open innovation

participatory culture

community

strategy

orchestrating resources

Social Media:

Is the curse of knowledge killing innovation?

jim wilde — Mon, 31 Dec 2007 13:34:11 +0000

Please - we can't read your mind.

I find myself on both sides of this idea when I'm listening to clients about their business/products/services/processes requirements and then trying to explain to them the business advantages of social network software. What happens on both sides is we assume too much and expect others to at least have an understanding of the basics. Hell, most people are overwhelmed. Anyway, here's an interesting article form The NY Times about innovation and "the curse of knowledge".

Innovative Minds Don't Think Alike

By JANET RAE-DUPREE

Published: December 30, 2007

IT'S a pickle of a paradox: As our knowledge and expertise increase, our creativity and ability to innovate tend to taper off. Why? Because the walls of the proverbial box in which we think are thickening along with our experience.

Andrew S. Grove, the co-founder of Intel, put it well in 2005 when he told an interviewer from Fortune, When everybody knows that something is so, it means that nobody knows nothin'.

We believe the ability to communicate and collaborate with people both inside and outside the company is a key business differentiator. What do you think?

Tags:

orchestrating resources

creativity

the global brain

the curse of knowledge

tapper game

Social Media:

Open Source CMS

Amateurs on the net

jim wilde — Mon, 20 Nov 2006 22:19:44 +0000

From the NY Times...

"The Kid With All the News About the TV News

TOWSON, Md. When people in the television news business want to find out what's going on in their industry, they turn to a blog called TVNewser. But while the executives obsessively checking TVNewser are mostly high powered and highly paid, the person who creates it is not: he is Brian Stelter, a baby-faced 21-year-old at Towson University here, a few miles north of Baltimore.

I've heard people joke that when TVNewser is dormant, the kid had a final or a big family dinner that he couldn't get out of said Brian Williams, the NBC news anchor and a TVNewser devotee. People from entry level to high and mighty check in on it.

It is read religiously by network presidents, media executives, producers and publicists, not for any stinging commentary from Mr. Stelter, whose style is usually described as earnest, but because it provides a quick snapshot of the industry on any given day. Habitus include Mr. Williams and Jonathan Klein, the president of CNN's domestic operations, who long ago offered up his cellphone number to Mr. Stelter."

Perhaps this is what the techno-geeks had in mind when they invented the Internet a device to squash not only time and space, but also social class and professional hierarchies, putting an unprepossessing Maryland college student with several term papers due in a position to command the attention and grudging respect of some of society's most famous and powerful personalities.

Of course, it's great to see so many execs getting their industry info from a passionate amateur, a blogger to boot. Paul Graham wrote, "What Businesses Can Learn From Open Source " in August 2005, that apparently has taken hold at least with execs. What's sad though is that most employees and middle managers are clueless about this web 2.0 stuff as it applies to their daily work activities.

Hey, there's the longtail. There are Brian Stelter's in every category imaginable on the net. Me and my crew for example spend our time in open source software communities and universities (Stanford, MIT, and Carnegie Mellon) trying out software code and learning about what's new.

From Pew Research...

Fully 40 million Americans use the internet as their primary source of news and information about science and 87% of online users have at one time used the internet to carry out research on a scientific topic or concept. As a primary source for science information, the internet is second only to television among the general population. For Americans with high-speed internet connections at home, the internet is as popular as TV for news and information about science. And for young adults with high-speed connections at home, the internet is the most popular source for science news and information by a 44% to 32% margin over television.

The national survey conducted by the Pew Internet & American LifeProject in collaboration with the Exploratorium http://www.exploratorium.edu benchmarks how the internet fits into people's habits for gathering news and information about science.

Tags:

mashups

Social Media:

Creative Collaboration - "We-think"

jim wilde — Tue, 10 Oct 2006 15:17:14 +0000

There's a new online book from Charles Leadbeater about creative collaboration. I snagged a couple of paragraphs from his site/blog because it jibes with what we've been yaking about, less eloquently, here, here, and here for the last three plus years. "People want to be players not just spectators, part of the action, not on the sidelines. "

Of course, even to this day and with so much being written about social network software, what many organizations are still failing to understand is that they can achieve similar benfits. FWIW - The process is really simple and cheap to start a pilot project.

Enjoy.

