Tim O'Reilly: O'Reilly Media's History, Business Model and Values
Live Video Chat with Inc. Magazine Readers
May 2010. This webcast covered many of the same issues as the Inc. Magazine profile, but also topical issues such as Facebook privacy. Inc. did something very clever, breaking the hour-long video into short, topical chunks. Here's one of them, in which I comment on the idea of work-life balance and the pursuit of profits vs. the pursuit of passion and meaning. I said "They don't need to be balanced, they need to be integrated."
The Oracle of Silicon Valley
May 2010. In his cover story for Inc. magazine, senior writer Max Chafkin profiles O'Reilly Media's history and touches on my efforts to encourage transparency and interactivity in government.
Twitter as a Force for Good
April, 2010. At the Twitter Chirp Conference, I lead a panel discussion with Katie Stanton from the State Department, Patrick Meier from Ushahidi, and Anil Dash from Expert Labs. We talk about how government can use technology for addressing policy issues and even manage international crises, as was done brilliantly in Haiti.
"I hope their stories will inspire you to think not just about whether you can make money... but about whether you can make a difference."
How to: Work on Stuff that Matters
March 2009. A summary of the talk I gave at the ETech conference in San Jose. "Working on stuff that matters doesn't necessarily mean working on non-profits or social ventures.... The world's great challenges are also the world's greatest opportunities."
"First of all, our basic methodology, as we've developed it over the years sort of through trial and error, is that we find interesting people who are innovating from the edge. And then we just watch and see what they do. So, for example, we have an event called foo camp... we invite these guys together with no program, and on the Friday night, they introduce themselves and then there's a bunch of big whiteboards with space for talks, and they put up the talks that they want to give. And we watch that and we say, 'Wow -- what are they wanting to talk about?'"
Wired Profile: The Trend Spotter
October 2005. Wired writer Steven Levy visited Tim at his home in Sebastopol and wrote this profile, expounding on the history of O'Reilly Media and the O'Reilly Radar.
The O'Reilly Radar 2005
March 2005. The opening keynote for the O'Reilly Emerging Technology Conference was delivered jointly with Rael Dornfest. It opens with Rael's "rules for remixing," segues into an abbreviated version of my "internet era business model design patterns" talk (which I also gave at Eclipsecon), and then finishes with some other things that are on our radar. The slides (PDF) are on the ETech presentations page. There's also a good summary of my comments on Alice Taylor's blog.
Pick the Hat to Fit the Head
October 2004. Larry Wall once said, Information wants to be valuable, and the form in which information is presented contributes to that value. At O'Reilly Media, we offer a variety of ways to get your technical information. Tim O'Reilly talks about it in his quarterly letter for the O'Reilly Catalog.
Technology and Tools of Change
June 2004. Building the next generation of technology won't be easy, and will require developers, entrepreneurs, and the customers they serve to learn new skills. O'Reilly has a collection of new and favorite tools for building the future, including a new "Technology & Society" book series, a new "Web 2.0--Web as Platform" conference, and a new print-on-demand, custom books service called SafariU.
INTO: What Are You Into? -- November 2003.
I don't know how old I am, but I do know I'm passionate about making jam. Macromedia produced a short video clip of me (requires Flash Player 7) on its "Into" web site. When you've launched "the experience," click on my head, the third mug from the left. "What I hope for the future of the web is that it becomes unnoticed. The ultimate success of any technology is for it to be transcended. And that is the essence of human progress, that things that were once cutting-edge become common place. And that's kinda cool."
Buy Where You Shop -- May 2003
If you like shopping in bookstores, remember this: many independent booksellers are on the ropes. If you value the bookstore experience, my advice is this: buy where you shop. I buy lots of books online. I read about them on a blog or a mailing list, and buy with one click. But when I shop for books in bookstores, I buy them there, and so should you.
