What are the Factors?

by Jay Deragon on 08/03/2008

What are the Factors? Our writings on the numerous factors that influence the mediums of social networking and the emergence of new outcomes are the basis of our ongoing analysis on the space. The foundation of our writings is shaped around the following definitions of the term “factors”.

From Wikipedia:

A factor, a Latin word meaning ‘who/which acts’ may refer to:

Factor (agent), a person who acts for another, notably a mercantile and/or colonial agent

Factors of production, a resource used in the production of goods and services

In mathematics:

  • Factorization the decomposition of an object into a product of other objects
  • Integer factorization, the process of breaking down a composite number into smaller non-trivial divisors
  • a coefficient
  • In easier words: A number that you can multiply into bigger numbers.

In technology:

When you use the above definitions as the foundation of analysis the findings reveal a continuous interaction of “factors” which influence the emergence of the social networking medium for personal and professional gains. The discoveries are insightful and reveal a “system” of interdependent factors that currently and in the future are the success drivers for each professional and personal user segment engaged.

The dynamics of the medium of social networking and the continuous advancement in the underlying technology is a system of factors in constant flux. The dynamics of constant changes and discoveries have and will continue to cause reactions from markets and disconnected offerings which emerge on a daily basis.

The markets are all in a reactionary state jumping in for the sake of establishing a presence. Little, if any, long term thinking seems to be evident by the copycat mentality of “yet another social network” for an audience already frustrated by the disconnection of networks.Some of the larger players, unnamed but easily identified by an average participant, have yet to fully deploy significant resources rather the evidence suggest the larger players are learning from the early entrants and the adoption curves, usage patterns and “pains” of an early market.

However, the noise of the market clearly shows signs of potentially significant moves aimed at capturing new or keeping old user loyalties to established well known web traffic centers of the past. Added to these dynamics are “shifts” occurring within audio/video broadcast media sectors.

Consumer traffic has and will continue to shift from the traditional mediums of TV and Radio to multimedia channels offered by advancements in Web 2.0 and 3.0 technologies as well as mobile devices. The Big are concerned and have investors to satisfy. With decline in viewers and traffic, or even a hint of decline, the analyst will create managerial chaos within corporate behemoths of industry. Capital expenditures and acquisitions will increase as the Big chase after the small at all cost.

A wise man once said “Those who forget the past are condemned to repeat it”.

Sometimes capital markets create disruption enabled by their own impatience and reactionary behavior when the organizations they invested in are not prepared for the very factors that made their past success. Human behavior is predictable and when threatened reactions are not well thought out nor are consequences of actions anticipated.

While we have witnessed advancements in managerial concepts, leadership attributes and organizational change the one constant that is difficult to change is human behavior. Today’s leaders and managers of the establishments that have driven the very advancements of the web are likely to behave as did those in the past. The problem is that enitre markets are shifting faster than ever before and the “coolest” thing today literally can be replaced by “cooler” thing in a matter of months. Don’t think so? Look at Twitter compared to Friendfeed based on the wisdom of the crowd.

As The Relationship Economy emerges the leaders and managers of our future are the individual users, the smaller firms with an abundance of creativity, speed and the “swarm” potential that threatens the very foundation of the Big because users enable other users to learn and adjust quickly.

What factors are driving your dynamics? Can the Big respond fast enough to think and act small? Which factors are the answers for the tomorrows success for both the Big and the small?

What say you? What Factors are the greatest influence to you or your organization? Maybe the greatest factor is failure. More on this later.

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