUB    EPUB3  in  order  to  compete  vs.     Apple/Android  apps,  only  to  see  EPUB3     adopted  as  a  foundation  for  proprietary   enhancements.    
  • 28. Platforms  optimize  for  hardware,   while  designers  maximize  artistry.   Growing  silos  of  unique  content,     loss  of  universal  discovery  and  access.    
  • 29. Loss  of  control  over  format  standards     that  would  otherwise  buttress  industry   competition.     No  MP3  for  books.  
  • 30. Efforts  to  leverage  previous  network     relationships,  mechanics  only  serves     to  create  unexpected  consequences.  
  • 31. Publishers  attempt  to  re-­‐assert  control  of     market  pricing  and  distribution  channels  as   they  lose  control  over  product  definition.      Agency  pricing  …    
  • 32. Even  putting  aside  DoJ  intervention,   agency  pricing  can  never  re-­‐write  the   new  relationships  and  dynamics  in     publishing.    
  • 33. Old  network  of  relationships  in  the     publishing  industry  is  no  longer  useful;     ties  that  bound  actors  together  have   been  sundered.    
  • 34. In  the  shadow  of  Apple  and  Amazon  –     a  whole  new  ecosystem  of  technology-­‐   based  publishing  startups  is  emerging     on  the  coasts  premised  on  disruption.  
  • 35. Network  enables  new  forms  of   awareness,  machine  self-­‐learning  is   beginning  to  associate  people  with     information  in  new  ways.    
  • 36. Sometimes  scary.     Struggle  imminent  to  define  our   relationship  with  networks  that  are   increasingly  aware  of  our  needs  for     information.      
  • 37. “Waving  at  the  machine”     We  will  have  to  grow  into  a  new     understanding  of  how  we  share   information  through  the  network.  
  • 39. Libraries  and  universities  need  not  be   consumers  of  technology,  but  rather  can     take  adv.  of  new  technology  directly.  
  • 40. Re-­‐thinking  flow  …   By  publishing’s  disruption,  public  and   research  libraries  can  deliver  services     for  and  with  (not  “to”)  their  users.  
  • 41. Being  able  to  consider  story  telling  and     data  as  software  reshapes  how  scholars     engage  with  their  peers  and  the  public.      
  • 42. New  authoring  tools  and  platforms     enable  scholars  to  have  more  direct     control  over  how/where    they  publish     (e.g.  Wordpress:  Annotum).  
  • 43. Academic  authors  can  publish  outside     traditional  journal  publishing  systems  –   Oppty  for  hyper  local  publishing  platforms.  
  • 44. People  and  groups  can  create  their  own     own  micro-­‐publishing  sites,  and  publish   directly  on  web-­‐based  journals.   “Push”  to  publish  …    
  • 45.  PLoS  One,  PeerJ,  and  related  ilk  …      that  minimally  gate  submissions:      1)  is  it  a  new  and  original  work;      2)  does  it  report  on  primary  research?;      3)  is  it  technically  rigorous?  
  • 46.  And  if  we  posit  that  all  information  has    the  potential  to  be  equally  discoverable      on  the  web,  do  we  need  PLOS  One?    
  • 47.  By  redirecting  its  resources  over  the  next    few  years,  a  university  can  provide  enough      publishing  services  of  its  own  to  eliminate    subventions.  
  • 48. Between  libraries  and  presses,  societies     and  membership  associations,  between     authors  and  readers,  a  new  continuum     of  publishing  services  can  be  designed.      
  • 49.  Enabling  scholars  to  publish,  and  readers    (both  lay  and  academic)  to  write  back  into    the  world  for  themselves.      
  • 51.  He  that  we  last  as  Thurn  and  Taxis  knew      Now  recks  no  lord  but  the  stiletto’s  Thorn,    And  Tacit  lies  the  Gold  once-­‐knotted  horn.        No  hallowed  skein  of  stars  can  ward,  I  trow,    Who’s  once  been  set  his  tryst  with  Trystero.  
  • 52. peter  brantley      director,  bookserver  project      internet  archive      @naypinya  (twitter,  gmail)