Stop the Press”

Stop the Press”

Or “Paino­koneet Seis — kerto­muksia uuden journa­lismin ajasta” it is called in Finnish. A very good book everybody working in the present media scene should read. Written by journalist Johanna Vehkoo during her two year leave of absence in Reuters Institute for the Study of Journalism in Oxford and published couple of months back (by Teos).

Seriously, if you work in the media or you are at all interested where our media is heading — or more maybe where it is NOT heading — and what are the choices or what might be the smartest thing to do right now, you really should read this.

Lots of the things she discusses are the same themes you have been reading on the pages of e.g. this blog — and elsewhere — during the past couple of years. But it is more the way how she just wraps it up, in very clear Finnish, in a very concise manner and makes it pretty obvious that the present model is just not working — and you are stupid if you do not see and acknow­ledge this.

That the road chosen by the tradi­tional publishing houses simply just repeats all the mistakes committed elsewhere.

Being a Photographer

If you are a photo­grapher, I don’t think you have had a chance of NOT unders­tanding by now that something is totally wrong — I mean: wrong beyond photo­graphy, beyond the image business we used to work in. Writers still might choose to stick their head into the bush, fall into denial and pretend nothing is going on (btw, kind of scary if profes­sional journa­lists choose to do that, don’t you think? The watchdogs of our society…?) But for us — visual profes­sionals — that is no more an option.

I give you quickly two examples on the recent develop­ments which have caught my eye lately:

  • Turun Sanomat is trying to get rid of 30 out of their 35 person staff in their picture dept. Tietokuva. Leaves them the chief pic. editor, shop-steward (pääluot­ta­musmies) who cannot be fired legally and three secre­taries… which is just barely enough to handle the telephone booking service of this quality newspaper to freelancers 24/7 (à 5€ /hour — or couple of movie tickets in exchange of these quality images…? ;-) )
  • Now that Sanoma News is getting rid of their excess of staff, doesn’t it strike you a bit odd that Ilta-Sanomat will have less photo­graphers in their payroll as they do have editors-in-chief? Would be funny… if it were not so bloody sad.

I mean surely they do know what they are doing and that is the correct solution… ? When all the research published lately points to the fact that the future is visual (let me refer here e.g. to the one published in Tampere University about a week ago on — which I probably will discuss in my next post) .

And what does the legacy print do? A logical answer for the visual demand of the future? Right: more guys-in-ties for the business or cheap hacks to produce more text… makes total sense, right?

Yet, this is happening.

A Glimpse of Reality

I have to tell a brief anecdote of a friend of mine (a photo­grapher in HS) told me the other day. A routine gig he was about to go and shoot — something you do daily, sometimes several times a day, day in day out.. The editor decides to give a bit of extra briefing… then another one jumps in… then another…

My friend told me he counted 11 people around him giving instruc­tions of how he should do his image (one image, btw)… until he just politely left to do his work and let the guys-in-ties continue their visions of how it should be done.

Again: this should be funny… but I just find it very sad: these guys were serious, they really did not know what their role in the organization was — or was supposed to be — didn’t have a clue as what to do.… so when given an oppor­tunity to actually do something — i.e. give advice, to have influence — they jumped right at it.

And maybe that says something about the organization — about any organization which behaves this way: if there is time and room for eleven guys-in-ties spend their time in the morning to tell a seasoned visual profes­sional as how to take one picture … maybe — just maybe — there is something worth recon­si­dering in the organiza­tional structure. Or is it just me…? ;-)

As I got into telling anecdotes, let me share one more. One which made my heart miss a beat the other day…

A Second Opinion on the Future

One of the best parts of being a photo­grapher is that one meets interesting and intel­ligent people and gets to know their views — in a sort of informal way. On the side, so to speak. “You are photo­grapher, you are not journalist, you are poten­tially harmless…” they seem to think, so they quite often speak very directly if you ask the right questions.

The other day I happened to talk to somebody (I would mention his name, but I promised not to) while shooting him for an interview. A veteran of newspaper business, an editor-in-chief, a highly respected and seasoned profes­sional. Definitely more experienced than e.g. the present leadership of some of our biggest publishers.

