Death and Social Media

This week I have learned about 6 deaths via social media. Six. 3 of them “personal” – that is one person I knew and 2 parents of friends and the other 3 being “cause celeb” – Robin Williams, Lauren Bacall and a famous gallery owner here in Los Angeles David Weidman.

There was always this phrase “they happen in 3’s” – which is somewhat morose. But now I feel like they happen in 3’s ALL the time.

I haven’t visited in a while but early on in the days of the web – BS (Before social) – there was a website called celebrity deathwatch. I believe it’s now called “the deathlist” – which is even worse.

I also saw a bit on the news about a man who has introduced legislation around parents and loved ones gaining access to the social media accounts of their dearly departed. A law that will allow you to access your dead son’s page. Really? Is this what it’s come to?

I have been thinking about this for years — how we would start feeling like there were so many deaths…all the time. And yes there are always deaths…war, disease, elderly etc..

But there are two things about death today that are different. the first is we all have these people that we now feel a shared connection to due to the proliferation of media. It’s really only in the past 80 years that people have become “famous” — radio, television, movies, the internet — all devices that didn’t exist and therefore fewer people were well known.  Secondly it is so in your face on social. It’s like you need to be prepared for the worst news when you log on – that the world will be pouring out their sad sad hearts in 140 characters or less. As thought there were some short eulogy contest happening.

Remember when someone would die – BS (before social) – and the TV channels would just play the same footage over and over. Just for a day. And it was rarely 3 and 4 at a time. Just one. And then once that coverage was over – it was over. Gone. With social the mourning and the grieving lasts for days. Forever. And in some morbid way the entire public is participating. When someone used to pass away – it wasn’t as though everyone could go over their house and rifle through boxes of their photos….but that’s precisely what I did this week twice. When I heard the news I went to instagram, to twitter…

In the case of my old friend his family tried to shut down his page. But then were forced to open it back up due to the flood of emails and phone calls they were receiving.

Yesterday my entire feed. The whole thing for about 30 posts – all Robin Williams. I know that he touched the world. I hold so many memories attached to him – he was one of my mom’s faorite performers, I remember her taking me to see Garp – a grown up movie and it was a milestone for me. I owned and wore quite frequently a pair of Rainbow Suspenders.

But it was overwhelming. Maybe it’s just me…as I sit here and blog and try to tell you that I’m a somewhat private person. In fact this is probably the most personal “opinion” post I’ve ever written. There are days where I’m just not strong enough to face the Facebook.  To face the news of death over and over and over. And it’s going to happen more and more….as the people that played parents on all the shows I so loved in the 70s start to pass…or even some of the people that played their kids. There’s been deaths this year of people I have met, sat at a dinner table with, shook hands with, some of my friends that  that were affected were not just fans but actual friends of these performers.

It’s just gotten me thinking a lot this week about how we as a society are changing how people deal with death. It’s like facebook is the largest open casket wake on the planet. But I don’t know if I can take going to a wake 3x a week. Can you?

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Intrapreneurs …. the bravest of them all.

I have been an intrapreneur for practically my whole career. Even before it was called Intrapreneur. It’s really hard sometimes. You find yourself being that innovative and fearless voice in the corner of a large organization (whether you work for the co, or for the consulting co or agency they’ve brought in to play the role). And when you are that person – alot of people just plain out hate you. Your mere existence gives threat to an established world order.

Most people don’t like change. They fight it tooth and nail. I never understand it. Discovering new things, trying new ways – it’s so exciting! It’s like the world is a giant puzzle but so many people just can’t do it.

I absolutely loved this article. Especially the part about integrity. So much of corporate life can be filled with a lot of smokescreens. Watching that succeed has always been so frustrating for me…because I do really believe that authentic integrity is hard to come by these days. And I’m proud I have it. Thanks David K Williams for highlighting the importance.

INTRAPRENEURS
The 4 Essential Traits Of ‘Intrapreneurs’
David K. Williams
Contributor Forbes.com

Intrapreneurs are the heroes of a business environment

There’s been much discussion of late about the entrepreneurs within an organization—those highly valuable executives and team members who will perhaps never become a company founder, but who have learned to apply the essential principles of entrepreneurship to the roles they fill within a company.

We refer to these employees as “intrapreneurs” because they’re not entering into their own, work venture, but they are working within your company, thus the “intra” part.

