LOVE (AND HATE) FOR OCCUPY
When we placed the Occupy Wall Street movement at No. 7 on our list of the 50 Most Innovative
Companies, we expected passionate responses. We just didn’t know how passionate.
broke the law by
squatting on both public
and private properties,
damaged businesses, brought
crime to their encampments,
and is recognized for being
innovative? Fast Company is
out of touch with reality.
the idiots that
WINS TON GALT
Since Fast Com-
pany is playing Mad
Libs with innovation,
why didn’t Tim Tebow
make the list?
used to be an
God the wealthy continue
to be generous and
philanthropic while O WS
demands “profits” they
exception of the
nonprofits, all the other
companies listed on the “Most
Innovative Companies” feature are (or
want to be) part of the 1% that Occupy
considers the enemy. Occupy will utilize
their technology, but they don’t want
to emulate them. Occupy protesters
don’t want to build; they want to destroy.
They don’t want to create; they
want to ruin. That’s innovative?
Ne w York
A little more than a year ago, we reported on John Maeda’s travails as president of the Rhode Island School of Design (“The Twitterfly Effect”). After taking the venerable art school’s reins and alienating some on campus with the kind of cyberstyle leadership that had worked so well for him at MI T’s Media Lab, Maeda was tunned when his board-endorsed strategic plan for the school met with a “no confidence” vote from the faculty. One year later, his revised plan passed with a hearty 80% faculty approval.
What made the difference? A piece of advice
from his pal John Jay, Wieden+Kennedy’s
executive creative director. Posted on Maeda’s
office wall is Jay’s “ 10 Lessons for Young
Designers.” No. 2 on the list: “Life is visceral. Get
off the computer and connect with real people.”
Maeda did, logging lots of face time with
faculty and staff. “The world is shifting,” he says.
“Leaders are exposed and accountable, and can
get word from anywhere. Now it’s about a
shared voice. That’s academia.”
You list a
as the seventh most
influential “company.” Seriously?
I might expect this from the
Huffington Post or Media Matters
but not Fast Company. I could have
picked up the New York Slimes to
read this. How much thought did
you give this?
THE NEW MEDIA
1. Not a company.
2. Not innovative.
Whatever else you might
feel about the movement
I like the “universal
design” aspects of OWS,
as well as the viral communi-
cation leverage. It has silenced the
Tea Party, moved its game into the
local political process, and may
even move to the lobbying space.
Fast Company made an excellent
TREN T SPRIGGS
“The venture capitalist
Fred Wilson has written that
entrepreneurs are likely onto
something big when they’re mocked and
misunderstood.” “Misunderstood” is a
generous word to associate with Occupy.
Whether or not you believe in the movement
is irrelevant. The point that Occupy’s
message and purpose are inarticulate under-
mines any change it’s hoping to achieve.
It’s a fast company that’s stuck
“No, I’m not running for office someday,” laughs Chris Hughes— whom we profiled in 2009’s “Boy Wonder”—on his purchase (amount undisclosed)
of a majority stake in the 100-year-old beltway
magazine The New Republic. Instead, the veteran
of Facebook, the Obama campaign, and cause-themed startup Jumo sounds like the modern
media mogul he’s just become. “There has got to
be a way for technology to enable people to find
the information and conversations that actually
inform them about the world,” he says, adding
that he plans to grow revenue in print, online, in
tablet, and through events. “The audience might
not be the size of Facebook,” says Hughes, “but
how much time can you spend online and think,
What did I just learn?” —eLLen Mcgir T
could learn a lot from
O WS. It’s refreshing to
have journalism that
questions norms rather
than reinforces them. This is
why I subscribe.
LOVE I T
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