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People's Insights Quarterly Magazine Volume 2 Issue 1
 

People's Insights Quarterly Magazine Volume 2 Issue 1

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In early 2012, we launched the People’s Lab crowdsourcing platform and approach to help our clients crowdsource insights and innovation. People’s Lab forms the core of our distinctive insights and ...

In early 2012, we launched the People’s Lab crowdsourcing platform and approach to help our clients crowdsource insights and innovation. People’s Lab forms the core of our distinctive insights and foresight approach, which consists of four elements: organic conversation analysis, MSLGROUP’s own insight communities, client-specific insights communities, and ethnographic deep dives into these communities. This four-part approach helps us distill a deep understanding of societal values, consumption behaviors and attitudes towards brands, not only in terms of insights that help explain our world today, but also foresights that give us a glimpse of future worlds.

As an example, 100+ thinkers and planners within MSLGROUP share and discuss inspiring projects on social data, crowdsourcing, storytelling and citizenship on the MSLGROUP Insights Network. Every week, we pick up one project and do a deep dive into conversations around it — on the MSLGROUP Insights Network itself but also on the broader social web — to distill insights and foresights. We have been sharing these insights and foresights with you on our People’s Insights blog. Now, we have compiled the best insights from the network and the blog in the People’s Insights Quarterly Magazine, as a showcase of our capabilities.

For more, see http://peopleslab.mslgroup.com/peoplesinsights

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    People's Insights Quarterly Magazine Volume 2 Issue 1 People's Insights Quarterly Magazine Volume 2 Issue 1 Document Transcript

    • Volume 2, Issue 1,January - March, 2013100+ thinkers and planners withinMSLGROUP share and discuss inspiringprojects on social data, crowdsourcing,storytelling and citizenship on theMSLGROUP Insights Network. Everyweek, we pick up one project and curatethe conversations around it — on theMSLGROUP Insights Network itself butalso on the broader social web — intoa weekly insights report. Every quarter,we compile these insights, along withoriginal research and insights from theMSLGROUP global network, into thePeople’s Insights Quarterly Magazine.We have synthesized the insights fromour year-long endeavor throughout 2012to provide foresights for business leadersand changemakers — in the ten-partPeople’s Insights Annual Report titledNow & Next: Ten Frontiers for the Futureof Engagement.People’s InsightsIn 2013, we continue to track inspiringprojects at the intersection of social data,crowdsourcing and storytelling, with afocus on projects that are shaping theFuture of Citizenship.Do subscribe to receive our weeklyinsights reports, quarterly magazines, andannual reports, and do share your tips andcomments with us at @PeoplesLab onTwitter.People’s Insightsweekly reportPeople’s Insightsquarterly magazinesPeople’s InsightsAnnual Report
    • InsideForewordby Pascal Beucler04Editorialby Gaurav Mishra and Nidhi Makhija0516The City 2.021Let’s Move! Cities,Towns and CountiesCollaborative Social Innovation51Half the Sky MovementGrassroots Change MovementsSygenta Thought forFood Challenge2557Earth HourGE + NFL HeadHealth Challenge3163Participant Media +TakePartIBM SmarterCities Challenge35Shahbag Movement 69P&G Secret - Mean Stinks 76Alpenliebe 365 Days ofPositivity 8240HP SocialInnovation Relay45Shell Eco-marathonPurple: Purpose + Peopleby Gaurav Mishra07
    • Volume 2, Issue 1,January - March, 2013Pascal Beucler,SVP & Chief Strategy Officer,MSLGROUPcitizenship, with a focus on projects in theareas of collaborative social innovation andgrassroots change movements.I am happy to share that this issuecoincides with the first anniversary ofPurPle (Purpose + People), our award-winning global citizenship offering. Asyou read our magazine, do consider howpurpose-inspired marketing continues tobe as important and relevant for marketersand business leaders today.Feel free to write to me at pascal.beucler@mslgroup.com to share your feedback onthe magazine, or start a conversation onhow we can help you win in the areas ofsocial data, crowdsourcing, storytellingand citizenship.I am delighted to introduce the first issueof People’s Insights Quarterly MagazineVolume 2, which pulls together the bestinsights on social data, crowdsourcing,storytelling and citizenship from ourglobal network of 100+ planners.In our first year, we curated conversationsaround 52 inspiring projects andpresented them to you, along with originalresearch from our network, in our quarterlymagazines. We further distilled theseinsights to identify the ten most importantfrontiers that will define the future ofengagement in our annual report, titledNow & Next: Future of Engagement.In this issue, we continue to track inspiringprojects at the intersection of socialdata, crowdsourcing, storytelling andForeword
    • 5EditorialNidhi Makhija,Manager - Insights,MSLGROUPGaurav Mishra,VP of Insights, Innovation & Social, Asia,MSLGROUPPeople’s InsightsThe People’s Insights Quarterly Magazine pullstogether insights from MSLGROUP’s InsightsNetwork — a private network created on ourproprietary People’s Lab crowdsourcing platform— in which 100+ planners within MSLGROUPshare and discuss thought-provoking researchand inspiring projects in the areas of social data,crowdsourcing, storytelling and citizenship.Every week, we pick one project from theMSLGROUP Insights Network and curateconversations around it — on the network itselfbut also on the social web — into a weeklyinsights report. Every quarter, we present thethirteen insights reports to you, along withoriginal research from our global network, as anonline magazine.In this issue of the magazine, we track inspiringprojects at the intersection of social data,crowdsourcing and storytelling, with a specialfocus on PurPle projects – purpose-inspiredprojects that are shaping the future of corporatecitizenship.People’s Insights QuarterlyMagazine, Volume 2, Issue 1In this issue, we share thirteen case studieson how organizations and changemakers arecatalyzing grassroots change movements andcreating collaborative social innovation in theareas of environment, health, education andhuman potential.
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipCollaborative Social Innovation• How changemakers are crowdsourcingideas around preparing cities for the future,encouraging collaboration and mobilizingurban citizens take action, with platforms likeTED’s The City2.0.• How governments are energizing localleaders, non-profits and private foundationsto collaborate in the fight against childhoodobesity, with programs like Let’s Move! CitiesTowns and Counties.• How brands like Sygenta, HP, Shell, IBM, andGE and NFL are inspiring students, employees,innovators and local authorities to co-createsolutions around sustainability, health,nutrition and education, with collaborativesocial innovation challenges.Source: grafixer on FlickrSource: untitlism on FlickrGrassroots Change Movements• How people are mobilizing supportersto protest against injustices and demandgovernment action, with decentralizedmovements like the Shahbag Movement.• How changemakers are inspiring peopleto go from simply sharing their support tocontributing to real solutions, with movementslike Earth Hour and Half the Sky.• How media organizations like Participant Mediaare mobilizing people to take social action, withthe use of powerful stories and social advocacyplatform Take Part.• How brands like P&G Secret and PerfettiAlpenliebe are inspiring people to changetheir behavior and perform acts of kindness,with purpose-inspired multi-year marketingmovements.Do subscribe to receive our weekly insightsreports, quarterly magazines and annual report,and do share your tips and comments with us at@PeoplesLab on Twitter.
    • 7PurPle: Purpose + PeoplePurPle (Purpose +People) is MSLGROUP’sglobal offering forhelping business leadersdrive positive change bycatalyzing collaborativesocial innovation andgrassroots changemovements. Grounded inthe new triple bottom line- purpose, performanceand participation - PurPleputs people at the centerof its proprietary strategiccommunications process and helps unlockpurpose for companies, to maximize participationand performance.From Green to Blue to PurPleOver the first decade of the 21st century, whatit means to be a good corporate citizen haschanged dramatically. The intersection of fourseismic shifts – end of trust, power to people,quest for meaning and rise of shared value – hasmade it imperative for organizations to integratepurpose, participation and performance.1. The end of trust: People have moreinformation than ever before and peopledon’t trust organizations. In fact, trust in allorganizations, including corporations andgovernments, is at an all-time low across theworld. Paul Polman, CEO of Unilever, haspointed out that “if [social media activists] canbring down the Egyptian regime in a few weeks,they can bring us down in nanoseconds.”2. Power to the people: People have newsources of power and people believe that onlythey themselves can come up with innovativesolutions to our most pressing problems, notgovernments or corporations. Jill Beraud,former CMO of PepsiCo America Beverages,shared that the Pepsi Optimism Projectresearch study showed that young peoplebelieve that normal people, not public figures,are most likely to “motivate and inspire curiousminds and creative spirits to achieve a greatergood.”3. The quest for meaning: People are searchingfor meaning connections with communitiesand organizations around a shared purpose,and expect organizations to enable suchconnections.4. The rise of shared value: People aredemanding that organizations not onlyrediscover their social purpose but alsoput it at the core of how they conduct theirbusiness and engage with their stakeholders,to create shared value. Jeff Immelt, CEO ofGE, believes that “successful companies canonly create solutions to some of the world’stoughest problems by working collaboratively”and argues that “business must engage — withcommunities, governments, customers andeach other — because the status quo is not anoption.”Therefore, to stay relevant to their stakeholders,organizations need to move from green (with afocus on environment) and blue (with a focus onsustainability), to PurPle (with a focus on purposeand people). Environment and sustainabilitycontinue to be important, but they are notenough. Organizations need to rediscovertheir unique purpose and realize it by inspiring,organizing and energizing their people. In short,organizations need to move from CorporateSocial Responsibility (CSR) to CollaborativeSocial Innovation (CSI).
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipFrom Corporate SocialResponsibility (CSR) toCollaborative Social Innovation (CSI)Photo from seyyed_mostafa_zamani on Flickr1. From corporate to collaborative:Organizations need to not only rediscovertheir purpose, but also work together with theirstakeholders to discover a shared purposethat all their stakeholders can commit to. A. G.Lafley, CEO and Chairman of P&G, had sharedthat “consumers are beginning in a very realsense to own our brands and participate in theircreation… we need to begin to learn to let go.”2. From social to social squared: Organizationsneed to not only create solutions that benefitthe society, but also collaborate with all theirstakeholders to co-create them. FilippoPasserini, former President of Global BusinessServices at P&G, believed that “the opportunityfor businesses today is to become networks—with a culture of collaborative innovation,stewardship and integrity.”3. From responsibility to innovation:Organizations need to not only do good, butalso collaborate with their stakeholders toco-create innovative and sustainable solutionsthat create value for all stakeholders. MarkParker, CEO of Nike, sees “sustainability, bothsocial and environmental, as a powerful path toinnovation, and crucial to our growth strategies.”Michael Dell, CEO and Chairman of Dell, sumsup the opportunity this positive multi-stakeholderapproach opens up for all of us: “The new engineof innovation driven by collaboration, openness,stewardship and the power of the social web givesall of us an opportunity to drive even more rapid,meaningful change across global institutions.”To help organizations navigate this journey,we have created two powerful tools: thePurPle Opportunity Matrix and the PurPleJourney Matrix. The PurPle Opportunity Matrixhelps organizations identify opportunities forcollaborative social innovation that integratepurpose, participation and performance. ThePurPle Journey Matrix helps organizationsnavigate the journey from corporate socialresponsibility (CSR) to collaborative socialinnovation (CSI).The PurPle Opportunity MatrixWe have seen that collaborative social initiatives are designed at the intersection of the corporation’sinternal strategic pillars and external opportunity areas.Four internal strategic pillarsGlobal CEOs recognize that, in order to effectively drive strategic change internationally, it’s importantfor them to pursue “good growth” – growth that is financially, socially, and environmentally sustainable.1For global CEOs, the four pillars to drive strategic change internationally include: customer-centricity,innovation, talent and a shared policy agenda.1 PwC Global CEO Survey 2011, 1200+ business leaders across 69 countries.