Our company, Fishbowl is filled with intrapreneurs. They think and behave like owners. Most of them actually are as our organization is employee owned. They are invaluable to the company’s health. But how do organizations recognize and develop intrapreneurs, and, even more importantly, how can you be sure they won’t leave?

As authors Vijay Govindarajan and Jatin Desai have noted in a Harvard Business Review blog post, there are certain characteristics that successful intrapreneurs share. I would like to focus on four of them:

1. Money is not their measurement. Intrapreneurs certainly respect the value and importance of money. They understand the economic drivers that allow the organization to succeed and are able to support this fundamental truth and not fight it. A non-intrapreneur is perpetually looking for non-economic ways to justify their own advancement and payment. An intrapreneur “gets it” and does their work in a way that shows the organization they are someone it can’t afford to lose. The money and advancement finds them.

2. They are “greenhousers.” When you speak about an intriguing idea to an intrapreneur, the idea never leaves them. It germinates within their mind, and they carry with them the desire to figure out how to make it work. When you see them next, they are likely to have grown the seed of an idea into a full-blown plan or they will have created an even better set of alternative plans in its stead.

3. They know how to pivot. Intrapreneurs aren’t afraid to change course, nor do they fear failure. It isn’t outward bravado that drives them but an inner confidence and courage that every step takes them closer to their ultimate goal. In my own training and vernacular I call this phenomenon “failing up.” I celebrate opportunities for growth, even painful ones.

4. They behave authentically and with integrity. Most importantly, intrapreneurs exhibit the traits of confidence and humility—not the maverick behavior of corporate hotshots, Govendarajan and Desai say. I agree fully with this conclusion. Integrity (along with Respect, Belief, and Courage) are key among the traits I call the 7 Non-Negotiables, which have driven my own company to miraculous accomplishments and are at the core of the methodology I describe in my book. A budding businessperson could carry every other characteristic in spades, but without a foundation of integrity, they will fail (and the work landscape is littered with many examples of such failures).

So if these are the traits that describe what an intrapreneur looks like, where will you find these individuals and how can you ensure they will stay?

For starters, a company founded with an entrepreneurial/intrapreneurial emphasis becomes a magnet for more of the same. Employees recommend the company to others who share their values. Like breeds like, which is also to say that a company can’t conduct itself without integrity and still expect to find those traits upheld in its ranks. With time and experience, you will learn to ask the searching questions that will help you determine the true traits of the individuals you consider.

The search will be worth the effort, as tomorrow’s world of work ecosystems will be driven by the increasing ranks of intrapreneurs.

I Love the Luddites

Yes it’s true. I do love the luddite tale. Why? Because there’s a little bit of luddite in all of us.

Think about it. Yes – you may have 3 cell phones, 2 tablets and 2 laptops all connected to you wireless home audio system but there’s something….something…that bespokes a luddite within you.

For me? It’s disposable items. Paper Goods. (Except for the one in the bathroom) Now one could certainly take my avoidance as an effort in being green – which it is. So my refusal to use modern plastic cups and plates and forks etc.. it’s refusing technology. I’m perceived as old fashioned with my glasses and fabric napkins and dishwashing (but you’re wasting water while trying to save the earth from paper goods!)

There is always an opposite.

There is always a luddite.

The second machine age is upon us: time to reconsider the Luddites?

Computers are making many jobs redundant – yet our society has no mechanisms for converting redundancy into leisure

Industrial revolution

Performers depict the industrial revolution during the opening ceremony of the 2012 Olympics. Photograph: Ryan Pierse/Getty Images

At the start of the Industrial Revolution, textile workers in the Midlands and the north of England, mainly weavers, staged a spontaneous revolt, smashing machinery and burning factories. Their complaint was that the newfangled machines were robbing them of their wages and jobs.

The rebels took their name, and inspiration, from the apocryphal Ned Ludd, supposedly an apprentice weaver who smashed two knitting frames in 1779 in a “fit of passion”. Robert Calvert wrote a ballad about him in 1985: “They said Ned Ludd was an idiot boy/ That all he could do was wreck and destroy,” the song begins. And then: “He turned to his workmates and said: ‘Death to Machines’/They tread on our future and stamp on our dreams.”