"We-think"

"Google is on the verge [google paid $1.65 billion] bidding £1bn for Youtube, a business little more than a year old. Wikipedia continues to draw more traffic than much more established media brands, employing hundreds more people. Open source programmes such as Linux insistently chip away at corporate providers of proprietary software. Immersive multi user computer games, such as Second Life, which depend on high levels of user participation and creativity are booming. Craigslist a self help approach to searching for jobs and other useful stuff is eating into the ad revenues of newspapers. Youth magazines such as Smash Hit have been overwhelmed by the rise of social networking sites such as MySpace and Bebo. What is going on?

"We-think, an exploration of and experiment in collaborative creativity.

"The basic argument is very simple. Most creativity is ollaborative. It combines different views, disciplines and insights in new ways. The opportunities for creative collaboration are expanding the whole time. The number of people who could be participants in these creative conversations is going up largely thanks to the communications technologies that now give voice to many more people and make it easier for them to connect. As a result we are developing new ways to be innovative and creative at mass scale. We can be organised without having an organisation. People can combine their ideas and skills without a hierarchy to coordinate their activities. Many of the ingredients of these forms of self-organised creative collaboration are not new - peer review for example has been around a long time in academia. But what is striking about Wikipedia, Linux, Second Life, Youtube and many more is the way they take familiar ingredients and combine them to allow people to collaborate creatively at mass scale."

I love this stuff. "We can be organizaed without an organization."

Thanks to D. Weinberger for the link.

Tags:

participatory culture

community software applications

Social Media:

collaborative software

rich internet applications

Your job, km, and other people

jim wilde — Fri, 06 Oct 2006 14:38:18 +0000

Knowledge management on the job.

One of the most thoughtful bloggers, Dave Pollard, on knowledge managemt (km) and adaptive learning has an interesting post. Here's an abbreviated version but do check out his full post. FWIW Dave's blog is loaded with great stuff on KM, so don't stop with he latest post.

"Embracing Complexity in Your Job".

"But even if I were to ask the internal and external 'customers' of my client what their information and networking and related technology needs were, they wouldn't know. It's the nature of complex environments that understanding of the 'problem' and potential solutions co-emerge from the exploration, discovery and learning process."

As a services provider, we almost always assume the problems customers face are well understood. As Dave sez, "...they wouldn't know." However, as we identify one problem and demostrate a solution, other problems/solutions "co-emerge."

Dave...

"Here's the methodology I'm trying out on the new [km] project:

Identify the Customer:
Determine who the internal and external 'customers' are -- how they can
reasonably be segmented.
Research & Observe: Study the status quo to understand what is really happening, what the real
processes and workarounds are...
Converse:Have lots of iterative discussions with different customer segments to clarify your understanding of what is happening and why.
Define and Articulate the Needs & 'Problems':Some of the emergent needs and problems will be personal, and you may be able to solve many of these just by observing, conversing, and providing the individual with your ideas and the benefit of your experience.
Imagine Ways of Addressing These Needs and Problems: Now you have reached the real
starting point: Not preconceptions and solutions looking for problems, but qualified, articulated needs and problems with no obvious solutions (if the solutions were obvious, someone would have done them already).
Create a Future State Vision If Your Imagined Solutions Were Implemented:Tell a compelling story of how things could/would happen if the solutions you imagined in step 5 were implemented.
Experiment and Prototype:Start small -- your imagined solutions will never be perfect, and small-scale experiments and prototypes will allow you to refine the solution before spending all the resources on an imperfect solution.
Scale Up: Expand the pilot to all users who share the need or share and appreciate the problem."

This becomes a real problem for some of our clients, "...suppose you follow this methodology and discover (a) there are a lot of fledgling, disorganized, self-identified communities of practice and
communities of interest in (and extending beyond) the organization that need some enabling knowledge-sharing, context-building, sense-making and connectivity technology and processes to self-organize and function."

The question becomes how much access to "enabling knowledge" to give these communities, especially if they are outside of the organization?

Tags:

km2

sharing

gated social networks

Social Media:

Government Blogging and Citizen Influence

jim wilde — Thu, 05 Oct 2006 13:59:26 +0000

"Government Blogging" by Shel Israel on red couch.

"The simple answer is to be closer with their constituents.

In government, it may be starting from the top down, but it is starting. I think it will be most valuable, when the middle of government services& mdash;people like Nadia—start to blog, but some like Miliband are demonstrating that a blog is like an old fashioned town meeting, where impassioned community members get to stand up and speak and be heard in front of the elected officials who are entrusted to serve them.