    • 91. Customer centricityResponding to changing behaviors inWestern markets and new demands from fastgrowing markets in Asia, for both consumersand enterprise customers. Specifically,responding to growing customer sentimentabout environmental, social and governancepractices. For instance, Dell inspires young socialinnovators to share ideas to tackle the world’sproblems and empowers them with access topeers and mentors and a chance to win funding,with the Dell Social Innovation Challenge.2. InnovationCo-creating products and services bycollaborating with partners and customers, oftenin non-home fast growing markets. Specifically,co-creating socially beneficial products andservices. For instance, Heineken inspired peopleto share ideas on creating sustainable packagingfor beer, with the Ideas Brewery: SustainablePackaging Challenge.3. TalentBridging skill mismatches to address the uniqueneeds of a two-speed world, with slow growthin the Western markets and fast growth in Asianmarkets. Specifically, attracting the talent todeliver on the social innovation and changemanagement strategy. For instance, IBM sendsteams of employees to different countries forfour week community based developmentprojects intersecting business, development andsociety, with its Corporate Service Corps program.4. Shared Policy AgendaCollaborating with government agencies in theareas of education, workforce health, intellectualproperty and infrastructure. For instance, IBMcollaborated with local governments to developsustainable systems with $50 million worth ofIBM technology and expertise, with its SmarterCities Challenge.External change opportunity areasThere are millions of causes, but the three most important opportunity areas for organizations to trulyintegrate business and societal objectives are: environment, health and education.In addition, we have added a fourth opportunity area related to “happiness, kindness and humanpotential”, based on our analysis of socio-economic trends and corporate messages.1. Environment, energy and sustainabilityKey socio-economic trends driving theenvironment opportunity include: energyinsecurity; pressure from NGOs like Greenpeace;and consumer willingness to pay a premium forgreen products. For instance, Sygenta challengesstudents to answer the question ‘how will we feed9 billion people by 2050,’ with the Thought forFood Challenge.2. Health, wellness and nutritionKey socio-economic trends driving the healthopportunity include: rise in lifestyle relateddiseases; rising cost of healthcare; and consumerwillingness to pay a premium for organic andhealthy products. For instance, GE inspiresbusinesses, innovators, entrepreneurs andstudents to share solutions around head healthand cancer detection, with the HealthymaginationChallenge.3. Education, learning and capability buildingKey socio-economic trends driving the educationopportunity include: gaps in public education;gap between demand and supply of mid-skilledmanpower; and global war for high-skilledknowledge workers. For instance, HP partnered
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipwith Junior Achievement to empower studentsaround the world to build their capabilitiesand become social innovators, with the SocialInnovation Relay.4. Happiness, kindness and human potentialKey socio-economic trends driving the happinessopportunity include: prolonged recession in theWest, the gap between aspirations and reality inemerging markets, and our increasingly solitarylives. For instance, Doritos empowered youth inArgentina to come together with a movement tobring slow dancing back.The PurPle Opportunity MatrixOrganizations can find opportunities to integratepurpose, participation and performance at theintersection of four internal change drivers andfour external opportunity areas.The PurPle Opportunity Matrix is essentially aleft-brain tool for visually representing the rightbrain approach of synthesizing complex prioritiesinto a compelling narrative.one interviews and group workshops with theorganization’s leaders, to understand the valuesof its founders and the strategic priorities ofits leaders. We then invite employees andstakeholders to participate in an online networkto reaffirm these values and strategic prioritiesand explore external change opportunities thatare relevant to both the organization and itsstakeholders. Finally, we organize a workshopwith the organization’s leaders and stakeholdersto synthesize their ideas and create platformsand programs that truly resonate with both theorganization’s internal strategic priorities andexternal change opportunities.The PurPle Journey MatrixWe have seen that organizations typicallygo through four phases in the journey fromcorporate social responsibility (CSR) tocollaborative social innovation (CSI). Purpose andpeople are at the core of this shift, which we callPurPle (Purpose + People), and we created a 2X2matrix called the PurPle Journey Matrix to helporganizations think about this shift.The Y-axis of the PurPle Journey Matrix is potentialversus protection. Most organizations first engagein protection initiatives to minimize negativeimpact, as the perceived punishment for negativeimpact is higher than the perceived reward forpositive impact. However, once most organizationsadopt protection initiatives, they simply becomeexpected of any organization. As organizationsbegin to see that meaningful potential initiativescan help them engage with their stakeholders,including employees, at a deeper level, they startexploring them more seriously.To help an organization rediscover and recommitto its shared purpose, we start with one-to-
    • 11The X-axis of the PurPle Journey Matrixis corporate reputation versus consumeractivation. Most organizations first startedthinking about their purpose from a corporatereputation perspective. Over the last decade,many have been tempted to tap into thegrowing consumer sentiment for doing goodby creating cause marketing and (increasingly)movement marketing initiatives. Over time,these initiatives have turned into a cacophony ofcopycats and consumers have become critical ofcommunications campaigns that are not rootedin commitment. So, most organizations nowrealize that corporate reputation and consumeractivation are intrinsically interlinked.The four quadrants created by the intersection ofprotection/ potential and corporate reputation/consumer activation create the four phases of thePurPle Journey: corporate social responsibility,philanthropy-based cause marketing, purpose-inspired cause marketing and purpose-inspiredmovement marketing.While we are seeing a shift from protection topotential initiatives, protection initiatives arestill table stakes. Similarly, like we said earlier,corporate reputation and consumer activationhave become intrinsically interlinked. So,organizations need to have initiatives in all fourquadrants, but weave them into a cohesivePurPle Ecosystem.The PurPle Journey Matrix helps organizationsnavigate this new normal at two levels. At onelevel, it helps organizations transform theirprotection initiatives into potential initiativesby adding the magical element of people andparticipation to them. At another level, it helpsorganizations map out their PurPle initiativesagainst relevant others, identify opportunities toconnect them into a cohesive PurPle Ecosystem,and tell a consistent, compelling story aroundthem. But, first let’s understand the nuances ofeach of the four stages of the PurPle Journeythemselves.Corporate social responsibility (protection/corporate reputation)Corporate social responsibility initiatives typicallyfocus on protecting corporate reputation byminimizing the organization’s negative impacton the society or compensating for it viaphilanthropic donations.We have identified three types of corporatesocial responsibility initiatives: sustainability,philanthropy, and volunteering.1. Sustainability initiatives typically involverestructuring operations and supply chainto reduce energy or material consumption,apart from ensuring regulatory complianceand reporting. For instance, Volkswagen haslaunched various local sustainability initiativesto create a culture of sustainability internallyand externally, and to produce fuel-efficientproducts as part of its Think Blue philosophy.2. Philanthropy initiatives typically include makingphilanthropic donations to non-profits andfoundations. For instance, JPMorgan Chase andits Foundation gave more than $190 million tononprofit organizations in 37 countries in 2012as part of its global philanthropy program.3. Volunteering initiatives often encourageemployees to volunteer time or money forcauses supported by the organization, viaprograms like designated volunteering days ormatching donations. For instance, Wells Fargomatches employee’s financial contributions toeligible schools and educational foundations,through its Matching Gifts Program.Philanthropy-based cause marketing(protection/ consumer activation)Philanthropy-based cause marketing initiativestypically focus on supporting a cause, by linkingphilanthropic donations to consumer actions, likebuying the company’s products, talking about thecause or voting for the cause.We have identified three types of philanthropy-based cause marketing initiatives: retail causemarketing, philanthropy contests, and viral causemarketing.1. Retail cause marketing encourage consumersto support causes by buying specific products,by linking philanthropic donations to salesof the company’s products. For instance,several brands have partnered with (RED) andcontribute a portion of (RED) product sales tothe Global Fund Against HIV/AIDS.2. Philanthropy contests ask non-profits toactivate their networks to vote for them in acontest to win philanthropic donations. Forinstance, Toyota empowered people to decidewhich non-profits should qualify as recipientsin its philanthropy program 100 Cards for Good.3. Viral cause marketing initiatives linkphilanthropic donations to number of virtualactions or conversations about the cause,using embeds, likes, or retweets. For instance,Samsung donated £1 to local children’s
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipcharities for every mile of activity tracked onthe Samsung Hope Relay mobile application.Purpose-inspired movement marketing(potential/ consumer activation)Purpose-inspired movement marketing initiativestypically focus on inspiring consumers to act aschange agents within their own communities andcreate grassroots movements around a sharedpurpose, or Social Heartbeat.MSLGROUP’s Alpenliebe Kindness MovementWe have identified three types of purpose-inspired movement marketing initiatives: behavior changeplatforms, change agents platforms and programs to crowdsource social change.1. Behavior change platforms create thetools and the support system to enableindividuals and communities to changedeeply entrenched behaviors. For instance,Alpenliebe has catalyzed a grassroots changemovement in China by inspiring millions ofChinese youth to share, appreciate and engagein everyday acts of kindness.2. Change agents platforms provide the toolsand the enabling ecosystem for people toact as change agents in their communities.For instance, in 2009, Starbucks encouragedconsumers to volunteer five hours of theirtime to community projects.3. Crowdsourcing social change initiatives involvecreating broad contests with consumers tocrowdsource ideas for social change. Forinstance, in 2010 and 2011, PepsiCo gavegrants worth $20 million per year to ideas thatcan refresh the world.
    • 13Source: MSLGROUP’s Dell Go Green Challengestakeholders, including employees, to co-createinnovative and sustainable solutions around ashared purpose, or Social Heartbeat.We have identified three types of collaborative social innovation initiatives: platforms to crowdsourcesocial innovation, social innovation ecosystems and public-private networks.1. Crowdsourcing social innovation initiativesinvolve creating focused contests with relevantstakeholders to crowdsource ideas forsocial innovation. For instance, as part of itscommitment to “imagine and build innovativesolutions to environment challenges”, GE hascreated the $200 million GE EcomaginationChallenge to fund ideas that can reimaginepowering the grid, or powering homes.2. Social innovation ecosystems are opennetworks that catalyze an ecosystem ofsocial innovation by bringing togetherstakeholders and know-how. For instance, aspart of its Mahindra Rise purpose to enableits stakeholders to rise, Mahindra Groupcreated the Spark the Rise challenge in 2011to support ideas that can propel innovation,entrepreneurship, and positive change inIndia. The platform not only gives grants to themost popular ideas, but also enables othersto support them by donating time, equipment,expertise or funding.3. Public-private networks are public or privatenetworks that bring together stakeholdersfrom business, government, academiaand civil society to institutionalize socialinnovation. For instance, Walmart has created14 Sustainable Value Networks since 2005 tobring together diverse stakeholders to developsolutions to fulfill Walmart’s commitmenttowards renewable energy, zero waste andsustainable products.Collaborative social innovation (potential/corporate reputation)Collaborative social innovation initiatives typicallyfocus on inspiring, organizing and energizing
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipThree reasons to go PurPleYour organization might have just started on the PurPle Journey through a corporate socialresponsibility or a cause marketing program. Or, it might have a number of initiatives spread all over thePurPle Journey Matrix. In either case, our PurPle approach can help you rethink the interconnectionsbetween purpose, participation and performance.In summary, here are three reasons for yourorganization to go PurPle and build a moremeaningful engagement with your stakeholders:1. Inspire your stakeholders to co-createinnovative and sustainable social innovationsolutions.2. Inspire consumers to act as change agents andcreate grassroots movements.3. Connect existing initiatives into a cohesivePurPle Ecosystem and tell a compelling storyaround them.
    • CollaborativeSocial Innovation
    • The City 2.0
    • 17What is The City 2.0?In 2012, TED announced a new platform, TheCity 2.0, to crowdsource ideas on how cities canbe better equipped for the future, encourageSource: thecity2.orgcollaboration and inspire urban citizens takeaction. Ten of the best ideas would be awarded$10,000 each to kick start change.As Nate Berg, staff writer at The Atlantic Cities said:“TED unveiled a new website that aims to crowdsource ideas on city-focused projects and award mini-grantsto enable the best ones.”According to TED, the vision for the platform isto build an “ever-expanding network of citizen-led,scalable experiments.”Writer Anthony Flint describes The City 2.0 as:“a kind of global Wikipedia connecting citizens,political leaders, urban experts, companies, andorganizations, with the goal of improving the 21stcentury city using up-to-the-minute crowdsourcingtechniques.“The ambitious goal is to create a clearinghousefor tools and methodologies and best practices toreshape cities around the world.”
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: thecity2.org/tipsSource: theatlanticcities.comThe platform and the ‘The City 2.0 challenge’are supported by a $100,000 TED Prizeand funding from private foundations andcorporations. Changemaker Conor White-Sullivan noted:“The platform is supported with $250,000in funding from the Knight Foundation, anda number of large corporations are throwingtheir weight behind it as well, including IBMand Autodesk.”Source: 2012 TED Prize Wish: The City 2.0The City 2.0 platform was re-designed inJanuary 2013.Inspiring people to becomechangemakersThe City 2.0 mobilizes people to participatein the process of driving change. AsInhabitat’s Tafline Laylin commented:“It’s a novel idea, but it is also incrediblyinspiring. Instead of placing the responsibilityof our future in the hands of a few politicians,TED is encouraging all citizens to take it backinto their own.”People can participate online by sharinginspirations, stories and projects on TheCity 2.0 platform, submitting resources,competing for a grant and sharing feedback.Offline, people can organize or participatein TEDxCity2.0 events and TEDxLive viewingparties.CollaborativeSocial InnovationThe City2.0
    • 19Source: Playlist: 8 City 2.0 award-winner videosTo learn more about city initiatives, The City2.0 encourages people to browse throughcity-themed TED and TEDx talks and hascreated a book City 2.0: The Habitat of theFuture and How to Get There.TEDxCity2.0 – An amplificationchannelThe City 2.0 is further supported by theTEDx program, through which passionateindividuals and changemakers organizeindependent TED-like events in theircommunities. In October 2012, 28 globalTEDx communities hosted TEDxCity2.0events, helping the initiative increase itsreach, build a network of changemakers,crowdsource more ideas and inspire action atthe grassroots level.AlexanderDSM commented:“With TED’s City 2.0 [the focus is] not just bigAmerican cities, but cities around the world.TED’s core competency is not just in thecuration of ideas, but it’s also worth notingthe TEDx program. With over 3,000 TEDxevents in three years, there is the chance forthe TEDx communities in cities to embracethis year’s TED prize and enact it in their localcommunities.”Mark Dewey, who organized a TEDxCity2.0event in San Diego, commented on theevent’s contribution to creating a globalcommunity of changemakers:“Being a part of this global event opened theexchange of ideas to include what has and hasnot worked in other cites (sic) and questionsabout we can adopt best practices from provenmodels. Far too often, these events onlydive into local problems with local solutions.Sometimes we need to expand beyond our zipcode to understand what our problems reallyare. We have an incredible pool of thoughtSource: ted.com/pages/tedx_tedxcityleaders right in our backyard, but it will take allof us working together to become the City 2.0 “To encourage sharing of stories, inspirationsand projects, TEDxCity2.0 introduced a newinitiative – Action Pitch Sessions – whichinvites five members to share their ideas on-stage in a two minute pitch. After the pitches,event organizers encourage the audience tosupport one or more of these ideas and helpbring them to life. Talks and Action Pitchesfrom the TEDxCity2.0 events are available onYouTube here and here.A second TEDxCity2.0 day will be organizedin 2013.The City 2.0 ChallengeThe City 2.0 Challenge bootstrappedthe crowdsourcing process and servedas an incentive for participation. Peoplesubmitted their ideas online, and winnerswere announced on a rolling basis first atTEDGlobal in June 2012, and then on theTED blog. The winners received $10,000each to fund their project.ArchDaily’s Vanessa Quirk reported:“The Award, which offers $10,000 to 10innovative ideas in Urban Transformation,has been awarded – so far – to an eco-artist, aWikipedia of house-building, a noise mapper, acouple of sign-post rebels, and a public-healthactivist and educator.”