There is one question which has been haunting me lately: I have hard time trying to understand why the present leaders of our legacy print don’t seem to see the obvious, when perso­nally I don’t have to think for a second when I look e.g. at the stats…(circulation, ad revenue, r&d budgets, dividends, etc.) or layoffs, freelance contract demonstrations…

I mean: are they dumb or blind? Or both? Or.… Or could it really be that they are just so cold that they have looked at the numbers, understood that this is a game lost and the only thing to do now is to cash in before it totally collapses… and then move into something else.

Maybe into restaurant business or construction? Or something else lucrative?

Remember: these guys are profes­sional businessmen, not journa­lists by training or vocation. And business is business…

So I decide to get a second opinion — a very educated one if I may add — and very casually I ask this editor-in-chief I mentioned while taking my pictures: “I know it sounds like a bad conspiracy theory, and I don’t want to imply these guys running the legacy print are idiots, but how can it be that they don’t see it? I mean, surely it cannot be that they don’t even try to do anything but to cash in…?”.

He does not hesitate a bit in his answer: “You are absolutely right, they are not idiots. It’s a game lost and they know it. And that’s exactly what they are doing.”

I am not easily shut up but I really did not know how to continue my casual conver­sation with him…

Johanna Vehkoo actually talks about the same thing — quoting Alex S. Jones and his Losing the News (2009) — using the term “harvesting” (“sadon­korjuu” in Finnish). Seeing it as a game lost and making the most of it before the game is over.

As I said, her book is a must-read for all of us.



An hour later I had posted the text above I came across Seth’s last blogpost:

Managers work to get their employees to do what they did yesterday, but a little faster and a little cheaper.

Leaders, on the other hand, know where they’d like to go, but understand that they can’t get there without their tribe, without giving those they lead the tools to make something happen.

Managers want authority. Leaders take responsibility.

We need both. But we have to be careful not to confuse them. And it helps to remember that leaders are scarce and thus more valuable.”

- Seth Godin -

Is there any doubt as to which ones our legacy media presently relies on?

20 Replies to “Stop the Press””

  1. Damn, you beat me with that Seth quote.

    Harvesting” certainly seems plausible, but my guess is that the media companies are not monolithic. There might be several competing opinions within the group of owners and managers. Hence the strange fact that Sanoma Corp financed the book that you write about. On the other hand, my main customer Otava­media is now cutting almost a fifth of their staff, despite relatively good financial results.

    One thing is for sure, though. There are no real leaders in media. To use a really worn-out expression: there is no Steve Jobs in the field. The only person I can see leading anything is Rupert Murdoch, but his leadership is totally negative.

    But to return to harvesting: maybe I was being too optimistic/pollyannaish in my last commentary. I mused that the corpo­ra­tions are actively trying to find solutions, i.e. someone there at least tries to lead their companies to a better direction.

    Well, the reality is probably some shade of gray, not black or white. Whatever the situation is, your question is still the only one that matters: what do WE do next?

    Seth, of course, suggests leadership. In my last reply I thought that us foot soldiers should just join together and sell our work like before, but with better, skinnier technology. I still think so, but what if we would take Seth seriously? Hmm, doesn’t sound realistic, or…?

    1. Hi -

      and yes, I knew you would like the Seth quote. Smart guy he is; I never thought of that before i.e. that there is diffe­rence between leaders and managers which both get trans­lated into Finnish as “johtaja”. As there is diffe­rence between “job” and “work” (again ref. to Seth) both trans­lated as “työ” in Finnish.

      You are right about Jobs — yes, it’s a cliché but totally true. After reading that Seth’s post I thought “well, who do I know who classify as leaders” as opposed to managers? And I thought of couple of people I have had the honor of knowing: Martin Saari­kangas (when he bought Värtsilä for 1€) and Adolf Ehnrooth. Naive maybe, but those were the names which came to my mind.

      About the “harvesting”. Your obser­vation of organiza­tions not being monolithic is totally correct. But: again quoting Seth: managers depend on authority. So the organiza­tions are living in a atmosphere of fear and punishment and nobody with half a brain is willing to express any original or critical thoughts as it might lead to reprimand, even revenge.

