I love apps, I hate apps. Their ingenuity and variety has brought fun and delight into my life, but I also long for a world without them. That is to say, a world without a handful of companies circling their wagons around my content and how I interact with my community. Fortunately something happened this week that should fuel a glimmer of hope for an alternate mobile future.

The real issue is not whether Apple or Android will win the war for your mobile phone, but rather the nature of the game they are forcing us to play. The digital revolution is at a crossroads. The Web was designed to be an open platform for the networked navigation of content, but increasingly it is under challenge by those who would allow it to become a walled garden for social media monopolists or a background pipe for proprietary mobile applications. In that context, Amazon’s lastest challenge to Apple’s control over your smartphone is a welcome development.

I still remember the day I made the heart wrenching decision to move all my physical books into storage and embrace the Kindle. Dust, space, and endless hours on airplanes finally killed the romance of ingesting words on dead trees. Now I read my books on my phone, my iPad and, when in direct sunlight, on a Kindle e-reader. After this week, I also have the choice of reading them directly from the Cloud. At face value, Amazon’s new HTML5 Kindle app might not seem that game changing but think for a minute what it actually represents. One brand platform, no App Store, no software downloads - just your content, on any web enabled screen wherever you are.

HTML5 has been kicking around for a while, but now that platform providers are playing hardball on their approval processes and demanding a greedy bite of third party revenues on content sales - publishers have a growing incentive to bypass them altogether. Amazon will not be long alone in this nascent uprising. Magazine and newspaper owners are growing uneasy at losing their direct billing relationships with their audiences. The Financial Times has already launched its newspaper on the HTML5 platform. More will follow.

There is a deeper thread to this conflict worth noting. At the moment, mobile application development is a nightmare in diversity. Different screen formats, multiple device profiles and divergent operating systems add up to costly duplication of work and complex testing processes. For CIOs in particular, this creates all kinds of headaches when deploying services in the enterprise. But in the future, what if you could virtualise any application and deploy it in a web browser? Music, productivity tools, secure communications, video games, newspapers - all hosted and deployed from the Cloud, irrespective of what device you are using.

Cloud virtualisation is not good news for everyone. It erodes the platform power held by Apple who have used the iTunes ecosystem to defend the high margins of their hardware products. And while in the short term, a shift to the Cloud might help challenger brands like Samsung, Sony, LG and HTC - in the longer term, even they will suffer as hardware and bandwidth commoditises and value shifts to a hyper-competitive era of platform agnostic applications.

Don’t sell your Apple stock just yet, but I do think we will look back and remember 2011 as the year this innovative company and its CEO were at the historical peak of its powers.

Now that it is fashionable to be sociable, those wretched share buttons are turning up everywhere. Read an article, book a flight, buy some shoes, finish a book - you are endlessly encouraged to let other people know. Surely it won’t be long, before they even ask us to tweet about paying our traffic fines. But here’s the problem. Making it easy for people to share is a necessary but not a sufficient condition for social success. People are happy to share things when they feel like it. The real question then, is what motivates them?

No one wakes up in the morning thinking they need to share something on Facebook. Perhaps you could argue that spending time on social networks nourishes the ‘belonging’ phase in Maslow’s infamous 'Hierarchy Of Needs'. Personally, I’m not convinced that human desires are even hierarchical to start with. But there is no doubt that when it comes to our online behaviour - we are just as emotional, irrational and driven as we are in the physical world. From my observations of digital consumers - I’ve created a list of seven motivating factors for why people share. Here they are in no particular order:

1. To be a network alpha
There is always someone in your group who likes to be the first to discover and share the latest pop culture meme, interesting article or crazy statistic. This is no accident. ‘Network alphas’ spend a considerable amount of time and effort to establish themselves as the primary node in your circle of friends. They share content because it establishes their status in their group. If you want them to pay attention to you, make sure you feed them your material first.

2. To be more attractive
If you thinking about human motivators, you can’t go very far without acknowledging the magnetic compulsion of sex. People share inspiring quotes, their dreams and passions, pictures of themselves having fun on exotic holidays or driving glamorous sports cars - not for the sake of pure content creation, but rather to signal their suitability to the opposite sex. If we reveal ourselves through what we share, ask yourself this - will sharing your content make someone look sexy, or a complete dork?

3. To think out loud
Sometimes people also share things for organisational reasons. Everyday I share dozens of articles on del.icio.us - not because I care whether anyone is subscribing to my feed, or because I’m trying to vote up a particular article - but for the simple fact that tagging and sharing means that I can come back later and access my research from the Cloud.

4. To be part of something bigger
Sharing can also be a way of participating in a groundswell of collective action. We can add our ‘likes’, comments and votes to a big idea, a timely charity, or an election campaign. The visibility of our sharing behaviour during this process is important - because it binds us closer together with people with similar views and passions. That is why the share counts on posts or webpages can create momentum effects.

