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Thanks to David Armano

Just found a great new blog: Chroma! Worth a visit!! There was a nice post on Dole’s new “Dole Organic” bananas:

 Transmedia Bananas

Want to know where your next organic banana is from? (Of course you do).

Dole Organic Bananas come with a three digit farm code on the sticker. The website provides the “backstory” for each farm: location, the history, see photos. Don’t know if this is new, maybe it’s been around and I hadn’t heard of it, but it’s pretty smart. And it gives you an excuse to use the phrase “transmedia bananas”.

Currently I am working on basically a presentation linking it all together( well atleast for me). Wondering if I should share it all openly.. It starts to be, I believe,  a powerful story..

The beauty is that what I am preaching I need to practice..

Arghh end of the week it is online…

Dear reader,

My proposal for a ChangeThis Manifesto was approved. Currently my proposal is up for voting. When I have enough votes(I have no idea what enough is) it will be published.

Here is my proposal:

Value Creation: The RIGHT way

19-March-2007

The coming years competitive advantage for corporations is created purely by right brain activities: creativity, intuition, emotion, communication and a holistic view of the world. This manifesto is about releasing the strength of the right side brain within businesses. It shows ways to create new value in an emotional driven world. This manifesto has the ambition to support companies to reach their true potential. Not through growth but through self actualization. “A company at best can be itself”

Thanks for voting for this manifesto!

Been busy working on a model for value creation. Nowhere have I found a model that I truely believe. Most of the current models about competitive advantage, blue oceans and innovations have a left brain way of solving the problem. It is often based on rational decisions, cause and effect, schematics and matrices. Well we have a right brain problem..and we try to solve it with left brain answers..

So after some investigations in how the brain works and how people self actualize I tried to create a wheel that seems more balanced between right and left brain activities and internal and external activities. The current model is 3/4 right brain and 1/4 only left brain. Alot more in balance to operate in this holistic, creative, emotional and communicative age. Hard to sell that 3/4 of the time people in your company are not productive in the traditional sense?

Something I am confident to share is that the first phase of the wheel is what I call “Imagine Intuition”. In this phase you create your wish, belief or challenge. This basically changes your perception. This is in my opinion the biggest achievement of the whole creation cycle. Many companies describe their goals through cause and effect( 10% more sales than last year, higher penetration in..) or they create a very functional mission(making the best shoes). BAM..There it just went wrong.. It doesn’t change your perception. How difficult is it to change if your perception of yourself in a larger context did not change. Therefore impossible to self actualize..(right?) Let go of your current situation. David Wolfe of Ageless Marketing wrote this about corporate selfactualization: “Maslow would view FoEs(Firms of Endearments) as having reached the organizational equivalent of self-actualization. To reach that level in human life requires “letting go” of the ego. With ego in recession, a person’s worldview changes from self-centeredness to others-centeredness. This doesn’t mean the sacrifice of one’s self-interest. Self-interest is all the better served at the highest levels of maturity. This is true of companies as well as human beings.”

So what I preach in the first step of the wheel is to wish, believe or challenge yourself. Free from form or function. This first step, often ignited by an event, is crucial in the process. Those who fail will describe themselves as” I am a moneymaking machine” those that succeed in this phase describe themself as ” I (wish) to support people in…” for example.

Have trust and let go. Believe that the rest of the creation process will fall into place. A company at best can be what it is.
Soon more on the subject. Any feedback or opinions are more than welcome..

More and more I gather evidence that the very core of a company is what I call the “Broad Thought”. The broad thought gives companies a sense of purpose. It is close to a religion. A beliefsystem. The Broad Thought influences the company culture and creates stability. The difference with a Mission Statement in my idea is that a Mission Statement is focussed on the functional excercise of the Broad Thought. An example of a Broad Thought is “Against Throwawayism” from Iittala

A well defined and effective Broad Thought has in my opinion a couple of characteristics:
1. It creates freedom to innovate(level of abstraction)
2. Not bound to function or form(so immaterial)
3. Emotionally charged(Fueled)
4. Passionately carried out by Top Management
5. Value focussed and not growth focussed
6. Defined from a serving(supporting) perspective
7. any ideas…?

The benefits of defining a Broad Thought are:
1. Bridges the gap between society and corporations
2. Offers roads to innovation (differentiation)
3. Creates room and guidance for CSR
4. Creates a subject for co-creation without the pressure of existing products

The biggest pitfall for a broad acceptance among employees of a Broad Thought is that it is communicated.. YOU SHOULD NOT COMMUNICATE THE BROAD THOUGHT… Here really comes to the big eye opener:

YOU SHOULD MAKE EMPLOYEES FEEL IT THROUGH EXPERIENCES..