      Sorry I did not react to your last commentary. Had a week off with the family and really tried to give my brain a small break. Would have required a lot of writing and referencing and people not familiar with Seth would not have understood a word… things like “tribal leadership” are household terms for you and me, but we are a minority… :-)

      I liked your resolution: to become Seth… I think you are on the right path over there. Just have to give it a bit of time.

      1. Just another quote, but this time from Tom Friedman of New York Times:

        Marc Benioff, the founder of, a cloud-based software provider, describes this phase of the I.T. revolution with the acronym SOCIAL. S, he says, is for speed — everything is now happening faster. O, he says, stands for open. If you don’t have an open environment inside your company or country, these new tools will blow you wide open. C is for colla­bo­ration because this revolution enables people to organize themselves within companies and societies into loosely coupled teams to take on any kind of challenges — from designing a new product to taking down a government. I is for indivi­duals, who are able to reach around the globe to start something or colla­borate on something farther, faster, deeper, cheaper than ever before — as individuals.

        A is for alignment. “There has never been a more important time to have all your ships sailing in the same direction,” said Benioff. “The power of social media is that it is easier than ever to both articulate, and reinforce, the vision and values that create and inspire alignment.” And L is for the leadership that does that. Leadership in a SOCIAL world has to be a mix of bottom-up and top-down. Leaders need to inspire, enable and empower everything coming up from below in a company or a social movement and then edit and sculpt it with a vision from above into a final product.”

        Leadership in a SOCIAL world has to be a mix of bottom-up and top-down. Leaders need to inspire, enable and empower everything coming up from below in a company or a social movement and then edit and sculpt it with a vision from above into a final product.

        Speed, Open, Collabo­ration, Indivi­duals, Alignment, Leadership.
        As acronyms go, this one is pretty good.

      2. Hi -

        good quote, thank you. I gotta start reading NYT, although I do remember reading Friedman earlier somewhere.

        I really liked this vision of leadership — hope you don’t mind my highlighting.

        Maybe it’s because I am presently teaching and producing stuff for the students: let them do the creating, self-expression, great ideas… and then try to sculpt it into a as brilliant, coherent visual narrative as I possibly can.

        Sculpt” is a good one… not do it yourself, not tell how it should be done, but to try to filter the gems of their thoughts thru the filter of years of your experience to come up with something new, yet meeting approved, established profes­sional standards. Provide the soil to grow for the talent.

        Just miscel­la­neous thoughts…

  2. Must be an interesting book and your briefing is good. Another thing that has caught my eye these days is that the larger media houses indeed are having more and more generals and colonels and less foot soldiers. Just like in the old Soviet army and we know how well they fared! Never ending adjust­ments to organization structure and processes takes a lot of energy and the rest is used to micro­manage content the way your colleague was telling above. I downloaded today the new Ipad app of The Guardian and thought again if anyone will have a printed paper at the breakfast table in a couple of years…

    1. Kalle -
      thank you for commenting. To answer your last question: no, nobody will be reading the printed paper in couple of years. As i type this, my kids are playing with the iPad in the living room, loving it. Their role model i.e. dad i.e. me reads the morning news on the iPad… Surely they will order the printed version when they grow up… :-)

      Trouble is: the print business is still profi­table. More profi­table the cheaper you produce it. It is dying, everybody knows it. But if you can resuscitate it for another year of two, you can make more money…

      I actually understand this and accept this. What I cannot understand is that there is no real commitment for the future and what do we do there. But it is as JP above says, the players are probably not monolithic, but have different fractions working inside them… it’s just that presently, money talks and everything else is secondary…

      I talked to somebody the other day about this and expressed my concern for what is going to happen in 5 years time. He just laughed and said that you know, the companies do not know where they will be in 5 years time, so why should you worry.…?

      Thing is.. I guess I am old school. I’d like to build for things to last, build for the future, have at least some direction as to where I am heading.

