exercise editorial judgments; instead, like the telephone company, it would carry content but not edit it. Naturally, this was a false analogy: From the start, Facebook made its money not by selling connectivity, but by acting as the world’s seemingly friendly surveillance machine, then selling what it learned about users, individually and collectively. The old phone companies never did that. As my colleague Kevin Roose wrote, “Facebook can’t stop monetizing our personal data for the same reason Starbucks can’t stop selling coffee—it’s the heart of the enterprise.”
