Tech Cocktail was cofounded in 2006 by former blogger and AOL product strategist Frank Gruber and former Feedburner employee Eric Olson. The site, which has its headquarters in downtown Las Vegas, said it will use the funding to hire more employees, including VegasTech organize Gabriel Shephard and DC Tech organizer Justin Thorp.

“You should be able to update content in the digital world on the fly,” he said. “In digital, the idea of a new textbook edition doesn’t exist any more.”

Since launching in 2009, the digital textbook startup has worked with about 80 publishers to bring more than 200,000 higher education and K-12 titles to all kinds of mobile and connected devices. On Tuesday, it unveiled Advance, a new free platform that lets publishers and authors turn static files or PDFs into an interactive book “in minutes.”

If schools are going to embrace digital content, Rashid says, they need to know that they can find all of the titles they need in digital form, not just a handful of them. With Advance, the company, which competes with giants like Amazon (a AMZN) and Apple and startups like Inkling and Benchprep, hopes it’s found a way to get more content onto its platform.  The platform itself is free, but Kno takes a cut of each book purchased.

To use the platform, publishers submit flat files to Kno, which the company says it can turn into an interactive format in minutes. From there, publishers can update content and add video, audio or other interactive components whenever they want. Publishers can also add end of chapter questions or other assessments, which can be captured and analyzed in Kno Me, the analytics dashboard launched last month.

While Apple’s iBooks similarly lets authors create interactive ebooks, the final product can only be accessed on iOS devices. Publishers on Advance can use the platform to create content for iOS, Android, Windows 7 and 8 and the browser.

Kno, which has raised about $69 million from top Silicon Valley VCs like Andreeseen Horowitz and SV Angel, said some of the publishers using the new platform include McGraw-Hill Education and Wayside Publishing.

The broadcaster’s former partnership with Microsoft acquired EveryBlock in 2009 for what sources said at the time was “several million dollars” — two years after it was founded by developer/journalist Adrian Holovaty with a $1-million grant from the Knight Foundation, one of the first winners of the now-annual Knight News Challenge (the original code for the project remains open source, as required by the terms of the grant).

Everyblock closed down. That's nuts. They may not have found exactly the right product, but it's clearly the future: everyblock.com

—
Tom Coates (@tomcoates) February 07, 2013

NBC chief digital officer Vivian Schiller told the Poynter Institute that the project was a “wonderful scrappy business,” but didn’t make sense as part of the company’s growth strategy. In a memo to staff, she said EveryBlock provided an engaging user experience, but wasn’t a good fit with NBC’s core strengths (she also pointed out that the media company still owns and operates a former news startup called Breaking News, which it acquired in 2010). Said Schiller:

“As we continue to grow and evolve the NBC News Digital portfolio, we are focused on investing in content, products and platforms that play to our core strengths. The decision to shut down the site was difficult, but in the end, we didn’t see a strategic fit for EveryBlock within the portfolio.”

In a blog post, Holovaty — who wrote a seminal essay on the use of data in journalism in 2006, and created some of the earliest data-driven projects at the Washington Post — said that he was saddened by the news, and added on Twitter that looking through some of the comments about its demise was like “attending my own funeral.” Holovaty left EveryBlock last year, and said at the time that he expected the company to be around for “a long, long time.”

@digiphile @NBCNews @everyblock @adrianholovaty i'm a big believer in Adrian's original vision and the EB team. It was a tough call.

—
Vivian Schiller (@VivianSchiller) February 07, 2013

EveryBlock started as an automated news aggregator that pulled in data from local feeds and databases, similar to what Holovaty’s ChicagoCrime.org project did, but the site pivoted somewhat in 2011 to focus more on human contributions and community. Other hyperlocal efforts, including the New York Times’ local experiment, have either been shut down or downsized significantly, and AOL’s Patch is also rumored to be undergoing cuts.

Post and thumbnail images courtesy of Shutterstock / Karen Gentry

One approach that has gotten a lot of attention, in part because it comes from former Tumblr designer and Instapaper founder Marco Arment, is an online and mobile magazine called simply The Magazine, which launched earlier this month. The simplicity of the name is reflected in the platform itself: Arment’s digital magazine, which is focused on long-form essays about technology and culture, has virtually none of the elements that we’ve come to associate with online or virtual magazines — it has no masthead or sidebars or boxes with interactive ads, no table of contents or sharing buttons or drop-down menus. In fact, it has virtually nothing but words and links (and some cool hyperlinked footnotes).