      But that’s just me… :-)

  3. Hi, got here from Johanna Vehkoo’s book’s FB page.

    In this crisis, I think it would be worth inves­ti­gating where the majority of Finnish media org’s managers have been trained, ie. what are the theore­tical ideas and models about management, business and organiza­tional behavior and what are the core ideas and values that they subscribe to?

    I know that the MBA degree is very popular nowadays.. But it’s a relatively new one, so it’s most likely not to blame.

    Industrial management is most likely one the core baddies in this story — you know, the paradigm through which factories with machines and skilled (or unskilled) labour are managed.

    There are a few other popular management schools in Finland, but I’m not going to name them in this post. :)

    On a more general level, I believe this is a problem of too much profes­sional specia­lization and “passive expertise” in the Finnish society. A proces­sional manager, a text-journalist, a newspaper photo­grapher are

    A crisis like this requires active entrepre­neurial action and leadership from the “front-line” which mobilizes all the employees to think and to act. Ultimately, the division of labor needs to be rethought but when one is in survival mode, there are more important priorities.

    If someone thinks that “sticking to our trenches” and not changing the ways through which everyone has done their job through-out the years, and that casual “rear-line management” will guide us through this shift in the modus operandi of the press industry, they are dead wrong.

    If someone thinks that “sticking to our trenches” and not changing the ways through which everyone has done their job through-out the years, and that casual “rear-line management” will guide us through this shift in the modus operandi of the press industry, they are dead wrong.

    But hey, Darwin awards are passed out yearly — maybe the Finnish print media should be nominated? :)

    PS. Regarding “harvesting”, read this text:

    1. Moro -

      kiitos kommen­toin­nista. Hauskaa, jos Johannan sivulta on linkki tänne.

      Jos et ole lukenut Johannan kirjaa, niin suosit­telen vakavasti. Se on asian ytimeen hyvin selko­kie­lellä, luin sen itse yhdellä istumalla. Olen hänen kanssaan pääsään­töi­sesti täysin samoilla linjoilla — ainoa asia jota en ehkä jaa on välitön optimismi tulevaisuuteen.

      Luulen henki­lö­koh­tai­sesti, että tulemme sukel­tamaan vielä tosi syvälle ennenkuin “uusi” journa­lismi, mitä se sitten onkin, alkaa muotou­tumaan. Olemassa olevat organi­saatiot (vältän nimeä­mästä ketään) ovat niin raskaita, vanhoil­lisia, sokeasti uskovaisia “hyvien aikojen” paluuseen, täysin luotta­vaisia omaan erinomai­suu­teensa sekä suuntau­tuneet tällä hetkellä jos ei pikavoiton, niin ainakin lyhyen tähtäimen tuloksen tekoon.

      Darwin palkinto legacy printille…? Ei huonompi idea. Ja pidin linkistäsi; tosin jos minua joskus syytetään pitkistä jutuista, niin tuon lukeminen oli enemmänkin kuin haastavaa :-)…

      Tämän hetkisten johtajien koulutus? En ole pereh­tynyt; muistan kuulleeni että Sanomien johto­ryh­mässä ei ole yhtään journa­listia, mutta en ole ihan varma. Oikeastaan — on pakko tunnustaa — minua ei kiinnosta. Leikin eri hiekka­laa­ti­kossa. Sen verran ymmärrän, että tekevät ratkaisuja, joita yhtään pidem­mällä aikavä­lillä voisi kutsua omiin housuihin kusemiseksi.

      Toisaalta: ratkaisut ovat täysin oikeita, jos tavoit­teena on vain maksi­maa­linen tuotto ennen muihin hommiin siirty­mistä. Oletan, että luit viimeisen osion tässä blogipostausksessa?

      Journa­listina — visuaa­lisena sellaisena — sitä on vain vähän vaikea hyväksyä. Toisaalta: jos näin toimitaan, niin toivot­ta­vasti se sitten tapahtuu mahdol­li­simman nopeasti. Lypsetään pois se mitä saadaan ja sitten siirrytään muihin hommiin.

