????數(shù)碼媒體領(lǐng)域動(dòng)蕩不安，效力于這類企業(yè)的高管們都是“游牧一族”——就算原來(lái)不是，也會(huì)很快學(xué)會(huì)這種生活方式。在互聯(lián)網(wǎng)上創(chuàng)造、管理內(nèi)容的業(yè)務(wù)瞬息萬(wàn)變，以至于在其他許多行業(yè)顯得很短的任期，在數(shù)碼媒體世界都算得上整個(gè)職業(yè)生涯了。

????因此，當(dāng)新聞集團(tuán)宣布喬納森?米勒即將離職時(shí)——他已擔(dān)任該集團(tuán)首席數(shù)碼官三年，起初看起來(lái)不過(guò)是另一次高管調(diào)動(dòng)而已。但米勒的去職反映了新聞集團(tuán)的一個(gè)重要事實(shí)：該集團(tuán)正在準(zhǔn)備分拆為兩家公司，但其中任何一個(gè)看起來(lái)都與互聯(lián)網(wǎng)沒有任何關(guān)系。米勒的離開更是凸顯了這個(gè)問(wèn)題。

????很多人認(rèn)為，米勒在新聞集團(tuán)的這幾年只能說(shuō)是功過(guò)參半。他與蘋果（Apple）等公司締結(jié)了更強(qiáng)勁的合作關(guān)系，還安排了多項(xiàng)投資，包括新聞集團(tuán)向互聯(lián)網(wǎng)驅(qū)動(dòng)型機(jī)頂盒制造商Roku投資4,500萬(wàn)美元。但米勒也需要對(duì)iPad電子雜志The Daily推出后令人失望的業(yè)績(jī)負(fù)責(zé)，出售MySpace時(shí)的凄涼景象他也難逃干系——這個(gè)網(wǎng)站僅賣得3,500萬(wàn)美元，遠(yuǎn)遠(yuǎn)低于新聞集團(tuán)希望獲得的2億美元，只有當(dāng)初收購(gòu)價(jià)5.8億美元的十六分之一。

????相比其他事態(tài)發(fā)展，MySpace的災(zāi)難性結(jié)局鮮明地體現(xiàn)了新聞集團(tuán)在數(shù)碼媒體領(lǐng)域的麻煩。在魯伯特?默多克的想象中，MySpace是一只有魔力的鵝，可以老老實(shí)實(shí)地坐在鵝舍里生金蛋?？墒聦?shí)證明它只是只普普通通的老母鵝而已。得益于馬克?扎克伯格對(duì)大多數(shù)忠實(shí)用戶使用體驗(yàn)近乎偏執(zhí)執(zhí)著，以及他不斷對(duì)網(wǎng)站改版、加強(qiáng)使用體驗(yàn)的努力，F(xiàn)acebook得以后來(lái)居上。

????Top executives working in the turbulent arena of digital media are nomadic -- or they quickly learn to be. The business of making and managing content on the Internet changes so quickly that a tenure that might be considered brief in many industries is par for the course in digital media.

????So when News Corp. (NWS) announced that Jonathan Miller would be leaving his post as the company's chief digital officer after three years, it seemed at first like another executive shuffle. But Miller's departure says something telling about News Corp. as it prepares to split up into two companies: Neither of the two News Corp-lettesseem to have anything to do with the Internet. And Miller's departure only underscores that.

????Miller's tenure at News Corp. is largely seen as a mixed bag. He forged stronger relationships with companies like Apple (AAPL) and arranged deals like News Corp.'s $45 million investment in Roku, a maker of Internet-powered set-top boxes. But Miller also oversaw the disappointing launch of The Daily, a magazine designed for the iPad, as well as the dismal sale of MySpace for$35 million -- well below the $200 million the company hoped to get and a whopping sixteenth of the $580 million it originally paid.

????More than any other development, the MySpace debacle illustrates the troubles News Corp. has had in digital media. What Rupert Murdoch imagined to be a magical goose that would sit placidly in its own room and lay lots of golden eggs turned out to be just an plain-old layer of eggs. Facebook (FB) prevailed because Mark Zuckerberg obsessed over how his most loyal users were using the site he was relentlessly redesigning to be more useful to them.