SLAC Symposium on the Early Web -- November 2001
The Stanford Linear Accelerator
Center (SLAC) is hosting a symposium to honor the ten
year anniversary of the Web in the U.S. (SLAC
hosted the first U.S. Web site.) Tim
Berners-Lee, Robert Caillieu, and others will talk
about the early Web. Dale Dougherty and
I have been invited to talk about our experiences
creating GNN, the first Web portal. I wrote up a few
thoughts in my weblog.
As to advertising, we started out with the hope that the Web
would lead to a new era of content-rich advertising
instead of quick jingles with little or no
information content. Despite the proliferation of increasingly
intrusive advertising, starting with rotating ad banners up
through today's pop-ups, pop-unders, and streaming media
downloads, there was a way in which we were right.
All those intrusive ads are really just advertisements for the
real ads--the sites themselves, where rich product
information can actually be found. For example, oreilly.com
provides far more detailed information about our
products than could ever be found before the era of the Web.
The O'Reilly Business Model -- January 2001
Student Dave Heisler chose O'Reilly & Associates for
his research on e-business models and strategies. In this January 2001
Ask Tim column, I answer Dave's questions about the company.
Topics include community involvement, the development and objectives of O'Reilly's Web site, the motivation behind spinoffs, and the company vision, past and present.
You can't fake community involvement over the long haul. It only
works if the community as well as your company benefits. And if you don't
really understand the communities you're working with, you can easily look
foolish or greedy.
Giving Away Free Books
A November 29, 2000 posting to the StudioB mailing list in which I tell a story about giving away free review copies of books, and a small bit of industry history that happened as a result.
That conversation with Steve Wolff has a small but more important part in Internet history as well. It was just at the time that we were about to roll out the Global Network Navigator (GNN), the first web portal/catalog/magazine, and the first site on the net to use advertising as its business model. For those who weren't around at the time, there had been a very strong tradition of no commercial activity on the net, backed up by what was called the AUP, or Acceptable Use Policy, of the NSF. I told Steve what we were up to and asked his blessing. He said "Our mandate is the support of research and education. If you guys aren't in support of research and education, I don't know who is. Go for it." I still treasure that moment.
Tim O'Reilly in a Nutshell
Dena Brooker of the Canadian bookstore chain Chapters, interviewed me for the Chapters web site in April 2000:
"We're not just about computers or computer books," says Tim O'Reilly, president and founder of O'Reilly & Associates. "We're really about solving information problems. Our core mission is transferring information from people who have it to people who need it."
Beyond the Book
At the Waterside Publishing Conference in March 2000, I was invited to
speak on a panel called "Beyond the Book." The organizers were no doubt
expecting a few words on what O'Reilly & Associates is doing with eBooks,
with the online sites we publish, like xml.com, and with our technical
conferences. But instead, what I spoke about was why O'Reilly has always
reached beyond the book in all of our publishing efforts:
I like to compare business (or life for that matter) to
an extended road trip. Say you want to travel America by the back roads.
You need gas for your car, food and water for your body. Especially before
heading across Death Valley or the Utah salt flats, you'd better be darn
sure that you have enough gas in your tank. But you certainly don't think
of your trip as a tour of gas stations! What's the real purpose behind
what you do?
Big Hairy Audacious Goal
In January 2000, one of my new managers asked me to write down a succinct summary of my business strategy and tactics. Here's what I wrote. This exercise forced me to articulate some things that had been implicit but never fully spoken. I left off the short term tactics section here, since that would give away too much information to our competitors. If they want to emulate the overall strategy, more power to them, since having more people do what we try to do would be a good thing!
The authors of the book Built to Last say great companies have Big Hairy Audacious Goals. Here's mine: To become the information provider of choice to the people who are shaping the future of our planet, and to enable change by capturing and transmitting the knowledge of innovators and innovative communities.
We like our independence at O'Reilly. Our customers like it as well,
since it lets us serve them rather than the stockholders. Part of what
has made O'Reilly so successful is that we don't chase quarterly earnings
targets. Instead, we follow our dreams, our curiosity, and our sense of
The technical community we represent is global, tied together
by the Internet. The technologies and computing platforms we document transcend
the local trends or fads of any one country.