      Sitten ehkä joitakin saattaa ruveta kiinnos­tamaan, mitä ne hemmot siellä ruohon­juu­ri­ta­solla oikeastaan osaavatkaan tehdä. Olisiko niillä ehkä jotain annet­tavaa tässä kriisissä?

      Jotkut saattavat vielä uskoa että “kyllä tämä tästä jotenkin asettuu”. Tarjoan vastauk­seksi Terry Heatonin aforismia oman blogi­si­vunsa ylälaidasta:

      Postmo­dernism is a change-or-be-changed world. The word is out: Reinvent yourself for the 21st century or die! Some would rather die than change.”
      - Leonard Sweet, cultural historian

      Kunta­liiton toimari Kari-Pekka Lohi-Mäenluoma sanoi muutama viikko takaperin jotain joka kolahti:

      Elämme epävar­muuden yhteis­kun­nassa. Ja tässä tilan­teessa tarvitaan voima­kasta muutosjohtajuutta.
      Mielestäni sellaista ei voi olla ilman selkeää visiota tulevasta.”

      Kannattaa ehkä kysyä mielessään, kuinka paljon tällaista selkeää muutos­joh­ta­juutta on havainnut meidän media­maa­il­mas­samme viime aikoina? Tunnetko sinä ketään, jolla on tällaisia visioita?

      Tietysti: talou­del­li­sesti on ehkä järkevää “lypsää” kaikki vanhasta järjes­tel­mästä kun ei uudesta tiedä. Mutta mielestäni kertoon kyllä jotain johdon rajoit­tu­neesta näköky­vystä.… Toisaalta, ketä kiinnostaa, kunhan rahaa tulee sisään? Sijoit­ta­jil­lehan metodi on ihan sama, pääasia on, että tulosta tulee. Rahan muodossa siis.

      Ja ketä oikeastaan kiinnostaa minunkaan mieli­pi­teeni asiasta :-)?

      Mitä tämä sitten merkitsee yhteis­kun­nalle? Vapaalle, älykkäälle, julki­selle keskus­te­lulle — jota on tyypil­li­sesti kutsuttu laatujournalismiksi?

      Mutta onko sillä pörssiyh­tiöille väliä?

  4. Luin mielen­kiin­nolla blogi­pos­tauksesi ja sen kommentit. Niistä tuli mieleeni lausahdus, jonka kollega kertoi minulle taannoin. Sanoma­lehti Keski­suo­ma­laisen päätoi­mittaja-toimi­tus­johtaja Pekka Mervola oli ohjeis­tanut alaisiaan tehok­kaampaan työsken­telyyn näillä sanoilla:

    Kuvajour­na­lis­missa, kuin myös maakun­ta­leh­ti­jour­na­lis­missa yleisemmin, on tärkeää välttää ylilaatua ja pyrkiä lukija­kuntaan nähden riittävään laatuun.”

    Kuvajour­na­lis­missa, kuin myös maakun­ta­leh­ti­jour­na­lis­missa yleisemmin, on tärkeää välttää ylilaatua ja pyrkiä lukija­kuntaan nähden riittävään laatuun.”

    - Pekka Mervola, päätoi­mittaja, Keski­suo­ma­lainen -

    Vaikka lause on karmiva, on tavallaan hyvä, että joku pomo sanoo rehel­li­sesti mistä tässä on kyse (minkä kaikki alalla tietävät muutenkin): sanoma­lehtiä tehdään tänä päivänä niin halvalla ja keskin­ker­tai­sesti kuin mahdol­lista, jotta lyhyen tähtäimen voitto olisi mahdol­li­simman suuri. Pitkän tähtäimen tulevai­suuteen eivät päätoi­mit­tajat, kustan­tajat tai omistajat enää usko, vaan rahat lypsetään ulos osinkoina. Useimmat maakun­ta­leh­dethän ovat erittäin kannat­tavia ja voitol­lisia, mutta samalla porukkaa laitetaan pihalle eikä tuote­ke­hi­tykseen satsata juuri ollenkaan.

