09 July 2019

GAME CHANGING & IMPACTFUL BRAND EXPERIENCES FOR THE FUTURE #socialinnovation #experiencedesign #collectiveintelligence

My experience in strategic planning and project management leads me to manage innovation projets in design consultancies or open innovation hubs. I am also interested to manage brand communications for a company embracing digital, social and environmental changes.

My strengths :
🙋‍ — Market, consumer, usage & habits research
⚡️ — Experience design applied to brands, products, spaces, campaigns...
🚀 — Innovation & transformation project management
😀 — C suite advisory and satisfaction
👪 — Collective intelligence and Open Innovation (parners / consumers)

🔍 — My articles :
1- To (re) engage employees digital transformation must make sense #socialinnovation #purpose
2 - Social innovation to meet client expectations with a positive impact on society and environment #innovationsociale
3 - Experience design to create value and collectively visualize the customer experience to be delivered #experiencedesign
4 - Brand entertainment the new way to communicate to millennials # brandcontent
5 - The account planner and the designer, actors of corporate innovation and transformation #planner

My book and articles are here : www.pourquoitucours.fr

CV de Jeremy dumont from Jeremy dumont

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08 April 2010

Jeremy dumont = 2.0 STRATEGIC PLANNER

Jeremy dumont = 2.0 STRATEGIC PLANNER

View more documents from jérémy DUMONT.

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29 March 2010

Convergence 2010 – 10 cool things that could happen this year… or not. By Dan Shust

SXSW Convergence 2010 Dan Shust

View more presentations from Resource Interactive.

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UNE INITIATIVE DE: POURQUOI TU COURS? AGENCE DE PLANNING STRATEGIQUE 2.0 DIRIGÉE PAR: Jérémy Dumont

Posted on 29 March 2010 in 00 - TRENDS 2.0 + PSST innovation reports, 1 Strategic planning 2.0, @ jeremy dumont | Permalink | Comments (0) | TrackBack (0)

Augmented reality: it's like real life, but better. By Charles Arthur

Charles Arthur investigates how the ways in which we watch sport, read magazines and do business with each other could change for ever.

Augmented reality on the iPhone

Don't act too surprised if, some time in the next year, you meet someone who explains that their business card isn't just a card; it's an augmented reality business card. You can see a collection and, at visualcard.me, you can even design your own, by adding a special marker to your card, which, once put in front of a webcam linked to the internet, will show not only your contact details but also a video or sound clip. Or pretty much anything you want.

It's not just business cards. London Fashion Week has tried them out too: little symbols that look like barcodes printed onto shirts, which, when viewed through a webcam, come to life. Benetton is using augmented reality for a campaign that kicked off last month, in which it is trying to find models from among the general population.

Augmented reality – AR, as it has quickly become known – has only recently become a phrase that trips easily off technologists' lips; yet we've been seeing versions of it for quite some time. The idea is straightforward enough: take a real-life scene, or (better) a video of a scene, and add some sort of explanatory data to it so that you can better understand what's going on, or who the people in the scene are, or how to get to where you want to go.

Sports coverage on TV has been doing it for years: slow-motion could be described as a form of augmented reality, since it gives you the chance to examine what happened in a situation more carefully. More recently cricket, tennis, rugby, football and golf have all started to overlay analytic information on top of standard-speed replays – would that ball have hit the stumps, the progress of a rally, the movement of the backs or wingers, the relative flights of shots – to tell you more about what's going on. Probably the most common use is in American football where the "first down" line – the distance the team has to cover to continue its offence – is superimposed on the picture for viewers.

But those required huge systems. AR took its first lumbering steps into the public arena eight years ago: all that you needed to do was strap on 10kg of computing power – laptop, camera, vision processor – and you could get an idea of what was feasible. The American Popular Sciencemagazine wrote about the idea in 2002 – but the idea of being permanently connected to the internet hadn't quite jelled at that point.

26 March 2010

2010 Social Innovation Award Winners Named. By Marcia Stepanek

Tesla Motors, Cisco Networking Academy, Goldman Sachs' 10,000 Women initiative and eBay's Green Team were among the organizations and initiatives taking home awards from last night'sJustmeans.com/Financial Times 2010 Social Innovation Awards dinner in Manhattan.

