It’s a very simple equation, one I’m sure others have come across elsewhere, but it struck me with an arrow of truth last week. If there is a problem with the publishing industry as it stands it comes down to the disconnect between the motivations of the writer and the publisher.
I came about this a roundabout way. I happened onto a marketer’s blog post discussing what made Steve Jobs, and by extension Apple, so successful. The crux came from a quote from Jobs at the end of his recent biography:
“My passion has been to build an enduring company where people were motivated to make great products. Everything else was secondary. Sure, it was great to make a profit, because that was what allowed you to make great products. But the products, not the profits, were the motivation.”
Many companies have this upside down, or if they start as innovators they quickly switch over to a profit-first mentality to maintain their position. The idea is that if you innovate, people will come, and profits will grow, allowing you to innovate further. This lead me reconsider what I felt about Steve Jobs last year when he died, how I had come to think of him as the Edison of this century. But that’s not exactly a good analogy, because where Edison may have refined existing patents he is credited with creating the technology that is still with us. Jobs did not invent nor is he credited with inventing the computer, the phone, the television, or the music playback device. He didn’t even invent the MP3 file technology that the iPod uses to store and playback music. What he did was take what was familiar and ask the question: How can I make this consumer product more friendly, inviting, fun, and turn it into a brand people can trust?
Essentially, Jobs is the Disney of our age, not the Edison.
Walt Disney did not invent movies, animation, or the amusement park. Hell, he didn’t even create new characters or stories to tell in his animation once he started making feature films. What he did was insist on instilling passion into great products that people would enjoy. He may have been a tyrant to his employees, as has been reported, but he was no petty dictator. He pushed his people to innovate and his legacy of creation continues nearly fifty years after his death. People don’t often remember (or know these days) that he mortgaged his personal property and his entire company to create Disneyland. Had that gamble failed it’s difficult to imagine what would have happened, but Disney was passionate and he was certain that if his people were motivated to make something great, then success was assured.
In reading about the history of publishing in America over the years I have come to believe there may have been a time when publishers were more in line with Jobs and Disney than the corporate entities they have become. There was a time when author and editor were both striving for something great, that profit was not the determining factor. Editors built stables of authors and nurtured talent because they believed in them, and in return that quality generated profits. Today, the profit-first model prevails, and a movie-tie-in complete with residual merchandising trumps the notion that quality is a motivating factor.
Are writers similarly motivated by profit in creating a work, or are they more interested in the quality of storytelling first? This gets tricky, as writers are now expected to market their works and to nail that sales pitch before anyone will bother to look at it. In many craft books there are instructions for plotting a narrative arc only after the summary has been honed as a guide stone. Lord help the writer who can’t rattle off their elevator speech at a convention even before they’ve finished their first draft!
It’s reductionist to insist that all writers, publishers, and editors behave as a unified front, but its hard not to wonder if all parties have lost their way.
“Traditional” publishing (or “Legacy” publishers, if you buy into Amazon’s propaganda machine) will most likely need to revert back to their old ways in order to survive. Editors will need to operate free from the chains of corporate acquisitions and, more importantly, spend more time personally guiding talented people toward great ideas. The motivation to publish books will then fall back in line with the writer’s motivation.
Great books will be written and published when both parties can’t imagine doing anything less; the profits will sort themselves by-the-by.
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