    Kari, olen samaa mieltä kanssasi ja toivon, että ahneen, vanhoihin kaavoihin kangis­tuneen print­ti­leh­distön romahdus tapahtuu mahdol­li­simman nopeasti. Okei, monet menet­tävät siinä työpaik­kansa, mutta ehkä tarvitaan totaa­linen tuho ja uusi alku, jotta voidaan taas keskittyä itse asiaan eli journalismiin.

  5. Kiitos kommen­tista -

    Ja on aika rankkaa tekstiä päätoi­mit­tajan kynästä. En tunne miestä, joten en rupea kommen­toimaan sen enempää. Tehköön jokainen kuitenkin omat johto­pää­tök­sensä arvoista ko. lehden sisällä.

    Mutta: jottei hän tuntisi olevansa yksin tässä journa­lismin voitto­ku­lussa, niin pari kommenttia, jotka itse olen saanut päin näköä, kun olen yrittänyt ehdottaa jotain vähän erilai­sempaa lähes­ty­mis­tapaa nettiin tehtäväksi:

    Ei meille mitään noin hienoa tarvitse tehdä, meille kelpaa huonompikin”.

    Kuvaa nyt vain jotain, ihan sama, kaikkeahan ne siellä netissä katsoo”.

    Kato, sä et ymmärrä. Tää netti toimii sillai, että mitä tahansa sinne laittaa tällä hetkellä, niin klikkaus­luvut vain nousevat”.

    Älä suotta enempää, se on meille ihan riittävän hyvä”. 

    Rupean aina voimaan pahoin, kun kuulen ilmaisun “riittävän hyvä” tai “riittävä laatu”. Miten editoi­maton kännyk­kä­video on “meille riittävän hyvä”… etc.

    Se on “riittävän hyvä” syy selit­tämään tämän hetkisen journa­lismin alennustilan.

    1. Yup, dead serious. And people still think this is a “phase” which will pass… just wait it out. Double dipped in reindeer shit, I’m telling you, this is getting real ugly.

    1. My hero. Definitely. “Defeat over cynicism…” You gotta love that.
      And yes: exactly what I meant when talking about sculpting…
      Thank you for sharing.

  6. Kyllä pikku­po­mojen määrä ihmetyttää, kasa mitään­saa­mat­tomia heppuja jotka yleensä vain viestittää isojen pomojen käskyt eteenpäin. Karsi­malla pikku­pomot pois kustannus tehokkuus nousee. Huomannut että pikku­pomon lähtiessä kukaan ei häntä kaipaa ja hommat sujuu hyvin.

  7. The situation seems to have changed today:

    (The biggest Finnish newspaper and the tv news of the same corpo­ration will combine their functions.)

    This might or might not be “leadership” as defined by Seth Godin. It could be just a way to save money, but my nose says that this is a positive development. The old media did not become new media in one day, but they are starting to move. They do it in a corporate way, slowly and stiffly, but they still do it.

    And they have the money to do it.

    I think that Kari’s critique has been JOT — just on time. When the hybrid print/tv/net company gets organized and they realize the potential of hybrid print/tv/net adver­tising, they have a good chance to walk away relatively unscathed from the coming collapse of paper based media. Just when Kari called them out for being a sitting duck, they got airborne. Or at least they started to quack : )

    There are lots of possi­bi­lities here. New York Times has already proved that people are willing to pay for quality net content. If the Sanoma guys play their cards right, they might even end up recreating some of the quality and relevance of the glory days of the Helsingin Sanomat.

    Why? Because quality is the only way to diffe­ren­tiate yourself in the web. Today the paper based company is losing its edge and relevance because they are so badly hampered by the slowness and cost of their media. When they get rid of both, they can concentrate their resources and regain their leading position — and the only way to do that is quality.

    Okay, I’m being an optimist here, but can’t help it. It is genetic. So I also predict that this might be positive for us freelancers. When the big companies are relevant again, but they still need to think skinny (i.e. to do things more cheaply and more efficiently with new technology) they might want to employ the kind of nomadic tribes of freelancers I envisioned earlier.

    So instead of doing just crappy single gigs as low-pay indivi­duals, a tribe of top freelancers might be employed to do, say, the entire olympics or other major events as a turnkey project. The company pays a lump sum and the tribe creates everything.

