????數(shù)字媒體擁有改變世界的力量。然而，真正掌握這門(mén)21世紀(jì)的技術(shù)（同時(shí)也是藝術(shù)）卻難于上青天。這就引出了一個(gè)問(wèn)題：所有的頂級(jí)媒體公司都知道必須做出改變——但如何才能找到恰當(dāng)?shù)闹c(diǎn)，并完美地執(zhí)行呢？讓我們通過(guò)數(shù)字媒體革命六大先鋒的視角來(lái)探討一下這個(gè)問(wèn)題。

蘋(píng)果公司（Apple）：改變媒體體驗(yàn)的剩余領(lǐng)地

????蘋(píng)果比同行和消費(fèi)者超前幾個(gè)“光年”，它一次又一次帶給我們驚喜，給這樣一家公司提建議似乎顯得有些狂妄。然而，身處這樣一個(gè)全新的領(lǐng)導(dǎo)力時(shí)代，蘋(píng)果公司最重要的事情莫過(guò)于堅(jiān)守喬布斯的核心價(jià)值和強(qiáng)項(xiàng)。說(shuō)到商業(yè)領(lǐng)袖，喬布斯一直是這個(gè)星球上最好的變革代言人，他從不接受現(xiàn)狀。這也正是蘋(píng)果在音樂(lè)、電影等優(yōu)質(zhì)媒體內(nèi)容的設(shè)備和傳播領(lǐng)域永立潮頭的原因所在。

????蘋(píng)果公司的團(tuán)隊(duì)必須將其點(diǎn)石成金的本領(lǐng)延伸至數(shù)字媒體設(shè)備世界剩余的領(lǐng)地?，F(xiàn)在到了為客廳提供一流的電視體驗(yàn)，讓所有娛樂(lè)在手機(jī)、iPad、電視和臺(tái)式機(jī)世界之間無(wú)縫流動(dòng)的時(shí)候了。但AirPlay、 iCloud和AppleTV還沒(méi)有成熟到這一步。蘋(píng)果的下一個(gè)挑戰(zhàn)是實(shí)現(xiàn)技術(shù)上的跨越，制造出全新的設(shè)備，它們可以在這些平臺(tái)之間自由穿梭，把娛樂(lè)和應(yīng)用以高度個(gè)性化的方式帶到消費(fèi)者所處的任何地方。完美地做到這一點(diǎn)需要巨大的想象力。雖然喬布斯不在了，但很顯然，如果有誰(shuí)能做到這一點(diǎn)，它仍然非蘋(píng)果公司莫屬。

Facebook：如影隨形，緊跟消費(fèi)者

????就改變數(shù)字體驗(yàn)的性質(zhì)而言，F(xiàn)acebook的貢獻(xiàn)比任何其他網(wǎng)絡(luò)公司都要大，即便蘋(píng)果公司也甘拜下風(fēng)。面在面向消費(fèi)受眾的社交操作系統(tǒng)領(lǐng)域，F(xiàn)acebook業(yè)占據(jù)支配地位。但它依然有潛力走得更遠(yuǎn)。一個(gè)明證是，F(xiàn)acebook本月剛剛宣布該公司將推動(dòng)移動(dòng)應(yīng)用的普及（這些應(yīng)用的可接入性就更不用提了），并最終彌合網(wǎng)絡(luò)和應(yīng)用之間的鴻溝。這家公司正在入侵蘋(píng)果iOS和谷歌Android的領(lǐng)地——提供跨應(yīng)用連接顯然一直都是操作系統(tǒng)題中應(yīng)有之意。

????Facebook越來(lái)越有希望把消費(fèi)者、應(yīng)用、數(shù)據(jù)和設(shè)備連接在一起。但Facebook要做到這一點(diǎn)，其掌門(mén)人馬科?扎克伯格就需要史蒂夫?喬布斯式的想象力。實(shí)際上，扎克伯格必須構(gòu)想出一個(gè)全新的生態(tài)系統(tǒng)。在這個(gè)系統(tǒng)里，所有的連接都有賴于Facebook。他已經(jīng)證明了自己的執(zhí)行力。但他能構(gòu)想出如此巨大的愿景嗎？

