March 2007 Archives

As we head into the weekend.... If you're in town for the Final Four, and looking for a great burger, the Wall Street Journal recently ran an article profiling the best burgers in the country. Not only were three Atlanta restaurants featured, one of them was selected as having the best burger in America.

In addition to WSJ's picks, I can suggest George's in the Virginia Highland neighborhood and Vickery's in Midtown.

More: AOL City Guide "Atlanta Best Burgers"

From the Wall Street Journal article:

I think the best burgers in America are...in Atlanta.

The Vortex, a pseudo-biker joint that you enter through a human mouth, serves an estimable burger, as good as any in Tinseltown. Even better is the well-charred number with beautifully crisped thick-cut bacon at the Earl, in East Atlanta.

But the outstanding hamburger experience I found in an odyssey of several months and thousands of miles was at Ann's Snack Bar, a justifiably renowned little diner on a broken-down industrial stretch of highway.

Miss Ann, as habitues call her, is a woman of commanding style and ready banter. She works alone at her grill, patting each ample patty lightly as she sets it down. Her masterpiece, the "ghetto burger," is a two-patty cheeseburger tricked out with bacon that she tends closely in a fryolator.

Observing Miss Ann in action would be enough of a show, one perfected over many decades. But while she demonstrates the extreme economy of motion of a superb short-order cook, she simultaneously carries on a running dialogue of lightly sassy repartee with customers she knows.

Then Miss Ann dusts your almost-ready patties with "seasoned salt" tinged red from cayenne pepper. It looks like a mistake, too much, over the top. But when you get your ghetto burger in its handsomely toasted bun envelope, you regret doubting the lady for one second. The big burgers stand up fine to the spice. This is the next level in burgerhood. And it just barely fits in your mouth.

Justin KownackiI have seen the future of online video and his name is Justin Kownacki.

Kownacki, Director of the online episodic show "Something to Be Desired," presented his new approach to video production to a capacity audience at the Video on the Net conference in San Jose.

Since November 2003, Kownacki has produced 100 episodes of the show - with a cast of 25 - at the ultra-low cost of $200 per week.

His secret? What Kownacki calls "Open Source TV Production", similar to the open source magazine production model I developed for Inside Carolina in 1994.

Kownacki's 25-person cast volunteers, keeping cost low.

The people in the cast, many of them aspiring actors and actresses, volunteer because they believe it is good for them to be seen - and because they believe in the show.

"If you have a good product, good talent wants to attach to you," said Kownacki.

Kownacki spends most of his time coordinating the cast and producing the show.

Why an episodic approach? According to Kownacki, snack-based content is not sustainable. It isn't engaging, doesn't tell you a story that grips your mind or heart.

In addition to the show itself, the STBD blog gives a behind the scenes look at the production of the show. Looking ahead, Kownacki believes the way to make the show even better is to open up the creative process to fans, open up the scripting process and allow the audience to have a say.

But the bottom line isn't just the low cost of production, it's about why people watch the show.

"People don't subscribe to online shows, they subscribe to people and personalities, interesting characters who engage you," Kiwnacki said. "And a story you want to see where it goes."

(Photo credit: cirne)

Caterina Fake News.com has a good Q&A with Caterina Fake, co-founder of Flickr [credit for the assist to Peter Gruman for pointing me to this article]. In 2005, Fake sold the start-up to Yahoo. Now, as leader of Yahoo's technology development group, Fake's mandate is new products, innovation, culture and rapid development.

Points I found interesting in this article:

  • Jeff Weiner, head of the division at Yahoo, asked Fake early on, "How can we build the next Flickr at Yahoo?" Fake responded with a laugh and said, "No way, Jose, that will ever happen here." Now she is tasked with solving that problem. That's a funny story, but actually a good first step in developing an innovation process.

  • According to Fake: "There are tons of amazing ideas in big companies, and no innovation deficit. But the obstacle to getting things built is mostly process. There is one kind of process developed for building and maintaining large-scale products... And the development processes for that are very different from what it takes to build a new product in a short amount of time."

  • Different processes are needed for established products of scale and developing new innovative products. Fake says: "If you have 200 million mail clients, you need structure, reliability, uptime and dependability. Those things are very different from launch fast, take risks and embrace failure. Bureaucracy has its purpose, which is to keep the trains running on time. But building in small teams and launching early and often, bugs and all, is a very different proposition."

  • What lessons can be learned from virtual worlds? There is power in community and interaction with other people; the love of creation. Fake says: "It used to be that entertainment consisted of mass-produced content that people in Hollywood or record labels would decide what we needed and wanted. You have so much of a stronger attachment to what you made or your friends. There is something more genuine about it."

    (Photo credit: Caterina)

  • von07-davideckoff.jpgI attended and spoke at the Video on the Net conference in San Jose last week.

    Video on the Net was an outstanding conference. Not only were the speakers thought leaders in their fields, there was an engaging mix of speakers ranging from executives at major media companies to independent show producers. The conference sessions were fast paced, energized, and professional in every regard. Something I always appreciate: there were ample opportunities for business networking. I'm looking forward to attending Video on the Net in Boston this fall.