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipCan crowdsourcing drive civicchange?While The City 2.0 benefits from the size andreach of the TED and TEDx communities,thinkers debate the potential of thecrowdsourcing platform in creating the city ofthe future in real life.Jake Barton who runs a similar platform,Change By Us, commented:“Creating a website is not terribly difficult. Butcreating a project that actually has an impacton communities? That’s really hard. From myexperience, the website is a great way to gainattention and motivation and traction, but toactually make real change happen, it’s people.”Diana Lind, director of Next City and oneof the winners of The City 2.0 Challenge,believes the challenge model is more efficientthan the open collaboration platform:“While the Internet is great for ordering shoesor reading blogs, it might just not be thebest holistic system to organize people or toSource: Open Ministry (avoinministeraio.fi) Source: Let’s Move! Cities, Town and Counties(healthycommunitieshealthyfuture.org)create change in cities. We have realized thatthe public sector isn’t going to solve everycivic crisis alone, but in fact works best whenpartnering with the private and non-profitsector. It could be that the Internet, by itself, isalso insufficient.“While the competition portion of The City2.0 is clearly oriented toward that kind of in-person collaboration that is required to createchange in cities, the TED prize, with its “wishlist,” suggests that the Internet is the magicwand that’s going to jumpstart change in ourcommunities.”Blogger Kyle Rogler feels the ideas sharedcan inspire solutions:“Crowd sourcing ideas from citizens maynot provide exact solutions to the problemsfaced by a city, but it will help inform generalopinions and generate a huge variety of uniqueideas that designers can draw inspiration fromto provide more precise solutions.”Models of innovationSeveral changemakers and organizations have used crowdsourcing and collaborative socialinnovation to drive civic change. For instance, crowdsourcing initiatives like Open Ministry inFinland and programs that incorporate collaboration like Let’s Move! Cities, Towns and Countiesin the U.S. are seeing early signs of success in enabling citizens to propose new laws andmobilizing local leaders to take action.CollaborativeSocial InnovationThe City2.0View this report directly on Slideshare:http://www.slideshare.net/mslgroup/peoples-insights-volume-2-issue-6-the-city-20
    • 21Let’s Move!Cities, Towns and Counties
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipWhat is Let’s Move! Cities, Townsand Counties?Let’s Move! Cities, Towns and Counties is a part ofMichelle Obama’s national Let’s Move! initiativeto combat obesity in children. LMCTC encourag-es collaboration among various U.S. governmentdepartments, elected officials, non-profits andprivate foundations to bring about change at thegrassroots level.To date, 205 local elected leaders have joinedthe program.How does it work?The program was initially launched in 2010 asLet’s Move! Cities and Towns and focused oncreating awareness and gathering support fromSource: healthycommunitieshealthyfuture.orgSource: healthycommunitieshealthyfuture.orglocal leaders. It was re-launched in July 2012 witha new framework, specific goals, guidelines formeasuring progress, and the inclusion of Coun-ties.Leaders can sign up for the program online andmust commit to meeting five goals that promotehealthy eating in and out of schools, and creationof play spaces.Rachel White, a reader of the Chicago Sun-Times,commented:“I think what gives this program its great proten-tial (sic) is that it take (sic) a holistic approach. Inother words, it just doesn’t focus on school lunches,although school lunches are a huge problem.”The National League of Cities spearheads theinitiative and offers local leaders resources suchas an LMCTC toolkit, monthly seminars andaccess to technical partners and philanthropistsat national conferences. Innovation and problemsolving occurs at the local level.As Michelle Obama said:“What we know we need to do is give parents, com-munities and families the tools and informationthey need to make choices that are right for them.And there’s no one size fits all solution.”CollaborativeSocial InnovationLet’s Move!Cities, Towns and Counties
    • 23Incentivizing participationLMCTC uses elements of gamification, suchas challenges, badges and leader boards, toencourage a spirit of competition and to awardsuccessful leaders with recognition.Kelly Liyakasa, associate editor at CRM magazine,points out the benefits of gamification strategiesin organizations:“Introducing game techniques into the enterprisecan motivate employees to perform specificbehaviors, but it can also improve morale andexcitement around tasks, projects, and even jobroles.”LMCTC’s five goals or challenges ensure thatleaders are focusing their efforts in meaningfulareas. Leaders share their progress on thesegoals regularly via an online survey. When theymeet specified benchmarks, they are awardedbronze, silver or gold medals. These medals– and the absence thereof – are visible on theLMCTC website – Healthy Communities for aHealthy Future, along with details of the localleader. People can look up the progress of allparticipating cities, towns and counties and alsosee the overall medal standings.The medals also reflect well on the cities, asthe editorial team at online newspaper Record-Journal, pointed out:“As part of Let’s Move! rewards, Meriden now hasits own page on the National League of Citieswebsite. When young families consider moving intothe area and Google this city, they will come uponthis site which speaks well of the community. Thus,recognitions by Let’s Move! and KaBOOM! couldappeal to potential homebuyers, who bring in newbusiness and neighborhood interaction.”The National League of Cities has awarded 669medals to date.Source: healthycommunitieshealthyfuture.orgSource: peopleslab.mslgroup.comCollaboration and KnowledgesharingElected officials collaborate with early care andeducation providers, and schools to identifylocal problems and find relevant solutions. Forinstance, Beaumont City in Texas is enlisting thehelp of athletes to encourage more students toparticipate in school breakfast and lunch pro-grams. As The Examiner’s Kevin King reports:“One of the plans that the city is considering isstarting a public service announcement programusing local athletes and through the medium of theLamar University communication department.”Leaders are also encouraged to reach out toother leaders in similar neighborhoods forguidance, and to share their own learning amongthe LMCTC community. Leaders can use a com-parison tool on the Healthy Communities for aHealthy Future website to identify similar cities,towns and counties (based on population, racebreakup, age, land and income) and compareperformances. The National League of Cities alsoorganizes blog posts, webinars and conferencesto showcase success stories.Nidhi Makhija, member of the MSLGROUPInsights Network, commented that the initiativecould benefit from being more social in nature.
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipPaul Wohlleben, a columnist at FedTech Mag-azine, believes that “Big Data Is a Big Deal forGovernment” and can help result in more effec-tive governance:“Government can use big data to gain the samebenefits as for-profit firms. Government wouldbe improved by better understanding the discreteneeds of its constituents, by improving the efficien-cies of its processes, by understanding performanceand results, by preventing fraud, by preventing loss— the possibilities are endless.”Other collaboration modelsThe Let’s Move! Cities, Towns and Counties initia-tive resembles an early-stage collaborative socialinnovation ecosystem. More mature innovationecosystems, like the Ashoka Changemakersplatform, facilitate online collaboration and ideasharing, and direct access to funding. Others,like Sygenta’s Thought For Food Challengeand Mahindra’s Spark the Rise use innovationchallenges to attract and build a community ofchangemakers.We are also seeing collaboration emerge in “de-sign-led innovation” in which people collaborateon platforms like OpenIDEO, and governmentsset up innovation units like Denmark’s MindLab,or work with non-profits like Code for America, toco-create new public solutions.The grassroots factorIn addition to energizing stakeholders at thegrassroots level, the LMCTC initiative also attractsplenty of local coverage – especially whenmedals are awarded to cities, towns and counties.Source: eyeonannapolis.net, downtownstpete.ilovetheburg.com,columbiamissourian.comSource: healthycommunitieshealthyfuture.orgMeasuring success with dataAnother unique aspect of the LMCTC initiativeis its use of data. The National League of Citiesaggregates data provided by local leadersthrough online surveys to track progressover time and identify technical assistanceopportunities.For instance, data shared by participating leadersindicates they are unfamiliar with the USDAMyPlate nutrition guidelines – a requirement thatmakes up Goal II. The distribution of medals tooindicates this is an area in which local leaderscould use more assistance from the NationalLeague of Cities.CollaborativeSocial InnovationLet’s Move!Cities, Towns and CountiesView this report directly on Slideshare:http://www.slideshare.net/mslgroup/peoples-insights-vol-2-issue-2-lets-move-cities-towns-and-counties
    • 25Thought forFood Challenge
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipWhat is the Thought for FoodChallenge?The Thought for Food Challenge is a globalstudent innovation challenge, established in2011, to inspire a new generation of thinkers andinnovators around food security. The programchallenges students to answer the question –how will we feed 9 billion people by 2050.TFF is sponsored by global agri-business Sygentato engage global youth and build a community ofchangemakers.Source: Initiate. Energize. Solve. Thought for Food Challenge 2012The finalists will then enter round 2, a four month phase where they work with $1,000 seed money andprofessional mentorship to refine their idea. The five teams are then invited to the TFF Global Summitin Berlin to present their proposals and compete for $5,000 and $10,000 startup investments.Source: http://www.tffchallenge.com/How does it work?In its first year, TFF invited student teams fromten leading European universities to participatein the challenge. Now, in its third year, TFF invitesuniversity students from across the globe toparticipate.In round 1, students are given four missions:research and understand food issues, brainstormsolutions, create and publish a project proposaland conquer social media. As in previousseasons, TFF offers resources to supportstudents in these missions, in the form ofeducational reading material and tips and trickson using social media.After two months, and a round of public voting,five finalist teams will be selected based onthe project’s potential to create awareness andincite social change, and the business plan’sdemonstration of long-term and out-of-the-boxthinking.CollaborativeSocial InnovationThought forFood Challenge
    • 27Reaching out to collegesOrganizers contacted leading colleges withinvitations to participate in the challenge andoffered promotional support to help excitestudents and professors:“To get started, please click “Join the Challenge” formore information. We’ll simply ask you to encour-age your students to form teams of five and signup by April 9th at www.tffchallenge.com. We’lleven provide you with everything you’ll need to getstarted, including:• A sample email you can send through your com-munication networks• A poster you can print and post around campus• An info doc introducing the Thought for Foodchallenge• Testimonials from previous participantsFeel free to pass on to student groups or professorsthat may be interested in helping pull togetherteams.”Colleges participate to enhance their reputationand offer unique learning opportunities to theirstudents.Source: borlaug.tamu.eduIn our Now & Next: Future of Engagement report on Collaborative Social Innovation, we highlightparticipation of education institutions in collaborative social innovation initiatives as a growing trend in2013-2015.
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipEngaging the Next GenWith TFF, Sygenta joins companies like Dell, HP,Siemens and Samsung, in reaching out to schooland university students to energize them aroundreal issues and subjects declining in popularity,like STEM education and agriculture.Christine Gould, Senior Manager of Global PublicPolicy and Head of Next Generation Engagementat Sygenta noted:“Young people are increasingly becoming discon-nected from agriculture and don’t understand thecomplex challenges and opportunities facing us.As we focus on the long-term vision to improveagriculture, the environment and communitiesaround the world, we are taking this opportunityto engage some of the brightest minds of the nextgeneration.”Through design, structure and gratification, TFFaspires to bring in a cool factor and create ex-citement. The program is also designed to makestudents talk about their project, publish theirideas on websites (like Team Demeter) and You-Tube (like University of Reading’s Mission 3), andgather votes, thus spreading the cause to theirnetworks as well.Source: twitter.com/AUTFFChallengeStudents participate for the forum to share theirideas and the opportunity to do meaningful work.As Beau Barnette, member of one of 2012’s win-ning teams, said:“I love to seek real life solutions to supposedly outof reach problems. Researching to develop ideasand confronting the individual aspects of the situa-tion is a thrill. As a landscape architecture student,it is of course exciting to pursue design problemsand solutions outside of the classroom setting.”TFF also piqued the interest of other studentslike Pascal Muller, who commented:“I like it because it focuses its attention on thefuture generation (us) and because it demonstrateshow easy social media and the Internet allow foreasy get-together’s of like-minded people that canhelp share ideas.”In the first two editions, TFF winners were flownto the One Young World conference to pres-ent their ideas to other student changemakers.Here’s a video of the TFF winners sharing theirlearnings and ideas at the conference:And here’s a video of how TFF engaged otheryoung delegates at the One Young World confer-ence:Source: TFF Challenge winners take to the One Young World StageSource: Thought For Food 2012 @ One Young WorldQuality of ResponsesOrganizations usually opt for collaborative socialinnovation challenges to reach out to new andnumerous thinkers. Dwayne Spradlin, CEO ofopen innovation platform Innocentive, highlightsthis point in his recent Tedx Talk:“What we have created are systems where webuild large facilities and large buildings full ofthe researchers that we think can solve the mostimportant problems. We hire the best in the worldto work on those problems, but we all know thefundamental limitation of that kind of system. Wecouldn’t hire all the smartest people in a given fieldif we wanted to, we can’t.”CollaborativeSocial InnovationThought forFood Challenge
    • 29In addition, organizations are looking for freshways of looking at the same problems or, as TFFputs it, ideas that “Disrupt the Status Quo.”Students who participated in the challenge havediverse educational backgrounds (in business,psychology, architecture, technology and agricul-ture) and also diverse personal experiences (liketeaching part time at a local school) and beliefs(like freeganism). As a result, their responsesvaried from slam poetry sessions, flash mobsand research experiments to generate awarenessat the grassroots level; to plans that proposedinsects as alternative food choices, and eco parksand behavior change games to educate peopleabout the food generation process.Source: University of Reading: Food for Thought challengeEvolution of the TFF challengemodelIn 2011, TFF was positioned as an idea generationand awareness platform. Recent changes to the2013 program structure indicate a move towardsbuilding a community and support platform foryouth changemakers.In year 3, TFF invites sustainable business pro-posals that last beyond the six months of thechallenge, and encourages students to createtheir own start ups with investment grants rang-ing from $1,000 to $10,000. Also new in 2013is the introduction of a Thought for Food GlobalSummit in Berlin to connect student innovatorswith other changemakers around the world.TFF’s community-model of inspiring innovationis showing early signs of success, with formerparticipants sharing their current entrepreneurialplans and commitment to their winning ideas onthe TFF Facebook page.Indeed, as Jill Beraud, former CMO, PepsiCoAmericas Beverages once said:Source: facebook.com/tffchallengeSource: facebook.com/tffchallengeChangemaker platformsWhile some brands use collaborative socialinnovation initiatives as a way to give back tosociety (Samsung Solve for Tomorrow) andrecruit talent (Siemens Green Dream contest),we are seeing more brands, like Sygenta,create long lasting platforms to connect andsupport changemakers (Dell Social InnovationChallenge).Branded changemaker platforms have hadsignificant traction, with platforms like Dell SocialInnovation Challenge and Mahindra Spark theRise crossing 250,000 members each.Source: sparktherise.com“The best sources for the great ideas we’ll need tokeep moving forward are the people we surroundourselves with everyday… friends, children, parents,and grandparents who motivate and inspire curiousminds and creative spirits to achieve a greater good.”
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: dellchallenge.comMichael Dell, CEO and Chairman of Dell, sumsup the opportunity this positive multi-stakeholderapproach opens up for all:“The new engine of innovation driven bycollaboration, openness, stewardship andthe power of the social web gives all of us anopportunity to drive even more rapid, meaningfulchange across global institutions.”CollaborativeSocial InnovationThought forFood ChallengeView this report directly on Slideshare:http://www.slideshare.net/mslgroup/peoples-insights-vol-2-issue-1-thought-for-food-challenge
    • 31GE NFL Head HealthChallenge
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipWhat is the GE NFL Head HealthChallenge?In March 2013, GE and NFL launched the openinnovation Head Health Challenge to mobilizeinnovators around head health: to help diagnosemild traumatic brain injury and improve the safetyof athletes, members of the military and societyoverall. The challenge is a part of the HeadHealth Initiative a new four-year, $60 millionpartnership between GE and NFL to research thebrain.Forbes’s Monte Burke explains the initiative:“There will be two parts. The first will involve a $40million research project headed up by GE, designedto better diagnose mild head trauma and predictits outcomes. The second will be two differentchallenges, led by Under Armour, but accessible toanyone and called the “open innovation challenge.”The first of those will also involve diagnosis andprognosis. The second will focus on trying to designmaterials that help protect the head from trauma.”Source: nflgebrainchallenge.comSource: forbes.comThe challenge launches amidst growing concernsaround the safety of professional footballers.CNN’s Chris Isidore notes the importance of thisinitiative not only for the NFL, but also the largerpublic:“Experts say beyond the legal risks, the growingconcern about football’s brain injuries could hurtthe sport’s popularity. The threat of brain damage,especially to young players, is prompting a growingnumber of parents to hold their sons back fromplaying competitive football…“People outside of football, including injuredmembers of the military and those withdegenerative brain diseases such as Alzheimer’sand Parkinson’s, will also benefit from the jointeffort.”How it worksLike most online collaborative social innovationinitiatives, the Head Health Challenge followsa contest model in which GE and NFL post thechallenge on a platform and invites individuals,groups of individuals or other organizations tosubmit innovations.NY Times’ Judy Battista explains thecrowdsourcing process:“G.E. would run, with an initial investment of $20million, what it calls an innovation challenge,asking inventors, entrepreneurs, scientists andacademicians to submit ideas for how safetyequipment could be improved. The most promisingideas would be selected, financed and brought tomarket, opening the field to ideas that have notsprung from G.E. or helmet manufacturers.”The $20 million prize money will be spread overthe two parts of the challenge. Part I launchedin March 2013 and calls for submissions by July2013. Part II is scheduled to launch in the secondhalf of 2013 and continue into 2014.CollaborativeSocial InnovationGE + NFL Head HealthChallenge
    • 33Proposals are judged according to set oftechnical criteria, and a panel of external medicalexperts will advise GE and NFL on the selectionof awardees. The Head Health Challenge offerstwo types of Guided Funding Awards designed toenable collaboration between GE and NFL andthe award winners. Awards range from $100,000to $300,000 and will support development ofproof of concept. Awardees will receive the cashin installments – the first after agreeing to aguided funding plan with GE and NFL, and thesecond upon submission of a progress reportafter six months. This structure instills the needfor accountability and protects the interests ofGE and NFL, while also providing a structuredapproach for the award winners.At the completion of the funding and conceptdevelopment, winners have the opportunityto discuss additional funding or businessrelationships with GE and NFL.Collaborative social innovationat GEGE has launched several similar open innovationchallenges as part of its business strategy, toco-create innovative and sustainable solutionsthat create shared value. With this model ofcrowdsourcing, GE is usually looking to investin or acquire the innovation, or promote it bysupporting it with its business scale.Source: http://www.youtube.com/watch?v=WF1UCsLn8FsSource: ninesights.comFor instance, since the launch of the GEecomagination Challenge to find innovationsin energy and sustainability, GE has committed$134 million to 22 investments and commercialpartnerships, granted $1.1 million in seed fundingto early stage companies and entrepreneurs, andacquired one of the businesses that entered thechallenge.In addition to the series of ecomaginationchallenges around sustainable living, GE has alsolaunched a Healthymagination Challenge to findsolutions in the fight against breast cancer.