A nonprofit organization, the San Francisco-based TechSoup Global, received the event's Citizen's Choice Award. TechSoup Global -- which convenes weekly nonprofit strategy meetings in Second Life -- has provided technology assistance to more than 100,000 nonprofits and libraries in North America and globally. Its more than 30 corporate partners include Cisco and Microsoft. TechSoup Global was voted the most worthy of the citizen's choice award by a majority of some 12,000 citizens voting online during the past two months.

Martin Smith, founder and CEO of Justmeans, said: "We wanted to showcase companies that are innovating us out of the challenges that face us today." Award-winners "are not those (companies and organizations) trying to mitigate their social and environmental impact," Smith said, "but more are creating the processes, systems, programs, and initiatives that we hope will be replicated across their industries and across business over the coming years."

Other award-winners included:

Most Innovative Nonprofit: LIFE/LanX Local Investment Project, a social venture to establish a local stock exchange for U.S. companies too small for national listing. The goal: to make more equity finance available to local communities across America and help them build out of the current recession.

Most Innovative Small For-Profit: Vestergaard Frandsen, a Danish company that, for 40 years, made uniforms for hotel workers and retailers. Now it makes textile-based, life-saving products, including ZeroFly, a durable plastic sheeting for sheltering refugees that also kills disease-spreading insects, and LifeStraw, a water filtration tool the size of paper-towel cylinder that helps thousands who are deprived of clean drinking water, helping them to turn polluted water into drinkable supplies.

Enterprise 2.0 Forum : the 10 keys of successful projects. By Cecil Dijoux

Big up to Kongress Media (Thomas Koch, Bjoern Negelmann) for organising such a superbevent in Paris. Both ON (the conference) and OFF (parties in the evening) were fun and it was so nice to hang out with Enterprise 2.0 people (@bduperrin @flapinta @cflanagan@an_elm @tlg @ceciledemailly @tdebaillon @gculpin @aponcier) in real life.

Local Consulting firm NextModernity (Bertrand Duperrin, Richard Collin) acted as moderator and contributed to make the whole thing casual yet focussed.

Great organisation, great speakers but most of all : great real life projects feedback. Featuring : Claire Flanagan (CSC – multi-awarded project), Anu Elmer (SwissRe), Jérôme Poujardieu (Dassault Systems), Fabrice Poireaud Lambert (Lyonnaise des Eaux), Nicolas Rolland (Danone), Julien Le Nestour (Schlumberger), Jean-Paul Chapon (Alcatel Lucent) etJane McConnell (NetStrategy).

A high number of common best practices have naturally emerged. Here are 10 of them :

1) Manage risks from the early stages of the project

Fabrice Poireaud-Lambert showed a very interesting 4 axis graphs (Organization and HR / Competencies / Methods and Tools / Culture and Behaviors) that LdE used to evaluate the change factor of such a project on the enterprise scale. They reached a 12/16 value which is pretty high.

In addition, these are cross-functional projects with a high cultural impact. Therefore, it is critical to address subsequent risks as of the very early stages of the project.

This comes with an advantage, though. When such risky and game-changing projects succeed, they benefit from large recognition : both CSC and Lyonnaise des Eaux projects are running for most innovative project of the year in their respective organisation.

2) Seek Executive supports

Both Claire Flanagan and Anu Elmer insisted on how critical it was to have unconditional Executives support for project involving change of such magnitude. Big changes project need legitimation. The reason : without strong leadership and executive support, the project is a lost cause against managers who have day to day budget and objectives.

So first thing first : use the elevator pitch and then Heavy Mental Enterprise 2.0 presentation(or even better : ask me to do it) to show your executives how collaboration platforms can foster knowledge, innovation and productivity in the organisation.

3) Know your business needs and address them

Danone really wanted some tools to perpetuate their strong networking culture born at the beginning of the century and put the people right in the center of the solution.

Dassault needed to share sales best practices amongst their distributors (the Value Added Resellers) of their software solutions.

Schlumberger desired to save time to their workforce in critical environment (example : deep water drilling) when few minutes saving can turn into million of dollars.

Alcatel Lucent new management made it a strategic goal to have a greater transparency throughout the company.

The objectives can be marketing, HR’s, operational, leadership ones. The solution may be internal (i.e only amongst employees) or external as for Dassault between employees and partners. In any case, for any successful project, the objectives are clear so is the expected business value.

