????數字媒體擁有改變世界的力量。然而，真正掌握這門21世紀的技術（同時也是藝術）卻難于上青天。這就引出了一個問題：所有的頂級媒體公司都知道必須做出改變——但如何才能找到恰當的著力點，并完美地執行呢？讓我們通過數字媒體革命六大先鋒的視角來探討一下這個問題。

蘋果公司（Apple）：改變媒體體驗的剩余領地

????蘋果比同行和消費者超前幾個“光年”，它一次又一次帶給我們驚喜，給這樣一家公司提建議似乎顯得有些狂妄。然而，身處這樣一個全新的領導力時代，蘋果公司最重要的事情莫過于堅守喬布斯的核心價值和強項。說到商業領袖，喬布斯一直是這個星球上最好的變革代言人，他從不接受現狀。這也正是蘋果在音樂、電影等優質媒體內容的設備和傳播領域永立潮頭的原因所在。

????蘋果公司的團隊必須將其點石成金的本領延伸至數字媒體設備世界剩余的領地?，F在到了為客廳提供一流的電視體驗，讓所有娛樂在手機、iPad、電視和臺式機世界之間無縫流動的時候了。但AirPlay、 iCloud和AppleTV還沒有成熟到這一步。蘋果的下一個挑戰是實現技術上的跨越，制造出全新的設備，它們可以在這些平臺之間自由穿梭，把娛樂和應用以高度個性化的方式帶到消費者所處的任何地方。完美地做到這一點需要巨大的想象力。雖然喬布斯不在了，但很顯然，如果有誰能做到這一點，它仍然非蘋果公司莫屬。

Facebook：如影隨形，緊跟消費者

????就改變數字體驗的性質而言，Facebook的貢獻比任何其他網絡公司都要大，即便蘋果公司也甘拜下風。面在面向消費受眾的社交操作系統領域，Facebook業占據支配地位。但它依然有潛力走得更遠。一個明證是，Facebook本月剛剛宣布該公司將推動移動應用的普及（這些應用的可接入性就更不用提了），并最終彌合網絡和應用之間的鴻溝。這家公司正在入侵蘋果iOS和谷歌Android的領地——提供跨應用連接顯然一直都是操作系統題中應有之意。

????Facebook越來越有希望把消費者、應用、數據和設備連接在一起。但Facebook要做到這一點，其掌門人馬科?扎克伯格就需要史蒂夫?喬布斯式的想象力。實際上，扎克伯格必須構想出一個全新的生態系統。在這個系統里，所有的連接都有賴于Facebook。他已經證明了自己的執行力。但他能構想出如此巨大的愿景嗎？

谷歌公司（Google）：“沒有屢試不爽的辦法?！?/strong>

????Digital media has the power to change the world. Actually mastering this 21st century business (and art) is unbelievably hard, however. That begs the question: The top media companies all know they need to make changes -- but how do they find the right change and execute well? Let's look at this question through the lens of six key players in the digital media revolution.

Apple (AAPL): Transform the rest of our digital experience.

????It may seem arrogant to give advice to the one company that has surprised everyone again and again by being light years ahead of the industry -- as well as the consumer. Yet, in a new era of leadership, the most important thing for Apple will be holding on to Jobs' core values and strength. As corporate leaders go, Jobs was always the best change agent on the planet, and he was never willing to accept the status quo. That's why Apple is a perennial leader when it comes to devices and distribution for premium media content like music and movies.

????The Apple crew must extend its golden touch to the rest of the digital media device world. It's time to supply the living room with a first-class TV experience; and to seamlessly flow all entertainment between the mobile, iPad, TV, and desktop worlds. AirPlay, iCloud, and AppleTV aren't all the way there yet. Apple's next challenge is to make devices that leap forward and bring entertainment and applications wherever I am, and to know me as one person across all of these environments. To do so -- and to do so well -- will take a huge imagination. And, even without Jobs himself, it's clear that if anyone can do it, it's still Apple.

Facebook: Be everywhere the consumer is.

????More than any other company on the Web -- even Apple -- Facebook has changed the nature of digital experiences. It's already established itself as the dominant social operating system for consumer audiences. And yet it has the potential to go much, much farther. If you need more proof, just this month Facebook announced that it will be facilitating the spread of mobile applications, not to mention linking into them -- finally bridging the gap between Web and app. It's invading Apple iOS' and Google Android's territory, providing the cross-application linkages that have always unequivocally been the job of an operating system.

????Increasingly, Facebook has the opportunity to wire consumers, applications, data and devices together. But for Facebook to do this, Mark Zuckerberg will need the kind of imagination that Steve Jobs had. Indeed, Zuckerberg will have to imagine a whole new ecosystem, this time one where Facebook facilitates all connectivity. He's proven he can execute already. But can he take on a vision this big?

Google (GOOG): "What got you here won't get you there."

????This trademark phrase from Wetpaint COO Rob Grady is particularly apt in Google's case. Google is the undisputed king of finding answers to questions -- as long as they're being asked from desktop and laptop computers. But when it comes to applying its great search strength to mobile environments, tablet devices and communications, Google is still lost. While the Android operating system is clearly one of the winners, it doesn't give Google the essential financial success in mobile that it has on the desktop. Google needs to reinvent itself. It needs to make a bold "burn-the-bridges" move, adopting a Reed Hastings-like philosophy that the company cannot rely on search alone. Only, in Google's case, it's even harder.

????Here's why: Hastings had already clearly identified the next wave's product at Netflix (NFLX) -- streaming video over the Internet -- but Google has to find a new vision altogether. This is not to say that Google needs to exit the search market by any means. But, instead, it must reinvent its own search portfolio, the way Intel (INTC) reinvented the microprocessor generation after generation, always allowing its newest chip to put the last one out of business, before the competition did. Indeed, Intel's sustained success was built, in part, on destroying what worked and replacing it with something that worked even better. Google's new vision should surely have three components: mobile, search and social. The good news is that, thanks to Android, Google already has A+ platforms to build on the first two.

????But search needs to get beyond the query box, and the mobile device can be more than a phone plus PDA. Google's challenge -- and its opportunity -- is to reinvent it as a completely connected device that is woven into the fabric of daily living. It should know where I am, who I'm with, and what I'm doing -- or at least have some educated guesses. It should make the next interface leap that helps us leave the thumbs behind. And, it should be a digital companion that picks up on environmental cues and helps me live my digital life. Siri has opened our imagination; but Google has amazing voice recognition, algorithmic and platform strength to accomplish these things. Now it sorely needs to understand people. That's the most pressing -- and most problematic -- task for Larry Page and his team in 2012.