Finally, there is another reason why government will be joining the conversation. Citizen groups are blogging and in some cases starting to gain the same influence as local lobbying groups."

Shel's last point is a good one. We've been working with an engineering/architectural firm that provides services to governments on a local/state/federal level as well an on an international one. The firm is seeing more and more citizen groups blogging. What's intersting is that the firm has traditionally ignored citizen groups. However, the firm now gets it that these groups have real influence and need to be part of the process for winning and sustaining contracts.

Tags:

Social Media:

enterprise blogging systems

community software management

Broken Business Models

jim wilde — Tue, 03 Oct 2006 14:13:28 +0000

Forbes has several articles on the many changes that are disrupting business models. I posted on this subject last year, Why Do Good Companies Fail?

We all know the thinking (ego), it goes like this, it won't happen to us, we're not like that. Denial. Is there a twelve step program, like AA, for people in businesses, organizations, goverenments to help them change? Anyway, people in businesses are all about control, whcih is the kiss of death today. I'm talking about trying to control other people and events. Something so primal that it drives us crazy. Judging from my latest indicators: sales of alcohol and mind drugs (antidepressants, antianxiety, illicit ones) are up so I'd say the transition is not going well.

In Learn, Change or Die the perscription to change is about connecting with people on a personal level. Yep, feelings matter. Cringe! Huh! What can I learn from AA Traditions? A lot! Think open source. We've adopted several great ideas from AA that we use.

I find all this talk about change fascinating since what we aim for with our services and tools brings people together on a more personal level. I wrote a post, Purpose Driven Social Network Software, where I mentioned the biggest obstacle - FEAR - facing social networks and collaborative tools in organizations.

Follow me here. MALCOLM GLADWELL, author of "The Tipping Point and "Blink" has a book review of, "Why?". The author of "Why?", Charles Tilly, sets out to make sense of our reasons for giving reasons. Go read it, I'll wait.

Tilly writes, "Effective reason-giving, then, involves matching the kind of reason we
give to the particular role that we happen to be playing at the time a reason is necessary."

My point is that in most organization we write and speak in technical terms and codes. We don't write stories, because, "... they circumscribe time and space, limit the number of actors and actions, situate all causes “in the consciousness of the actors,” and elevate the personal over the institutional." In a business context, this would be seen as a lack of due diligence and as being disrespectful of the organization.

Ok, breath.

From Forbes:

"Managing in chaos

The great challenge of our era? Get companies to change quickly enough to survive a world that's crazier and riskier than ever.

Managing amid the chaos has become the central problem for companies of every kind. It is a predicament that arises from the very nature of today's economy. And the solution requires a retraining not of skills but of mindset and assumptions. The biggest challenge has less to do with corporate strategy or management structures than with the nature of human beings and our instinctive reactions to change.

Firms that have found ways to survive and thrive in the chaos hold valuable lessons. Paradoxically, many are meeting chaos with chaos, loosening controls, sometimes radically, while guiding the company in innovative ways."

Rethink Your Business

Business models live shorter lives these days, but there are ways to get
comfortable with chaos. A sampler:

Tough talk

Force a conversation on how the company will have to operate differently
to be successful two years from now. Otherwise everyone dwells on today's
successful products.

Yellow flags

Pay close attention to what your sharpest, most mobile customers are doing.
They're your early warning of business-model problems.

Remodel early

Start changing your business model when you're most successful. When you're
in trouble, it's too late.

Abandon yesterday

Maintaining what no longer works draws your most valuable resources away
from your No. 1 job, creating tomorrow.

A new, improved story line

Explain the company's changes within a larger context. Employees, investors,
customers, and suppliers are more comfortable with change when it's presented
as part of a story line.

With chaos there is always tension and too many of us are looking for comfort zones. I seriously doubt that many businesses will survive the anges.

Here are a couple of bonus links: "Thriving on the edge of chaos", "Motivating others: why "it's good for you" doesn't work", and "Age Before Beauty". The last one is from Malcolm Gladwell. He gave a talk about the phenomenon of prodigies and late bloomers in art. The event was part of the New Yorker Nights, a series hosted by the Columbia University Arts Initiative and The New Yorker.

Tags:

connecting with people

Social Media:

community software management

Communications Scale with Social Networks

jim wilde — Wed, 31 May 2006 17:33:29 +0000

Most social network platforms we set-up and run are for business organizations. Organizations that want to connect people, ideas and information - mashups - so they can improve decision making and performance amongst employees, customers, suppliers, etc. But some of the ideas Mr. Young writes about, scaling self-expression, reach of distribution, and decentralizing the ecosystem apply to what we enable inside businesses.

