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.

From my office on 34th Street near Herald Square in Manhattan, I can look uptown and see the world of media as it is today. GroupM, a few blocks away on 7th Avenue, is the world's largest buyer of media from the world's largest sellers. Another agency behemoth, Mediavest, is further uptown at Broadway and 52nd Street. This is where all of the power in advertising -and 90% of advertising budgets-has migrated over the past few decades. Advertising's creative revolution is just a hazy, boozy memory at this point. Even Y&R has moved from its home on Madison Avenue uptown …

Last week, we had a little discussion, you and I. Remember? We talked about cell phone waste and how unnecessary it is to upgrade your device every six months. And now -- almost as if I were exactly tuned into the zeitgeist -- my Facebook feed is full of people sharing the Phonebloks video. On the off chance you're not one of the seven million people who have watched it in the four days since it's been published, the idea is simple: Instead of throwing away a perfectly good phone because a single component on it isn't working (say, the …