Non-profits do some really exciting and dynamic work, yet their portrayal has never had the reputation of being hip, young and technologically savvy – until now.

Currently, I volunteer for an organization called charity: water, which happens to be a couple of blocks away from Glow’s office. Its mission is to provide clean water to those around the globe who don’t currently have access, from Cambodia to Liberia.

What’s different about charity: water is that you can feel an instant wave of excitement and inspiration. There is an aura about their organization that was hard to come by in the non-profit world a few years ago. They have been able to achieve an image of effortlessness and grace, behind such a robust network of people. What’s special about them is that they can portray the joy of giving visually, whether it’s in their website design, their promotional materials, the photography, their events, even their office design.

They emanate the same excitement and vibrancy of a modern tech startup, and introduce social good in a new light. In fact, that’s how they made their start, by seeking funding through the tech community. They are supported by big names in tech like Google, Bebo, Twitter, Foursuqare and more.

The group has done an excellent job of promoting their message to a tuned-in population who are geared towards technology and social networking, and demand crystal clear transparency. Their designs are clean, yet intricate and are developed in a way to provide a strong, clear message in a short amount of time – exactly what garners people’s attention in a fast-paced mobile world.

They understand the power of media and putting a digital face to their organization.  Some of their recent promotions include their anniversary project where they sent out personalized thank-you videos to their donors, and on World Water Day they created a platform for users to donate their birthdays to the cause and share that message across various social media platforms.

charity: water is a unique take on the business of non-profit, which was built from the ground up through the world of tech and understands that digital is for everyone.

Their website: http://www.charitywater.org/

Their blog: http://www.charitywater.org/blog/

Venture Beat’s charity: water coverage: http://bit.ly/vBgYpo

Having spent the past five and half years immersed in the live touring plans of hundreds of bands, the move toward the digital space was prompted in part by seeing and being inspired by the ways that artists, venues and multiple music industry entrepreneurs were embracing technologies that allowed voices to be heard in such a crowded landscape.

This career shift certainly came with some apprehension, but a surprising and welcome revelation too: Believe it or not, juggling the needs of advertising clients and indie bands is not as different as one might think. Less rock, similar role.

The Middle
A booking agent acts as the middleman between the bands and the venues. The agent seeks to orchestrate the best possible live show experience through impeccably planned tours and shows, which depend on savvy collaboration with venues and promoters. These efforts should serve to push the career of the artist forward.

An account executive serves as the middleman between the client and the internal team. Our team works to meet the needs of the client by creating a product – be it a digital campaign, a game, an app, etc. – that not only exceeds expectations but serves to increase the footprint of the client in the digital and physical space.

The parallels in these two roles exist in that shared word “middleman.” Both booking agents and account executives manage deadlines, expectations and teams for the shared goal of making a client (be it a band or a company) both happy and more productive in his or her own endeavors. The dichotomy of serving the best interest of both your client and your team (which can certainly be at odds) exists in both places.

The Language
My first dose of the magnitude of my career shift came with the immediate need to learn the new “digital speak”: ad sizes, ad types, file types, CTRs, CPMs etc. – the gamut. I feared this hurdle might take months to conquer, yet it quickly became second nature. I was soon sending emails that I wouldn’t have been able to interpret weeks earlier when I was using my fluency in “booking-agency speak”: rattling off different types of performance deals and contracts, arguing profits, expenses and rider requirements.

No matter which industry language you learn to speak, the way in which you speak is what matters most. One of the most important skills I’ve developed in both roles is how to relay messages, deadlines and requests in a manner that is both concise and eloquent (sometimes a struggle for a wordy gal like myself). I’ve learned quickly that though the jargon may be different, it pays to be multilingual.

The Passion
The pervasive enthusiasm exuded by my co-workers is easily the most wonderful parallel found in my agency transition. Whether motivated by a new band with a sold out tour, or a ground breaking digital campaign executed to perfection, the impact this energy has on the success of a campaign is immeasurable.

Impressions are the universal measurement for success. For a tour, it’s the impression left on the fan. For a digital execution, impressions are a metric that suggests an experience so captivating the user had no choice but to share it with their friends- like a great record. These experiences, no matter the industry or type of agency, are fueled by the passion of their creators.

As we watch the traditional music and entertainment industry paradigms (my former home) move towards the digital space (my new home), it is apps, web experiences and media that prove to be game changers. It is with the education garnered in both of these homes that I move beyond my “new kid” status and join the passion and excitement with which Glow continues to both explore and guide what is next.

Personally, I don’t know if Instagram is truly worth $1 billion dollars, but if Facebook is worth $80 Billion then Instagram is worth well more than a mere billion to Facebook.

What is most interesting about this exorbitant purchase is what it tells us about Facebook. When the mobile app market began to explode, we saw an influx of innovation that resulted in an expansion of sharable content, along side a rethinking in what constituted social content. Gaming, location check-in’s, mobile video and photography began to flood our feeds.