    Not a bad vision, eh?

    1. JP -

      you never stop amazing me. Thank you for your (again) great commentary.

      Yes, I agree, the situation has changed somewhat. But: I have to disagree at the same time: I don’t think this is (neces­sarily) a positive development. You are right; this is a corporate way of doing things — yes, it’s good they are doing stuff.

      But — on the grassroot level: they combine legacy print with a minor tv-channel in economic dire straights. Fair enough. Now they have text, images and video. And — so?

      This does not constitute multi­media. This does not change “HS4” to be visually driven media of tomorrow. It’s still run by the same guys groomed in the print world. Or the simply business oriented guys — people I lovingly call as guys-in-ties.

      I think the thinking behind is: “ok, now we have images and videos and text — now we can get back to normal, that takes care of this multi­media BS”. Sorry, but there is no “normal” to get back to.

      This is the ratio­na­lization of the guys-in-ties, I’m afraid (and I hope I am wrong on this) — and the mission is to save some money. Not provide a better service/journalism — whatever the official state­ments are.

      And boy do I wish I was wrong about this… :-)

      Will this result in new a form of leadership? Again I wish… but I doubt it seriously. Why would it? Who would be a leader worth following? There is no Seth, Steve, Jeff, Mark… not even Aatos, who would say “perkele, let’s get this shit together”. People follow people, remember?

      As to tribal leading… (and I was laughing here by myself as I do realize that e.g. “tribes” etc. are totally clear to you and me, but might seem a bit weird (to say the least) for the occasional reader… :-)) No, this is not it.

      But: something is in the air. I have had two instances now this fall of a client or editor in chief saying: “you know, you could probably get a team and take care of all of this, could you? How about if we just give the whole gig to you and you just do it?”

      Both times I have said “yes, sure thing” and both gigs have been a hit.

      I’m sure there is more to come. This is the way it will be in the future I predict: “You know, we want this and kind of multi­media, and we are not really sure how to approach it… can you take care of the whole shit?”

      Johanna came out with her book. Her former boss, editor in chief of Aamulehti Jouko Jokinen commented it couple of days later, saying how “this kind of small crisis does just good to the media” and the “print is strong” — well, you know the drill… ;-) My favorite parts were the ref. to the leftist ideas and “she should have talked to us who really do know something…”.

      Five days later- last Friday his boss- i.e. CEO of Almamedia Kai Telanne gives an interview to YLE saying that ALMAMEDIA will be focusing seriously into thte digital and that there is about 3000 jobs in the line.…

      And if that were not enough, a talk of Matti Posio — yet another editor-in-chief — this time of Aamulehti Sunday edition — is published in the YouTube — recorded in TEDx Helsinki last summer I believe. Outdated somewhat, but basically making serious fun of our legacy print and book publishing industry… Worth seeing; the first couple of minutes is kind of slow but hang on, it’s really good.

      But: three totally different views.

      These three guys work in the same organization. You were so right in one of your earlier commen­taries when you said that these legacy organiza­tions are not monolithic. Are they — as organiza­tions — schizoph­renic or bipolar, that is another matter… ;-)

    1. True -

      it does. I heard about this tablet some weeks ago… but stupid self-centered me .… I really did not think about the big picture.
      I know I am repeating myself but I say it again: there is no doubt where there future will be.

      That concept of the last mile was interesting, I never heard it before.

      We — as a more or less advanced society — have different challenges and our last mile looks a bit different. We are so-ooo comfor­table and lazy in our present state of well-being that we really do not envision how it could be.

      Let me share an anecdote: yesterday I was showing to somebody, a friend I happened to bump into ‑a guy well educated and in a white-collar government job — a web app I did for the iPad (because there was one aspect of it’s behavior in the iPad which I found fasci­nating). SO I dig it out of my backpack, flip it open, start to babble about it and he looks and listens .… and asks: so what is this, is this like a computer, is this the … how do you call it… the “iPad” everybody is talking about?

      I guess that sort of makes my point.…

      But perso­nally, on a general level: I have always thought that one should make a change for the better when you can do it yourself — not when it is forced upon you.

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