One of the reasons why The Magazine is able to strip down its reading experience so much is that it has no advertising of any kind: the content is subsidized solely by subscriptions, and Arment said recently that it is already financially sustainable — since it is being produced almost single-handedly, and therefore has an extremely low cost structure compared to traditional publishing. In that sense, it approaches what some have called “artisanal” publishing, and there is some good discussion of the pros and cons of that model in a Branch discussion that includes designer Jon Lax and NYT staffer Jeremy Zilar.

Simplify, simplify, simplify

From a design perspective, however, the simplicity of the app is its most interesting feature, in part because Arment seems to have approached it in a way that is the complete antithesis of traditional publishers: as he has described in his posts about the genesis of the project, he started it by thinking about what elements he really needed, and left everything else out. By contrast, most magazines and newspapers seem to ask themselves “How can we take all the stuff we already have and the things we already do, and squeeze them into this new container?” This process is fundamentally broken.

Designer Craig Mod looked at The Magazine and its design philosophy in a perceptive essay entitled “Subcompact publishing,” in which he compares what Arment did to the way that Honda disrupted the automotive business in North America, by providing something that fit the minimum needs of a large group of consumers. In a similar way, Mod argues, publishers need to stop thinking about all the things they can cram into a design on the web or a mobile device and start thinking about what developers and entrepreneurs call a “minimum viable product.”

“Business skeuomorphism happens when we take business decisions explicitly tied to one medium, and bring them to another medium — no questions asked. Business skeuomorphism is rampant in the publishing industry.”

There are already some great examples of content experiences that are trying for a “minimum viable product.” The Magazine is one, but so are lesser-known or more experimental features such as Evening Edition, which was created by designer Mike Monteiro and provides a heavily-curated selection of news and features designed to give readers an overview of the world in the same way a newspaper front page does (or used to). Another more recent entrant is a news site called TL;DR — internet slang for “too long, didn’t read” — which summarizes top stories in a more approachable way than traditional portals.

Let the content fit the experience, not the other way around

Other similar experiments include Summ.ly, a startup launched by a 16-year-old entrepreneur, which Om wrote about recently. It is also designed in as simple a way as possible, to take advantage of the limited time and screen real estate that mobile users often have when it comes to content consumption — something that is also a driving force behind Circa, the mobile news-aggregation app launched earlier this year by entrepreneur Matt Galligan and funded by Cheezburger empire CEO Ben Huh. And then there is the short-form, mobile reading experience offered by Tapestry, which was recently launched by New York-based incubator Betaworks based on a model pioneered by author Robin Sloan.

It’s worth noting that Twitter is a great example of the “minimum viable product” approach, both as a company and as a way of publishing content: not only is the restriction to 140 characters something that keeps Twitter from becoming cluttered with too much verbiage — the way other formats such as blogs can be — but the whole nature of the service itself was so simplified that in the beginning it wasn’t even clear to many people what it should be used for. That didn’t start to become obvious (even to the company’s founders, I would argue) until millions of people were using it, and even then many of the uses that the tool was put to came as a surprise.

This is part of the reason why some Twitter users are so concerned about the future of the platform, as it adds more content through features like its expandable “Cards” and seems determined to layer more and more functionality on top of the service. With any kind of publishing, there seems to be an almost irresistable temptation to continue adding more features and content and doo-dads until the original simplicity of the experience is lost, or at least significantly diluted.

Why aren’t more traditional publishers experimenting with features or services that are similar to Arment’s magazine, or Tapestry’s mobile approach, or a stripped-down experience like that offered by TL;DR or Circa? It’s not because they can’t — obviously they could if they wanted to. But as Craig Mod suggests in his essay, with reference to disruptive economics guru Clay Christensen, they don’t do this for the same reason North American auto-makers didn’t compete with Honda: they simply didn’t see it as a competitor until it was almost too late, because they had defined their business in the wrong way.

Post and thumbnail images courtesy of Flickr user Arvind Grover

Like Byliner and the Atavist, Matter sells e-singles — longform journalism in digital formats. But Matter is only publishing science- and technology-related stories, while the Atavist and Byliner publish across nonfiction categories (and Byliner sells some fiction, too). Matter will publish a new story every month, all priced at $0.99 and all at least 5,000 words long. They are available in the Kindle Store and will be on iTunes soon; for now, readers can download both MOBI and EPUB formats from Matter’s website.