5. To build social ties
Have you noticed that after a party or a work function, there is generally someone in your network who insists on uploading photos and videos and tagging everyone in them? Sometimes it is a nice way to relive the collective moment. Other times - it’s an embarrassing reminder not to drink Tequila in public. But social cohesion is a powerful force. Groups - social or work related - become more dynamic with a greater sense of common purpose when they participate in collaborative sharing behaviours.

6. To get feedback
Content creators are motivated to share content to get feedback on their ideas. There is nothing less inspiring than writing a blog post or editing a video, for it then to languish in isolation on your hard drive. People who write and produce, do so increasingly for a public audience. We share what we make with people we hope will in turn share it with others.

7. To be famous
The final, and perhaps the overriding motivation for online sharing behaviours - is to get noticed. There are many figures in the digital community who are largely famous for being famous, and who have used social media and frequent sharing as a way of building their fan bases. Super sharers like Robert Scoble, Gary Vaynerchuk and Guy Kawasaki have built large followings as a result of early adopter domination of new social platforms. Sometimes you don't have to offer free iPads or discounts to get people to share. Help them become more visible in their networks, and they will move mountains to share things for you.

A few caveats. Firstly I'm not the only person who is thinking about this. The New York Times and Latitude Research recently put out their own research on this subject. You can read it here. The other thing you should bear in mind is that any list like this needs to be taken with a cultural grain of salt. Consumers will behave very differently online and on social networks depending on their cultural programming. To be considered ‘digitally social’ in Brazil means something very different than what it does in the US, or in China for that matter. Nevertheless, if you are a brand or a professional marketer - understanding the true motivations for why your customers are willing to share your content and products is essential for your long term survival.

The future of marketing may be social - but the brand consumers care about is theirs, not yours.

As a coffee aficionado, I never thought the day would arrive that I would love an automatic coffee machine. But it’s true. I love my Nespresso machine. I bought my first in Hong Kong when I struggled to find a decent coffee anywhere on the island. And I’m embarassed to say, I sometimes even choose hotels based on whether there is a similar machine in my room. But if Nespresso, owned by Nestle, represents the past triumph of applying the Gillette ‘razor and blade’ business model to beverage consumables - it also points to the present failure of appliance brands to capitalising on their captured consumer base.

When you buy a Nespresso machine they ask you to provide your details to join their coffee club - ostensibly so that they can keep track of your consumption and prompt you to service your machine at the right time. Not a bad premise, and certainly a smarter engagement tool than the standard warranty database coupon. But what if there was a Nespresso app store that sold apps that let you customise your brew strengths or program automatic functions? How would that change the economics of the business? White goods manufacturers would certainly stand to benefit from similar thinking. You may buy a new washing machine only once every 5-10 years, but what if you could get consumers to upgrade their software applications that controlled energy usage, spin cycle programs and other features once every quarter? Turning durables into consumables was a neat magic trick for many appliance brands in the last ten years. But for the next stage in the game, they need to be thinking about the broader information ecosystem that surrounds their physical products.

Selling out your friends might not seem the best way to nurture your relationships, but if the transaction involves hooking them up with their dream job - they just might forgive you. Top Prospect is an innovative new startup that connects with your existing contact networks on platforms such as LinkedIn, and then allows you to suggest friends for job roles. If they get the job - you get paid a bonus - anywhere between US$5,000 and US$20,000 depending on the role.

Before you get too excited at turning your colleagues into cash, at this stage most of the job roles are in the US, and there is also a heavy tech sector skew. Nevertheless, Top Prospect is an intriguing concept and one of many new services that I predict we will see in the future that enable hyper-connectors to better commercialise their networks.
By attaching a financial reward to the matching process, companies like Top Prospect may actually enable the recruitment ecosystem to work more effectively.

Think about it. Much of the talent acquisition market is broken. You hire an headhunter to fill a role. He either strip mines his own network of people he has placed for another client, or charges you to advertise the role with either outdated web ads or expensive print notices which tend to attract the disenchanted and perpetual job changers. For the very top positions, industry focused recruitment specialists generally know who the best performers are, and are well placed to defend their turf. But for middle tier roles, connected professionals may have better knowledge of who is smart and open to moving onto a new opportunity. It is in this space, that I see emerging platforms doing the most damage to the traditional model.

During the first digital revolution, the Web killed print classifieds. Now that we are in round two, headhunters should stand warned.

When you travel a lot, you start to care about the in-between places. I’ve always loved airports - the super efficient ones like Hong Kong and Singapore, the chic and gorgeously designed ones like Oslo and Denmark, the retro fantastic ones like Charles de Gaulle, and even the bizarre horrid ones like Harare in Zimbabwe. In a way, airports are the ultimate soft branding destination for any country. There is a lot of discussion these days about the virtues of soft power. Nations are vying for supremacy - not just in terms of military, political or economic strength - but also in people’s perception of ‘coolness’. And what better place to start, than the first port of call? Turkey seems to be no stranger to the concept. Check out the ultra luxe new Turkish Airlines business lounge in Istanbul. You start to wonder whether the developed/developing country paradigm is almost set to be reversed!