entrepreneurial revolution began at The Economist in 1968- inspired by the imminent success of the moon race- was there anything that optimal blending of human and computer webs could not do? whats strange is today we have no system design to put say 10000 bright young people on sustaining earth - the space race may have been taken over by big business but its goal was first achieved by organising open collaboration between 10000 people round one goal- much more important that ER is that it can be argued that the moon race inspired many peoples who hadn't even be linked in to electricity to develop the east - china came out from behind its great wall with help of inward investmnt from diaspora already 3rd richest; the poorest big 10 populated place bangladesh gained independence and empowered generation of girls to build community-rising economies and then there was ASEAN - a loving cooperation between 5 founding nations in every way that the EU has failed to begin to value

onceinageneration

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Interview with founder of Entrepreneurial Revolution at The Economist http://erworld.tv http://normanmacrae.ning.com

Monday, December 31, 2012

1 Both brand and crisis revolve round compounding opportunity and threa

1 Both brand and crisis revolve round compounding opportunity and threat In this MOOC we use crisis in the cross-culturally joyful sense that the Chinese do. Crisis being where opportunity and threat intersect - this also connects with the built to last yin and yangs of collins and poras WCBN Studies showed that when boardrooms include a director of brand, SWOT is the most popular marketing framework (sometimes the only marketing academic framework)used by chief brand officer That's partly because a comprehensive SWOT requires linking in details and contexts inside and outside of the organisation in a process that resembles mapping -ie a map is only as valuable as its real time updating OT stands for what compound opportunity and threats is the internal system and external environment compounding into the future SW stands for what strengths and weakness have historically integrated around the company Anyone alive today needs to understand how global and local dynamics haviBng been changing at an expoenetially accelerating rate. At teh start of the 1980s, the fastest way to send information between offices around the world was the telex. By 1990, companies were digitally wired up but the worldwide web was yet to exist. By 2000, richer people could web information all over the world- truly innovative leaders needed to chnage from keep something confidential unless there an open reasoning to open things up unless there is a temporary reason with confidentaility. By 2010 those in most desperate need are as likely to have mobile access as anyone else - the brand that is not designed around valuing win-win-win models compounds the greatest risk of bubbling up to a tipping point and then imploding, When I wrote the first whole book published on brands - the book cover questioned will we see brands valued at biilions of dollar worth nothing the next. Through the 2000s we have seen whole sectors take a wrong turn - dotcoms, andersen-aundited virtual utilities, banking losing trillions of dilars overnight. This is a sign of a missing audit - first braned unseen wealth by Brookings in year 2000. THE BIGGEST MATHS MISTAKE IN THE WORLD While the maths of the audit that would prevent comppound threats taking over from compound leadership opportunities, almost no boardroom uses it. No wonder economists and metrucs valuers have become the elast productive experts on the planet. But is the brand part of the problem or the solution. For many big organsaitions the brand expresses great power. Like all powers this can be spun to good or bad ends. Unlike other power the brand is often the most political system leaders have ever dealth with. And a major part of the problem is that over 100 definitions of the brnad exist- its still rare for any 2 people (even those connected by the same brand) to have a common system definition in mind