Readers can also become members. By paying $0.99 a month, they get access to all of Matter’s stories, as well as extras like audiobook versions and author-and-editor Q&As. They are also added to Matter’s editorial board and can share ideas for stories through collaborative platform All Our Ideas. (Anyone who pledged at least $25 for the project on Kickstarter is also on the editorial board.)

Matter’s first story is “Do No Harm” by science writer Anil Ananthaswamy. It’s about people who feel compelled to amputate a limb — a rare condition known as Body Integrity Idendity Disorder — and the surgeons who risk their careers to help. Ananthaswamy is a consultant for London’s New Scientist magazine, the author of the book The Edge of Physics, and a TED speaker. “Do No Harm” will appear in Amazon’s Kindle Singles store, giving it an extra promotional boost.

“We pay writers by whatever means we can,” Johnson told me. “At the moment, we’re mainly based around a flat fee or [pay by the word], but once we have real sales data we’ll probably experiment with revenue shares and other options.”

The massive growth of a site like Tumblr, which is now bigger than Wikipedia with more than 20 billion pageviews a month (something I have argued should make Facebook more than a little nervous) is even more spectacular when you consider the fact that David Karp — who designed a prototype of the service when he was just 19 — didn’t have any intention of creating a gigantic web company that would one day be valued at close to $1 billion and have over 160 million users.

Create something you want or need

As the Tumblr founder said in our interview, all he really wanted was a tool that he could use to post images and thoughts online. There were image-hosting services like Flickr and micro-blogging networks like Twitter and full-fledged blog platforms like WordPress, but nothing that fit what Karp was looking for or was as easy to use as he wanted. So he built it. A number of other founders at RoadMap echoed that sentiment: build something to fill a need that you have, and if you are lucky then lots of other people will have a similar need, and you will have a useful service.

So what is the takeaway for media companies? It’s fine to say that an entrepreneur should focus on filling a need that they have themselves, but where does that leave a traditional media player? You can’t just redesign a newspaper or a newspaper company from scratch (although people like John Paton of Digital First Media and Guardian editor-in-chief Alan Rusbridger are certainly trying hard to do so anyway).

What I think you can do, however, is to think about who your user is and what they want, both when it comes to your traditional product (i.e. a newspaper or magazine) and your digital services or products. This isn’t something most media companies are particularly adept at, just as thinking like a startup and focusing on innovation is a struggle for many — in the past, media companies just pumped out content and more or less relied on captive audiences to subscribe to or consume that content, without thinking a lot about what they wanted from it or how they wanted to consume it.

That’s the kind of thinking that results in me-too digital apps that repackage print content with a few digital bells-and-whistles, rather than really trying to understand what users want when it comes to news or other forms of content on a mobile device. And one of my criticisms of the rush to paywalls is that they don’t allow newspapers to really get to know their readers likes and dislikes.

Who are your users and what do they want?

For an example of the opposite, all you have to do is look at what Marco Arment — a designer who used to work at Tumblr and also runs a service called Instapaper — has done with The Magazine, a digital-only and mobile-only editorial product that he launched recently. There are virtually none of the trappings of a digital magazine that has been ported over from the print world, for the simple reason that Arment created it to be digital-native. And it is almost an artisanal approach to editorial content, since he picks the writers and edits it himself, to fill a need that he felt existed in the market.

Another good example of thinking outside the usual boxes is Circa, which Matt Galligan and Cheezburger Network CEO Ben Huh (who was trained as a journalist before he got into the web-humor business) started as a way to provide news in a different format that works better on mobile — as a series of edited summaries of stories rather than the usual repurposed print or web content. Whether users respond to this idea or not remains to be seen, but at least it is trying to reimagine how we interact with content in a mobile age, and it is looking carefully at what users actually do with it.

Most traditional media companies are happy doing surveys of readers so they can target them better for advertising, but how often do they actually think about — or ask — what those readers really want when it comes to their product? Have they thought as hard about the features as David Karp did when he decided to replace comments with the reblog button? Or are they just pumping out the same kind of content and putting it in slightly different packages and hoping that it works?

