New organizational structures are enabling conversations and creating new markets.
February 3rd, 2009 Comments
More on the blurring lines between corporations and people, via my strategy wonk filter Ethan Bauley…
Jeff Jarvis in BusinessWeek, Detroit Should Get Cracking on its Googlemobile:
I don’t suggest that design should be a democracy. But shouldn’t design at least be a conversation?
In the same way that “markets are conversations”, “design” has always been a conversation; traditionally that conversation only occurred in the marketplace when people make their decisions to buy or not buy a company’s designs.
What’s changed is that the platforms and cultures are beginning to change to allow us to expand that “conversation” into the realm of the the organization; we (as companies) are able to involve people (our prospective consumers) in tactical product decisions before the products reach the markets. This expansion of the conversation creates new markets; new markets that create new value propositions, new core competencies and new sources of capital for organizations and people.
How?
Start thinking about:
- Umair Haque, Edge Competencies.
- John Hagel III, John Seely Brown and Lang Davison, The New Reality: Constant Disruption.
- Umair Haque, How to Chrome Your Industry.
- Ethan Bauley, commenting on the Android Market.
- John Hagel, Mastering New Marketing Practices.
- Tom Nixon, The Building Blocks of Social Media Strategy.
- Ethan Bauley, commenting on rethinking the rationale for the firm.
- Me, Social capital isn’t new, but everything about it is.
- Me, Content is cheap, context is expensive.
I’m not the only one thinking about the need for innovation in organizational structures. So much thought-provoking strategy gold on the web, where to start?
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tomnixon
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Taylor Davidson
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Sarah Queen Browning





