A profile of Brighton, featuring Clearleft’s own Chris How.
Terrible title; nice article. Rich speaks his brains about Clearleft and what we like about being in Brighton.
For once, Betteridge’s law of headlines is refuted.
This is a fascinating insight into the heady days of 2005 when Yahoo was the cool company snapping up all the best products like Flickr, Upcoming, and Del.icio.us. It all goes downhill from there.
There’s no mention of the surprising coda.
Newsvine has closed. Mike reflects on what he built, with a particular eye to the current online news situation.
When we look at how the average person’s news and media diet has changed over the last decade or so, we can trace it directly back to the way these and other modern organizations have begun feeding us our news. Up until 10 or 15 years ago, we essentially drank a protein shake full of news. A good amount of fruits and vegetables, some grains, some dairy, some tofu, and then a little bit of sugar, all blended together. Maybe it wasn’t the tastiest thing in the world but it kept us healthy and reasonably informed. Then, with cable news we created a fruit-only shake for half the population and a vegetable-only shake for the other half. Then with internet news, we deconstructed the shake entirely and let you pick your ingredients, often to your own detriment. And finally, with peer-reinforced, social news networks, we’ve given you the illusion of a balanced diet, but it’s often packed with sugar, carcinogens, and other harmful substances without you ever knowing. And it all tastes great!
There’s also this interesting litmus test for budding entrepreneurs:
We didn’t know for sure if it was going to work, but the day we decided we’d be happy to have tried it even if it failed was the day we ended up quitting our jobs (incidentally, if you are thinking about leaving your job for a new risky thing, this is the acid test I recommend).
It strikes me that Garrett’s site has become a valuable record of the human condition with its mix of two personal stories—one relating to his business and the other relating to his health—both of them communicated clearly through great writing.
Have a read back through the archive and I think you’ll share my admiration.
Sixteen years on, this still rings true.
I realized there are dot-com people and there are web people. Dot-com people work for start-ups injected with large Silicon Valley coin, they have options, they talk options, they dream options. They have IPOs. They’re richer after four months of “web” work than many web people who’ve been doing it since the beginning. They don’t have personal sites. They don’t want personal sites. They don’t get personal sites. They don’t get personal. Web people can tell you the first site they ever saw, they can tell you the moment they knew: This, This Is It, I Will Do This. And they pour themselves into the web, with stories, with designs, with pictures.
I think the move away from side projects toward doing a startup day one is not all good. There was something great about the ability to experiment with an idea before committing to it and before sucking other people’s money into it.
Paul takes a look back at a time in his life one decade ago. This is a great piece of personal writing.
The Android vs. iOS debate is one hinges around whether you think it makes more sense to target a (perceived) larger market, or target one that the technorati favor. But why choose? Building a good responsive web app has a series of benefits, the primary one being that you target users on every platform with one app. Every user. Every platform. All the time. Release whenever you want. A/B test with ease. Go, go go.
When I’ve been banging on at conferences about digital preservation, personal publishing and the indie web, I’ve been at pains to point out that there are huge opportunities here for startups looking to build valet services to help people publish on their own domain.
Ben and Erin at Known are doing just that, with some backing from KQED, PRX and the Knight Foundation instead of the usual short-sighted Silicon Valley venture capitalism.
One of the jobs of a startup is to look at where the world is going, extrapolating from current trends and domain knowledge, and meet a future need with a product at exactly the right time. We think the time is right for an independent web that is owned by content creators and readers alike.
If your startup gets acquired and shut down by a larger company, this is the way to announce it—no “we’re excited to announce”; no “incredible journey”. Instead there’s an apology and regret (which is exactly what your users will be feeling).
A well-written piece on the nature of work and value on the web, particularly in the start-up economy.
It’s a big ask, but if you can action these ten tips from Anil, your startup will crush it.
A collection of those appalling doublespeek announcements that sites and services give when they get acquired. You know the ones: they begin with “We’re excited to announce…” and end with people’s data being flushed down the toilet.
Biting satire that hits its mark superbly. Ouch! Be careful — this is sharp …and funny.
A collaborative writing tool built by a dream team. I’ve been using it for a while now and it’s very nice indeed.
VC funding that actually makes sense, from the always-sensible Maciej Cegłowski.
Oh, my! This excellent, excellent post from Anil Dash is a great summation of what has changed on the web, and how many of today’s big-name services are no longer imbued with the spirit of the web.
Either you remember how things used to be and you’ll nod your head vigorously in recognition and agreement …or you’re too young to remember this, and you won’t quite believe that is how things worked.
This isn’t some standard polemic about “those stupid walled-garden networks are bad!” I know that Facebook and Twitter and Pinterest and LinkedIn and the rest are great sites, and they give their users a lot of value. They’re amazing achievements, from a pure software perspective. But they’re based on a few assumptions that aren’t necessarily correct. The primary fallacy that underpins many of their mistakes is that user flexibility and control necessarily lead to a user experience complexity that hurts growth. And the second, more grave fallacy, is the thinking that exerting extreme control over users is the best way to maximize the profitability and sustainability of their networks.
This is a rather lovely history of the first two years of Lanyrd, starting with that honeymoon-turned-startup.
I really like the way that Lanyrd’s communications reflect the personalities of Simon and Nat: utterly brilliant, but also a little bonkers, with far more animals than would be reasonably expected.