Bringing order to the wild Web threatens to stifle the energy and spirit that made the Net so exciting
By Jennifer Comiteau, Senior Features Editor
It was bound to happen. But it happened sooner than many expected. The Wild Wild Web, a haven for young crusaders looking to make their mark–and their fortunes–is being tamed.
In the past, drive, determination, creativity and charisma were enough to land you a job at an Internet company or agency, at least at the entry level. Not anymore. A glance at the job openings in this explosive industry–on both the client and agency sides–shows requirements are changing.
Among the many positions J. Walter Thompson in Detroit is trying to fill, for instance, is a slot for an interactive account coordinator. Only “Internet savvy, marketing wizards” need apply for this junior post. “If you have a love for technology and a keen understanding of the cyberworld, this could be the opportunity you’ve been searching for,” reads the ad.
Many jobs posted on Amazon.com’s Web site require candidates to have a deep understanding of the Internet and e-commerce. Things have clearly changed since founder Jeff Bezos, a former Wall Street hedge-fund manager, opened his maverick company in 1995.
Until recently, few people even had Web experience. Instead, the cyberworld attracted people with different backgrounds–and that was just fine.
Not anymore.
“Three to five years ago, clients didn’t understand what the Internet was,” says Bill Markel, a managing partner at New York-based agency Interactive8. “We can’t go on our God-given abilities any more.”
Linda Taylor, a senior recruiter at JWT in Detroit, adds, “There are enough people out there now who have experience, so you don’t have to settle for a person who doesn’t.”
Makes sense. The Web is growing up. Much like other mediums, as it becomes more established, it attracts more seasoned players. Many top-tier dot-com jobs are being filled by more traditionally trained executives from more mainstream companies.
Just a year ago, it was still considered gutsy to sacrifice a promising career at a Procter & Gamble or a PepsiCo for an Internet job. You were considered a rebel. Now it’s almost expected.
After all, executives have seen their predecessors grow unbelievably rich, courtesy of generous stock options from startups and IPOs.
But if companies aren’t careful, the influx of more conservative types to cyberspace could permanently alter the landscape. Innovation slows down when preserving paper profits becomes paramount.
Dot-com companies need to maintain their integrity and vision as they acquire more management savvy.
It’s one thing to bring order to the wild frontier; it’s another to harness the energy and spirit that made the Net what it is.
Mark Breier, president and CEO of Internet software store Beyond.com, says traditional marketing executives need stamina to survive the fast-paced process at Internet companies. They also need to be in tune with the existing “corporate” culture.
“If they try to call a 7 a.m. meeting with programmers, they may get a revolt,” he says. While the Internet is maturing, it is “still very, very young,” says Breier. “We’re still in the Wild Wild West days.”
For now.
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