O'Reilly Brings the Net to Book
An interview in April of
1999 with the Irish Times by Fiachra O'Marcaigh. There's
nothing particularly earth-shattering
in this interview. A bit of company history, a bit of speculation
about where we're going (the network as computer). But I was touched
by the way the interview made much of my Irish heritage and "owned" me
as an Irishman, and because Fiachra was such a nice guy. (He spent
a few hours after the interview driving me and my mother around Dublin
for a narrated tour.) If you want more on my Irish heritage, check
He has an easy Californian manner which masks two things. The accent
hides the fact that Tim O'Reilly is Irish, born if not reared; and the
quiet delivery the fact that his publishing has informed, shaped and sometimes driven the way the Internet has grown as a mass medium. No other Irishman has as big a say in cyberspace.
I want to say a bit more about what our books in these other
areas have in common with our technical books. They actually spring from
a remarkably consistent vision: I have always thought of our core competency
as being one of solving information problems. There are lots of areas where
the gulf between the people in the know, and the people who *need* to know,
is wider than it should be. What we've always tried to do was to bridge
that gap, to write down what leading-edge people know for the benefit of
those who follow.
This Forbes.com article from 1997 reveals the series of
happy accidents that gave rise to O'Reilly & Associates, from my chance meeting of Peter Brajer, to the pandemonium that ensued at MIT's first
X-Windows conference when people literally threw money at us to obtain Xerox copies of the X-Windows books-to-be, to the weekend doodling of Edie Freedman,
who became our graphic designer when she came up with the animal engravings
that are the O'Reilly trademark.
Positioning and Branding
A piece I wrote for O'Reilly's internal employee newsletter in July of 1997. It relates what we do at O'Reilly to the ideas of Geoffrey Moore (Crossing the Chasm), Ries and Trout (The 21 Immutable Laws of Marketing), and William Davidow (Marketing High Technology). In particular, it explains some of the lessons I learned from our venture into the software business.
Ten Years as a Publisher
January 1997. A short piece I wrote for one of our catalogs in late 1996 or early 1997, reflecting on why we got into publishing in the first place.
I believe Joseph Campbell once said that the story of King Arthur and the Knights of the Round Table was the quintessential myth of Western civilization. The knights seek out not the high road to success but the deepest, darkest part of the forest, where there are enemies to fight and people in distress.
A Management Retreat
An account I wrote for our company newsletter in September 1995 about a management retreat we'd just held. There's a lot of gory intra-company detail in there that's out of date and fairly obscure by now, but there are a few
good nuggets, and it's an interesting milepost in the evolution of our story about who we are and what we do.
We talked about how honesty was a touchstone of
our products--their straight across, no nonsense approach--as
well as of how we want to treat each other and our customers.
We recast this as "truth matters."
We talked about how many of the other values--caring, freedom,
fairness, personal growth, balanced life--added up to a statement
that "people matter." And in a funny way, that's also been
at the heart of our product vision: you might say that we wrote
computer manuals as if the people using the computers mattered
more than the computers themselves.
[The investment banker] made a statement that really struck me, and the more I thought about it, the more I saw in it, both to agree and disagree with. The statement was this: "You don't fish with strawberries. Even if that's what you like, fish like worms, so that's what you use." ...That's really good advice for any sales situation: understand the customer and his or her needs, and make sure that you're answering those needs. No one could argue with such sound, commonsense advice. At the same time, a small voice within me said with a mixture of dismay, wonder and dawning delight: "But that's just what we've always done: gone fishing with strawberries. We've made a business by offering our customers what we ourselves want. And it's worked!"
Some Necessary Qualities
December 1993. A piece I
wrote for our internal company newsletter at the end of the year in 1993,
as I realized that we were starting to move from a company in which
everyone knew each other and culture was based on personal relationships
to one in which our values needed to be institutionalized.
[Our biggest challenge] is how to
institutionalize the qualities that have up to now been carried
for the organization by us as individuals.
