Now companies tend to mine gigantic databases for insights into what might happen six months from now. That might always be valuable, but there's a different kind of value - and a competitive edge - in processing ongoing streams of data through a software model that can quickly and constantly make predictions about, say, whether a certain customer is going to defect, or an aircraft is going to run into trouble.

In the long run magazines can't be a convenience play - the Web has stolen that. So magazines have to be high fidelity - a fantastic experience - to thrive. Magazines will survive the Internet age, but only the ones that give people an experience they just can't get anywhere else. A magazine will have to be truly loved to make it.

Eventually, we need to have computers that work differently from the way they do today and have for the past 60-plus years. We're capturing and generating increasingly massive amounts of data, but we can't make computers that keep up with it. One of the most promising solutions is to make computers that work more the way brains work.

The explosion of the Web and digital media from 1995 to 2000 shook companies more profoundly in a shorter time than anything since the end of World War II.

From about ninth grade on, I knew I was a writer at heart. I had fantasies of being a great novelist, but I thought that seemed like an iffy way to try to make a living. So I tried journalism while in college, and really liked it. But even in journalism, I've always pursued ways to be somewhat literary, whether writing a column or writing books.

I knew I wanted to be a writer from as far back as I can remember. That was my talent. Lord knows it wasn't math.

High fidelity is a rich experience, and you'll put up with terrible convenience to get it - maybe it's high cost, waiting in line, jumping through hoops. High convenience is the opposite - it's a commodity, but it's cheap and easy and ubiquitous. A great exclusive boutique shop is high fidelity; Wal-Mart is high convenience. Both are hard to establish in their own way. The thing to remember about sustaining either is that you can't sit still. Some other entity will always find a way to challenge your fidelity position or your convenience position.