More on the Broad Thought soon…

Zuboff

Just read an article written in 2002(!!) about the book The Support Economy. In this Harvard Business School article Shoshana Zuboff and James Maxmin discuss about the “rift between corporations and society”. Here some nice passages:

A century ago mass consumption was on the rise. People wanted more things. The answer was to produce more goods at an ever-lower cost—mass production. Corporations were organized around a managerial hierarchy invented to provide a tight inward focus on the increasingly complex processes of production and distribution. This was a massive innovation over the older model of a single owner who tried to oversee everything. Under managerial capitalism, ownership became dispersed, but control remained concentrated in the management group.

The evolution from one episode of capitalism to another is a normal historical process. Just as mercantile capitalism was displaced by proprietary capitalism, and that new form was later displaced by managerial capitalism, it makes sense that managerial capitalism will be displaced by a new, more comprehensive form that better serves today’s populations.

Capitalism’s capacity to evolve and its incredible versatility have proven to be the single most important source of its robustness and success. In fact, capitalism has avoided devastating crises not because it is fixed, but because it changes. Each historical episode of capitalism has a limited range of adaptation, however. As markets and technologies undergo historic change, so too must the current model of capitalism.

The new individuals have plenty of things. They have access to plenty of services. But they now yearn for something that corporations have not perceived, let alone put on offer: the kind of support that will enable them to live the lives they choose.

People’s desires, needs and wants have radically changed, but corporations have remained distant and indifferent to the true nature of this change. As a result, we have a business environment in which people are chronically disappointed and frustrated by their experiences as consumers and employees. We no longer trust large organizations to serve our needs. On every level, we are experiencing a divisive “us vs. them” mentality.

Each new episode of capitalism emerges from the complex interplay of three forces: (1) New human yearnings that create a new approach to consumption and new kinds of markets, (2) technologies capable of addressing the demands of the new markets, and (3) a new enterprise logic that can link employees, technologies, and markets in new ways.

The fire is laid. What’s needed is the match. Many people already sense that there must be a better and more relevant way of doing capitalism. The search is on for a new enterprise logic that will fundamentally alter the orientation, purpose, and economics of commerce. The Support Economy is intended to contribute to that search as it invites discussion of a new enterprise logic that we call distributed capitalism. Watch the flames when these three forces finally combine. That will mark the real discontinuity between the economy of the twentieth century and that of the twenty-first.[Note: I think it is happening now]

In our chapter called “Rediscovering the End Consumer, Over and Over Again” we show how most “new” business concepts are simply self-referring. They do not move beyond the rules of a certain way of doing capitalism, and therefore they cannot possibly alter the problems they target. Instead, just the opposite occurs—the status quo overpowers new ideas and turns them into variations on the same old themes. That is why every innovation from quality circles to reengineering to customer relationships turns out to be another road to cost reduction.

Deep support means “getting my life back.” In order to provide this, deep support means that commercial entities absorb both accountability and responsibility for every aspect of the consumption experience. Deep support enables psychological self-determination. It produces time for life. It facilitates and enhances the experience of being the origin of one’s life. It recognizes, responds to, and promotes individuality. It celebrates intricacy. It multiplies choice and enhances flexibility. It encourages voice and is guided by voice. Deep support listens and offers connection. It offers a collaborative relationship defined by advocacy. It is founded on trust, reciprocity, authenticity, intimacy, and absolute reliability.

AMAZING..

Very inspirational clip with Neil Gerschenfield on TED Talks about Personal (Digital) Fabrication. Especially after 1/3 of the clip when he starts about Digital Fabrication where computer are tools and products are created through code. Talking about FabLabs which are platforms empowering anybody to fabricate..

Basic idea is that anybody can fabricate anything right from home.. Fueling my thought of a new democracy where ALL resources(media, space, production, time) are ‘owned’ by all.

Reshaping production and distribution.

Thanks to Tom van Brunschot.. Powerful documentary(23 parts).. This is the beginning of the doc.. Setting the scene. Reminds me of my post on What Business Am I In?

Contribution Marketing

Contribution Marketing is the activity of focusing on creating intrinsic ‘product’ value with the purpose to contribute to individuals, groups and this planet. The coming years competitive advantage is created purely by right brain activities: creativity, intuition, communication and a holistic view of the world. This blog is about releasing the strength of the right side brain within businesses. It shows ways to create new value in an emotional driven world. This blog has the ambition to support companies to reach their true potential.

Companies applying Contribution Marketing see themselves as a part of society(instead of isolated closed entities) with a clear definition of their role on how to contribute to this society. These companies are not primarily focussed on growth, more profit or marketshare increase. These companies are focussed on creating TRUE(e.g. not aspirational) value to a group and extract sufficient value to be able to keep facilitating their selected group of people.

“Self Actualization is the intrinsic growth of what is already in the organism, or more accurately, of what the organism is.”
Maslow

A COMPANY AT BEST CAN BE ITSELF
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