"Social Networks are the NewMedia", posted by Robert Young.

"It’s crucial to understand that social networks are architected to help scale self-expression to new heights, both in terms of the extent of self-expression as well as the reach of distribution (e.g. number of “friends” and the effects of the whole six degrees of separation thing). A simple example… a person on MySpace can have thousands upon thousands of friends. This was not possible before the Internet, and even prior online communications and community innovations like email, chat/forums, and IM didn’t truly enable this kind of scale. Moreover, a person can now express him/herself with multidimensional, multimedia depth via text, photos, audio and video… again, to a degree that was not really possible before.

To some extent, self-expression should be viewed as a new industry, one that will co-exist alongside other traditional media industries like movies, TV, radio, newspapers and magazines. But in this new industry, the raw materials for the “products” are the people… or as Marshall McLuhan might say, “the people are the message” when it comes to social networks. So for any player who seeks to enter this industry and become the next social networking phenom, the key is to look at self-expression and social networks as a new medium and to view the audience itself as a new generation of “cultural products”.

In the past century, the creation of cultural products was centered in Hollywood. Now, social networks are broadening the scope of cultural media to include “identity production” (a very appropriate term coined by danah boyd), all the while decentralizing the ecosystem out to the edges. For traditional media companies that are seeking to enter this space (e.g. MTV, Martha Stewart, etc.), it’s critical to follow the audience into the development of this new market by re-focusing core assets that have the capability to deepen the level, and heighten the production value, of self-expression."

Tags:

Social Media:

community software applications

Global Process Networks - Creation Nets

jim wilde — Tue, 09 May 2006 19:24:30 +0000

"Creation Nets", by John Hagel. Mr. Hagel adds a lot of context and clarity to some of the ideas, creating global process networks that harness open innovation, that I've been trying to get across to managers about social networking software. I now see my weaknesses have been "...institutional mechanisms required, ...leaving executives with the impression that there is nothing that can be done to shape or focus efforts in this arena."

"Creation Nets: Harnessing the Potential of Open innovation" by John Hagel and John Seely Brown, published by McKinsey. There is also a working paper here.

"Most executives are by now familiar with open innovation: the idea that companies, by looking outside their own boundaries, can gain better access to ideas, knowledge, and technology than they would have if they relied solely on their
own resources.
Despite the attractions of open innovation and its successes in areas such as open-source software development few companies believe that they know the best way of creating value with the open model of innovation.
Companies must go to the peripheries of today's commercial and scientific endeavors, where hundreds and even thousands of collaborators from diverse institutional settings are participating in innovative "networks of creation."
Managers can use the principles and mechanisms of "creation nets" to profit from open innovation and to
create more value than would be possible with the closed model of innovation."

In the article, Mr. Hagel lists three things:

"...we tackle the popular topic of open innovation. These are much more demanding forms of open innovation, but they offer much greater potential for both rapid incremental innovation and breakthrough innovation than the more limited forms of open innovation that seem to be the focus of much media and pundit attention.
...while narrowing the focus on one dimension, we broaden it on another. Serious analysts of open innovation generally tend to focus on one specific slice of open innovation. Rich discussions of open source software initiatives, for example, tend to restrict their scope to that one domain of collaboration. We found deep insights on creation nets in such diverse domains as software, consumer electronics hardware, motorcycles, apparel, astronomy and big wave surfing. Few,
if any of these analyses betrayed any awareness of, much less interest in, similar initiatives in other domains. We identify the patterns that are emerging across diverse domains in terms of how to organize creation nets.
We focus specifically on the institutional mechanisms
required to catalyze and focus innovation initiatives within these creation nets. Unfortunately, much of the coverage of open innovation tends to emphasize self-organizing and emergent behavior, leaving executives with the impression that there is nothing that can be done to shape or focus efforts in this arena."

[...Achieve Greater Performance...]

What we've learned from the blogosphere and the open-source community is that people (employees, customers, suppliers, partners, et al) want to contribute to endeavors of mutual benefit.

[...An Online Global Process Ecosystem...]

Our solutions provide a comprehensive online ecosystem, tightly integrated set of publishing, communication, and networking features and online commerce, support and enable the Net like never before. Users can engage, create, and share their content online (publicly or privately) in a multitude of ways to achieve greater performance.