We learned that Facebook can’t simply replicate a service and takeout the competition. Foursquare debunked this notion when Facebook Places launched and subsequently prospered. Foursquare noted that Facebook Places merely exposed more users to the concept of “checking-in” which resulted in a massive boost in their user base. Why you might ask? Simply put, Foursquare does it better.

Facebook’s biggest problem is its inability to figure out mobile. The fact remains that Facebook’s mobile app is packed with features resulting in a navigational nightmare. Accessing a single feature requires the user to jump through several hoops. My use of Instagram and Foursquare started as a matter of convenience.

It has been reported by various sources that Path, an app that allows you to keep a social journal (posting various types of media) is a source of concern for Facebook., as it should. Path is simple, elegant and easy.

I don’t have Facebook’s solution but I think the answer can be found through a multi-app strategy. Facebook is a platform, not a single application. If Facebook is looking to avoid several billion-dollar acquisitions – which doesn’t appear to be Mark Zuckerberg’s style – it had better change course, because this titanic platform has a huge hole in its hull and it’s shaped like a smart phone.

Some digital music industry insiders do not believe that streaming music services will become lucrative; the services use channels that are not theirs to distribute content they don’t own, which separates them from platforms like iTunes and Amazon http://articles.businessinsider.com/2012-03-26/tech/31239066_1_spotify-itunes-music-service). But for the sake of argument, let’s assume that Spotify and similar ‘apps’ like Rdio and Rhapsody have a viable business model when it comes to making money off the whole internet-music thing. The fact remains that Spotify has been available in the US for barely a year (http://www.spotify.com/us/blog/archives/2011/07/14/hello-america-spotify-here) and that is only a short time for analysis if the decline in revenue for the music industry has been going on for a decade plus (http://money.cnn.com/2010/02/02/news/companies/napster_music_industry).

According to the RIAA, subscription music services saw an increase of 13.5% in revenue from 2010 to 2011 (Chart here: http://news.cnet.com/8301-31001_3-57405252-261/riaa-consumers-are-shelling-out-for-subscription-music). This sounds good but works out to be an increase of around $29 million, which while not a paltry sum, does not compare in the big scheme of things where artists like U2 pull down almost 7 times as much ($195 million) in one year alone. (http://www.forbes.com/pictures/eeel45hemh/2-bon-jovi-125-million-6/#gallerycontent).

Furthermore, the number of subscriptions rose from 1.5 million to 1.8 million in 2011 (http://news.cnet.com/8301-31001_3-57405252-261/riaa-consumers-are-shelling-out-for-subscription-music). An increase of 300,000 seems small, considering Spotify alone had 10 million registered users in November 2011 (albeit it world wide - http://www.engadget.com/2011/11/23/spotify-hits-2-5-million-paying-subscribers-yacht-rock-playlist/). Time will tell if subscriptions increase or if these 300,000 people are outliers like music nerds or tech evangelists.

So where does that leave us? While certainly encouraging, these numbers warrant spending more time on analysis. There are many things to pay attention to in the future. Among them, the fact that smartphone users are increasing exponentially (http://business.time.com/2012/02/14/one-billion-smartphones-by-2016-here-comes-the-mobile-arms-race), even in “fly over” country where country music has been profitable despite set backs in other sectors of the industry. Additionally, in recent years the industry has been following Europe’s example, focusing more on singles releases, which, of course, lend themselves perfectly for playlist creation. As Spotify commercials are eager to point out, creating playlists is a highlight of the program. But again, no one knows yet if streaming music isn’t fundamentally flawed to begin with. There are many factors that come into play, so jumping to a conclusion based on the first available numbers will not give a clear result.

While I understand that print is floundering and newspapers need to find ways to make money in the digital age, it would be nearly impossible to convince me to spend money for online news where there are so many places to get it for free.  The prices for a digital subscription for the New York Times range from $15 to $35 per month, based on the desired level of access (computer, mobile phone, tablet, etc.).  I think that this will provide an insurmountable obstacle for a large number of readers and I am frightened of the potential implications.

If the Times’ push for digital subscriptions fails, what is the next step?  Clearly the world is only becoming more digital, so if they can’t find a formula for success, what will happen?  Will the New York Times perish?  Is that even conceivable?

Equally as frightening to me, is the thought that the prestigious and reliable reporting of the Times will begin decreasing in its reach to the general public.  They will, of course, have dedicated – and affluent – readers who dutifully sign up for a digital subscription.  But surely this will result in decreased readership, and they are certainly not the only publication to be wrestling with this issue.  What of the masses who yearn for dependable, intelligent online news but don’t want to pay hundreds of dollars per year to get it?  Will they turn to more lowbrow news outlets?  Could this be the first step towards a general decline in the public intellect?

Maybe things aren’t as dire as they seem.  Perhaps this is a new beginning, an opportunity for an intelligent, reliable, objective news outlet to blaze a trail in the digital space and cater to a new generation of readers.  One can only hope…and wish the Gray Lady Godspeed.