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: bigstory.ap.orgWhy open InnovationNew this year is GE’s decision to launch thechallenge on open innovation platform NineSigma, which has a community of 2 millionsolution providers including businesses,universities, government agencies andinnovators. The challenge is also open toinnovators beyond the NineSigma community.In a recent TEDx Talk, Dwayne Spradlin, CEO ofopen innovation platform Innocentive, highlightsthe benefit of tapping into crowds:“What we have created are systems where webuild large facilities and large buildings full ofthe researchers that we think can solve the mostimportant problems. We hire the best in the worldto work on those problems, but we all know thefundamental limitation of that kind of system. Wecouldn’t hire all the smartest people in a given fieldif we wanted to, we can’t.”On the Head Health Challenge website, GEshares its own experience with crowdsourcing:“The power of collaboration between diversenetworks cannot be overstated. Our experiencehas shown us that at GE we don’t have all of thesolutions, but rather the unique opportunity toseek out great ideas and accelerate their growth.We can leverage our scale and expertise to nurtureinnovation wherever its seeds grow.”GE and NFL play complementary roles withintheir partnership. In an interview with FastCompany, NFL Commissioner Roger Goodellnoted the need for a partner to process theproposals and derive solutions:“I must get several proposals a day: ‘We have asolution,’ ‘We have the next best material,’ ‘We’vegot the helmet.’ We don’t have a disciplined systemto evaluate and learn from each of those, becauseit’s usually not one or the other. Maybe it’s thecombination. That’s the challenge of innovation.”And, GE CEO Jeff Immelt pointed out NFL’spotential to “make brain advancements a publicpriority”:“With a lot of research, you really want a catalyst soother people will join in. Very few institutions havethe convening power that the NFL does.”Big data and sensors inhealthcareOne of the possible areas of innovation in theHead Health Challenge involves the use ofsensors as a research tool. As Education Week’sBryan Toprek notes:“In an interview with the Associated Press afterMonday’s announcement, Goodell mentioned thepossibility of players wearing helmets with sensorsto help detect hits that could cause concussions.Such helmets are already being used byresearchers to determine the severity of hits duringyouth-football practices, for instance.”In our previous People’s Insights reports, we haveexamined the use of sensors, wearable tech anddata to drive behavioral change and help peoplemake better decisions (see our weekly reporton the Nike FuelBand). These technologies arenow becoming more common as start-ups andbig health care companies explore the use ofsensors and data as a research tool, to identifynew patterns.GigaOM’s Ki Mae Heussner notes:“In the last couple of months, startups like BrainSentry and X2 Bio systems, which use sensors tomonitor head impact, have attracted funding frominvestors.”Heussner also notes:“Already, big companies and emerging startupsare leading the way in the smart use of data. AtGigaOM’s recent Structure: Data conference,Aetna’s head of innovation Michael Palmer talkedabout how the company is using data to preventdiabetes and heart attacks. Startup Asthmapolis(which this week raised $5 million) is using GPSdata collected via sensors attached to inhalersto help individuals, physicians and public healthofficials uncover asthma-related patterns.”We cover the rise of data and sensors in ourannual reports on Behavior Change Games andCollective Intelligence.CollaborativeSocial InnovationGE + NFL Head HealthChallengeView this report directly on Slideshare:http://www.slideshare.net/mslgroup/ge-nfl-head-health-challenge-peoples-insights-volume-2-issue-11-18476256
    • 35IBM Smarter CitiesChallenge
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipWhat is the Smarter CitiesChallenge?IBM launched the Smarter Cities Challenge tocollaborate with local governments and co-fund technology-based solutions to city-specificurban challenges. Through the Smarter CitiesChallenge, IBM aims to help 100 cities acrossthe world address urban issues with $50 millionworth of IBM technology and expertise.Source: fastcompany.comIBM focuses on cities that collect data, and leverages its own technology and expertise to integrate citysystems and solve problems. As former IBM-er Adam Christensen blogged:“Cities have tremendous opportunities to use data, connectivity, and sophisticated software tools to knowthemselves better and improve their efficiency and effectiveness as providers of services and engines ofeconomic growth.”The Smarter Cities Challenge was launched as a three-year initiative in 2011. By the end of 2012, IBM hassent 300 experts to work with 60 cities around the world. Winners of the final phase of the challengewere announced in November 2012.How it worksCities applied to the challenge online over threeyears and IBM announced 20 to 35 winners eachyear.Blogger Itir Sonuparlak noted:“In order to receive the funds and the expertise,the cities had to be prepared to match IBM’sinvestment with their own commitment of timeand resources. The submissions that were favoredincluded urban concerns that could be addressedusing “smarter” technologies, the availability ofdata, and cities that demonstrated a record ofinnovative problem solving.”A team of IBM experts visits each winning city andspends three weeks working with local authoritiesto analyze the city and recommend smart citysolutions.Source: IBM Smarter Cities ChallengeCollaborativeSocial InnovationIBM Smarter CitiesChallenge
    • 37Source: IBM CityOne Trailer: A Smarter Planet GameSource: smartercities.tumblr.comFast Company’s Ariel Schwartz wrote:“The program… will give $250,000 to $400,000worth of services to each city selected through thecompetitive grant process. Those services mayinclude access to City Forward (an IBM tool whichallows cities to analyze and visualize data acrosssystems), workshops on social networking tools,time with top IBM talent, and assistance withstrategic planning.”In addition, cities are also introduced to the IBMIntelligent Operations Center, a robust tool thatmonitors and manages city services, in its effortto create smarter cities.Writer Heidi Schwartz noted:“These pilots leverage IBM technology and willcombine high volumes of data from sensors anddatabases (aka “Big Data”) with a layer of analyticssoftware. This infrastructure will allow officials tovisualize and manage operations more efficiently.”Writer Rachel King pointed out:“Essentially, IBM’s concept is to build a new userinterface that exists between inhabitants and their city.”To demonstrate the capabilities of its technology,IBM created the game CityOne – a virtualsimulation of an urban city and the challenges itfaces. As Fast Company’s Ariel Schwartz noted:“Cities considering the application process mightwant to take a look at IBM’s CityOne, a citysimulation game intended to help developers andcity planners deal with issues related to climatechange, electrical grid management, banking andmore. The game could, in other words, help citiespinpoint problems that might be alleviated with alittle help from IBM.”In their journey to make cities smarter, IBMexperts address urban issues ranging fromadministration, citizen engagement, economicdevelopment, education & workforce,environment, public safety, social services,transportation and urban planning.
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: triplepundit.comSource: fastcompany.comSource: City Forward IntroductionThen, IBM documents the experience andlearning from each city into an executive reportor case study and shares this on the SmarterCities Challenge website – giving other cities andthinkers the opportunity to explore solutions.Jen Crozier, Vice President of IBM GlobalCitizenship Initiatives, shared:“While the first two years of the program wereabout building expertise and connecting cityleaders, the third year of the program will focuson synthesis, and the ways in which the lessonslearned from one city can be combined with thosefrom another, to yield unexpected insight into thechallenges facing cities.”IBM’s purposeThe Smarter Cities Challenge is an evolution ofboth IBM’s Smarter Planet initiative to addresssustainable development, and also the IBMCorporate Service Corps pro bono consultingprogram to assist governments in developingcountrieswith projects that intersect business,technology, and society.The challenge reflects IBM’s vision of usingtechnology to connect, monitor and analyzesystems to create smart systems – smarter grids,smarter traffic management, smarter cities,smarter healthcare, smarter food distribution andso on – to achieve economic growth, sustainabledevelopment and societal progress.As such, Smarter Planet is a part of both IBM’sbusiness strategy as well as its CSR strategy.Edward Boches, Chief Innovation Officer atad agency Mullen and professor at BostonUniversity, noted:“It’s a tagline, an ad campaign, a social mediaprogram, an attempt to educate customers andinfluencers, a library of thought leadership, anemployee motivational program, and a clearlydefined corporate mission. Most importantlyit’s a way to sell IBM and its services by framingthe importance of, and the need to, harnessthe intelligence in the world’s and a company’sconnected data.”Blogger Mary Catherine O’Connor wrote:“Does this grant project mark the dawn ofphilanthropy 2.0? Or is it a handy tool for IBM tomarket its services to urban leaders? It’s both. Andfor IBM, it’s also a way to advance its Smart Planetplatform, which is all about building more efficientsystems through analytics, sensor networks, cloudcomputing, building automation and other systems.”Data, crowds and smart citiesEntrepreneurs, organizations and governmentsare keenly exploring the use of data, connectedobjects and crowdsourcing to make cities smarter– especially as cities become more crowded andcongested.IBM’s City Forward is an open interactive platformthat allows people explore city data and discussfindings with the City Forward community.IBM has also created the community Peoplefor a Smarter Planet to connect thinkers andchangemakers around this challenge.Governments too are opening up data andproblems to entrepreneurs, coders and citizens,with challenge platforms like Code for America,Data.gov and Challenge Post in the U.S. andSpark Central in the UK.CollaborativeSocial InnovationIBM Smarter CitiesChallenge
    • 39Anthony Townsend, director of research at theInstitute for the Future, argues that cities have alot to gain by opening up to citizens:“Why can’t the technology that makes the Web anintuitive and interactive, yet deeply personalizedand social realm, be grafted onto the physical worldin a similar fashion?...“In the coming decade each city must strive to be asgood a civic laboratory as it can be. It must providea physical and social support system for hackersand entrepreneurs to experiment within.”Finally, several entrepreneurs have launchedprojects to crowdsource ideas on how cities canprepare for the future (see our People’s Insightsreport on TED’s The City2.0 platform).Source: thecity2.orgView this report directly on Slideshare:http://www.slideshare.net/mslgroup/peoples-insights-vol-2-issue-3-shabag-movement
    • HP Social InnovationRelay
    • 41What is the Social InnovationRelay?In 2010, HP and Junior Achievement launched anonline collaborative social innovation challenge,the Social Innovation Relay, to mobilize studentsaround the world to become social innovators.The relay invites students between the agesof 15 – 18 from up to 13 countries to think likeentrepreneurs and develop concepts that couldhave a significant positive social impact in theirlocal communities or around the world. With thesupport of HP volunteers, students learn moreabout social innovation and the use of technologyboth as a collaboration tool and as a potentialsolution to social issues.Source: facebook.com/SocialInnovationRelayBlogger Ray Maota notes that the program will help prepare students for the job market:“The aim was to close the gap in the job market between young people who have opportunities to learnabout technology from a young age and those who come from disadvantaged backgrounds.”
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: HP Junior Achievement Social Innovation RelayHow it worksStudents register for the Social Innovation Relayonline and participate in interactive online casestudy presentations, where HP volunteers explainthe concept of social innovation and go over reallife examples.Source: ja-ye.orgSource: 2012 Winning team in Bulgaria: Team Optimum (via: facebook.com/SocialInnovationRelay)Source: facebook.com/SocialInnovationRelayStudents then test their knowledge with anonline quiz and win Responsible BusinessCertificates if they answer 80% of the questionscorrectly. Next, students brainstorm and submittheir own social innovation ideas.As blogger Ray Maota noted:“Following that, they group themselves intoteams of three to five members, and are requiredto develop a socially innovative business ideathat would alleviate a problem affecting theircommunities.”The top 20 teams in each country qualify forthe Social Innovation Relay and are paired withHP e-mentors. Students collaborated with theirmentors via HP Virtual Rooms or in person.Deepti Bansal, member of the winning team inthe U.S., reflects on her mentor’s guidance:“We would give him ideas and then he wouldrespond with questions that got us thinkingabout potential problems with our idea. Thismade us think more analytically and ended upstrengthening the project. He didn’t just give us theanswers; he made us think for ourselves.”The top 10 teams participate in a national finalheld online and present their ideas to HPemployees who volunteer as judges. One teamis selected as the winner, presented with HPprizes, and qualifies for the global round of theSocial Innovation Relay, also held online. Globalwinners win an all expense paid trip to Estonia forthe Junior Achievement – Young EntrepreneursAlumni Europe conference.Over the past two years, 30,000 students havesubmitted 1,000 social innovation conceptsunder the guidance of 300 HP mentors. In itsthird year, the Social Innovation Relay aims toreach 40,000 students with the support of 22Junior Achievement offices.CollaborativeSocial InnovationHP Social InnovationRelay
    • 43Source: facebook.com/SocialInnovationRelayCaroline Jenner, CEO of JA-YE Europe and SeniorVice President at JA Worldwide, points out:“The program was designed to improve students’business savvy, teamwork, and problem-solvingskills. At the same time, it improves their awarenessof how to create opportunities for themselves whilealso making the world a better place.”In 2013, HP and JA introduced offline case studypresentations held at local schools and HP offices:“Students interested in social entrepreneurshiphad the opportunity to interact with HP volunteersand to analyze contemporary examples of socialinnovations. They also contributed with their ideasof social innovation as solutions to importantproblems identified in their community.”HP employees and non-HP volunteers attendedvolunteer training sessions to prep for thesepresentations. The offline presentations havebeen introduced in schools in Romania, Kenyaand Indonesia, and expand the reach of theprogram.HP’s PurposeHP is committed to innovation in education andwith initiatives like the Social Innovation Relay,fulfills its purpose of “working with students,teachers, and entrepreneurs to redesign andcomplement the learning process.”HP has worked with Junior Achievement since1996, to meet this goal and develop new waysof building entrepreneurship and businessskills among young people. HP employeesvolunteer their time to programs like the SocialInnovation Relay and various other traininginitiatives. In fact, HP was recently awardedthe Junior Achievement U.S. President’sVolunteer Service Award in recognition of theHP employees’ efforts.Source: Initiatives Driving Engagement in Education (view the full PurPle Index infographic here)In addition to the Social Innovation Relay, HP has also launched initiatives like online learning- platformHP Life to equip students and aspiring entrepreneurs with business skills and technology training.HP also emerged as a top performer ineducation and human potential in theMSLGROUP PurPle Index, which measures thestrength of engagement for the Fortune Global100 around PurPle opportunity areas of health,environment, education, human potential andpurpose.