Read more about Enterprise 2.0 Forum on Cecil Dijoux's blog

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UNE INITIATIVE DE: POURQUOI TU COURS? AGENCE DE PLANNING STRATEGIQUE 2.0 DIRIGÉE PAR: Jérémy Dumont

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25 March 2010

Low2No carbon living: A low-to-no carbon emissions block in Helsinki. By Mark Vanderbeeken

Low2No carbon living

As part of a team made up of Arup (a global 6000 person engineering and planning firm), Sauerbruch Hutton (an acclaimed Berlin-based architecture studio) and Galley Eco Capital (green building finance specialists from San Francisco), Experientia won an international competition to develop a building block called Jätkäsaari, in the city of Helsinki, Finland, which will have low or no carbon emissions.

Based on the understanding that sustainable buildings require sustainable living practices, Experientia brings its unique perspective as an innovative experience design company to the project. While other team members concentrated on the architectural, engineering and financial strategies for the project, Experientia’s responsibility in the winning team is to address the delicate theme of how to initiate behavioural change to support a sustainable style of living in this completely new urban district.

Starting with the concept that people, their contexts, social networks, habits and beliefs are crucial tools for creating sustainable change in behaviour, Experientia is exploring ways to offer people control over their consumption and to see the effects of their actions on the environment.

Starting from 2010, and continuing over the next 6 years, the Jätkäsaari district will be designed, constructed and opened to inhabitants. From there, the sustainable ideals that govern its day-to-day life will act as a model and example for the rest of Helsinki, Finland and the world — thereby also supporting Helsinki’s commitments as 2012 World Design Capital.

www.low2no.org

Envisioning
Experientia’s competition proposal, entitled “C-LIFE, the City as a Living Factory of Ecology,” began as a vision shared by a team made up of Arup (an engineering and planning firm), Sauerbruch Hutton (architecture), Galley Eco Capital (green building finance), and Experientia.

The team created a proposal to construct a city block in the new Jätkäsaari district in Helsinki with low-to-no carbon emissions, which soon evolved into C-LIFE: a vision of a centre of innovation and experimentation for reducing energy consumption; a vibrant and participative community, with sustainable planning and architecture; and a world-leader for low-to-no carbon projects.

The proposal was the winner of the Low2No design competition that over 70 planning groups participated in. (Download our winning proposal as a PDF or from the Low2No website.)

The project is run by Sitra, the Finnish innovation agency, and is currently in the design phase.

23 March 2010

On Thursday 25 March 2010 for Twestival, people in hundreds of cities around the world will come together offline to rally around the important cause of Education by hosting local events to have fun and create awareness.

About Twestival Global 2010

What is Twestival™?

On Thursday 25 March 2010, people in hundreds of cities around the world will come together offline to rally around the important cause of Education by hosting local events to have fun and create awareness. Twestival™ (or Twitter Festival) uses social media for social good. All of the local events are organized 100% by volunteers and 100% of all ticket sales and donations go direct to projects. If you would like to get involved, please Register your City, Register your School, orVolunteer and we will get in touch. Organizers will be given a handbook and invitation to our collaboration workspace. Follow @twestival for updates.

The Impact of Twestival

On 12 February 2009, the first Twestival Global was held in 202 international cities to support@charitywater, who we saw doing incredible work to help the almost 1 billion or 1 in 6 people in the world that don’t have access to clean and safe drinking water. Over 1,000 volunteers and 10,000 donors fundraised $250k+, which resulted in more than 55 wells in Uganda, Ethiopia and India having a direct impact for over 17,000 people. Watch the videos of the first Twestival well drilled in the village of Mai Nabri, Ethiopia.

Then over a weekend in September last year, 130 cities participated in Twestival Local which invited organizers to host events and select local causes to support. Collectively, these cities raised over $450k for 135 charities, bringing the total fundraising effort in 2009 to over $750k. A remarkable achievement by volunteers working under short timescales and utilizing social media tools like Twitter to make it happen efficiently.

In 2010, we turn our focus to education and 72 million children in the world who don’t have the opportunity to go to school. @Concern Worldwide has been selected by the Twestival global team and local organizers to be the recipient because of their comprehensive and well respected approach to education. This is an issue that involves many different elements; hunger, water, teacher training, building of schools, etc. We hope to use the power of our global event fundraising and social media influence as a vehicle to give people insight into this cause on a deeper level.

About Concern Worldwide.

Concern Worldwide was founded in 1968 to meet the needs of people living in extreme poverty, for whom every day is a ﬁght for survival. Concern is a non-governmental, international, humanitarian organization dedicated to the reduction of suffering and working towards the ultimate elimination of poverty. Their mission is to help people living in extreme poverty achieve major improvements in their lives - improvements they can sustain without ongoing support. Concern meets the needs of these people in a caring and personalized manner, respecting their human and cultural dignity. They are committed to reaching the most vulnerable, even in the most difﬁcult of circumstances.