The Luddites’ rampage was at its height in 1811-12. An alarmed government sent in more troops to garrison the disturbed areas than were then available to Wellington in the Peninsular War against Napoleon. More than a hundred Luddites were hanged or transported to Australia. These measures restored peace. The machines won: the Luddites are a footnote in the history of the Industrial Revolution.

Historians tell us that the Luddites were victims of a temporary conjuncture of rising prices and falling wages that threatened them with starvation in a society with minimal welfare provision. The Luddites, however, blamed their misfortune on the machines themselves.

The new knitting frames and power looms could weave yarn into cloth much faster than the most skilled artisan weaver working in his own cottage. Caught between fixed costs (the hire and upkeep of their domestic appliances) and falling prices for their products, tens of thousands of families were doomed to become paupers.

Their plight evoked some sympathy (Lord Byron made a brilliant speech in their defence in the House of Lords); their arguments, however, did not. There could be no rejecting progress: the future lay with machine production, not with old-fashioned handicrafts. Trying to regulate trade, Adam Smith taught, was like trying to “regulate the wind”.

Thomas Paine spoke for middle-class radicalism when he said: “We know that every machine for the abridgment of labour is a blessing to the great family of which we are part.” There would, of course, be some temporary unemployment in the technologically advancing sectors; but, in the long run, machine-assisted production, by increasing the real wealth of the community, would enable full employment at higher wages.

That was the initial view of David Ricardo, the most influential economist of the 19th century. But in the third edition of his Principles of Political Economy (1817), he inserted a chapter on machinery that changed tack. He was now “convinced that the substitution of machines for human labour is often very injurious to the class of labourers,” that the “same cause which may increase the net revenue of the country, may at the same time render the population redundant.” As a result, “the opinion entertained by the labouring class, that the employment of machinery is frequently detrimental to their interests, is not founded on prejudice and error, but is conformable to the correct principles of political economy.”

Just consider: machinery “may render the population redundant”! A bleaker prospect is not to be found in economics. Ricardo’s orthodox followers took no notice of it, assuming it to be a rare lapse by the Master. But was it?

The pessimistic argument is as follows: If machines costing $5 an hour can produce the same amount as workers costing $10 an hour, employers have an incentive to substitute machines for labour up to the point that the costs are equal – that is, when the wages of the workers have fallen to $5 an hour. As machines become ever more productive, so wages tend to fall even more, toward zero, and the population becomes redundant.

Now, it did not work out like that. Labour’s share of GDP remained constant throughout the Industrial Age. The pessimistic argument ignored the fact that by lowering the cost of goods, machines increased workers’ real wages – enabling them to buy more – and that the rise in labour productivity enabled employers (often under pressure from trade unions) to pay more per worker. It also assumed that machines and workers were close substitutes, whereas more often than not workers could still do things that machines could not.

However, over the last 30 years, the share of wages in national income has been falling, owing to what MIT professors Erik Brynjolfsson and Andrew McAfee call the “second machine age”. Computerised technology has penetrated deeply into the service sector, taking over jobs for which the human factor and “cognitive functions” were hitherto deemed indispensable.

In retail, for example, Walmart and Amazon are prime examples of new technology driving down workers’ wages. Because computer programs and humans are close substitutes for such jobs, and given the predictable improvement in computing power, there seems to be no technical obstacle to the redundancy of workers across much of the service economy.

Yes, there will still be activities that require human skills, and these skills can be improved. But it is broadly true that the more computers can do, the less humans need to do. The prospect of the “abridgment of labour” should fill us with hope rather than foreboding. But, in our kind of society, there are no mechanisms for converting redundancy into leisure.

That brings me back to the Luddites. They claimed that because machines were cheaper than labour, their introduction would depress wages. They argued the case for skill against cheapness. The most thoughtful of them understood that consumption depends on real income, and that depressing real income destroys businesses. Above all, they understood that the solution to the problems created by machines would not be found in laissez-faire nostrums.

The Luddites were wrong on many points; but perhaps they deserve more than a footnote.

Copyright: Project Syndicate, 2014.

Families turn to technology to aid communication, research shows

families using social media

Families are turning to tech to communicate, study says

By Louise Ridley, campaignlive.co.uk, Thursday, 10 October 2013 08:00AM Be the first to comment

One in three families regularly use smartphones or tablets to talk to each other when they are in the same house, research from Microsoft Advertising has found.