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSocial Innovation and youthunemploymentThinkers believe that collaborative socialinnovation challenges help combat youthunemployment, a pressing issue especially in theU.S. and Europe.Erin Krampetz, Co-Founder and CommunityDirector at Ashoka U highlights the need tocomplement educational programs with suchinitiatives:“Many of today’s most pressing challenges –climate change, to government deficits, to povertyboth in the U.S. and globally – will be the job oftomorrow’s leaders to address. Yet our nation’sinstitutions of higher learning, the breeding groundfor future leaders, have fallen behind in their abilityto provide students with the mindset and skill setessential to effect positive social change and tocreate solutions where none seem possible.”Junior Achievement’s Caroline Jenner highlightsthe role that governments and businesses canplay in combating youth unemployment:“Through programs like [the Social InnovationRelay], governments (through supportive policiesin the school system and teacher training) andbusiness communities (through engagingemployees and global networks) have co-investedin entrepreneurship and social innovationeducation, and supported strong school-to-workschemes—and they are achieving great results inthe fight against youth unemployment.”Other branded initiatives to tackle youthunemployment include Benetton’s recentUnemployee of the Year challenge and CSRinitiatives from Starbucks, Citibank and Microsoft.View this report directly on Slideshare:http://www.slideshare.net/mslgroup/hp-social-innovation-relay-peoples-insights-vol-2-issue-9CollaborativeSocial InnovationHP Social InnovationRelay
    • 45Shell Eco-marathon
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipWhat is the Shell Eco-marathon?The Shell Eco-marathon is collaborative socialinnovation challenge that inspires students andyoung engineers around the world to designand build the next generation of fuel-efficientvehicles. The Shell Eco-marathon traces itsroots to 1939 when it was an internal challengeamongst employees. Now, the eco-marathontakes place annually in three continents – theAmericas, Europe and as of 2012, Asia. Studentscompete for cash prizes and the opportunity toset new records.Shaun Stone, team manager, Aston University noted:“The purpose of the competition is to go as far aspossible on 1 litre of fuel, with off track awards foraspects such as sustainability and design alsoavailable.”Through the eco-marathon, Shell aims to inspirea new generation of engineers passionate aboutsustainable mobility. In recent years, Shellhas begun opening up the event to the publicthrough offline labs at the Shell Eco-marathonin Europe and the Americas, an online ShellEnergy Run Game on Facebook, and a series ofblog posts and videos documenting behind-the-scenes action.Source: shell.comSource: Shell Eco-Marathon LegacyThe initiative has achieved significant scale – 513 teams from 45 countries are participating in the ShellEco-marathon this year.How it worksStudents spend a year in designing, building andtesting their vehicles. Students can choose fromtwo classes of vehicles and seven types of fuel:“The Prototype class focuses on maximumefficiency, while passenger comfort takes a backseat. The UrbanConcept class encourages morepractical designs Cars enter one of seven categoriesto run on conventional petrol and diesel, biofuels,fuel made from natural gas (GTL), hydrogen, solaror electricity.”Shell uses Facebook as its central platform ofcoordination, with invite-only groups for eachregion. Here, students and Shell representativesanswer technical questions and clarify contestrules. In addition, Shell uses YouTube to shareinformation around event logistics, technicalengineering concepts, and even an animatedvideo of the track.Finally, students compete in the annual race oncity streets or on a professional circuit:“Over several days, teams make as many attemptsas possible to travel the furthest on the equivalentof one litre of fuel. Cars drive a fixed number oflaps around the circuit at a set speed. Organiserscalculate their energy efficiency and name a winnerin each class and for each energy source.”Source: facebook.com/groupsCollaborativeSocial InnovationShellEco-marathon
    • 47Source: stalbertgazette.comSource: pcmag.comIntegration at schools anduniversitiesSometimes, students develop the cars over years,as older students graduate and new studentsjoin the teams. As a result, universities producemultiple, diverse eco-cars and students can buildon past efforts.The team at Chalmers University of Technologyreflected:“At the competition we realized that it was not thateasy to complete a race, and definitely not to becompetitive. Many teams had spent several yearsand (in some cases) several millions and it wasclear that we would have to wait a few years beforewe could expect to be among the best.”Indeed, some schools, like Purdue University,have been building eco cars since 1993 andparticipating in the Shell Eco-marathon since2008. Purdue Solar Racing even showcased theireco car at the recent New York International AutoShow.Prepares students for the realworldThe Shell Eco-marathon is a good outlet forstudents to test their skills and creations, to facereal world challenges and to explore a future inengineering and sustainable mobility.A staff report in The News Star notes:“The Tech students, who come from many differentacademic degree programs, participate in theproject as volunteers and do not get class credit.They design, build, paint and test the cars on theirown time, usually in the evenings, after class andon weekends. They also assist with fundraisingand publicity. While employing skills they learn inthe classroom, these students are also developingleadership and project management skills that willserve them throughout their careers.”Source: Shell Eco-marathon Europe 2012 from RotterdamEngineering junior and participant John Rockwellreflected:“There’s a lot of stuff I’ve learned on this teamthat I wouldn’t be able to normally. Working withcompanies and sponsors ... you definitely don’t getthat just sitting in a class.”Journalist Christine Des Garennes reported:“The prize is a trophy and $2,000, but the realreward, many [University of Illinois] team memberssaid, has been the learning experience that hascome along with designing the vehicle and workingwith a group of students with backgrounds in awide range of subjects.”Faculty advisor of the Saint Thomas AcademyExperimental Vehicle Team Mark Westlakereflected on the experience:
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: facebook.com/ShellSource: http://www.youtube.com/watch?feature=player_detailpage&v=iDg7rdVW3vw“Members of your team tend to blossom whengiven enough time to fail. Students surprised mewith how creative they were and how willing theyare to learn new skills.”Engaging the publicOnline, Shell engages people around the eventthrough video series such as the two part “Roadto Houston.” Structured like a reality show, theseries documents the behind-the-scenes activityand challenges faced by the teams in preparingfor the contest. Other video series feature theteams participating or cover live events at thevarious Shell Eco-Marathons. In addition, Shellpartnered with National Geographic to coverthe eco-marathon on National Geographic’sThe Great Energy Challenge Blog. Participantsand Shell community managers contribute tothe blog. Many students also document theirown experience and design process onlineon Facebook or on team websites and blogs(Chalmers University of Technology, AstonUniversity).In 2012, Shell launched a social game onFacebook, the Shell Energy Run Game, thatenables people to participate in the Eco-marathon virtually. Players design their own carand race it on a virtual circuit. The game provideseducational tips to help people increase theirvirtual car’s fuel efficiency, and incorporateselements like points, trophies and a leaderboardto keep people playing.Offline, Shell has organized activations like the Mobility Footprint Zone at the Shell Eco-marathonAmericas and the Het Lab at the Shell Eco-marathon Europe.Writer Flori Meeks covered the experience in theAmericas:“New this year is an interactive learning experiencefor visitors. Activities include a “Mobility FootprintZone” with a kinetic dance floor where visitors canrace toy cars powered by salt water, a Formula 1car display, a self-guided tour through Shell Eco-Marathon Americas and the mPowering ActionMobile Recording Studio, where visitors can recordsongs or messages about their energy solutions forthe future.”In Europe, Shell and creative agency Imaginationused RFID cards to make the experience moreinteractive and memorable:“Visitors used RFID cards to store photos, videosand data from their visit, and could afterwards‘Replay the Day’ by entering their personal code onthe micro-site.”CollaborativeSocial InnovationShellEco-marathon
    • 49Larger social impactAs collaborative social innovation programsbecome more common, thinkers are beginning toplace more emphasis on measuring success andfinding successful models.Indeed, Ashraf Engineer, member of theMSLGROUP Insights Network, noted:“I think [the Shell Eco-marathon is] a superb idea.The question is this: Will the competition translateinto an actual ultra-fuel-efficient vehicle? Thequest for such a vehicle has been on for decadesand prototypes have been paraded in automobileshows for years. Yet, there are hardly any successfulmodels.”Participants note that the eco-marathon hashelped inspire a new generation of environmentconscious engineers. Several participants havegone on to intern or work not only at Shell, butalso the larger engineering industry.High school junior and participant Jake Nyquistreflected:“It’s very valuable, especially for high schoolstudents. There are all sorts of students who wouldnever consider going into engineering as a career,or looking at fuel consumption, without this.”Bloggers and faculty advisors also note that thetechnology developed for the eco-marathonwould eventually enter the mainstream.Blogger Vijay noted:“The competing vehicles are highly specializedand optimized for the event and not intended forevery day use. The designs represent what canbe achieved with current technology and offer aglimpse into the future of car design based onminimal environmental impact in a world withreduced oil reserves. Nevertheless, the work ofthe participants can still be used to show waysmanufacturers could redesign their products.”Purdue University team’s faculty advisor andmechanical engineering professor Galen Kingsaid:“I don’t think we’ll see these cars on the road, butthe tech used in them will always be incorporated.Carbon fiber material, computer-integrated controlsystems, electric propulsion—you’ll see all thosecomponents.”View this report directly on Slideshare:http://www.slideshare.net/mslgroup/shell-eco-marathon-peoples-insights-vol-2-issue-10
    • Grassroots ChangeMovements
    • Half the Sky Movement
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipWhat is the Half the SkyMovement?The Half the Sky Movement creates awarenessabout women’s issues and highlights solutionsthrough a stream of transmedia initiatives andsocial media campaigns. The movement waslaunched by journalists Nicholas Kristof andSheryl WuDunn following the success of theirSource: halftheskymovement.orgbook Half the Sky: Turning Oppression intoOpportunity for Women Worldwide in 2009,and is supported by celebrity advocates, mediapartners, NGOs and people who have engagedwith various initiatives.Most notable is the movement’s focus on providing ways for people to get involved and contribute tosolutions.Source: http://www.youtube.com/watch?v=MRfDzznfEOU&feature=youtu.beTransmedia storytelling approachTransmedia programs ensure the movementreaches a diverse range of people and, asMagazine’s Randy Astle points out, encouragesparticipation:“One of the most intriguing things abouttransmedia when compared to traditional film,particularly documentary, is that through itsmultiple entry points and interactive experiencesit has the potential to more fully engage viewers incauses. It doesn’t just inspire people to action, inother words; at its best, it gives them the tools andinitial opportunities to take action then and there.”Half the Sky uses content to share the storiesof real women, and partners with NGOs andorganizations to create educational material andengagement opportunities around these stories.The movement also uses diverse channels, suchas exhibitions and social games, to reach newpeople,While the book was initially the heart of themovement, the stories featured have beenbrought to life through a four hour documentaryfeaturing the authors and celebrities AmericaFerrera, Diane Lane, Eva Mendes, Meg Ryan,Gabrielle Union, and Olivia Wilde. The series wasbroadcast in full on PBS, with excerpts availableon YouTube and a shortened version available forscreening events.Grassroots ChangeMovementsHalf theSky Movement
    • 53These stories are also used as an educationaltool. Half the Sky partnered with TheIndependent Television Service (ITVS) to createfive lesson plans that complement the storiesand can be used in a classroom setting. Halfthe Sky also partnered with women’s healthorganization Engender Health to create a chapterby chapter Reader’s Companion that expands onthe issues raised in the documentary.In late 2011, Half the Sky created an exhibit tobring the stories to life with ‘visual art, immersivesound installations, and interactive experiences.’In early 2013, Half the Sky launched a Facebookgame that invites people to follow the dailystruggles and life of a fictional character Radhikaand make decisions on her behalf.Each medium also focuses on driving action. OnYouTube, people are encouraged to donate tothe cause. On Facebook, people are encouragedto play the game to unlock corporate donations.Blogger Doreen Anderson commented on thecall to actions in the book:“The last page of the book offers “steps you cantake in the next 10 minutes” to make a difference--so you are not left feeling, Yeah, but what can I DO?In those 10 minutes, my first step was to connectwith KIVA, one of many suggestions on that page,to begin my involvement with this issue.”Transmedia programs are also used to reachout to the women who are facing the struggles.Half the Sky has launched three mobile gamesin India and East Africa to educate women aboutpregnancy, dangers of intestinal worms andfamily choices.Promoting the documentaryHalf the Sky launched a series of campaigns toreach out to different audiences and build buzzfor the documentary premiere, and created asocial TV experience to engage fans during thepremiere. Half the Sky involved celebrities inboth phases of promotion to increase reach.Half the Sky launched Hashtagart Mosaic toreach out to the Twitter community, inviting themto tweet with #HalftheSky to have their profilephoto featured in a virtual mosaic.Source: halftheskymovement.orgSource: kimyadawson.tumblr.comHalf the Sky launched 30 songs in 30 days toreach out to music fans, giving away a song aday from established and emerging femalemusicians in the month leading up to thepremiere. Musicians were honored to be a partof a good cause, and promoted the campaign ontheir social networks.During the premiere, people were invited to jointhe conversation on social networks (Twitter andGoodReads) and social TV apps (GetGlue andYap TV) for the chance to win virtual goodies,exclusive content, books and DVDs.Natan Edelsburg, Vice President of SawhorseMedia, commented:“They used Getglue to allow viewers to earn aspecial sticker for watching both nights of thebroadcast. They did this by offering two halfstickers, something that hadn’t been done beforeon GetGlue.”