Tags:

gated social networks

open api's

innovation

orchestrating resources

Social Media:

Open Source CMS

Social networking for the enterprise

jim wilde — Fri, 28 Apr 2006 06:31:18 +0000

I've gathered together a few posts about enterprise social networking software applications.

"Social networking makes a play for the enterprise,

Posted by Dion Hinchcliffe - ZDNET

"Social networking has clearly hit the big time and is demonstrating both the widespread interest, and the possibilities, of online social communities where people come together to exchange information, develop interpersonal relationships, and build long-term social networks.

This is certainly part of the promise of Web 2.0; a two-way Web powered by people and the information they bring to the table (this latter piece is something I like to call BYOC, or bring-your-own-content.)

However, a very real problem is that many of these things are often an actual distractionfrom the work that people are supposed to be conducting in the workplace; the very last thing that enterprises want these days is a MySpace-style time waster that disrupts business.

And that's where corporate version of social networks will have to tread a careful line. For example, Visible Path doesn't allow the creation of home pages or user profiles and instead builds networks out of existing business artifacts, like e-mails and other information sources. In this way, social networks are constructed out of the very fabric of the business instead of things that might take away from it, like a blog, chat room, or interest group."

Learn about our solutions, or read our blog or, check out this enterprise 2.0 demo of a social networking application.

Dion, "But an important challenge that social networking is that minimizing the personal aspects of corporate social networks will also end up limiting their usefulness. Good social networks provide ways for people to create just the sort of information to create useful affinities or ways to find the people you're interested in networking with.This is something I call the social surface area (see visualization below) but I think the potential for this in the enterprise are clearly still there, once initial concerns are overcome. Thus, the social media companies that find good ways to increase a user's social surface area without disrupting the business itself will tend to be most successful."

"MySpace for the Office," By Steve Rosenbush, Business Week

"Make no mistake: Young people love to socialize on the Web. Tens of millions of teens and young adults use sites like News Corp.'s MySpace or Facebook to trade messages on home pages loaded with blogs, photos, and music."

"Web 2.0 meets the enterprise", By Martin LaMonica Staff Writer, CNET News.com

"New ideas in consumer technology are rapidly creeping into the design and marketing of software aimed at corporations. For example, Web 2.0 technologies such as blogs and AJAX are starting to show their potential behind corporate firewalls, analysts said."

Read more about social network software in the enterprise here.

Tags:

social media tools

mashups

corporate social networks

social productivity

social information management

Social Media:

community software management

"The 12 Different Ways for Companies to Innovate"

jim wilde — Tue, 11 Apr 2006 22:33:21 +0000

These 12 ideas on innovatation are a must read for business development managers.

"The 12 Different Ways for Companies to Innovate" from MIT Sloan by Mohanbir Sawhney, Robert C. Wolcott and Inigo Arroniz.

"...many companies have a mistakenly narrow view of it. They might see innovation as synonymous with new product development or traditional research and development. But such myopia can lead to the systematic erosion of competitive advantage. As a result, companies in a given industry can come to resemble one another over time. In actuality, business innovation is far broader in scope than product or technological innovation. In fact, a company can innovate along any of 12 different dimensions with respect to its:

offerings,
platform,
solutions,
customers,
customer experience,
value capture,
processes,
organization,
supply chain,
presence,
networking, and
brand.

Sounds like good advice, pick one! Here are some ideas, focused on using web 2.0 technologies, social networking applications and community software solutions to implement them.

Tags:

innovation platform

open source

mashups

rich internet applications

xml

Social Media:

community software applications

P&G Connect and Develop Innovation Model

jim wilde — Fri, 24 Mar 2006 19:10:42 +0000

We believe the ability to communicate and collaborate with people both inside and outside the company is a key business differentiator.

The connect and develop innovation model is one we whole-heartedly embrace since it blends ideas from inside and outside of the organization. We call them mashups. We've been helping business managers and team members establish those models for the last four years using what we learned working with open source software communities and using website services..

The sad thing is that most businesses continue to hold fast to the "invented here" assumptions. This is not going to work much more because the dynamics of economies have changed from: land, labor, materials to people, ideas and things.

Take a look at myspace. Sure, it is wild and messy but look at the connections to what people love - music. Myspace has spawned more successful indie bands in the last 2 years than any time in the entire record industry history! Check out youtube as well.

My hat is off to P&G!

P&G's New Innovation Model, from an article published in Harvard Business Review.