Concern’s work is informed by a vision for change and their education programs target the poorest people in the poorest countries in the world, with particular emphasis on reaching out-of-school children such as girls, orphans, street children, working children, children affected by conﬂict, children affected by HIV and AIDS, and children with disabilities. Concern’s education programs currently reach over 700,000 people in 25 countries across the regions of Africa, Asia, and the Caribbean. Please follow @concern on Twitter to get a glimpse of their staff tweeting from around the world; including their efforts on the ground in Haiti.

Read more about twestival 2010 on twestival.com

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22 March 2010

Technology and society: Is it really helpful to talk about a new generation of “digital natives” who have grown up with the internet? From The Economist print edition

The net generation, unplugged

Totally different from previous generations—or just younger?

THEY are variously known as the Net Generation, Millennials, Generation Y or Digital Natives. But whatever you call this group of young people—roughly, those born between 1980 and 2000—there is a widespread consensus among educators, marketers and policymakers that digital technologies have given rise to a new generation of students, consumers, and citizens who see the world in a different way. Growing up with the internet, it is argued, has transformed their approach to education, work and politics.

“Unlike those of us a shade older, this new generation didn’t have to relearn anything to live lives of digital immersion. They learned in digital the first time around,” declare John Palfrey and Urs Gasser of the Berkman Centre at Harvard Law School in their 2008 book, “Born Digital”, one of many recent tomes about digital natives. The authors argue that young people like to use new, digital ways to express themselves: shooting a YouTube video where their parents would have written an essay, for instance.

Anecdotes like this are used to back calls for education systems to be transformed in order to cater to these computer-savvy students, who differ fundamentally from earlier generations of students: professors should move their class discussions to Facebook, for example, where digital natives feel more comfortable. “Our students have changed radically. Today’s students are no longer the people our educational system was designed to teach,” argues Marc Prensky in his book “Digital Natives, Digital Immigrants”, published in 2001. Management gurus, meanwhile, have weighed in to explain how employers should cope with this new generation’s preference for collaborative working rather than traditional command-and-control, and their need for constant feedback about themselves.

But does it really make sense to generalise about a whole generation in this way? Not everyone thinks it does. “This is essentially a wrong-headed argument that assumes that our kids have some special path to the witchcraft of ‘digital awareness’ and that they understand something that we, teachers, don’t—and we have to catch up with them,” says Siva Vaidhyanathan, who teaches media studies at University of Virginia.

Michael Wesch, who pioneered the use of new media in his cultural anthropology classes at Kansas State University, is also sceptical, saying that many of his incoming students have only a superficial familiarity with the digital tools that they use regularly, especially when it comes to the tools’ social and political potential. Only a small fraction of students may count as true digital natives, in other words. The rest are no better or worse at using technology than the rest of the population.

So what do scenarios actually look like? Here are some real-world examples. By Jamais Cascio

Futures Thinking: Writing Scenarios

In Futures Thinking: The Basics, I offered up an overview of how to engage in a foresight exercise. In Futures Thinking: Asking the Question, I explored in more detail the process of setting up a futures exercise, and how to figure out what you're trying to figure out. InFutures Thinking: Scanning the World, I took a look at gathering useful data. In Futures Thinking: Mapping the Possibilities (Part 1), I gave a broad overview of creating alternative scenarios. In Futures Thinking: Mapping the Possibilities (Part 2), I moved to the nuts & bolts of creating scenarios.

But that didn't really tell you what scenarios actually look like. So I'm going to rectify that.

In 2008, the San Francisco-based user experience design firm Adaptive Path was asked to create some prototype designs of what the Firefox Web browser of the year 2020 might look like. Adaptive Path, in turn, asked me to help them think through what the Internet and the world of 2020 might look like, so that they would have a better sense of how a future Firefox might be used. This is exactly the kind of task that scenario work is well-suited for, so I suggested that rather than give them a single Vision of Tomorrow, I'd help them see a small set of alternatives. They agreed.

I brought together some folks from Adaptive Path and from my own network, and had a two-day brainstorming and scenario-design session. Three scenarios resulted from the workshop--that is, three overarching scenario concepts, supported by lots of bullet points and sticky notes, all in roughly chronological order, resulted. I then took these results and turned them into narrative scenarios. Adaptive Path used these narrative scenarios as inspiration and "future reality" checks for their own design scenarios, presented on video. (See the Adaptive Path "Aurora" videos here.)