Thirty per cent of families surveyed said they use the devices to let each other know when dinner is ready or ask for help with homework.

Nineteen per cent often use social networks to communicate with family members when they are at home, while 17 per cent use text or instant messaging and 9 per cent opt to use video calls instead of talking face-to-face.

The Families study, which was carried out by the research agency Sparkler on behalf of Microsoft Advertising, questioned 1,517 families on how they use internet-enabled devices at home.

A conversation between siblings is more likely to take place through a device than communication between parents and children.

More than half (53 per cent) of siblings said they often use instant messaging or text messages to communicate with brothers and sisters, while 31 per cent use social networks.

Video chats are also more popular among siblings than for intergenerational communication: 16 per cent of siblings use the medium.

Tim Lumb, a research manager at Microsoft Advertising, said the study gave advertisers \”plenty to think about\”.

\”Just a few years ago, texts, Facebook posts and video calls were reserved for making contact with people who couldn’t be reached through traditional communication,\” he said. \”Parents are embracing new technologies as a way of bringing added convenience to day-to-day tasks.

\”We also found that the use of multiple devices are bringing families together, with the living room once again acting as a central hub.\”

The average UK family home contains ten devices, according to the research, with six of these connected to the internet. The most common devices are laptops, smartphones and games consoles. Fifty-two per cent of families own a tablet.

This article was first published on campaignlive.co.uk

via Families turn to technology to aid communication, research shows.

Clicked to Distraction or Edutainment?

The Rabbit Hole. It happens to us all. I was recently working on a strategy project at GOODCORPS and I overheard one of the people say “I’m taking some learning time.” to her colleague. I thought that was a great way to describe the Rabbit Hole. Learning time.

I was on Linked In looking up an old colleague, saw a post from Shane Atchison, the CEO of POSSIBLE – an agency that does amaaaaaaazing work and then boom. It happened. Down the Rabbit Hole. For almost an hour. In the middle of the work day with deadlines looming and people to meet – there I went. Down, down, down. The video that took me there is below. I felt guilty for a moment. “Damn…I hate when I do that. It felt like 10 minutes not 40.”

But then I realized it was Learning Time. I learned so much from the video on Collectives and then clicking through to the various communities featured in the video. (I stopped myself as I clicked into the 4th story on cowbird.com and realized that it led to the 9th level of distraction.)

But what did I learn that was useful? What problems did I solve? I had no fewer than 5 solid ideas for the project that I WASN’T working on while in the Rabbit Hole, realized that there is a community online for almost everything it would seem and the one I’m working on can be broken down into smaller and smaller communities, and I learned as I watched the part on the birdwatching community that I really only have one topic that I am truly devoted to and that is learning. About anything. And that Edutainment as a movement is enormous right now thanks to the net. With all this information presented in such beautiful ways how can we possibly expect kids to learn sitting at a desk with a boring non moving book page. Blech.

So no more Rabbit Hole. No more wasted time. It is now officially called “Learning Time” – and I encourage anyone who feels guilty for surfing the net at the office to view it as such. Sometime you have to get out of your head to get back into it.

Look How Far We Have Come…. Data on Mobile Data

February 6, 2013

The Cisco® Visual Networking Index (VNI) Global Mobile Data Traffic Forecast

Executive Summary

The Mobile Network in 2012

Global mobile data traffic grew 70 percent in 2012. Global mobile data traffic reached 885 petabytes per month at the end of 2012, up from 520 petabytes per month at the end of 2011.

Last year’s mobile data traffic was nearly twelve times the size of the entire global Internet in 2000. Global mobile data traffic in 2012 (885 petabytes per month) was nearly twelve times greater than the total global Internet traffic in 2000 (75 petabytes per month).

Mobile video traffic exceeded 50 percent for the first time in 2012. Mobile video traffic was 51 percent of traffic by the end of 2012.

Mobile network connection speeds more than doubled in 2012. Globally, the average mobile network downstream speed in 2012 was 526 kilobits per second (kbps), up from 248 kbps in 2011. The average mobile network connection speed for smartphones in 2012 was 2,064 kbps, up from 1,211 kbps in 2011. The average mobile network connection speed for tablets in 2012 was 3,683 kbps, up from 2,030 kbps in 2011.