View the project on FOX here: http://www.fox.com/touch/mosaic-of-your-world/

For more information about the project, please visit: http://glowinteractive.com/project/fox_touch

Why did we learn to type? Because typing was a basic and necessary skill for functioning in a world where computers were taking over the workspace. Today, in a world where we interact through websites, networks and app-enabled mobile devices, it seems that our prerequisites are in need of an update.

How frequently have you found yourself in a situation where you need to launch a simple website? Perhaps it’s for your resume, band, artwork, small business, an original idea, etc. Everyone has that one friend who knows how to build a site, or that guy who knows a guy, who knows how to build a site. But these days, on some level, everyone should be that guy or that girl. Your goal should not be to unseat the masters of code and design, but seek out the simple foundations of their art. You don’t need to be Edison to change a light bulb, but when the lights go out, you shouldn’t need to call an electrician to fix the problem.

We’ve reached a point where people need to re-educate and learn new basics, if not for themselves, but for the benefit of their co-workers. Imagine an office where the same number of people that understand Microsoft Word understood basic HTML and Photoshop. That would be one high functioning workspace.

It’s the ancillary knowledge gained when developing these skills that we’re really after. Suddenly the things you see online become demystified and your ability to foresee greater possibilities and problem solve increases exponentially. All companies no matter the industry, profession or trade interact with the web in some capacity – whether as a utility, a distribution channel or communications platform. Giving context to these channels and platforms on a wider scale is long overdue.

You didn’t sidestep learning Microsoft Word because you weren’t a writer. So why sidestep the fundamentals of the web because you’re not a designer or programmer? After all, learning to type has turned out to be pretty handy.

You can view the game on Facebook here:

https://www.facebook.com/JasonMraz/app_287034531368270

Retail on Facebook cannot be treated like a traditional e-commerce experience. Facebook is as much a discovery platform as it is a social platform. Given this, e-commerce experiences need to be setup in such a way that retailers can take advantage of discovery-driven behavior.

We browse our Newsfeed in the hopes of finding something entertaining or interesting. JC Penny’s, GameStop and Nordstrom’s have all opened and closed their Facebook storefronts. This should surprise no one. These Facebook commerce experiences attempt to mirror their existing e-commerce sites – which for the most part are good,  if not better than the ill-fated 520 pixel- wide attempts on their Facebook pages.

There are two inherent problems with retail on Facebook. The first being that Facebook has not provided retailers any substantive e-commerce functionality. Third party companies understandably – given the void – provide some commerce functionality on Facebook, but this is a task where Facebook must take the lead. Facebook commerce represents a potential revenue stream that could become as vital as advertising. Given the desire by major retailers to participate and the obvious benefits to Facebook’s bottom line, Facebook needs to show some leadership and innovation in the space.

The second problem is Facebook is by no means a mature platform. Though Facebook’s growth is beginning to slow – as would be expected when a platform hits nearly 1 billion users – the platform and user behavior is still evolving. Give Facebook and its users time to understand and get comfortable with just how commercial exchanges will take place on the platform. When this happens retailers can fairly expect results.

However, it’s still early and retailers are treating their Facebook pages as though it’s their website and it’s not. Nordstroms.com is a destination, Nordstrom’s on Facebook is a discovery and the purchase of a Nordstrom’s product on Facebook will be an impulsive act.

If you have a retail experience on your Facebook page ask yourself a few questions and decide if retail on Facebook is right for you:

• Does the experience accurately reflect your brand (visually and experientially)?
• Are you getting a return on your investment?
• Could your Facebook commerce resources, be reallocated for a bigger return elsewhere?
• What is the goal (beyond selling things) for integrating commerce with social

By engaging in the social space you’ve already committed yourself to a certain level of transparency. Intrinsic to this transparency is a level of vulnerability, thus making honesty and authenticity more important than ever.

Consumers are smart. They understand that brands evolve. They understand that most companies are in the business to make money. The new consumer appreciates and desires this honesty and authenticity. Above all else, they reject pandering.

When you consider switching to Timeline, construct your story so that individuals can see the evolution of your brand. Cadillac is an example of a heritage brand that has reshaped its image and re-targeted it’s efforts in a drastic way. At one point in history, Cadillac was the gold standard of American luxury. Yet over time the brand morphed into the preferred boat-car for the 90 year old retiree. Today, Cadillac has transformed itself into a sexy, luxurious road-beast. Seeing this evolution is both interesting and inspiring.

Many brands who’ve gone through radical changes and feel weary of embracing their former selves are encouraged to fight the urge to reject or abandon their past. Our past, whether it be a brand or person, represents who we are today. Paying homage to past iterations of your brand is a record of your growth as an organization and helps play a role in creating a connection with your consumer.

Launch Timeline, but do so thoughtfully. Consider your story arc and accurately identify marquee moments that play a role in who you are today.