谷歌公司（Google）：“沒(méi)有屢試不爽的辦法。”

????Wetpaint公司首席運(yùn)營(yíng)官羅布?格雷迪這個(gè)猶如商標(biāo)廣告詞般的說(shuō)法放在谷歌公司身上尤為貼切。在尋找問(wèn)題的答案方面，谷歌是無(wú)可爭(zhēng)議的王者——只要這些問(wèn)題來(lái)自臺(tái)式電腦和筆記本電腦。但把強(qiáng)大的搜索實(shí)力應(yīng)用到移動(dòng)環(huán)境、平板設(shè)備和通訊依然是谷歌的短板。盡管Android 操作系統(tǒng)顯然是這一領(lǐng)域的成功者之一，但它帶給谷歌的財(cái)務(wù)業(yè)績(jī)遠(yuǎn)不及該公司在桌面領(lǐng)域獲得的真金白銀。谷歌需要重塑自我。它需要跟過(guò)去”一刀兩斷“，需要采用里德?黑斯廷斯式的哲學(xué)：公司不能單單依靠搜索。只不過(guò)就谷歌而言，這樣做的難度要更大一些。

????原因如下：黑斯廷斯已經(jīng)明白無(wú)誤地指出網(wǎng)飛公司（ Netflix）的下一代互聯(lián)網(wǎng)產(chǎn)品是視頻流服務(wù)，但谷歌必須找到一個(gè)全新的愿景。當(dāng)然，這并不是說(shuō)谷歌公司需要退出搜索市場(chǎng)。但它必須重塑其搜索組合，要像英特爾公司（Intel）那樣，不斷推出一代又一代微處理器，永遠(yuǎn)趕在競(jìng)爭(zhēng)對(duì)手之前，讓最新的芯片取代上一代產(chǎn)品。實(shí)際上，英特爾公司持續(xù)成功的部分原因就在于，摧毀行之有效的東西，代之以效果更優(yōu)越的產(chǎn)品。谷歌的新愿景肯定應(yīng)由三部分構(gòu)成：移動(dòng)、搜索和社交。好消息是，拜Android所賜，谷歌已經(jīng)擁有了建立在前兩部分之上的優(yōu)質(zhì)平臺(tái)。

????但搜索需要超越查詢框，移動(dòng)設(shè)備或許不僅僅是手機(jī)加PDA（個(gè)人數(shù)字助理）。谷歌的挑戰(zhàn)及其機(jī)遇在于，將自己重塑為一個(gè)完全連接在一起，織入日常生活機(jī)理之中的設(shè)備。谷歌應(yīng)該了解用戶在哪里，他跟誰(shuí)在一起，他正在做什么，最起碼也應(yīng)該能夠做出一些有根據(jù)的推測(cè)。它的下一個(gè)界面應(yīng)該有質(zhì)的飛躍，讓我們不必在勞動(dòng)雙手。它應(yīng)該是一個(gè)能夠根據(jù)環(huán)境線索，幫助消費(fèi)者過(guò)上數(shù)字生活的數(shù)字伴侶。蘋(píng)果Siri服務(wù)打開(kāi)了我們的想象力；但谷歌擁有令人贊嘆的語(yǔ)音識(shí)別技術(shù)、算法和卓越的平臺(tái)實(shí)力，來(lái)完成這些事情?，F(xiàn)在，它亟需理解消費(fèi)者。這是拉里?佩奇及其團(tuán)隊(duì)在2012年面臨的最緊迫，也是最棘手的任務(wù)。

????Digital media has the power to change the world. Actually mastering this 21st century business (and art) is unbelievably hard, however. That begs the question: The top media companies all know they need to make changes -- but how do they find the right change and execute well? Let's look at this question through the lens of six key players in the digital media revolution.

