Lesson of November 4th – Power of Community

7 11 2008

lafpark5

Revelers in Lafayette Park across from the White House on election night.

Lost in the euphoria and the recent news headlines of the election of our first African American to the Office of the US Presidency is the recognition of a major strategy that guided the Obama Campaign through the primaries and now the Presidential Election.

It was joked and ridiculed at the Republican Convention.  But no one is laughing now.

Community organization won this election.   In fact, it transformed politics in this country forever.

A bottom up strategy giving average Americans a “direct” opportunity to “contribute” their energy, passion, talent and yes MONEY.

Obama won by giving the keys to the inmates in the asylum.

Thousands of unpaid volunteers who never participated in politics previously destroyed two well-heeled political brands (Clinton and McCain) on their way to the White House.

Only in America.  And here is the lesson for associations.

While much of this vaunted Obama machine was web-based featuring tools for e-commerce, social networking, and community organizing,  the lesser known neighborhood volunteer efforts run precinct by precinct made this campaign personal to millions.

Obama used community-centered politics to drive his campaign.

Just like InnoCentive, Ninesigma, ArtistShare, Open Architecture Network, and many others featured on these pages.

The research evidence proves that community-centered strategies that give end users freedom to create and drive innovation boost product and service growth.

Here’s a salute to our new President.  And one more for those brave enough to let the inmates co-create the future in your own associations.





McKinsey’s Business Trends to Watch

1 11 2008

McKinsey Quarterly offers some interesting observations on a host of key business trends that are being driven by the influence of technology like Web 2.0. Given the recent discussions, more food for thought.

These trends fall within three broad areas of business activity: managing relationships, managing capital and assets, and leveraging information in new ways.

I want to highlight the first and third in this post. Much of what os.a is all about relates to these MQ Trends.

You can find McKinsey entire article here.

Managing Relationships

Distributing co-creation

Technology now allows companies to delegate substantial control to outsiders–co-creation–in essence by outsourcing innovation to business partners that work together in networks. By distributing innovation through the value chain, companies may reduce their costs and usher new products to market faster by eliminating the bottlenecks that come with total control.

os.a Examples: New businesses created around networks versus traditional management hierachy

Using consumers as innovators

Consumers also co-create with companies… But the differences between the way companies co-create with partners, on the one hand, and with customers, on the other, are so marked that the consumer side is really a separate trend. These differences include the nature and range of the interactions, the economics of making them work, and the management challenges associated with them.

os.a Examples: Tapping end users to “co-create” content, product or services

Tapping into a world of talent

As more and more sophisticated work takes place interactively online and new collaboration and communications tools emerge, companies can outsource increasingly specialized aspects of their work and still maintain organizational coherence. Much as technology permits them to decentralize innovation through networks or customers, it also allows them to parcel out more work to specialists, free agents, and talent networks.

os.a Examples: Extracting more value from interactions

Technology tools that promote tacit interactions, such as wikis, virtual team environments, and videoconferencing, may become no less ubiquitous than computers are now. As companies learn to use these tools, they will develop managerial innovations–smarter and faster ways for individuals and teams to create value through interactions–that will be difficult for their rivals to replicate.

os.a Examples: Ride the LongTail , Web 2.0 Adoption by Companies by Global Region

Leveraging information in new ways

Putting more science into management

Leading players are exploiting this information explosion with a diverse set of management techniques. Google fosters innovation through an internal market: employees submit ideas, and other employees decide if an idea is worth pursuing or if they would be willing to work on it full-time. Intel integrates a “prediction market” with regular short-term forecasting processes to build more accurate and less volatile estimates of demand.

os.a Examples: Prediction markets for associations





Tuesday’s ASAE Session on Crowdsourcing

22 08 2008

Thanks to all for attending our session and for Moshe Pritsker, PhD from JoVE and Chuck Davis from InnoCentive for coming to the ASAE and Center AGM in San Diego this year.

Here are our slides from the session titled, “Associations Next Crowdsourcing the Creation of Value.”

Note: Session was recorded by ASAE & Center so you can play them together from here.

Session Introduction provided by Jeff De Cagna of Principled Innovation.

Peter & Chuck’s presentation (download and view in slide mode)

Moshe’s presentation (download and view in slide mode)

Samples of previous posts

What is crowdfunding?

Crowdsourcing news

Crowdsourcing publishing

McKinsey study suports co-creation (e.g. crowdsourcing) practices

Having the courage to adapt your models of engagement

“Father of co-creation” speaks out

Tiny company with 12,000 customer product development community

Lots more by going to the right hand margin under “product co-creation.”