Aurora (Part 1) from Adaptive Path on Vimeo.

But in creating my three scenarios, I took an unusual turn: I decided that I'd write each of the three scenarios in a different scenario style. That made it harder to compare the three, but it meant that each would speak to audiences in differing ways, so that readers who found one style unpalatable might find another style much more to their liking.

You can download a PDF of all three scenarios here; it's actually done as a Creative Commons licensed-work (Non-Commercial/Attribution/Share-Alike), so feel free to play with these scenarios if you so desire.

The three styles I used for these scenarios can be categorized as "Scenario-as-Story," "Scenario-as-Recollection," and "Scenario-as-History."

Mindspace: Influencing behaviour through public policy. By Paul Dolan, Michael Hallsworth, David Halpern, Dominic King & Ivo Vlaev.

New insights from science and behaviour change could lead to significantly improved outcomes, and at a lower cost, than the way many conventional policy tools are used, argues the UK Government.

MINDSPACE: Influencing behaviour through public policy was a joint commission by the UK Cabinet Office and the Institute for Government. It shows how the latest insights from the science of behaviour change can be used to generate new and cost-effective solutions to some of the current major policy challenges, such as reducing crime, tackling obesity and climate change.
In their joint foreword to the report, the Cabinet Secretary, Sir Gus O’Donnell, and the Executive Director of the Institute for Government, Sir Michael Bichard, said that behavioural theory has the potential to help policy makers deal with some of the difficult issues ahead and achieve more for less:
“Many of the biggest policy challenges we are now facing – such as the increase in people with chronic health conditions – will only be resolved if we are successful in persuading people to change their behaviour, their lifestyles or their existing habits. Fortunately, over the last decade, our understanding of influences on behaviour has increased significantly and this points the way to new approaches and new solutions.
“So whilst behavioural theory has already been deployed to good effect in some areas, it has much greater potential to help us. To realise that potential, we have to build our capacity and ensure that we have a sophisticated understanding of what does influence behaviour. This report is an important step in that direction because it shows how behavioural theory could help achieve better outcomes for citizens, either by complementing more established policy tools, or by suggesting more innovative interventions.”
To download:
A practical guide to MINDSPACE
Full version of the MINDSPACE report

19 March 2010

The role of our bank is to feed into prosperity, not off it. From Bendigo Bank

Building Better Communities

Bendigo and Adelaide Bank is often lauded for its "social responsibility" because of our work with communities – almost as if we have tacked a social conscience on to our business strategy. In fact, working for the benefit of our customers and their communities is our business strategy.

It makes sense: you cannot run a successful business in an unsuccessful community. Therefore, if we can help them prosper, then we will have strengthened our markets. And if Bendigo and Adelaide Bank is an essential part of the community fabric, then we are more likely to be supported and to build a sustainable business.

Our approach begins with listening. How do local leaders see their community growing? What are their problems? Can Bendigo and Adelaide Bank help them address these threats and opportunities?

Often we can do so by finding ways to secure banking access. But increasingly we are finding other ways to help, too.

We have been able to build a number of successful business models built on simple methods - encourage local people to commit to buying their services through a company committed to retaining at least some of its earnings in their community.

For example, all people buy telephony, but probably from a number of different suppliers. But if enough people choose to buy from a locally owned telephone company, a Community Telco, then the dynamics change. That company employs locals and retains local earnings. Competitors have to improve services or reduce prices to compete. Both ways, the community wins. And Bendigo and Adelaide Bank wins, too, because there is more money - and therefore more available banking - in the local community.

Telephony is but one example: other communities will have other priorities.

The Path to Success in Social Business is through Social CRM. By Mitch Lieberman

At first I was going to state the title in the form of a question, but this is not Jeopardy, and I wanted to make a point. The point is simple really, the path to success in Social Business is through Social CRM, said with conviction, not hesitation. This is not going to be a blog about definitions, though some may show up later or in the embedded presentation. While I have decided to move past the definitions, others may not be ready – fair enough, catch-up when you can. My approach is to put forth a convincing argument by using the characteristics and attributes that make up the Social Customer, Social CRM and a Social Business; not trying to redefine them.