Getting to know their readers (or users) better, and understanding exactly what they want and don’t want, isn’t just something that would be helpful for media companies to figure out — it could be the only thing that is standing between them and extinction.

Post and thumbnail images courtesy of Flickr users George Kelly and Zert Sonstige

The Portland-based company, which is being demoed at PIE [Portland Incubator Experiment] Demo Day this morning, is also announcing a $1 million angel funding round today. Mark Cuban’s Radical Investments led the round, with participation from Howard Lindzon’s Social Leverage Group, Hubspot cofounder Dharmesh Shah and former Twitter engineer Blaine Cook. MetaFilter founder Matt Haughey, Accel’s Jonathan Siegel, Blogads’ Henry Copeland and social media expert Jay Baer also invested.

Little Bird determines which people are most influential on any given topic based on their personal connections, rather than on the content they create. “Unlike almost every other service out there, we are not doing content analysis for discovery of influencers,” Kirkpatrick told me. “We are looking at the specialists that other specialists are paying attention to…I think of it almost as a robot librarian. Whatever topic I’m interested in, I have the ability to snap my fingers and say, ‘Bring me the world’s most trusted neuroscientist.’”

Little Bird’s algorithm works by crawling the social graph of Twitter accounts and reducing them down to the “most trusted specialists” on a topic. (So you won’t necessarily be finding the world’s most trusted neuroscientist, but you might be finding the most trusted neuroscientist who’s also active on Twitter.) “The only way to climb up the ranks is to win the respect of your peers,” Kirkpatrick said. Though Little Bird is only crawling Twitter and blogs for now, the company plans to add LinkedIn and Google+ accounts soon. “We have reason to believe there are some serious professionals out there using Google+,” Kirkpatrick said, but “nobody knows who they are now.”

While Little Bird sounds somewhat similar to Klout, Kirkpatrick stressed that it’s “almost the opposite of a black box” in that it’s designed to be transparent and rational. He also says it’s a better discovery tool. “If you’ve already got someone in mind, Klout can tell you what their general popularity across the web is. But if you need to do discovery and what you’re really looking for is influence among other specialists, that’s something we provide better than Klout or anybody else.” Even so, he said, Klout data could eventually be added to Little Bird’s algorithm: “Sorting by Klout score would be an interesting way to display the data we’ve discovered.”

Along with person discovery, Little Bird offers various content discovery options. A “hot content” tab shows the links being shared the most around a given subject. “It’s like Techmeme for any topic,” Kirkpatrick said. A “top blogs” feature ranks blogs based on the number of inbound links, and a custom search engine lets users search inside “a whitelist of trusted domain experts” rather than across the web at large. Finally, if you’re in the mood for navel-gazing — and of course you are — “scorecard” lets you compare any Twitter account to other influencers on a topic.

So how well does it work?

I tested Little Bird and had pretty good results. I tried searching for two topics, “book publishing” and “ebooks,” figuring that I’d be most familiar with the results and would be able to gauge how good they were. My search for “book publishing” mostly turned up publisher accounts (for Simon & Schuster and Sterling, for instance) rather than individuals. Kirkpatrick admits that “in some sectors, companies do dominate,” but users can filter their results to show only individuals. When I did that, my results were much better.

My search for “ebooks” turned up a mixture of people I know and would actually consider influential, but also a number of marketing, company or promotional accounts that people probably primarily follow in order to get freebies. There were also many users speaking in foreign languages (though you can confine your search to a geographic area).

My search for “hot content” around ebooks revealed basically useless results: Two separate tweets about Catalonian independence (from the same user), two duplicate tweets from an editor and one tweet about Mitt Romney’s education policy.

These results may improve when Little Bird starts pulling in sources beyond Twitter. And the service also might be better for broader topics. A search for “broadband” pulled up our own Stacey Higginbotham, while “journalism” found people like Clay Shirky and Tim O’Reilly.

What it costs

Today you can view a few reports for free. Then Little Bird is rolling out free previews and subscription access in waves to individuals, small businesses and large businesses, with general availability expected in the next year. Individual accounts are $50 a month, and business accounts range from $250 for companies with three or fewer employees to $1,000 a month for companies with 26 to 500 employees (larger companies can get in touch for custom pricing). “It’s a little less expensive than [social media monitoring tool] Radian6 and more expensive than Meltwater,” Kirkpatrick said. “It’s a lot less expensive than hiring a consultant or agency to go out and do this research.”

