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05 Mar 09
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21 Jan 09
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15 Jan 09
David WilcoxSo let's discuss the new DNA Obama brought to the table, by outlining seven rules for tomorrow's radical innovators.
pinboard obama socialinnovation socialbysocial sxs3 strategy gettingstarted
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12 Jan 09
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04 Jan 09
ian mcdonaldbecause they realized that strategy, too often, kills a deeply-lived sense of purpose, destroys credibility, and corrupts meaning
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13 Dec 08
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02 Dec 08
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21 Nov 08
Andrew GilmartinBarack Obama is one of the most radical management innovators in the world today. Obama's team built something truly world-changing: a new kind of political organization for the 21st century. It differs from yesterday's political organizations as much as
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20 Nov 08
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19 Nov 08
Sam WeeIt's a momentous day for America - and the world. Barack Obama is poised to take the reins of the Presidency.
So how did this unlikeliest of candidates do it? How did Obama utilize radically asymmetrical competition to shatter Washington's toxic, bitter -
17 Nov 08
Jim McGeeUmair Haque is one of the most insightful analysts and interpreters of how new technologies are influencing and shaping organizational design choices. Here he turns his eye on the lessons available in the success of the Obama campaign.
pinboard obama innovation organization umair_haque strategy sch-2008-11-17 socialmedia fpa-2008-12-05
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Mark BlairHow did Obama utilize radically asymmetrical competition to shatter Washington's toxic, bitter 20th century status quo?
The most critical part of the story is the organization Obama built. Though conservatives are still arguing that Obama has little executive experience, nothing could be further from the truth. -
13 Nov 08
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11 Nov 08
Kilian HaurayBarack Obama is one of the most radical management innovators in the world today. Obama’s team built something truly world-changing: a new kind of political organization for the 21st century. It differs from yesterday’s political organizations as much as
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10 Nov 08
August JacksonIt's a momentous day for America - and the world. Barack Obama is poised to take the reins of the Presidency.
So how did this unlikeliest of candidates do it? How did Obama utilize radically asymmetrical competition to shatter Washington's toxic, bitter -
09 Nov 08
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08 Nov 08
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Antony MayfieldGreat analysis of Obama as the political equivalent of Google: "Barack Obama is one of the most radical management innovators in the world today. Obama's team built something truly world-changing: a new kind of political organization for the 21st century.
business politics strategy ideas management umairhaque leadership entrepreneurship barackobama election
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07 Nov 08
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Michel BauwensThe most critical part of the story is the organization Obama built. Though conservatives are still arguing that Obama has little executive experience, nothing could be further from the truth.
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06 Nov 08
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Where are the ideals in your organization? What ideals are missing - absent, bankrupt, stolen - from your economy, industry, or market? What ideals will you fight and struggle for - and live? Because the ultimate problem with industrial-era business was, as Wall Street has so convincingly demonstrated, this: there weren't any.
That seventh lesson is the starting point for tomorrow's radical innovators - because it's the thread that knits the others together. And it's where you should start if you want to use these seven rules to start building 21st century institutions - whether businesses, non-profits, social enterprises, or political campaigns.
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bussolontraditionally
politics organization obama innovation strategy psychology lifehacks neuropsy
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Ton ZijlstraUmair takes some lessons out of Obama's campaign for innovating management
uselections management strategy innovationstrategy innovation
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05 Nov 08
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Sean HackbarthThis is business-speak gobble-dee-gook.
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Emmanuel FanObama's team built something truly world-changing: a new kind of political organization for the 21st century. It differs from yesterday's political organizations as much as Google and Threadless differ from yesterday's corporations: all are a tiny handful of truly new, 21st century institutions in the world today.
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Obama's organization was less tall or flat than spherical - a tightly controlled core, surrounded by self-organizing cells of volunteers, donors, contributors, and other participants at the fuzzy edges. The result? Obama's organization was able to reverse tremendous asymmetries in finance, marketing, and distribution - while McCain's organization was left trapped by a stifling command-and-control paradigm.
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That's resilience: reflexively bouncing back to an existential threat by growing, augmenting, or strengthening resources.
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Rather, Obama's campaign took a scalpel to strategy - because they realized that strategy, too often, kills a deeply-lived sense of purpose, destroys credibility, and corrupts meaning.
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Bigness of purpose is what separates 20th century and 21st century organizations: yesterday, we built huge corporations to do tiny, incremental things - tomorrow, we must build small organizations that can do tremendously massive things.
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Unified markets are what a world driven to collapse by hyperconsumption is desperately going to need.
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You can beat people into subjugation - but you can never command their loyalty, creativity, or passion. Thick power is true power: it's radically more durable, less costly, and more intense.
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Where are the ideals in your organization? What ideals are missing - absent, bankrupt, stolen - from your economy, industry, or market? What ideals will you fight and struggle for - and live?
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Have a self-organization design
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Seek elasticity of resilience.
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What happened when McCain attacked Obama with negative ads in September? Such attacks would have depleted the coffers of a 20th century organization, who would have been forced to retaliate quickly and decisively in kind. Yet, Obama's organization responded furiously in exactly the opposite way: with record-breaking fundraising. That's resilience: reflexively bouncing back to an existential threat by growing, augmenting, or strengthening resources.
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Minimize strategy.
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They didn't waste resources trying to dominate the news cycle, game the system, strong-arm the party, or out-triangulate competitors' positions. Rather, Obama's campaign took a scalpel to strategy - because they realized that strategy, too often, kills a deeply-lived sense of purpose, destroys credibility, and corrupts meaning.
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Maximize purpose
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Obama's goal wasn't simply to win an election, garner votes, or run a great campaign. It was larger and more urgent: to change the world.
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Broaden unity.
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Thicken power
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True power is what Obama has learned wield: the power to inspire, lead, and engender belief. You can beat people into subjugation - but you can never command their loyalty, creativity, or passion. Thick power is true power: it's radically more durable, less costly, and more intense.
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Remember that there is nothing more asymmetrical than an ideal
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Where are the ideals in your organization? What ideals are missing - absent, bankrupt, stolen - from your economy, industry, or market? What ideals will you fight and struggle for - and live? Because the ultimate problem with industrial-era business was, as Wall Street has so convincingly demonstrated, this: there weren't any.
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xgavin"Bigness of purpose is what separates 20th century and 21st century organizations: yesterday, we built huge corporations to do tiny, incremental things - tomorrow, we must build small organizations that can do tremendously massive things." More good stuff
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