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I don't think the problem is commercialization per se; it's the short-sightedness and narrowness of the current commercialization strategies that are the source of the problem. Google became a multi-billion dollar company by supporting and contributing to the open internet over the course of ten years; their current worrying tactics are very recent. So we know that it's very possible to be wildly successful without undermining your customers' interests (and in the long term, undermining your customers' interests is almost always unsustainable). The problem is that we've got big players like Google and Facebook who have become risk-averse as they grown, and, having maximized the potential of their original founding visions, have shifted into consolidating their positions in order to preserve the status quo at the expense of others. This is a pattern that seems to recur again and again in the industry. The way to break it, of course, is to be the source of the creative destruction that undermines the status quo - few large, vested enterprises are willing to do this, though, which is why we see them ultimately becoming dinosaurs who are displaced by startups operating under new paradigms. I'd hoped that Google, given its nature, would be the one organization that might be able to avert the pattern, but I guess not; they should be doing exactly the opposite of what they're doing now, and support a wide range of products and services, and looking for innovative monetization strategies for products that aren't immediately profitable. But instead, they're going for ultra-focus on what seems to work in the here and now, and trying to entrench the status quo, which will take them down the well-trod path to eventual failure. |