Now the publishers says GetBulb, a web service that lets users make data-driven infographics, has won its Irish Times Digital Challenge.

GetBulb wins a €50,000 convertible loan note from DFJ Esprit, but each of the other four finalists are also now working with the publisher, have already received free accounting services from KPMG and will get marketing via the publisher valued at €10,000.

1. MyIFli.com – a simple mobile website creator
2. Storyflow – visualises news story events
3. PicTurk – amateur photography contest platform
4. KnockOn.ie – grassroots rugby community
5. GetBulb – data graphics creator

The Irish Times Digital Challenge is one of the ways in which some established media companies are now trying to work alongside start-ups. The BBC this summer also launched BBC Worldwide Labs, helping to mentor six tech start-ups in London – Flooved, Foodity, KO-SU, Krowd 9, MiniMonos and wireWax. The newspaper’s bosses have described their learnings…

Irish Times editor Kevin O’Sullivan (via release):

“The Irish Times Digital Challenge has shown that media organisations can, and I think should, work with early stage digital companies. We have a lot to offer each other. Other media organisations can, and I expect will, embrace this model. Newspapers talk about adapting to the new realities, but if they are going to fully change and engage their core audiences they must open up to the most disruptive external influences and endure all that this entails”.

Irish Times managing director Liam Kavanagh (via release):

“There were risks. Serious ones. We have been a very heavily print dominated and very traditional news organization. This project required us to come out of our comfort zone. I was conscious that the organization could have rejected the digital disruptors when they arrived, which would have posed serious difficulties. If we did not embrace this Challenge then it would have said serious things about whether the organization could change. I took the risk. My faith paid off”.

“I think, knowing what we know now, that the incubator inside the media organization model is something that others need to consider. And we would like to help them with that”.

Irish Times chief innovation officer Johnny Ryan (via release):

“The next Challenge, when we announce it, will be more focused. That’s a key lesson: select startups that can work on one common area of the organisation so that their impact is maximised”.

“Incentivising staff to work with startups is key. We are going to build in measures that make it easier for our staff to buy-in and feel attached to the startups’ projects”.

“The Collapse of Startups in Job Creation” (PDF) by the Hudson Institute’s Tim Kane says startup job creation has collapsed under the Obama administration. The paper, based on the most recent data (Q4 2011) from the Bureau of Labor Statistics, says “job creation at new firms was at an all-time low in 2009 of 2.8 million, then fell again a year later by 250,000 jobs” to 2.34 million. “Quarterly figures for startup job creation have continued to weaken,” Kane writes, and “the rate of startup jobs during 2010 and 2011, years that were technically in recovery, are the lowest on record.”

Kane blames the drop on increased business regulation under a Democratic administration (though startup job creation was higher under Clinton than under George W. Bush) and cites the Affordable Care Act as “a sweeping alteration of the regulatory environment that directly changes how employers engage their workforces.”

But is there a less politicized answer to what is going on? Reuters’ Felix Salmon notes that the number of jobs created by small businesses overall has increased since 2010, so what is the particular problem with startups? It’s important to remember they’re not all in tech:

The only thing I can think of here is that for all that we think of startups as being largely high-tech things, in reality a huge number of them are in the construction industry, in one way or another. In a word, subcontractors. And no one’s starting new granite-countertop installation companies right now. But still, startups are a decent proxy for the dynamism of an economy. And these charts don’t bode at all well, on that front.

In an interview with the Huffington Post, the author’s report, Tim Kane, also blames outsourcing:

The venture capital industry expects every startup now to have an international strategy. Not just for sales, but for putting their team together. It’s just too easy for startup companies now to outsource some of their work as efficiently as they can, and if that means hiring people who aren’t Americans and whom they don’t have to pay taxes on and provide health benefits to, than we’re feeling the effects of that as a country.

The Obama administration is taking steps to address the problem. The Startup America Partnership, led by AOL cofounder Steve Case, aims to help young companies across the country grow and gain access to capital. Case is a strong proponent of the Startup Act 2.0, which builds on the JOBS Act that Congress passed in March and aims to reform immigration law for highly skilled immigrants. “By fixing a broken high-skilled immigration system and encouraging the world’s most talented innovators to contribute here in the United States,” Case wrote in the Atlantic this week, “we will once again secure our lead as the world’s most entrepreneurial economy.”