Especially as the pace of growth picks up, it's
increasingly easy for a company to be defined solely by its
It's becoming clear that the company is going to keep growing, and to
be around for many years to come. If that's the case, one of our major
challenges is to find a way to build company structures that support
our underlying goals and values, to create a truly moral organization
that is as effective as it is good, and will stay that way a hundred
years from now, when all of us are gone.
The Long View
September 1993. A piece I wrote
for our internal company newsletter. In addition
to exploring the idea that some of the things we were exploring
might not lead to revenue for a long time, this article contains some
interesting early history of the Davenport Group, the O'Reilly
sponsored-project that led to the development of the docbook DTD.
You don't know exactly where you're going. But you know what you're
looking for, and you trust yourself to know when you find it.
This approach takes a lot of courage, a lot of tolerance for
ambiguity, a willingness to pass up short term opportunities that
somehow don't seem quite right, an ability to change direction
suddenly when you realize that one path you've headed down doesn't
quite take you where you want to go.... I could go on and on.
The point I'm trying to make is that this effort has been entirely
in the same spirit that launched our book publishing efforts in the
first place. That spirit of exploration driven by "I know what I'm
looking for" that's so foreign to most business planning is the very
essence of what has made ORA successful.
Getting in Sync
March 1993. A piece I wrote for our internal company newsletter. A piece wrestling with company growing pains.
It seems harder to me each year to sway the company just by force of personality. I had a curious feeling in the talk I gave in the Cambridge office
when I was there last month. The closest concrete image I can use to describe it (and one that came to mind from trying to jump-start Sue's car
the night before) was of trying to push a car that is just a bit too heavy or on too great a slope.
Knowing When to Let Go
November 2002. A piece I wrote for our internal company newsletter in November of 1992, in response to mounting stress at the company as we became more and more successful.
When you feel yourself starting to clutch, to worry that you can't keep up, let go! There are times when the conscious mind can't keep up, but the unconscious will do just fine. The faltering steps of a newcomer to a dance become assured to the extent that she is able to forget the individual steps and yield to the music. The straining load of an engine getting up to speed gives way to a smooth hum as it slides into gear. I seem to remember (or did I make this up?) a wonderful martial arts book or movie in which an old master "bumbles" his way through a room, accidentally disposing of each of his highly trained opponents with strokes that might be luck but are more likely the highest level of skill guided by complete reliance on intuition.
Rules of Thumb
July 1992. In the late 80s, I wrote a draft of an employee handbook called
Rules of Thumb that was
never distributed. An employment lawyer I sent it to for review told me "It's the most inspiring employee handbook I've ever read,
but I can't let you use it." I struggled with it for years, before giving in and letting the lawyers rewrite it. A watered down version
was finally distributed to employees in the year 2000! The Preface, Introduction, and a chapter entitled Your Job should give you an idea of the flavor. The version
here is the earliest draft I could still find, and dates from the summer of 1992.
I called this booklet "Rules of Thumb" because every rule in it is meant to be broken at some time or another, whenever there is good reason. We have no absolute policies, just guidelines based on
past experience. As we grow, we will learn, and will make new empirical rules about what works best in new situations.
Documentation and The Future of UNIX
October 1984. This is the first industry op-ed piece I ever wrote. It was done
in the fall of 1984 for a Boston area technical newspaper called Mass High Tech. We hadn't come to realize the publishing opportunity yet. I was evangelizing the idea that with UNIX as an open system, and one that had been developed in a research setting to boot, documentation was one of the key value
adds companies needed to think about. I had developed some base manuals that I was customizing for a number of clients. Some of these customizeable manuals morphed over the next year or so into our first books.
One condition of success in the UNIX marketplace is increasingly coming to be the quality of the documentation and training materials supplied with the system. In order to distinguish themselves from the competition, UNIX system developers need to provide their users with friendly, effective UNIX documentation that goes beyond the standard document set supplied by Bell Laboratories.