Over the past 24 months, I've published 500 articles on the subject of media and technology on my blog, The Makegood. During that time, the site received 100,000 unique visitors and over a quarter million page views. Along the way, I learned a few things about what it takes to create a successful blog, including:

There's a kerfuffle going on. Here's how I understand it: last week, the Federal Reserve announced that it would "not be tapering its bond buying program." This information was released at 2 p.m. precisely, from the Reserve's headquarters in Washington, D.C. This is known as "market-moving information," in that it will have a significant effect on stock and bond markets, and, as such, its release is tightly controlled. Milliseconds after the announcement, trades were initiated in response. But some trades seemed to happen too quickly.

This week most folks in our industry have been focused primarily on Advertising Week's panels, parades, presentations, parties and "programmatic upfronts," with more than 90,000 attending the event's 10th anniversary in New York City. (There have been sessions where it seemed like everyone in the biz was on the same panel.) But an event of far greater economic consequence has been unfolding in our living rooms, bedrooms and basements every night this week: the fall premiere season for broadcast television networks' new and returning shows.

For many years, the people in our industry were myopic. For far too long we spoke a rhetoric about how the Internet would supplant television as the primary medium in much the same way that Buggles sang about how "Video Killed The Radio Star. It was a rallying cry for our business, and it was foolish.

Marketers often operate within flight-driven campaign workflows, with budgets pre-allocated to specific content, times and frequencies, especially when amplifying owned social content, or sponsored content (e.g., Facebook Promoted Posts), one of the most prominent social advertising formats. This more rigid workflow gives marketers direct control to allocate budget for the specific content they believes will deliver greatest impact. However, marketers should reconsider this approach for mid-funnel, everyday consumer nurturing.

How do high-growth companies manage their people and teams today? Increasingly, the answer is with OKRs: Objectives and Key Results. Originally invented at Intel, OKRs were adopted by Google in 1999 when the company was less than a year old. Since then, many other companies have adopted some form of OKRs, including a growing number of media companies. Essentially, OKRs are a way to set company objectives and then establish how each employee will contribute to those goals. While the process sounds simple, there are certain characteristics that make OKRs unique, including:

Thanks to sites like Facebook and Snapchat, youth cruelty has access to dragnets instead of fishing poles, nuclear weapons instead of bows and arrows. The words that I was able to wash away in the shower at night can now find a permanent home online, where they can be amplified and shared by others who are emboldened by digital distance from the pain they are inflicting.

I just returned from Google's Zeitgeist conference and my head is still spinning.

In 10 years, TV will be bought through audiences, not ratings. It's an inevitable fact, but one that is only delayed because the infrastructure of TV runs at a snail's pace.

Often the most powerful apps are ones that bridge the offline world to the online world. If there's one app that's reduced the hassle in my paperwork hell, it's SignNow.