In 2012, a fourth-generation (4G) connection generated 19 times more traffic on average than a non-4G connection. Although 4G connections represent only 0.9 percent of mobile connections today, they already account for 14 percent of mobile data traffic.

The top 1 percent of mobile data subscribers generate 16 percent of mobile data traffic, down from 52 percent at the beginning of 2010. According to a mobile data usage study conducted by Cisco, mobile data traffic has evened out over the last year and is now lower than the 1:20 ratio that has been true of fixed networks for several years.

Average smartphone usage grew 81 percent in 2012. The average amount of traffic per smartphone in 2012 was 342 MB per month, up from 189 MB per month in 2011.

Smartphones represented only 18 percent of total global handsets in use in 2012, but represented 92 percent of total global handset traffic. In 2012, the typical smartphone generated 50 times more mobile data traffic (342 MB per month) than the typical basic-feature cell phone (which generated only 6.8 MB per month of mobile data traffic).

Globally, 33 percent of total mobile data traffic was offloaded onto the fixed network through Wi-Fi or femtocell in 2012. In 2012, 429 petabytes of mobile data traffic were offloaded onto the fixed network each month. Without offload, mobile data traffic would have grown 96 percent rather than 70 percent in 2012.

Android is now higher than iPhone levels of data use. By the end of 2012, average Android consumption exceeded average iPhone consumption in the United States and Western Europe.

In 2012, 14 percent of mobile devices and connections were potentially IPv6-capable. This estimate is based on network connection speed and OS capability.

In 2012, the number of mobile-connected tablets increased 2.5-fold to 36 million, and each tablet generated 2.4 times more traffic than the average smartphone. In 2012, mobile data traffic per tablet was 820 MB per month, compared to 342 MB per month per smartphone.

There were 161 million laptops on the mobile network in 2012, and each laptop generated 7 times more traffic than the average smartphone. Mobile data traffic per laptop was 2.5 GB per month in 2012, up 11 percent from 2.3 GB per month in 2011.

Nonsmartphone usage increased 35 percent to 6.8 MB per month in 2012, compared to 5.0 MB per month in 2011. Basic handsets still make up the vast majority of handsets on the network (82 percent).

The Mobile Network Through 2017

Mobile data traffic will reach the following milestones within the next five years.

• Monthly global mobile data traffic will surpass 10 exabytes in 2017.

• The number of mobile-connected devices will exceed the world’s population in 2013.

• The average mobile connection speed will surpass 1 Mbps in 2014.

• Due to increased usage on smartphones, handsets will exceed 50 percent of mobile data traffic in 2013.

• Monthly mobile tablet traffic will surpass 1 exabyte per month in 2017.

• Tablets will exceed 10 percent of global mobile data traffic in 2015.

Global mobile data traffic will increase 13-fold between 2012 and 2017. Mobile data traffic will grow at a compound annual growth rate (CAGR) of 66 percent from 2012 to 2017, reaching 11.2 exabytes per month by 2017.

By the end of 2013, the number of mobile-connected devices will exceed the number of people on earth, and by 2017 there will be nearly 1.4 mobile devices per capita. There will be over 10 billion mobile-connected devices in 2017, including machine-to-machine (M2M) modules-exceeding the world’s population at that time (7.6 billion).

Mobile network connection speeds will increase 7-fold by 2017. The average mobile network connection speed (526 kbps in 2012) will exceed 3.9 megabits per second (Mbps) in 2017.

In 2017, 4G will be 10 percent of connections, but 45 percent of total traffic. In 2017, a 4G connection will generate 8 times more traffic on average than a non-4G connection.

By 2017, 41 percent of all global mobile devices and connections could potentially be capable of connecting to an IPv6 mobile network. Over 4.2 billion devices and connections will be IPv6-capable in 2017.

Two-thirds of the world’s mobile data traffic will be video by 2017. Mobile video will increase 16-fold between 2012 and 2017, accounting for over 66 percent of total mobile data traffic by the end of the forecast period.

Mobile-connected tablets will generate more traffic in 2017 than the entire global mobile network in 2012. The amount of mobile data traffic generated by tablets in 2017 (1.3 exabytes per month) will be 1.5 times higher than the total amount of global mobile data traffic in 2012 (885 petabytes per month).

The average smartphone will generate 2.7 GB of traffic per month in 2017, an 8-fold increase over the 2012 average of 342 MB per month. Aggregate smartphone traffic in 2017 will be 19 times greater than it is today, with a CAGR of 81 percent.