"Most companies are still clinging to what we call the invention model,centered on a bricks-and-mortar R&D infrastructure and the idea that their innovation must principally reside within their own four walls. To be sure, these companies are increasingly trying to buttress their laboring R&D departments with acquisitions, alliances, licensing, and selective innovation outsourcing. And they're launching Skunk Works, improving collaboration between marketing and R&D, tightening go-to-market criteria, and strengthening product portfolio management."

"It was clear to us that our invent-it-ourselves model was not capable of sustaining high levels of top-line growth."

"It was, and still is, a radical idea. As we studied outside sources of innovation, we estimated that for every P&G researcher there were 200 scientists or engineers elsewhere in the world who were just as good a total of perhaps 1.5 million people whose talents we could potentially use. But tapping into the creative thinking of inventors and others on the outside would require massive operational changes. We needed to move the company's attitude from resistance to innovations "not invented here" to enthusiasm for those "proudly found elsewhere." And we needed to change how we defined, and perceived, our R&D organization from 7,500 people inside to 7,500 plus 1.5 million outside, with a permeable boundary between them.

It was against this backdrop that we created our connect and develop
innovation model. With a clear sense of consumers' needs, we could identify promising ideas throughout the world and apply our own R&D, manufacturing, marketing, and purchasing capabilities to them to create better and cheaper products, faster.

The model works. Today, more than 35 percent of our new products in market have elements that originated from outside P&G, up from
about 15 percent in 2000. And 45 percent of the initiatives in our product development portfolio have key elements that were discovered externally. Through connect and develop along with improvements in other aspects of innovation related to product cost, design, and marketing our R&D productivity has increased by nearly 60 percent. Our innovation success rate has more than doubled, while the cost of innovation has fallen. R&D investment as a percentage of sales is down from 4.8 percent in 2000 to 3.4 percent today. And, in the last two years, we've launched more than 100 new products for which some aspect of execution came from outside the company. Five years after the company's stock collapse in 2000, we have doubled our share price and
have a portfolio of twenty-two billion-dollar brands."

Bonus links: Lead users and tossing pots and "User innovation toolkits and continuous improvement" by Jon Udell - Inforworld.

Tags:

enterprise mashups

xml

gated social networks

strategy

P&G connect and develop

Social Media:

collaborative software

connecting with customers

Changing times?

jim wilde — Sun, 01 Jan 2006 14:54:07 +0000

From Hugh, gapingvoid.com - disrupt or die,

Hugh... when I talk about disruption, I'm talking about the disruption
of the company, not the disruption of the potential customers'
purchasing behavior.

So to Madison Avenue, let me ask the question:

So you want to build a blog for your client. What part of their company are you trying to disrupt? And what makes you think they're going to let you?

I like the disruption idea but most agencies follow The Pathology of Business Bullshit.

Click on any of the related tags on the right to get more info.

Tags:

blogs

marketing

disrupt

die

business bullshit

social web applicatins

gated social netowrks

blogging

Social Media:

Skype to blog

jim wilde — Sun, 08 May 2005 19:00:32 +0000

Quicky, Strategize has a post on " Skype to blog that sounds promising. I'll have to dig a little futher to find out specifics and try to get it to work. Anybody try it yet?

Social Media:

Creative Consumers are Everywhere

jim wilde — Tue, 03 May 2005 13:21:36 +0000

Consumers now have the opportunity to be more creative and participatory in the marketing, media and entertainment worlds.

The guys over at Influx have a good piece on open innovation and getting the customer involved. It is a two-part series packed with great ideas. "The rise of the creative consumer (part one) and (part two) - Consumers now have the opportunity to be more creative and participatory in the marketing, media and entertainment worlds, Influx thought it would make sense to catalog some of the stories, a short history, that highlights this trend and identifies a few examples of the opportunities that exist for consumers to participate. "PSFK pulled together a several other sources into a comprehensive piece about the "Hyper Users Cometh". Participate! There are many ways and tools we can use (today) to get in the game. Look at these people/companies who have it all figured out and are playing hard: Joseph Jaffe's Tiger Woods Ad, 6 Pack TV's Design Your Own Ad, Converse Gallery, Ruffles Chips Ad, Core 77 Timex Winners, KTF Design A Phone Contest, Ikea's fiffigafolket contest, Jones Soda, Kaiser Beer, Sumo Salad Baby Recipe Contest , JPG Magazine and Wikipedia.

Tags:

Social Media: