"Twitter is ultimately infrastructure and infrastructure seems doomed to commoditization. Twitter has eyeballs too but social platforms seem fickle at best. There is nothing preventing Twitter from becoming the next Myspace."

Like others I tire of the dragging out Myspace as that guy who started on weed and ended up an incontinent meth addict in the gutter but the core of this premise is correct, the 'useful' part of Twitter is as an infrastructure.

Small digression, when I was at Sun we had pushed out NFS to anyone and everyone, it was completely 'open' in the sense that we published all the protocols and anyone could build a compatible clients. Since this was web 0.01 the only servers and clients were in the same building generally but still the easy access, the documented protocol, and a thousand flowers bloomed. You could get your implementation 'blessed' as being standard by coming to Connectathon and proving you could interact with all of the other approved implementations there. NFS is everywhere, available for nearly every compute platform. It was infrastructure.

At an important meeting on the future of NFS (and a new proposed product called "ONC plus" which would have per client charges, and strict licensing controls. I argued with Ed Zander (then president of Sunsoft) over the wisdom of changing the NFS model. The business development guys had computed that if everyone that was currently using NFS was paying just $10 per client per year for a license, SunSoft would be the most profitable part of the Sun Microsystems universe. I asked Ed if he knew how many people would run NFS if it were $10/client, he pointed to the bizdev projections, and I told him no, it would be exactly zero. Zero because nobody would pay money to Sun for a technology they were not sure would work (AT&T had tried that with their DFS product in System V), and they certainly wouldn't base a business that needed it if Sun could pull the plug at any time or raise the price. And finally, the whole 'Open' thing only worked when you allowed other people to play. As I recall he reminded me to stick to the technical decisions and leave making a business out of it to people who understood such things.

Twitter is Twitter because it is Twitter. That twisted circular definition captures that something simple and free caught the imagination of millions of people and became something greater than itself. It became an infrastructure. But unlike Cities or other large corporations which have a revenue stream to cover the costs of their infrastructure, Twitter does not.

And so they are in the throes of discovering what is, and what is not, a business opportunity in the Twitter universe. And that discovery process is painful, and prone to missteps. Seeing Myspace wheezing in the gutter I do not think they would make the same exact missteps, while they could end up irrelevant, they have more options. They do need to understand how people value them, and understand how much of that value is "them" and how much is their partners. That is a complex thing. A great example of that process is looking at their on again / off again 'firehose' pricing model.

I think they have a lot going for them, but they have to figure this stuff out, and quickly. Folks like Google and Apple and Facebook aren't going to just sit around and do nothing. Watching them walk through the minefield that is API handling should be instructive to anyone here who hopes to do the same at some point.