By 2017, almost 21 exabytes of mobile data traffic will be offloaded to the fixed network by means of Wi-Fi devices and femtocells each month. Without Wi-Fi and femtocell offload, total mobile data traffic would grow at a CAGR of 74 percent between 2012 and 2017 (16-fold growth), instead of the projected CAGR of 66 percent (13-fold growth).

The Middle East and Africa will have the strongest mobile data traffic growth of any region at 77 percent CAGR. This region will be followed by Asia Pacific at 76 percent and Latin America at 67 percent.

Intellectual Curiosity

“What you need more than expertise is curiosity, someone who’s interested in what’s happening, loves change, and wants to develop ideas and drive change. If you’re not one of those people, you’re going to hate what’s going on in marketing and you won’t be effective.”

great article from author and FORBES writer Dorie Clark.

11/11/2012

The End of the Expert: Why No One in Marketing Knows What They’re Doing

English: Sir Richard Branson at the eTalk Fest...

Richard Branson’s Virgin is one company that’s succeeding in the new era of marketing.  (Photo credit: Wikipedia)

It’s a stark verdict from a prominent source. “There are hundreds of thousands of people who were trained and mentored, and studied classical marketing, and they got good at it,” says Clark Kokich, chairman of digital agency Razorfish. Unfortunately, the world has changed – and that education is no longer relevant. “If your self-worth and your confidence is based on you being an expert, you’re in deep trouble, because there aren’t any experts,” says Kokich, author of Do or Die: Surviving and Thriving in a World Where the Old Ways of Marketing Aren’t Getting It Done. “Sure, there are experts in some fields. Someone may be really good in SEO or in mobile. But there aren’t any experts in making this transition.”

In the late 1990s, digital marketing debuted to great fanfare, but it was still fundamentally about advertising to customers. But in the past several years, new social and mobile tools have upended that paradigm. “The focus has really changed,” Kokich told me in a recent interview at the Inbound Marketing Summit, where we were both keynote speakers. “It’s less about advertising and more about creating an experience that transforms what it means to be a customer of a brand. And that change has really caused a lot of consternation in marketing because none of us were trained to do that.”

As a model for the future, he cites the iconoclastic examples of Richard Branson’s Virgin; Nike’s “Write the Future” campaign, in which youth competed to be identified as a rising soccer star; and the “Epic Mix” campaign by the Vail ski resort, which leveraged digital technology to help friends connect, track each other, and compete on the slopes. To succeed in marketing moving forward, he says, “What you need more than expertise is curiosity, someone who’s interested in what’s happening, loves change, and wants to develop ideas and drive change. If you’re not one of those people, you’re going to hate what’s going on in marketing and you won’t be effective. I have friends who have told me they’re just trying to hang on before people realize they don’t know what they’re doing. But I don’t think you can fake it another five years. You’re just not relevant if you’re fighting the reality of what’s happening.”

So how do you begin to “create brand experiences” instead of relying on past methods of advertising? The first step, says Kokich, is to “ask a different question.” He advises companies to pull together a cross-section of company and agency staff – “everybody that’s responsible for building anything that touches the customer” – put them in a room and ask: “What do people hate about doing business with us, and can we use digital to fix it?”

The wrong frame, which too many companies use, is “This is what we are, and how do we shine it up?” Kokich believes more fundamental change is necessary. “We talk a lot in marketing about the importance of being good storytellers. Well, we need to be good story changers, because telling a story isn’t enough. Customers can see right through a great story about a lousy product.”

If you succeed in the new marketing, Kokich says, the benefits can be profound: “Companies like Virgin or Vail fundamentally altered their market position, because they fundamentally altered the way they did marketing.”

mobile advertising

Why Mobile Advertising Works

Business Insider ran this great video of Google’s Tim Reis talking about mobile display advertising and our personal connection our devices. I have to admit – mobile ads are probably second only to outdoor advertising in terms of things I notice/pay attention to at this point. I speed through ads on my DVR, the display ads on a webpage are 80% clutter – I sort of notice the Facebook advertising….when it’s working. When it isn’t it’s just more clutter.

But Tim really pegs it here. Media budgets should be carving out a good amount for mobile and spending time planning since you really can hit the bullseye of the consumer you want to attract.