Visionary Factors
Visionary Factors
Visionary Factors
A visionary means a person with a clear, distinctive and specific (in some details) vision of the future usually connected with advances in technology or political arrangements. Some of the most successful corporations were started by visionaries. Examples would be Disney, Google, IBM, Microsoft, Cisco, Apple and some of the pioneering companies of social computing such as You Tube, Facebook, Linkedin, Yahoo and a host of others to large to list here.
A visionary may function as a secular prophet, emphasizing communication and a figurehead role, rather than implementation. A visionary sees beyond the horizon and states what could be done then surrounds themselves with those that can chart a course that fulfills the vision.
There are two categories of visionaries. The first category is one who envisions a creation of new value. The second category is one who figures how to use or add to the new creation in unique ways. Usually the second category of visionaries are individual users rather than corporations with visionary leaders.
When we consider the medium of social networking we can see large organization like Google, News Corp, IBM etc. introducing new platform functions and features. On the other end of the spectrum we see individuals or small companies introducing value added applications that other users of the original platform have developed such as widgets, unique interfaces and other user engaging features that end users eat up like popcorn, i.e. have you noticed how many new applications have been added to Facebook lately?
The real visionaries of social networks are indeed the end users. The end users create thought provoking content that stirs communities and conversations. The end users are the ones that invite others to these platforms thus perpetuating user generated content and platform activity. The end users create unique ways to use these networks and perpetuate their discoveries to other users. The historical business model of the corporation producing something that they think consumers will use is being turned on its head within traditional corporations because the consumer is in fact showing the producers how to use social mediums. This phenomenon is sending ripples across many corporate structures and traditionalist of age old business models.
In the book, The Support Economy, Zuboff and Maxmin absolutely nail the diagnosis of what's wrong with the interaction between producers and consumers today -- the way that individuals (at home and at work) are the shock absorbers between what enterprises know how to do and what people today need; the reason that managerial capitalism has to give way to, well, something new that they call "distributed capitalism;" the need to move beyond the relentless optimization of transactions and towards the maximization of value in the context of people's lives.
Our customer-centric corporate Visionaries and e-biz execs shudder every time one of their top execs comes back from a conference with Web 2.0 religion. All of a sudden, their e-biz team is asked to support executive blogs, podcasts, wikis, tagging, customer-created content, and to provide fodder for mash ups. Once their top execs get "Web 2.0 religion" they suddenly want to be part of this "social networking" phenomenon. They want their Web sites to be the next Facebook. But they don't really understand what social networking is, how it works, or whether it's really relevant for their brand.
The Economist Magazine said: "Patricia Seybold focuses on the potential for using customers more in the innovation process. In "Outside Innovation", she does a decent job of justifying her Martin Lukes-esque subtitle, "How Your Customers Will Co-Design Your Company's Future". Her case studies cover a number of web-based companies and are written up with even more breathless enthusiasm than those of Mr. Taylor and Ms LaBarre. These examples will be especially useful to anyone looking to innovate on the internet, particularly if open-source software is involved. Ms. Seybold reckons that most companies make two common mistakes about their customers. First, they think that customers can't envision what they don't know about--so innovation has to be driven by a company's in-house visionaries. Second, they believe that they already do a good job of listening to their customers.
What is Outside Innovation? It's when customers lead the design of your business processes, products, services, and business models. It's when customers roll up their sleeves to co-design their products and your business. It's when customers attract other customers to build a vital customer-centric ecosystem around your products and services. The good news is that customer-led innovation is one of the most predictably successful innovation processes. The bad news is that many managers and executives don't yet believe in it. Today, that's their loss. Ultimately, it may be their downfall.
For a long time the mindset of corporations has been focused on producing and selling what they think the customer wants. Added to this model is slick advertising campaigns aimed at the emotional response mechanism of human nature and the desire for self esteem reflected through material things. This mindset simply doesn't understand that we the customer are individuals with our own mindsets and opinions and we trust our friends and communities more than we do the empty promises and over hyped advertising models of corporate America.
The time to stop thinking for the customer and start thinking with the customer is now! We are all customers second and individuals first. Our individuality has found a new medium for expression. Our ability to express ourselves through social mediums enables us to unite others with similar expressions and collectively our voices are louder and more influential than every before. The whole model of marketing and selling will need re-engineering, using such corporate speak, and it will be us as individuals that brands and marketers will need to seek advice and approval.
We, the individuals, are the visionaries of a new economy, The Relationship Economy built by and for the integrity of relationships, one to one then one to millions. What say you?
Jay is one of the few really deep-thinkers about both the socio-cultural implications of social networking as well as the practical business application across a range of industries and sizes of business. Jay challenges me to "up my game"." July 21, 2007 Scott Allen, Coauthor, "The Virtual Handshake: Opening Doors and Closing Deals Online", TheVirtualHandshake.com
Mr. Deragon is consider one of the leading experts in the emerging market of social networking market. He has studied numerous platforms, features, functions and the markets behavior. His analysis and findings conclude t
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