    Here is a round up of the most interesting things I heard and learned from the presentations at VON2007.

    Related Video:

  • Watch full video of my speech, on demand.
  • Jim Long, founder of Verge New Media, has produced a very cool hosted video wrap up of the conference. Tune in to his show, which is informative and entertaining!
  • Watch full video of each of the speakers, on-demand.

    -- Long time video blogger Steve Garfield says that soon we'll all be able to broadcast video live from the street, with WiFi enabled mobile devices, faster upload speeds and integrated tools. Garfield described how he produced an online video show entirely with a pre-release Nokia N95 cell phone. In just 15 minutes during a train ride, he shot video, edited, inserted credits and added a music track. When he got to a WiFi point, he was able to upload the video to his blog. Cool stuff!

    Watch Steve's video, "Recorded and edited on a train with an N95"

    -- Bob Bowman, CEO of Major League Baseball Advanced Media says that when MLBAM first got started streaming video of live baseball games, all were abysmal failures - not once did it work right all game. "Streaming live stuff is totally different than video on demand," Bowman said. Bowman adds: your content has to be real and authentic, or it won't last. He suggests providing an interactive experience, not doing flat video. Finally, Bowman made the following bold statement: "Convergence, it's not happening." According to Bowman, consumers won't consume on their cell phones the same content they want to consume on their TV's. You have to produce different content for each platform, TV, the PC and mobile, even if it is for the same consumer.

    -- Justin Kownacki, director of the online episodic show "Something to Be Desired," has produced 100 episodes since November 2003 on a shoestring budget of $200 per week through an approach he calls "Open Source TV production". How does he do it? The 25 person cast volunteers for the show, keeping production costs ultra low.

    -- Albert Cheng, vice president, digital media, Disney-ABC Television Group, says that his company is redefining the network as "a content programming service that connects fans to their shows." According to Cheng, 54% watch online because they missed an episode or didn't program their PVR; 34% are fans of the show who want to watch the episode again; a very large percentage watch the entire episode; and greater than 80% say they have a positive experience and would recommend to a friend. Cheng says consumers respond very favorably to ads that are very interactive and highly relevant (in contrast to 30 second ads). A cool idea coming out in a few months: when you pause the video from Disney-ABC Television, you'll see a static billboard with a brand message for a sponsor.

    -- Daniel Scheinman, senior vice president and GM, Cisco Media Solutions Group, says we'll see an explosion of content that will make it hard to find content. The central question of our age, according to Scheinman: how do we enable content to find you?

    Story continues in extended entry...

  • von2007.gif Next week I'l be speaking at the "Video on the Net" conference in San Jose, on the panel titled "A New Look at Content."

    If you're a video producer or video blogger, I'd like to get a chance to meet you, hear about what you're up to, hear about your experiences, and talk ideas. If you're interested in meeting up, please get in touch with me via the contact me page here.

    mq-logo2.gif A great article in newest edition of The McKinsey Quarterly entitled, "Coaching innovation: An interview with Intuit's Bill Campbell."

    In this Q&A, CEO Campbell talks about the role of innovation in stimulating growth, as well as the management challenge of building and sustaining an innovative corporate culture.

    Points I found compelling:

  • Campbell looks for founders, CEOs, and management teams focused on building durability and lasting value - not interested in a "quick in and out."

  • Innovation can occur in a couple of ways. Some companies want to break new ground with products and services that haven't been done before. In contrast, other companies, like Apple, over a period of time, figure out how to apply technology to consumer products that people want: a seamless end-to-end experience.

  • To foster a culture of innovation: start with giving the "crazy people" stature and make sure that the "lunatic fringe" has an opportunity to contribute.

  • Create a culture where engineers really are important. "Empowered engineers are the single most important thing that you can have in a company," Campbell says.

  • Campbell's sage advice for product managers: Don't tell an engineer what features you want. Tell engineers what problem the consumer has and then the engineers will provide you with a way better solution than you'll ever get by telling them to include a feature in a product.

  • To build a culture of innovation if you don't already have it, Campbell describes: "You need a leader. You have to go out and recruit the best person you can who knows how to create an innovation culture. He or she doesn't need to be personally the most innovative person, but he or she needs to know how to foster innovation. Then give that person license to hire. Go get yourself some teams. Recruit people who have the "DNA" that you want. For me, growth is the goal, and growth comes through having innovation. Innovation comes through having great engineers, not great product-marketing guys."

  • On the role of the customer in the innovation process, Campbell says: "We have to be careful about the customer. I learned this from Steve Jobs years ago. When I came to Apple, I brought my Kodak research mentality, and Steve's view was, "Stuff your research. Nobody's ever going to give you feedback on something that they can't conceive of." And so we would argue those points. And I still joke with him and say, "A marketing person would never have conceived of a Macintosh. But a marketing person could have made it better."

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