Dana Blankenhorn

Word of the Year: Enshitification

Enshitification is what happens when principles go out the window.

Principles like service, like honor, like honesty, like “a little looking for the other fella,” as James Stewart said in Mr. Smith Goes to Washington, are what make civilization possible. When they disappear, as they have over the last several years, it doesn’t matter much what your system is or what your laws say. Those with power will take it, and only the strongest will survive.

This is mostly discussed today in the realm of politics. Words have lost their meaning and are often used to mean their opposite in the name of victory. Facts mean nothing and are simply denied in the name of power.

Sell Nvidia, Buy Amazon

These are heady days for Nvidia, and profitable ones for my retirement account.

I bought 100 shares of Nvidia about 5 years ago, which soon turned into 300. I sold one-third of them to get my money out, but the remaining shares are worth nearly $500 each.

Nvidia is the chief arms merchant to the cloud. Its GPUs are essential to AI applications. More important, so is its software. It’s the Nvidia software stack that keeps chip rivals like AMD and Intel from gaining traction.

I also own stock in Amazon.Com If you’re into AI, Amazon.com is the better opportunity.

While Nvidia is at the front-end of AI, Amazon is at the back end of it. It’s Amazon that will reap AI’s rewards, in its supply chain, in its warehouse operations, and in its media business. Imagine if you could speak to Alexa casually and get real answers.

Amazon’s AWS cloud still has one-third of the market. Its approach in AI is to offer a wide range of tools, rather than insist companies buy any particular one. This makes sense to me.

Twitter to Mastodon

Over the last months I’ve been spending a lot less time on Twitter, now called X, and more time on Mastodon, its open source doppelganger.

The difference between the two can be summed up in two words. No algorithm.

When you use Twitter, or any commercial social media site, an algorithm encourages you to stay online. You like fluffy bunnies? Here are posts on fluffy bunnies. You can quickly fall into a fluffy bunny rabbit hole, where fluffy bunnies are all that matters, and anyone who doesn’t like fluffy bunnies is some sick pervert. This is especially true on TikTok.

At Twitter, this is found under the tab marked “for you.” The tab doesn’t exist in Mastodon. Instead, there are other tabs. “Home” is like Twitter’s “following” tab. Federated shows the most recent posts on any site, no matter where they come from. You can input a hashtag to get news on any topic of interest, like #Ukraine. There’s also a local tab featuring messages placed on Mastodon server you are part of.

This last is important. There is no central control in the “Fediverse,” which includes many other social services, including a Facebook clone and an Instagram clone. Instead, anyone can spin-up a server or “instance” and choose who to connect or “federate” with. In practice, while Meta’s “Threads” is compatible with Mastodon, many Mastodon servers won’t link to it, fearing the force of the algorithm, the coming firehose of content, or just Mark Zuckerberg’s right hook.

Productivity Explosion

Soon after being given a high tech beat at the Atlanta Business Chronicle, in 1982, I bought my first computer. (The picture was taken in 1981.)

I could suddenly write up an interview or press event in an hour. I would read it out loud and make corrections. Then my super-loud C. Itoh dot-matrix printer would buzz it up onto fanfold paper.

The fanfold would go to typesetters, who created long sheets they would paste onto boards, which became the paper. Plastic squares would be turned into pictures at the printer. The pictures would be clipped to each board and the whole collection driven 50 miles. Most papers were then mailed to subscribers, but some were bound for retail sale.

Back at the front end of this process I bragged I could do the work of three men. The noise, and my attitude, caused the paper to fire me the next year and hire the three men.

A few years later I visited my former boss in Houston and found everyone was working at terminals.

The Next Crash Will Be a Private Equity Crash

There is always a next crash.

The problem is we never know when it might happen, or what might trigger it.

I can’t answer the first question, but I can answer the second.

It will be private equity.

Private equity has been taking over the world for the last 40 years. It arbitrates against financial regulations by design. The idea is that people who invest in such a fund are guilty of wealth and, thus, can afford to take a loss.

But are they? Any loss, taken in any market, results in some panic selling. We see it in every crash.

The problem is that there’s now more private equity running around than public equity. The canary in that coal mine is the banking business.

Private lending has exploded in recent years. This is a $1.5 trillion business that’s crowding out banks. This was a $1 trillion business just two years ago. It’s growing that fast.