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: getglue.comSource: business.twitter.com/success-stories/pbsIn addition, Kristof, WuDunn, celebrities featuredin the documentary and part organizations livetweeted during the broadcast to create buzz. AsMashable’s Zoe Fox points out, the movementmakes good use of its social currency:“New York Times columnist Kristof, the paper’sfirst blogger and a journalist touted for his earlyembrace of digital platforms, has more than 1.3million followers on Twitter. Two actresses featuredin the documentary have major followings aswell — Gabrielle Union has more than 800,000and Olivia Wilde has more than 650,000. Theseinfluencers’ tweets and use of the #HalftheSkyhashtag are part of a social strategy to drive lastingconversation.”According to Twitter, the launch promotions werequite successful:“On the day that the first part of the @Halfdocumentary aired on @PBS, #HalftheSky trendedIn the United States. @PBS kept the momentumgoing with Promoted Tweets and #HalftheSkytrended worldwide on the day that the second halfaired.”According to Kara Tureski, associate director atnon-profit FHI 360:“All three games use two common models toachieve social impact—adventure and simulation.Players are exposed to characters that can serveas role models, and will be rewarded for positiveactions, such as killing the worms inside theirstomachs or seeking antenatal care. Players alsoface choices, such as making decisions that lead toa delay in marriage and betterment of the family.”She quotes Asi Burak, co-president of Games forChange, on why games have potential for drivingsocial change:“Social games offer a unique way to reach youraudience in a way that is not didactic or preachy.By playing a role and making choices, players areparticipating in a rehearsal for life. They experimentwith scenarios and consequences that may be partof their future, and at the very least, this experiencetriggers reflection, debate, and a new perspective ontheir present situation.”The Half the Sky social game launched onMarch 4, 2013, as “the first Facebook game withdirect virtual to real-life translation.” By playingthe game, people can unlock donations worth500,000 from Johnson & Johnson and Pearson.The game was produced by non-profit Gamesfor Change and is backed by foundations andcorporate sponsors.Source: http://www.youtube.com/watch?feature=player_embedded&v=N6Ahpocmjs0Gaming for goodHalf the Sky uses mobile and social games todrive change at ground level, and to energizepeople in the developed world.The mobile games were developed in English,Hindi and Swahili and were made available forfree through local mobile app stores. Half theSky also created videos and a short manual tohelp NGOs and advocacy groups promote thegames in India and East Africa.Blogger Brandy Shaul summarizes thegameplay:“The Half the Sky Movement game follows fictionalfemale characters that might be forced to changetheir way of thinking or living in order to bettertheir own lives, the lives of their children, andmore. Quests offer educational content, and forevery quest that’s completed, players are given theopportunity to donate real money to a matchingcause (a quest about vaccinations may give playersthe chance to donate to a real world vaccinationcenter, for instance). Play enough, and you’ll unlockGrassroots ChangeMovementsHalf theSky Movement
    • 55a sponsor gift for free, without actually spendingany money.”Ariel Schwartz, senior editor at Fast Co.Exist,reflects on the addictive nature of games forgood:“In some ways, Half the Sky’s game is similar toWeTopia, another Facebook game that lets peopledonate to nonprofits through gameplay… Aftercovering WeTopia on Co.Exist, I became very, veryaddicted--and I’m not a big Facebook game playerat all. There’s something gratifying (and yes,addictive) about knowing your insignificant actionson a social network make a real-life difference. Thatwill serve Half the Sky well.”As with the other transmedia programs, the socialgame is designed to target new audiences. Indeed,as player Lisa Alcock commented on Facebook:“My 7 year-old son & I are both playing this game& he was so proud when he got to the point where abook was donated just because he was playing! He’sstarting to ask questions about the world & why it’sdifferent in other countries. Thanks for the fun wayto raise awareness & start conversations! :)”Kristof and WuDunn hope to capture 2%of the 300 million social gaming audienceand to inspire people to drive real change. Ifsuccessful, the game could boost the gamingfor good industry and position social gaming as aphilanthropic tool.Innovative social mediacampaignsIn addition to being transmedia savvy, Half theSky is also very social media savvy, creatinginnovative campaigns and experimenting withemerging tools and platforms.To create buzz around the launch of the socialgame, Half the Sky challenged people toparticipate in a #halfathon on Twitter:“Unlike traditional game-a-thons, we are notasking that you play for 24 hours consecutively, butthat you recruit as many friends as possible to playin this 24-hour period. The more people play, themore real impact we can make, and all it takes is a15-minute session to make a difference.”To boost effectiveness of the campaign, Half theSky encouraged people to ‘RSVP’ on Thunderclap,a service that broadcasts the same message onbehalf of all supporters at the same time.Source: thunderclap.it
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: facebook.com/halftheskymovementOn International Women’s Day, Half the Skyinvited Twitter users to participate in ChangeHer Story and craft a “collaborative story aboutempowering women” on Twitter. 103 peoplecrafted the life of Radhika, the main character ofthe Half the Sky social game.Half the Sky has also used launched acrowdfunding program, designed to energizeboth supporters of the cause and NGO partnerswith leaderboards and incentives. As bloggerDavid Cohen notes:“Viewers can donate to any Half the Sky Movementcharity or their NGO partners via online fundraisingsite CrowdRise, with the team raising the most tobe matched by a $20,000 donation.”Source: crowdrise.com/halftheskymovementThe Half the Sky website acts as a central repository for these initiatives and programs, and also acts as asocial advocacy website with information on how people can get involved.View this report directly on Slideshare:http://www.slideshare.net/mslgroup/peoples-insights-vol-2-issue-4-half-the-sky-movementGrassroots ChangeMovementsHalf theSky Movement
    • 57Earth Hour
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipWhat is Earth Hour?Earth Hour is a global movement that mobilizespeople to show their support for the environmentby switching off their lights for one hour everyyear. Organized by WWF, the movement beganin Sydney in 2007 and has since spread to 7,000cities & towns in 150 countries & territories.An editorial in the Philippines Daily Inquiriermentions:“First held in 2007, Earth Hour has grown from acitywide activity in Sydney, Australia, to a worldwideevent held every March to cut power consumptionand highlight the need to raise awareness ofclimate change and the dangers everyone faces…“Earth Hour has happily become a public-privatepartnership, with individual and corporate entitiesas well as government agencies taking part in thecollective action.”Source: twitter.com/aliciasilvIn its seven years, Earth Hour has achievedtremendous scale and is widely regarded as theSource: Earth Hour 2013 Official Video“the world’s largest movement for the planet.”Now, Earth Hour strives to go beyond one hourand drive meaningful change – both as a naturalevolution of the movement as well as a responseto the rising cynicism and criticism it faces.Building ScaleLocal chapters of WWF lead the efforts totowns, by partnering with local authorities andorganizing Earth Hour events. The movementalso carves out a role for individuals andorganizations. People can volunteer as EarthHour organizers, write to local authorities tosupport the cause, introduce Earth Hour withintheir schools, work places and communities, andspread the world with posters, online bannersand email signatures. And, organizations areencouraged to participate, share their story andpartner or sponsor events.People, celebrities and organizations have markedtheir commitment for Earth Hour in diverse waysand helped build the profile of the movement.For instance, Google turned its homepage blackduring Earth Hour 2008. National Geographic Asiaand Cartoon Network suspended programmingduring Earth hour 2010. Celebrity activists andambassadors spread the word amongst their vastfollowing on social media. And in 2013, astronautChris Hadfield contributed to the buzz by tweetingphotos of cities before and after Earth Hour fromouter space.Grassroots ChangeMovementsEarth Hour
    • 59Source: en.wikipedia.org/wiki/Earth_hourSource: twitter.com/Cmdr_HadfieldPeople, organizations and local leadersparticipated to mark their solidarity for theenvironment and commitment to sustainableliving. As Ann Arbor Mayor John Hieftjecommented:“Earth Hour is another way to highlight AnnArbor’s commitment to reduce our reliance onfossil fuels and raise awareness on how citizensand government play a part in addressing climatechange.”Organizations also seem to view Earth Hour asother established days, such as Valentine’s Dayor Women’s Day, and participate to engage withtheir audience.Source: campaignbrief.comIn addition to grassroots efforts, local chapters ofWWF usually organize concerts and screeningsaround the event, and local campaigns such asencouraging Singaporean government agenciesto turn up thermostats by one degree, and givingaway a solar power system to an Australiancommunity that pledges to switch to renewableenergy. Blogger Anna Rudenko shares:“WWF Canada is doing its part by writing the firstcrowd-sourced anthem for Earth Hour—creativeminds are invited to create lyrics for the songs,which will express their deep love for the planet andexplain why we should take care of it.”Globally, Earth Hour encourages participatingcities to switch off lights at prominent landmarks,and has recently launched I Will if You Will andEarth Hour City Challenge to increase reach andinspire commitments beyond one hour.
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: http://news.sky.com/story/1069000/earth-hour-world-landmarks-switch-off-lightsI Will if You WillLaunched in 2011, I Will if You Will is a platformthat enables people, celebrities and brands torally their networks around the cause in a fun way.As Duncan Macleod, editor of The InspirationRoom, summarizes:“The IWIYW campaign uses the Earth HourYouTube channel to encourage people to sharepersonal dares with the world, by asking “What areyou willing to do to save the planet?” The conceptof the campaign is based on a social contract fortwo parties – connecting one person, business ororganization to a promise and their friends, family,or customers to a challenge.”Earth Hour encourages people to upload theirown I Will challenges and lets them choosefrom nine You Will challenges, thereby retainingcontrol and ensuring meaningful challenges areproposed. The You Will challenges are also a funway to show people what they can do beyondlimiting their electricity usage.Earth Hour City ChallengeLaunched in 2011, the annual Earth Hour CityChallenge invites cities to compete for the titleEarth Hour Capital. Cities submit developmentplans that show their commitment to switchingto renewable energy and an international teamof judges selects a winner. Winning cities gainaccess to technical assistance and financialgrants.Linda Nowlan noted:“With more than 70 per cent of the world’s CO2emissions generated by cities, the Earth HourCity Challenge is designed to mobilize action andsupport from cities in the global transition toward aclimate-friendly future.”Source: How To Upload an ‘I Will If You Will’ challengeSource: ehcitychallenge.org/peopleschoiceSource: earthhour.org/citychallengeCities also compete for a People’s Choice Award,based on public voting. People can vote byclicking on a button, sharing a photo of their cityon Instagram or by posting a suggestion on howthe city can become more sustainable.Source: youtube.com/earthhourGrassroots ChangeMovementsEarth Hour
    • 61Cynicism and controversyWhile both I Will if You Will and the CityChallenge are designed to encourage cities,organizations and people to go beyond the onehour, the overall movement is still associatedmainly with the one hour lights off. The EarthHour FAQ maintains this positioning:“Earth Hour does not purport to be an energy/carbon reduction exercise, it is a symbolic action.”Blogger Jeff Sparrow points out that this opensthe doors for criticism:“The problem, then, with purely symbolic actions likeEarth Hour is that they might actually foster cynicismmore than dispel it. Spratt, for instance, argues thatonly a mobilization on the scale we saw during theSecond World War will make any difference. If that’sright, then reassuring people that all they need to isturn off a switch is deeply disorienting.”Bjørn Lomborg, author of The SkepticalEnvironmentalist, recently published the articleEarth Hour Is a Colossal Waste of Time—andEnergy, in which he calls for more attentionon real solutions to global warming and lesstrivialization of the issue:“[Earth Hour’s] vain symbolism revealsexactly what is wrong with today’s feel-goodenvironmentalism. Advertisement Earth Hourteaches us that tackling global warming is easy.”The article has been shared 26,500 times, hasrallied together Earth Hour skeptics and hassparked a debate around the role of Earth Hour.Source: slate.comCriticism around the movement echoes the concerns people have raised around slacktivism andmovements such as Kony2012. Gordon Hinds commented:“We have a habit of doing faddish things that wefeel make a difference and make us emotionallysatisfied that we belong to some sort of like mindedcommunity, but the brutal reality is that nothingactually is achieved at all.”Several people argue otherwise, that large scaleacts of solidarity are crucial to bringing climatechange back into the limelight. Rupp Carriveau,a professor at University of Windsor whospecializes in clean energy tech, commented:“For the purists — yes, I can understand theargument against [Earth Hour]. But I still thinkthat, in the big picture, it makes sense to unplugpeople for a while and have them think about it.”Indeed, Earth Hour seems to have enteredwhat social activist Bill Moyer terms “Stage 5:Movement Identity Crisis” in his “Eight Stages ofSuccessful Social Movements,” where activistsexpect rapid success and often feel hopelessnessand burn out:“The problem, however, is not that the movementhas failed to achieve its goals, but that expectationsthat its goal could possibly be achieved in such ashort time were unrealistic.”
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: forbes.comMovements need to stay authentic– and relevantBuilding awareness is a crucial step for amovement, but today’s audience demandsmeaningful action and real change.Marketer Adam Ferrier’s reflection on theKony2012 campaign holds true for Earth Hour aswell:“Through social media and the wisdom of thecrowds everything that’s based on image, andlacking in substance gets torn apart.”Jeremy Heimans, co-founder of Avaaz.org,GetUp.org and recently Purpose.com, believesthat movements are for the long term, and mustbuild with time:“It’s all about the simplest action rather thancreating some big, grand plan. Don’t make it toohard for people to participate. Invite participation,but don’t require a huge commitment upfront. It’salso important to build people up over time, takingbigger and bigger actions.”In addition to more meaningful actions, moreaccountability and measurement are also key fora movement of this size. Nidhi Makhija, memberof the MSLGROUP Insights Network, believesthat data can play a larger role here:“Earth Hour has launched several initiatives thatare driving real change – the Earth Hour Forest inUganda, and the I Will if You Will petition to passan environment protection law in Russia. Now,Earth Hour needs to start measuring the impactof these large scale actions and giving people waysto measure the impact of their individual actions.Companies like Opower and Green Bean Recycleare already using data to drive behavioral change.”(Earth Hour took place from 8:30pm to 9:30pmon March 23, 2013.)View this report directly on Slideshare:http://www.slideshare.net/mslgroup/earth-hour-peoples-insights-vol-2-issue-7Grassroots ChangeMovementsEarth Hour
    • 63Participant Media +TakePart
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipWhat is Participant Media?Founded by former eBay president Jeff Skoll,Participant Media is a production house thatuses powerful stories to inspire and energizepeople to take social action. The company hasproduced documentaries and films includingAn Inconvenient Truth, Food Inc., A Place at theTable and Waiting for Superman which tacklemeaningful causes including global warming,quality of food and state of education in theU.S.After attracting viewers, Participant Mediamobilizes them to act through social actioncampaigns, which live on the studio’s digitalplatform TakePart.Good.is blogger Bekah Wright noted:“A film can have the power to spur conversationand spark an audience’s empathy, passion, andcuriosity. For Los Angeles-based ParticipantMedia, the visual storytelling power of movies is aninvaluable tool to create meaningful impact…“Continuously gaining momentum, Participantfocuses on three elements for each of its filmprojects: quality, well-told stories, commercialpotential, and social relevance.”Film critic Joseph Jon Lanthier pointed out:“Unique to Participant’s model is its devotion tocontent that entertains first and compels socialchange second, a prioritization that speaks lessto the commercial nature of the company than tothe order in which audiences are inspired to getinvolved.”Michael Reynolds, Executive Director of theCenter for Digital Storytelling in Canada, explainswhy storytelling is an effective tool in inspiringaction:“When you hear a story, or when you connect withsomething, you’re perspective can really change.You’re allowed to see the world through their eyes,and that really builds empathy and understandingwhich is critical in confronting a lot of the issues wesee in the world today.”Participant Media typically partners with non-profit organizations that share the same passionfor each film’s cause. These organizationssupport the promotion efforts of the film, andParticipant Media encourages viewers to supportthe organizations’ initiatives.Huffington Post blogger Dr. Lloyd Sederer noted:“Each Participant film is accompanied by a socialaction campaign to propagate the film’s messageby enabling viewers to become involved. Eachfilm has a small group of selected social sectororganizations whose values and activities resonatewith the film and who themselves are makingchange happen. Courage needs fellow travelers,and Participant Media picks theirs carefully.”Fast Co.CREATE’s Ari Karpel noted:“Participant’s social action campaigns beginmonths in advance of a movie’s release, withscreenings for people who are the experts. Thathelps to build word-of-mouth within the industriesaffected; often those groups will bring theirstakeholders to theaters on opening night andParticipant will sponsor conversations and invitethe media.”TakePart makes it easy for viewers and first timeactivists to get involved, by offering a ladder ofactions – from simple online pledges to offlineactions such as volunteering or contacting localauthorities. These social advocacy actions arecurated and promoted on TakePart.As is mentioned on the Race2BHuman blog:“TakePart not only moves these discussionsforward through the social activism propagated bythe films they promote, but also provides directionon what you can do for almost any aspect of yourlife to live healthier, more aware, and more a part ofpositive change in our country.”Source: documentary.orgGrassroots ChangeMovementsParticipant Media +TakePart
    • 65TakePart – social advocacyplatformTakePart provides a stream of original content– blog posts and videos – on issues aroundenvironment and wildlife, health and food,culture and social justice. The platform alsocurates content around the same topics.Source: takepart.comMost blog posts are accompanied with a “TakeAction” button:“Just think: Every day, millions of people readstories around the web that make them wishthey could do something about the issue theyjust learned about. That’s where the TakePartTake Action button comes in. It matches inspiringcontent to relevant and credible actions you cantake to make a difference. We’ve partnered with theleading organizations across dozens of fields todeliver trustworthy actions intended for real good.”As an example, here are the actions linkedto a blog post on captivity and mistreatmentof marine wildlife – also the subject of theParticipant Media production The Cove:TakePart pledges are structurally similar to crowdfunding campaigns, displaying amount of time left toraise support and progress made towards the goal. The “Take Action” section of the website provides anoverview of all ongoing pledges and petition.
