I’ve run regularly for about 15 years now, but never in a competitive or team setting (like cross-country or track). I prefer to run solo. And I prefer to be unencumbered by devices: no arm band, running watch, or belt equipped with small bottles of water and energy goos.
The most I’m really willing to do is sign into the Strava app and press “start” when I start my run, and “stop” when I stop it. For the uninitiated, Strava is a platform for tracking exercise and connecting with others through exercise in a social network-style community (instead of “liking” someone’s post, you give “kudos” to their run/walk/cycle route/etc.). I first tried it when training for a half-marathon, with the hope that it would help me stay accountable to my loose training plan.
After using it for a few years now, I can’t say I’ve ever been encouraged by the app to really stick to anything. It doesn’t send me push notifications telling me to get outside or play high-tempo music to push me to run faster. It doesn’t read out my mile times as I’m running, like Nike+ did the one time I tried it. In my opinion, all of this works to Strava’s benefit. I like that it doesn’t try to “nudge” me too much toward certain behaviors.
However, what I appreciate most is that it affords space for me to share context about my run after the fact, and I get to share this with friends. These elements (the contextual, the social) are ancillary to the run itself, and to the app’s supposed reason for existing, but they allow me to experience more joy in and around the run. This quality hints at what Miguel Sicart describes in “Playing The Good Life” as the “expressive” nature of play, which allows players to “play freely with and within [the] boundaries” (235).
The app doesn’t necessarily invite this kind of play, but it doesn’t foreclose it, either — the way Nike+ (another running app, and therefore a helpful point of comparison) does. As Sicart writes, “Users of Nike+ can only make sense of their experience of running through the data manipulation tools that the system affords, such as the limited description field for the run where users can describe the quality of the run. Nike+ in this way limits its users’ agency over the practice of running” (233).
Strava, on the other hand, allows you to write whatever you want about the run. It doesn’t limit the description field to a limited range of possible answers (e.g., via a drop-down menu) or even to a short text description. It prompts you with “How’d it go?” and then you can write as short or long of a response as you’d like (or leave no response at all).
Here is where I like to get playful in my responses. I’ve described a 2-mile run as “Slobbery” (I was running with my dog, and I attached a photo of him with his tongue out). I’ve chalked my fast pace up to the fact that I was trying to finish in time to take advantage of “happy hour” at a bar. These addendums help attach the activity of running to the context in which it occurs — thereby undermining the kind of detachment that most gamification architectures achieve.
This helps me feel less like a “user” and more like a “player.” A game’s players, according to Jennifer Whitson, “bring their modes of play along with them. This play includes joyful explorations and tangential detours/détournement. It also includes counterplay, both of which complicate the surveillance projects that constitute corporate gamification endeavors” (“Foucault’s Fitbit,” 355).
While being welcoming to a certain kind of playfulness, Strava is, at the end of the day, a business — and a booming one. It made nearly $300M in revenue last year, primarily off subscriptions for premium features. But its users aren’t the only audience it’s going after. Strava has a separate business line called Strava Metro, through which urban planning organizations and city governments can use Strava’s rich data on athletes’ movements to inform city development and safety. While this data is currently offered free of charge, it reflects the obvious value inherent in its proprietary data on the over 100M athletes that use its app.
As a private company, Strava isn’t held to the same reporting standards or scrutiny as a public company — its founder has even stated that the company is in no rush to go public given “a lot of disclosure” requirements. It’s not hard to imagine the company diverting user data toward more commercial ends if and when it needs to access new revenue streams. This happens all the time in corporate settings — as Whitson notes in the case of RescueTime, which defended the release of an employee monitoring service for employers by saying: “Revenue and profit are king and we can’t expect to focus on free/consumer audiences forever” (352).
Look no further than Strava’s current job openings: a job description for a Senior Director of Data, for instance, says that anyone hired into this role should plan to “Uncover measurable insights about our global community of athletes, both for internal and external consumption; turn volumes of data into product features, partnership opportunities, and other strategic interests.” The phrase “other strategic interests” leaves the door open to all kinds of possibilities.
But for now, users seem content to play within the borders of the Strava app — including seeing where and when they can bend the rules to their favor.