That’s why Storyful, a service that partners with media companies to aggregate and verify news from social networks, says it has decided to open up its formerly private Twitter account to help crowdsource the distribution and verification of breaking news reports.

Before he started the company in 2010, Storyful’s founder Mark Little was a foreign correspondent for a number of outlets such as Ireland’s Raidió Teilifís Éireann — much like Burt Herman, a former Associated Press reporter who started a company with a somewhat similar name: Storify. But while Storify is designed as a tool that anyone can use to pull together or “curate” a social-media stream from sources like Twitter and Flickr, the idea behind Storyful was to build a professional service staffed by journalists who could track breaking news reports through social networks and help media companies verify them. The company has a staff of 33 editors working in dozens of countries, and works with a number of outlets such as the New York Times and Reuters.

Collaboration is becoming a key journalistic skill

As part of its service, Storyful had a private Twitter account called StoryfulPro, which collected and distributed breaking news reports from both its own team and the various sources they monitored within their countries or their fields of expertise — including both professional journalists and citizen reporters, or what the company likes to call “networked journalists.” The primary audience for the account was over 1,000 professional journalists that Storyful had worked with before. On Tuesday, Little announced that the service had decided to make the Pro account public, allowing anyone to use or contribute to the process.

In a blog post, the Storyful founder said he decided to do this because he believes crowdsourcing is the best way to determine the truth of a breaking news report as quickly as possible. As he puts it:

“Storyful believes the key skill for journalists in a social age is collaboration. There really is no alternative to working with others in the Golden Hour. If a newsroom decides to go it alone, the chance you will be consistently first is nonexistent. The chance that you will often be wrong is 100 percent.”

As we’ve seen in a number of recent cases — including the mass shooting in Aurora, Colo. and the death by suicide of director Tony Scott — the pressure on media outlets of all kinds to break news first can result in a profusion of incorrect reports, which then get redistributed through Twitter and other social networks faster than any correction or clarification can match. Little’s phrase “the golden hour” refers to the first hour after a news event occurs, which Storyful believes is the most crucial period for fact-checking, and he says one of the most important contributions that can be made is when someone — either a professional journalist or reliable source — kills a false report before it can spread. Says Little:

“Breaking news now emerges in a ‘Golden Hour’, when skilled intervention is most valuable, when a celebrity death starts to trend on Twitter or an explosive video goes viral on YouTube. In this Golden Hour, the best journalists are often the ones who STOP a story, not start it.”

Crowdsourced news verification is almost always better

Storyful isn’t the only company or media-related startup that is trying to bring some kind of professional rigor to the process of real-time news verification: the NBC project Breaking News, which started as a Twitter account, also has a growing team that curates and distributes real-time news it has verified, and Sulia develops Twitter lists of credible sources (both professional and amateur) around various topics and breaking news events. Some media outlets also have their own internal teams that do this, such as the BBC’s “user-generated content desk,” which verifies reports from social media for use by BBC reporters.

I’ve argued before that one of the most compelling examples of crowdsourced news verification is the way that Andy Carvin of National Public Radio used his Twitter account as a real-time newswire — or what he prefers to call a public newsroom — to filter and verify reports coming out of Egypt, Libya and elsewhere, something other media outlets should emulate. And in a recent post, I also tried to make the case that this kind of verification or fact-checking is almost always better when it is done in public (although many readers seem to disagree with me on that).

One of the reasons for that is the amount of knowledge that can exist in what journalism professor Jay Rosen has called “the people formerly known as the audience.” Little says in his post that the company’s golden rule is that there is always someone closer to the story — and in many cases that person is not a traditional journalist or mainstream news source:

“Often, the closest person is still the wire reporter or networked journalist. But rarely do we rank the key source on the basis of authority and power. Authority has been replaced by authenticity as the currency of social journalism.”

Little says the closed nature of the Storyful Pro account always troubled him, because of his belief that crowdsourcing is almost always a better route to take for fact-checking the news (something he has written about in the past for the Nieman Foundation) and that’s why the decision was made to open it up. I’m glad the company decided to do so as well, because the more services and networks and media outlets there are trying to do this — whether it’s Storyful or Sulia or Breaking News or even Wikipedia — the better off we will all be as news consumers.

Post and thumbnail images courtesy of Flickr users Rosaura Ochoa and Petteri Sulonen