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: http://www.takepart.com/actions/sign-keep-promise-aids-pledgeSource: dashboard.takepart.comSource: takepart.com/cove/takeactionAnother interesting aspect of the TakePart platform is the Impact Dashboard, which lets people keeptrack of their actions:“The Impact Dashboard is where you can trackthe progress of all the actions you take, discovernew actions, and find recent news and informationrelated to important causes.”TakePart – action centersTakePart also creates a microsite or “actioncenter” for each film it promotes. For instance,the Action Center for The Cove providesbackground around the issue and lists the stepspeople can take to contribute to a solution.The Action Center for A Place at the Tableshows the faces and stories of people who havebenefitted from food assistance, mobilizespeople to sign a petition and call their localcongressman and offers resources for people inneed of help. People can also stay up to date viaemail newsletter and SMS.Grassroots ChangeMovementsParticipant Media +TakePart
    • 67Source: actioncenter.takepart.com/apattSource: deadline.comSome TakePart campaigns use elementsof transmedia storytelling to create a moreinteractive and social experience. About.com’sKristina Duda describes the action center for thefilm Contagion:“If you visit Take Part’s website, you can find awealth of information about pandemics. Youwill see interactive maps about where diseaseoutbreaks are occurring in the world. You cantake a quiz to discover how much you know aboutpandemic diseases. You can learn about “VirusHunters” - the people who track the viruses thathave the potential to develop into pandemics andwork tirelessly to prevent that from happening. Youcan even track Patient X through Facebook anddiscover a whole new meaning to the term “goingviral.”Next steps - Reaching out tomillennialsIn October 2012, Participant Media launchedYouTube channel TakePartTV to expand itssocial reach. The channel features original videocontent and shows such as daily news show BrainFood Daily, and American Savage featuring DanSavage (founder of It Gets Better).Participant Media also recently announced theupcoming launch of Pivot – a TV channel aimedat millennials – in August 2013.AdAge’s Maureen Maurrison noted:“Media companies, too, are catering to millennials.Participant Media, the company behind films like“Lincoln” and “The Help,” is launching a cablenetwork targeting the demographic this summerpositioned as a vehicle for content that inspiressocial change. Participant believes the generationhas the strong desire and capacity to help changethe world.”
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: What is Pivot?While some thinkers are skeptical aboutParticipant Media’s foray into entertainmentplatforms, others believe that disruptive videowill be a game-changer for brands in 2013.Deadline.com’s David Lieberman wrote:“The mission is admirable. But after seeing CurrentTV’s struggles, I wonder whether the sociallyconscious film and TV production company canattract many young YouTube viewers to a channelthat focuses on weighty subjects includingthe elections, the environment, sexism andhomelessness.”Forbes contributor Kare Anderson speculated onopportunities for brands to partner with TakePartTV:“Your organization might co-sponsor acrowdsourcing campaign to spur action relatedto the movie’s message, or crowdfunding ofrelated project. Alternatively it could be co-hostingpremieres, or your products as prizes for those withproof of advance ticket purchase to bring a group oftheir friends to the movie, the first week it is out. Orco-host a part of the TakePart TV YouTube channelfor people to post their short videos of what theymost liked about the movie and the action they willtake as a consequence of seeing it.”Measuring successParticipant Media, like other social goodcampaigns, faces a challenge when it comes tomeasuring success.Participant Media’s EVP of social action andadvocacy Chad Boettcher commented:“We’re moving more towards measuring outcomes.Did the film actually move towards impact? Oneof the keywords we’re looking at now is ‘shift.’ Whatshifted from before the film to after? And canwe maintain that shift? It’s great if we can makechange in the short term, but how do we sustainit?”Not only does the company need to prove itsimpact on driving real change, it also needs toprove its model is financially sustainable.As Forbes’ Kerry Dolan noted:“The financial success of the Participant Networkis far from guaranteed, particularly given thedifficulties that Oprah Winfrey has had with OWN,the Oprah Winfrey Network. Skoll has deeppockets, though, and is passionate about usingmedia to influence change.”After a conversation with Participant Media CEOJim Berk, NY Times journalist Michael Cieplynoted:“In measuring its success, Participant sometimesresorts to an unusual standard: On losers, thecompany assesses whether Mr. Skoll could haveexerted more impact simply by spending his moneyphilanthropically.”View this report directly on Slideshare:http://www.slideshare.net/mslgroup/participant-media-takepart-peoples-insights-vol-2-issue-8Grassroots ChangeMovementsParticipant Media +TakePart
    • 69Shahbag Movement
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipWhat is the Shahbag Movement?In February 2013, Bangladeshis around the worldunited around a shared purpose, to demand cap-ital punishment for those found guilty of 1971 warcrimes. The movement was sparked by bloggersand online activists, mobilized both online andoffline participation, and has resulted in nationaldiscourse and government action.Like other global uprisings, the Shahbag Move-ment was organized by the youth and amplifiedby the use of social media.New York Times’ Jim Yardley wrote:“Protests and strikes, common in Dhaka, are oftencoordinated and organized by political parties. Butthe Shahbagh protests, as the demonstrations over115,000 people were invited to the event. 14,000 RSVP-ed yes (via https://www.facebook.com/events/500274583347447)the verdict have come to be known, were organizedby bloggers and have attracted poets, artists, socialactivists and untold numbers of other citizens.”Unlike other uprisings, western media and activ-ists were not initially supportive of the protesters’demands of capital punishment. This resulted ina grassroots effort to educate people and foreignjournalists about the 1971 war crimes, through theuse of multimedia content and social media.How the movement beganHours after the Mollah verdict was announced,the Blogger and Online Activists Network (BOAN)created a Facebook event and invited people tojoin an offline protest on February 5, 2013.Bangladesh writer Tahmima Anam described themomentum:“They set up camp in Shahbag, an intersection atthe heart of Dhaka, near the university campus,and staged a small sit-in. They collected a few do-nations and ordered khichuri (a mixture of rice andlentils) to keep them going through the night. Wordspread on Facebook and Twitter. The next day, a fewnews channels began covering their protest. By theend of the week, they had managed to put togetherthe biggest mass demonstration the country hasseen in 20 years.”Source: technorati.comGrassroots ChangeMovementsShahbagMovement
    • 71Source: twitter.com/ShahbagInfoLive coverage at Shahbag SquareLike their Occupy and Tahrir Square counterparts,the Shahbag protesters declared they would notvacate Shahbag Square until their demands wereaddressed, and used digital technology to docu-ment activities taking place at the square.One individual set up a live webcam to streamevents in real time. Another created a Twitteraccount to document events taking place at theSquare and around the movement in general. Yetothers have created websites (Shahbag Movement,Shahbag Protest, Shahbag Mass Movement) tocurate content around the movement, and Face-book pages (Shahbag Movement) to keep peopleup-to-date on latest news and events.This coverage serves not only local Bangladeshis, but also involves the Bangladeshi diaspora. AsSabrina Rashid commented:“On behalf of many expatriates like us.. thanks a lot.. it makes us feel a lot closer to the protest..”
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: https://www.facebook.com/icsforumNidhi Makhija, member of the MSLGROUP In-sights Network commented:“In the recent Mumbai protests for women’s safety,people wanted to know what was happening onground before they joined. If a crowd had gatheredoffline, people were inspired to join. If the crowdseemed violent, people preferred to stay home.Shahbag’s live webcam was a great tool to gath-er media attention, energize supporters and helpmaintain safety.”A column in the Indian Express comments on thelarger impact of this type of activity:“A protest on such a scale is partly self-organising.It uses the internet like a decentralised commandand control system and the media, traditional andsocial, as amplifiers. By bridging online and offlinemethods in a never-ending feedback loop, they areable to do a new kind of democratic politics in whichthe visible perception of numbers matters morethan actual political leverage.”Source: https://www.facebook.com/photo.php?v=4815339455061&set=vb.416320125123087&typeContent to set contextShahbag protesters created articles, infographicsand videos to educate people about the historyof the Bangladesh Liberation War in 1971, and dis-persed these using social media.Here is a video that explains the shared purposethat unites the protesters:Here is an infographic created by the InternationalCrimes Strategy Forum, a “global coalition ofindependent activists and organisations committed tothe cause of bringing to justice the perpetrators of warcrimes during the Bangladesh Liberation War in 1971.”ICSF was set up in 2009 and organizes projectssuch as monitoring of related Wiki pages, creatingfactsheets and managing media archives.Grassroots ChangeMovementsShahbagMovement
    • 73Activist Jillian C. York points out that such on-line efforts plays a huge role in the lead up to anoffline movement:“Last year in Egypt the world watched, stunned,as a city, then a country rose up against the twen-ty-year dictatorship of Hosni Mubarak. Indeed,what the world saw was a mass of humans con-verging upon a city square in protest. But whatthey missed was everything else: Offline actions—such as labor strikes—and online ones, such as theyears of collective blogging about police brutality,torture, and other human rights violations. Theonline actions in particular served a dual purpose:They raised awareness amongst a certain subset ofthe population, certainly, but perhaps more impor-tantly, they confirmed for many what they alwaysknew but couldn’t talk about.”Creating an army of supporterson TwitterShahbag protesters encouraged supporters to Source: shahbag.org/participateSource: rss.ireport.comaccess real time updates on Twitter, tweet using#Shahbag and tag foreign journalists to createinternational awareness.The Shahbag.org team even posted a ‘how-to’guide for people new to Twitter, and listed Twitterhandles of foreign journalists.Source: shahbag.org/participateIn an analysis of conversations taking place around #shahbag, CNN iReporter awalin noted:“Many of the tweets are from very new users, thosepeople joined Twitter with the spirit to share thewords, to tell the world how they feel about thismovement, I could see that they still do not haveany profile picture, so Twitter used the default ‘egg’icon for their profile pictures.”“Misrepresented by foreignmedia”Shahbag protesters also reached out to foreignmedia to report inaccuracies and dissatisfactionwith international coverage.Bangladesh-born journalist Anushay Hossainobserved:“most of the “western media” has either ignored theswelling numbers of ordinary Bangladeshis joiningthe movement, others have wrongly labeled it as amass demand for capital punishment.”Online activist Tomal Dutt wrote:“Many human rights activists are protesting them-selves against the death penalty of the war crim-inals, to which Bangladeshi Facebook users aregrowing furious.”
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: shahbagmovement.comSource: globalvoicesonline.orgProtesters addressed banners to foreign mediacompanies and circulated photos of these to con-vey their point of view.Inaccurate media coverage was also one of thereasons Matir Manush set up the live webcam atShahbag:“We just tried to speared (sic) this worldwide, causemedia is not presenting right information.”Expressing SolidarityActs of solidarity amplified the movement,increasing its reach and showcasing the scale ofsupport. In Bangladesh, the Shahbag protest-ers organized candle light vigils and called for3 minutes of silence nation-wide in memory ofthe deaths of 1971 and to show solidarity with themovement. Politicians, teachers, students, Ban-gladesh Premiere League cricketers and support-ers observed the silence.Overseas, Bangladeshis organized solidarityevents and uploaded photos of themselves infront of global landmarks and important build-ings. Online activists mapped the images to showthe scale of global support.Source: shahbagmassmovementIn addition, protesters urged foreigngovernments to express solidarity with theShahbag Movement using online petition tools.An online petition to the White House collected25,515 signatures.Some of these activities were successful inattracting local coverage.Source: guardian.co.ukGrassroots ChangeMovementsShahbagMovement
    • 75These activities show, yet again, that movementsin the digital era have no boundaries and thatsocial media has created a role for global citizenswho share the same purpose.As Anushay Hossain wrote:“Trying to gage the emotion, and somehow partakein what is clearly a historic moment in Dhaka asa Bangladeshi abroad is both frustrating andexhilarating. Your friend’s Twitter & Facebook feedskeep you updated, yet angers you simultaneouslyfor not being in your country right now. Perhaps likeme, you feel like you are missing out.”Individual contributionsThe Shahbag Movement seems to have no singlepublic leader, but is made up of collection ofpassionate and united individuals who launchedor supported a host of initiatives.Some decided to document action with a livewebcam set up. Bizon Shariar commented:“To everyone: This whole thing was hosted andco-ordinated by 6 very young people and the wholeidea was implemented in 2-3 hours. a 1MbpsBanglalion net was used. And these guys wereroaming Shahbag whole day long carrying a webcam and a Laptop.”Others offered to fund initiatives. Abu SufeanKhan commented:“I am more than happy to Donate if you guys needfunding for better streaming..”Yet others strived to create an independentarchive of the movement. The founding editor ofShahbagMovement.com wrote:“Heads up photographers, bloggers and everybodyelse. Let’s not forget a single moment anddocument everything; A single page in Wikipediais not enough, neither are Facebook Fan-pages –they will get washed out soon with time. So,registerand start contributing event timelines, descriptionof developments, photos, videos and everythingelse at this site. Keep every moment and progressdocumented.”Some created Songs from Shahbag, acollaborative initiative to compile all the songscreated in the spirit of Shahbag.Online and offline activismThe Shahbag Movement used both digital mediaand technology as well as on-ground activationsto gather momentum and drive policy change.The initial success of the movement implies thatboth online and offline activism is necessary toachieve scale and drive change.Daaimah S. Etheridge, a program coordinator atthe Drexel Radiological Department, wrote:“For a movement to really work, it has to connectwith what’s going on in the streets. Social media isdesigned to share information, but that’s only oneaspect of activism. In order to create a sustainablemovement, there must be on-the-groundorganizing and people mobilizing in real space.”(The Shahbag Movement is ongoing and showssigns of a local revolution as people demandjustice and clash with opposition forces. Theprotesters have given the government a deadlineof March 26, 2013 to begin implementation oftheir demands.)