The Coming Disney Breakup

Walt Disney Co. is in play. (I remember getting one of these sent to me after the Disney Channel's launch in 1980.)

CEO Bob Iger fired his replacement and can’t find another one. The company is killing its streaming service by reducing content and raising prices. Its deal with Penn Entertainment, directly running a sportsbook, means ESPN is now incompatible with the main company’s business model. The resorts business is tanking, thanks mainly to climate change.

My guess is that the entertainment company will be sold to Apple, probably within a year. ESPN, ABC, and the parks will be spun out as separately traded companies. It might happen all at once.

The only reason to keep the whole thing together was “synergy.” A bad year for one division might be offset by a good year in another. The combination would then be a better investment than the parts.

But that’s not working. The movie business is dying. Disney is doing all it can to hasten that by refusing to bargain with its unions. If management and labor aren’t partners, you can’t do business.

The TV business was dead years ago. This includes cable.

The resorts business is increasingly divorced from the rest of the company.

The Internet is doing to the streaming business what it did to print. Paywalls take away 90% of your audience. Advertising rates keep declining because there’s too much free content. Live sports are viable but the billionaires who control teams and leagues keep pricing fans out of the market. If it’s all just about money, the players will gravitate to whoever offers more of it.

40 Years an Internet Client: A History

I have been using the Internet since moving into our present house 40 years ago.

It doesn’t seem that long. It was a lifetime ago.

To the right is my original set-up. It cost $2,799. The $300 modem ran at 300 baud. That was enough in a text Internet era. I used MCI Mail to file stories with those editors advanced enough to take them that way. (MCI printed them for the rest.) I still remember a 1989 Tokyo trade show where I used my TRS100, which also had a 300 baud modem, to send copy to San Francisco, then London. Good times.

Over time modems got better. My 300 baud became a 1,200 baud when I switched to an IBM PC. Then there was a 9,600 baud unit I got for a PC compatible later in the decade. Eventually I even had one with a claimed speed of 56,000. Its maker tried to support the phone companies’ ISDN efforts and went bankrupt.

Speaking of Sports

The most interesting economic story right now, verging on the political, involves sports.

Two business models are colliding.

The European business model is built on the club. Clubs organize into leagues, but government interference or subsidy is prohibited. The result is capitalism red in tooth and claw. There are haves, and there are have-nots. But there is some social mobility. A bad club loses money when it drops down the national pyramid. A good club can make money as it rises.

The American model is based on the franchise. Leagues control franchises, much like McDonald’s controls its franchisees. Government subsidy is actively encouraged. Most college teams are controlled by state governments.

E-Books are Better

This is a take that’s going to be surprisingly unpopular, despite being obvious.

E-books are better than paper books.

They cost nothing to deliver. They’re cheaper than paper books. They don’t kill trees. They’re lighter and easier to read.

They can also be updated, and that’s important.

I got a call recently from a company wanting to reprint my 2001 book on tech history, which I called (unfortunately) The Blankenhorn Effect. I later re-issued it twice, each time under a different title, as I came to understand that tech changes too fast for books to keep up with. My next project will be another update, tentatively titled Moore’s Lore 2024: More After Moore.

What’s the advantage of a paper book? It’s permanent. Its sale process offers serendipity. There’s nothing like the smell and feel of a bookshop, or a library. You can make the same arguments for LPs over a streaming service.

There’s one more argument that book lovers use. They hate Amazon.Com.

I get it. Amazon, and its Kindle, rule the e-book market. It’s the format of choice. It holds a market monopoly. This has made Amazon lazy. The whole Kindle business is now a pimple on the butt of Amazon.Com, which was founded almost 30 years ago to sell paper books.

The First AI Crash

No technology trend goes straight up. There are always crashes along the way, as subsets of the trend fall behind, while others prove their worth.

This was true with the Internet. Search engine companies were falling even before Google was created. It’s why Wall Street wanted Yahoo to become a “portal.” (Wall Street knows nothing.)

This will be true for A.I. as well. It’s starting right now.

The “consumer side” will crash first. Things like ChatGPT were fun for a while, but the mass market is deciding it’s more like Pokemon Go than “the Google.”

For any technology to gain legs, it must prove its utility. It must create productivity. It must not only do things that weren’t available before, but it must make money doing it, and make doing other things easier.