My own struggle has been to place these concepts in the proper context, individually. To try to talk about any of these topics, without bringing up the other two is just hard and many times it just does not make sense. My operating theory is, ‘if I am having trouble a whole lot of other people are as well’. If you are an IT purist, it is like trying to talk about just Cost, just Schedule or or just Scope (not to mention Quality) without talking about the others – they are related, strongly – interdependent.

While technology certainly plays a role here, maybe it is even to blame, this is not about technology, rather what has started because of it. While the conversation would not be happening if it where not for the rapid change in behaviors caused by technology, it is about the change in culture and the change in behaviors of the customer (iPhone, Facebook, LinkedIn, FourSquare, YouTube, Blogs). Because they are ALL talking to eachother! By the way, whether you are Business to Business or Business to Consumer, it does not really matter. Yes, there are some differences, but there are more similarities than differences. We are all humans, and emotions play a big part in business too, sorry, it just is!

What is the point?

I have stated on many occasions that I use blogging to formulate my own thoughts on a particular topic. In this case, it was the creation of a presentation – or the template for a set of presentations which I need to deliver, beginning next week. I wanted to share the presentation, so that I am able to get feedback and begin a conversation on how I can refine the delivery. What would a presentation be in this space, if it is not actually Social and Interactive. The presentation will not remain static, nor should it. It is also anyone’s to use, if you think it can help. The presentation is not an attempt to be a strategy either, that is yours to create.

My thought process was to break it down into small pieces, then attempt to put it all back together. The baseline of understanding is not a definition of a system, but the characteristics of the system. The end of the presentation is not yet complete, but I wanted to put this out there so people were able to review. Please let me know your thoughts – Selecting the “Wide Screen” option on the lower right worked best for me. If the embed feature did not work, there is a link below.

03 March 2010

Dans le cadre de Paris 2.0, pour discuter de la thématique "Innovation sociale et Réseaux sociaux : Entreprise et innovation.", sont intervenus Frédéric Bascunana, Alain Garnier, Jérémy Dumont, Patrick Attallah et Antoine Papot.

Durant ce plateau les co-organisateur de l’événement Paris 2.0 parleront de la thématique de l'événement : « Innovation sociale : la conception et la mise en œuvre de réponses créatives aux besoins sociaux» et exposeront leurs approches.
Le thème sera étudié sous l’angle des études, du marketing, de la communication, des médias et de la création comme lors du précédent Paris 2.0 en Septembre 2009. Il sera toujours question de l’impact des nouvelles technologies sur nos métier, mais sous un angle encore plus humain et …social.

Quelques questions qui seront abordés lors de cette table ronde :

Les réseaux sociaux, qu'est-ce que c'est ? (question qui pourra sembler simple à certains d'entre nous et qui néamoins mérite qu'on la pose ;-)
En quoi les réseaux sociaux vont changer nos façons de faire du marketing, de la communication, des médias, du management...
Les réseaux sont porteurs d'innovation sociale car ils mettent en relation les gens et les projets. L'intelligence collective des réseaux sociaux bénéficiera elle seulement aux services publics et au monde associatif, ou bénéficiera elle aussi aux entreprises ?
Des exemples concrets dans les secteurs de la santé, de l'éducation, de la recherche...

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UNE INITIATIVE DE: POURQUOI TU COURS? AGENCE DE PLANNING STRATEGIQUE 2.0 DIRIGÉE PAR: Jérémy Dumont

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02 March 2010

Crowdsourcing the "Social Revolution" - Your Weapon Against Negative WOM. By Michael Wu

2004 to 2005 saw the rise of the social era, mainly through the availability of new large scale web applications that facilitate content creation, sharing, syndication and social interaction. These web 2.0technologies began to mature over the next few years leading up to the inevitable "social revolution."

Drowned Out by Negativity?

Many brands and large enterprises fear this social revolution: a change of interaction and communication style where enterprises no longer have control over what the mass public can or will say about their brands. Moreover, the sheer volume of voices in the mass can easily overwhelm their corporate message.

If we look at one social channel, say the blogosphere; the total number of bloggers alone writing about a brand can number in the thousands. Employees at the company will be totally outnumbered. Moreover, these passionate bloggers often work diligently around the clock, 24/7. On top of that, there are also Twitters, Facebook, Youtube, Flickr, and many other channels all over the world.

Negativity seems to be a major concern for these large corporate entities, and companies can't possibly hire enough people to deal with the mass public. So how can they deal with this frightening social revolution? The best way to deal with the social revolution is via social, and to leverage the power of the crowd, in other words crowdsourcing.

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