This evening I'm off to the Brian Solis Tweetup in London (all sold out, sorry). It should be a fun evening, but I've no idea if anything bloggable will emerge. You'll find out tomorrow.

Talking of tomorrow, expect some blog catch-up activity, as I have my first day "free" for a while, and getting some serious blogging done is on my agenda, along with some bits of paid work and more unpacking at the new house. In particular, I'm hoping to get some posts done on GameCamp 5.

The end of the week is all Like Minds all the time. I'm heading down to lovely Exeter on Wednesday afternoon, and will be liveblogging on the Like Minds site for the following two days. Not quite sure what will appear here... 

Tickets are still available, and if you can make it to Exeter for either of the two days, I can highly recommend the event. Like Minds has been one of the highlights of my conference schedule for several years now. It's a genuinely thought-provoking and challenging event. 

I noted this post by Seth Godin a few weeks back:

This is a sure sign of systemic failure as well as a CEO who is not doing the job she should be. When smart people who care get frustrated, something is wrong.

I recognised that feeling - that of caring about the company, and of seeing solutions which I just couldn't get implemented, because the people around me weren't in touch enough with what was happening outside their tight niche to see that the threats and opportunities were coming from elsewhere.

And then I saw this yesterday:

AirPlay, a software tool included with Apple's iPads and iPhones, is widely viewed as being potentially disruptive to the cable industry, because it makes it easy for people to view a broad variety of Internet content on a television. Time Warner Cable's leader, however, hasn't heard of it.

And that's the core problem, isn't it? A CEO who has worked his or her way up the company, in a different age, with a different set of challenges. They're not in-touch enough to know what the new landscape is. And they're not smart enough to listen to those people further down the company who are much more keenly aware of the true competitive landscape. So, it's both a systemic and a personal problem, as Godin suggests.

Try this thought experiment: imagine walking up to your CEO, if you work for a publishing business, and asking him to name his top five sites that didn't come from a traditional media background. If you can't imagine him giving sensible answers, start looking for another job. 

Because the entire point is that journalism is not being disrupted by better journalism but by things that are hardly recognizable as journalism at all. Stepping up your game is always a good idea, but it won't save you.

It's a spot on observation. 

The trick is going to be ways of finding the core values and skills of what we call journalism, and finding whole new ways of expressing them in a totally different medium.

You up to that?