Apple (AAPL): Transform the rest of our digital experience.

????It may seem arrogant to give advice to the one company that has surprised everyone again and again by being light years ahead of the industry -- as well as the consumer. Yet, in a new era of leadership, the most important thing for Apple will be holding on to Jobs' core values and strength. As corporate leaders go, Jobs was always the best change agent on the planet, and he was never willing to accept the status quo. That's why Apple is a perennial leader when it comes to devices and distribution for premium media content like music and movies.

????The Apple crew must extend its golden touch to the rest of the digital media device world. It's time to supply the living room with a first-class TV experience; and to seamlessly flow all entertainment between the mobile, iPad, TV, and desktop worlds. AirPlay, iCloud, and AppleTV aren't all the way there yet. Apple's next challenge is to make devices that leap forward and bring entertainment and applications wherever I am, and to know me as one person across all of these environments. To do so -- and to do so well -- will take a huge imagination. And, even without Jobs himself, it's clear that if anyone can do it, it's still Apple.

Facebook: Be everywhere the consumer is.

????More than any other company on the Web -- even Apple -- Facebook has changed the nature of digital experiences. It's already established itself as the dominant social operating system for consumer audiences. And yet it has the potential to go much, much farther. If you need more proof, just this month Facebook announced that it will be facilitating the spread of mobile applications, not to mention linking into them -- finally bridging the gap between Web and app. It's invading Apple iOS' and Google Android's territory, providing the cross-application linkages that have always unequivocally been the job of an operating system.

????Increasingly, Facebook has the opportunity to wire consumers, applications, data and devices together. But for Facebook to do this, Mark Zuckerberg will need the kind of imagination that Steve Jobs had. Indeed, Zuckerberg will have to imagine a whole new ecosystem, this time one where Facebook facilitates all connectivity. He's proven he can execute already. But can he take on a vision this big?

Google (GOOG): "What got you here won't get you there."

????This trademark phrase from Wetpaint COO Rob Grady is particularly apt in Google's case. Google is the undisputed king of finding answers to questions -- as long as they're being asked from desktop and laptop computers. But when it comes to applying its great search strength to mobile environments, tablet devices and communications, Google is still lost. While the Android operating system is clearly one of the winners, it doesn't give Google the essential financial success in mobile that it has on the desktop. Google needs to reinvent itself. It needs to make a bold "burn-the-bridges" move, adopting a Reed Hastings-like philosophy that the company cannot rely on search alone. Only, in Google's case, it's even harder.

????Here's why: Hastings had already clearly identified the next wave's product at Netflix (NFLX) -- streaming video over the Internet -- but Google has to find a new vision altogether. This is not to say that Google needs to exit the search market by any means. But, instead, it must reinvent its own search portfolio, the way Intel (INTC) reinvented the microprocessor generation after generation, always allowing its newest chip to put the last one out of business, before the competition did. Indeed, Intel's sustained success was built, in part, on destroying what worked and replacing it with something that worked even better. Google's new vision should surely have three components: mobile, search and social. The good news is that, thanks to Android, Google already has A+ platforms to build on the first two.

????But search needs to get beyond the query box, and the mobile device can be more than a phone plus PDA. Google's challenge -- and its opportunity -- is to reinvent it as a completely connected device that is woven into the fabric of daily living. It should know where I am, who I'm with, and what I'm doing -- or at least have some educated guesses. It should make the next interface leap that helps us leave the thumbs behind. And, it should be a digital companion that picks up on environmental cues and helps me live my digital life. Siri has opened our imagination; but Google has amazing voice recognition, algorithmic and platform strength to accomplish these things. Now it sorely needs to understand people. That's the most pressing -- and most problematic -- task for Larry Page and his team in 2012.