    • Mean Stinks
    • 77What is Mean Stinks?Mean Stinks is a purpose inspired movementlaunched by P&G’s Secret deodorant to combatgirl-to-girl bullying in schools. The movementreaches girls through social media andchallenges them to take action online and in reallife.Source: groundswelldiscussion.comBlogger Adina notes:“The goal is to empower all women, no matter ifthey are a victim of bullying or not, by providingtools and resources to aid in the fight against themean behavior of bullying.”Secret launched the movement in 2011 and has sustained activity and buzz through a series ofcampaigns, celebrity endorsements and philanthropic initiatives. A new website and packaging re-design mark Secret’s commitment to the movement and P&G’s own purpose of making everyday just alittle better for consumers.Today, Mean Stinks has a community of 475,000 supporters on Facebook.Source: Secret’s brand purpose to make a differenceA social heartbeatSecret unites girls around an issue they face on adaily basis. In a release, Secret highlighted:“The latest U.S. Department of Justice report shows30% of female students grades 6 – 12 were bulliedat school or cyberbullied during the 2009 – 2010school year.”Blogger Nicole Gordon Levine commented onthe potential value of the Mean Stinks platform:“Mean certainly does stink. I was bullied in HighSchool and wish I had an outlet like Secret’s MeanStinks Campaign.”The extent of the issue definitely contributed tothe movement’s virality. As AdAge’s Bob Garfieldnoted:“Within a few weeks, 75,000 kids sent apologiesto peers or posted friendly graffiti. The page drew203,000 new fans in one day… These are not203,000 who saw an ad. These are 203,000 who,of their own volition, expressed solidarity withSecret’s efforts.”
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipSource: P&G-Secret “Mean Stinks” CampaignThe Good Graffiti app encouraged girls to sendpositive messages to friends - a total of 32,000positive messages have been sent.Source: meanstinks.com/#challengesIn addition, Mean Stinks created a Facebookstore to sell T-shirts with anti-bullying messagesto spread the word, and partnered with expertRachel Simmons to support victims of bullying.Media Post’s Tanya Irwin reported:“Simmons, an author and expert on the socialissues facing young women, has helped Secret increating content for the dedicated “Mean Stinks”Facebook page that empowers young women byproviding tools for them to face the difficulties anddrama of bullying.”Year 2: Building a movementIn 2012, Secret introduced elements toencourage more social shares and conversationsin real life.Online, Secret encourages girls to participate inweekly challenges – such as ‘write good graffition your school parking lot,’ ‘create a no jokezone,’ and ‘write “mean stops here” on your hand’– and share it on the Mean Stinks Facebook pageor on Twitter and Instagram with #meanstinks.One challenge invites girls to make music videosfeaturing a cover of an anti-bullying song orto write their own. Secret has also conducteda challenge on video crowdsourcing platformTongal, with incentives of $40,000, to encouragehigh quality videos. These are featured onSecret’s YouTube channel.Year 1: Inspiring girls to be niceMean Stinks launched in January 2011 with a MeanStinks Facebook page and a Good Graffiti app.Blogger Josh Eaton described the platform’sofferings:“Secret’s Mean Stinks Campaign provides toolsfor girls to stand up against bullying and have avoice. It allows them to talk to specialists, makevideos confronting bullies or giving apologies, giveencouragement to build up other girls (Be nicebehind someone’s back), self reflect on your ownactions, and deal with the many problems thatcome from being a teenager and going to school.They can interact with each other, be anonymous,and join the movement of overcoming bullying.”Grassroots ChangeMovementsMean Stinks
    • 79Source: facebook.com/meanstinksGirls can also visit a Facebook app to learn aboutthe different kinds of bullying and take a quizto find out how they can help end girl-to-girlbullying.In 2012, Secret roped in singer-songwriter DemiLovato as the brand ambassador for the MeanStinks movement and challenged girls to gangup for good with Demi and take the ‘blue pinky’challenge.Adweek noted:“For the 2012 school year, Secret evolved the focusof “Mean Stinks,” advocating for girls to “GangUp for Good” and work together to put an end tobullying. Former teen star and current X Factorjudge Demi Lovato, herself a victim of bullying, wassigned as the celebrity spokes¬person. Girls arebeing urged on social media to paint their pinkynails blue as a sign of solidarity to the cause—whatthey’re calling the “pinky swear.”Examiner’s Evelyn Block wrote that the#bluepinky is designed to drive offlineconversations:“One of the ideas of the campaign is for youngwomen to make a “pinky-swear” pledge to not bullytheir peers, and as a reminder of that promise, towear blue nail polish on their pinky fingers in thehope that other girls will become curious aboutthe unusual nail polish design and once they hearabout the pledge, will also decide to take part in thecampaign.”These challenges have resulted in a collection ofphotos and videos shared on Twitter, Facebookand Instagram, and also a loyal following. AsDigital Training Academy team noted in a blogpost:“The long term ‘always-on’ approach meant fanskept coming back for more. The company chose asubject that resonates with its consumers, createda catchy slogan, and filled its Facebook page withways for fans to really engage with the content andto share their experiences with others. The MeanStinks page hit a chord among users, enough forthem to keep coming back to view or share morecontent on a regular basis.”Source: https://www.facebook.com/meanstinksSource: https://www.facebook.com/meanstinksSymbolism of the #bluepinkyMovements typically use symbols to unitesupporters and show solidarity. Writer-designerSteven Heller noted:“It may be true that every idea - especially goodones - can benefit from a mnemonic. A unifyingelement, sign, symbol or code adds allure andprovides a rallying point. What’s more, we all lovewearing labels of some kind to show our allegianceto some thing.”Blogger Charlotte points out that spotting bluepinky offers a sense of hope and support tovictims of bullying:
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenship“I know there were a few nice kids in the class thatwere probably afraid to say anything. I didn’t blamethem for not sticking up for me and likely would’vedone the same thing myself at the time. How Iwould’ve loved a “mean stinks” campaign backthen, to see blue pinkies uniting and sticking upfor me!”Year 3: Evolution to a hubIn late 2012, Secret launched the Mean Stinkswebsite to curate social conversations takingplace around #meanstinks, #gangupforgood andSource: meanstinks.com#bluepinky, challenges, tips and tools and peer-to-peer advice. As the release states:“Unique to the site is the archived #NiceAdvicesection, where girls across the country can sharetheir experiences, offer words of encouragementand provide examples of how they’ve successfully“Ganged Up For Good.” They can also search foradvice from girls just like them. Weekly ‘WhatWould You Do’ scenarios give girls the floor to sharetheir perspective and success stories on how theywould, or have, handled situations that could leadto mean behavior.”Commitment to a larger solutionIn addition to creating a support community for girls, Secret also encourages girls to trigger donationsto anti-bullying and girl empower programs. In 2011, girls could request coupons online or download iAdwallpapers to trigger $1 donations to Pacer’s National Bullying Prevention Center. In 2012, girls couldpurchase special Mean Stinks Clinical Strength products to trigger a $1 donation to Girls on the Run.Mommy blogger Serena wrote:“They also launched a special Mean Stinks Clinical Strength product where they will be donating $1*from the purchase of each Mean Stinks Clinical Strength sold to Girls on the Run® to fund their girlempowerment programming and help prevent mean behavior before it starts.”Grassroots ChangeMovementsMean Stinks
    • 81Source: meanstinks.comSecret is also experimenting with a Gang Up For Good Kit with lesson and assembly plans to introducethe movement in schools and communities. - with this - Secret is also experimenting with a GangUp For Good Kit – with lesson and assembly plans – to introduce the movement in schools andcommunities.Source: youtube.com/user/SecretDeodorantPurpose inspired marketingAccording to AdAge, Secret sales rose “9% forthe 26 weeks ended June 26, a period affectedby the “Mean Stinks” campaign that launched inJanuary on Facebook.”As Jim Stengel, former Global Marketing Officerat P&G said:“Great brands are built on improving the lives of thepeople they serve; maximum profit and high idealsaren’t incompatible but, in fact, inseparable.”At MSLGROUP, we believe that brands need ashared purpose to inspire people and drive goodgrowth, and that companies should becomePurPle. Visit purple.mslgroup.com to know moreabout PurPle (Purpose + People).Source:http://www.youtube.com/watch?feature=player_embedded&v=7_b66gze6sMView this report directly on Slideshare:http://www.slideshare.net/mslgroup/peoples-insights-vol-2-issue-5-mean-stinks
    • Alpenliebe 365 Days ofPositive Power
    • 83What is 365 Days of PositivePower?365 Days of Positive Power, a part of the largerAlpenliebe Kindness Movement, aims to inspireChinese youth to actively live a life of kindness.Alpenliebe created a new infographic every daywith a specific call to action, to inspire fans tospread positive power through acts of kindness.Source: e.weibo.comSince 2011, MSLGROUP has helped Alpenliebe convert kindness into a shared purpose or socialheartbeat, and catalyze a movement to inspire, organize and energize millions of Chinese youth toshare, appreciate and engage in everyday acts of kindness. In 2011, an engaged community of 150,000+members shared 151,000+ kindness stories and 3,270,000+ shares and comments across socialnetworks, and the success of the campaign led to 330+ print articles and TV reports.In 2012, the community grew to more than 600,000 members and engaged in 3.1 million shares andcomments across social networks, making Alpenliebe the third most influential brand on Sina Weibo.
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipGrassroots ChangeMovementsAlpenliebe 365 Days ofPositivity PowerSource: Alpenliebe Perfetti Kindness MovementYear 1: Building an emotionalconnectionIn the first year of the movement, Alpenliebeestablished the brand purpose “Sweeten Chinawith Small Acts of Kindness.”Scott Goodson, author of the movementmarketing book Uprising, summarizes howmovement marketing works:“You start by identifying a powerful idea on the risein culture. You then join, fuel and add real tangiblevalue to the idea through innovative marketing andsocial media. People who share the passion for theidea join the cause. And rally others to get involvedtoo. And so, a movement is born, which smartbrands can profit from.”Alpenliebe created a series of kindness videos onTudou and a TV series with its celebrity kindnessambassador, crowdsourced kindness stories ona Renren minisite, partnered with key opinionleaders, created conversations across the socialweb, organized kindness trips with non-profitpartners, compiled the most inspiring stories intoa kindness bible, and honored them on the worldkindness day.Year one also served as period of gatheringinsights. Alpenliebe tracked people’s interests,response to posts and preference of socialactions, and used this knowledge to create thestrategy for year two.(See our People’s Insights weekly report on theAlpenliebe Kindness Movement)Year 2: Building brand re-callAlpenliebe leveraged learning from Year 1 toselect Sina Weibo as the primary platform fordriving viral change, tailor a content strategyaround the preferences of its community andidentify super fans and grassroots influencers.The brand then focused on energizing peopleto participate regularly with daily compellingcontent and badges as rewards.MSL China’s Owen Wang explained that thecontent plan incorporated both trending topicsand relevant news to capture people’s attention,and specific call-to-actions to inspire action. Thepositive theme of the campaign also helped rallysupport:“I think it’s the Daily call-to-action mechanismwhich encourages people to share kindness andlove when the weibo environment (or even theoverall on-line environment of China) is filled withnegative message and complains.”For instance, a single post from Alpenliebeinviting people to share photos of their smileson World Smile Day inspired 1,000 people toparticipate.As co-founder of Purpose and movement mavenJeremy Heimans, pointed out:“Participation requires infrastructure - andstrategy”To be successful, movements also require a baseof energized and passionate people. SusannahVila, co-founder of social advocacy think-tank theengine room, explains how to attract and manageinfluencers:“To move others in your direction you have tounderstand them, work within their behaviorinstead of trying to change it, and adapt yourtactics and messages to them. Figure out thetypes of people that will be most receptive to yourcampaign and get to know them. Then approachthem where they are already getting and sharinginformation.”Alpenliebe introduced badges to encouragesocial actions such as commenting, re-postingand responding to call-to-actions. Uponinteracting with the 365 Days of Positive Powerapplication, people would receive a badge ontheir Sina Weibo profile page.Gamification elements like badges are aneffective incentive, can be addicting and helpmaintain enthusiasm and participation overtime - especially where there are a wide range ofbadges people can earn (see 4SquareBadges Listand Nike+ Trophy Collection).In our Future of Engagement essay on BehaviorChange Games, we explain the role of incentives- like badges, points and prizes – in shapingactions:
    • 85Source: mediapost.com“Incentives are effective in attracting first-timeplayers, helping them get started and creating funand excitement. After they are hooked and beginto successfully complete missions, players receivethe ultimate incentive to keep playing – they see achange in their behavior and experience a sense ofpride and self-empowerment.”Real-time campaignsIncreasingly, we are seeing brands embrace thereal-time nature of social networks like Twitterand Sina Weibo. Joel Lunenfeld, Twitter’s VP ofGlobal Brand Strategy succinctly summarizesthis shift:“We’re moving from a world where we plancampaigns for the future, to one where we adaptcampaigns to the moment.”This message encourages fans to recall sweet moments and wishes for Britishfootballer Michael Owen when he announced his retirement.A play on words in reference to the new social term “Beijing Cough”Alpenliebe target fans’ passion and energyaround popular interests like football andimportant events and news, creating content thatinspires people to respond or share it on.
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipGrassroots ChangeMovementsAlpenliebe 365 Days ofPositivity PowerView this report directly on Slideshare:http://www.slideshare.net/mslgroup/alpenliebe-365-days-of-positive-power-peoples-insights-volume-2-issue-13Purpose-inspired movementsThe Alpenliebe Kindness Movement is one of thebest examples of purpose-inspired movementmarketing from China because of how it inspiredbehavioral change in Chinese youth through asustained integrated marketing program acrossthree years.Real-time posts have higher chances ofspreading across the social world, andsometimes reach more people and create morebuzz than paid communications – a phenomenonwe witnessed with Oreo’s tweet during the recentSuper Bowl blackout in the U.S.Source: wired.comSource: guardian.co.ukAs Henry Mason, head of research and analyticsat independent firm Trendwatching commented:“For brands, it’s never been easier to surpriseand delight audiences; whether sending gifts,responding to publicly-expressed moods or justshowing that they care. Via social networks,brands can now access consumers’ moods,intentions, desires or frustrations as they happen,and can therefore address them in a much morepersonalised and timely fashion.”Source: Alpenliebe Perfetti Kindness MovementThe Alpenliebe Kindness Movement has helpedAlpenliebe increase sales and stand out in thecrowded confectionary category. MSL China’sOwen Wang noted:“Alpenliebe is regarded as a brand with strongsense of social responsibility on-line, according toour fans survey.”
    • 87People’s Lab is MSLGROUP’s proprietarycrowdsourcing platform and approach thathelps organizations tap into people’s insights forinnovation, storytelling and change.The People’s Lab crowdsourcing platformhelps organizations build and nurture publicor private, web or mobile, hosted or whitelabel communities around four pre-configuredapplication areas: Expertise Request Network,Innovation Challenge Network, Research &Insights Network and Contest & ActivationNetwork. Our community and gaming featuresencourage people to share rich content, vote/Innovation Challenge Network: ChiccoArtsana - NataieriIn 2012, Chicco Artsana & MSLITALIA used thePeople’s Lab platform to create a Nataieri.it, anopen digital community with moderated accesswhere 100+ parents discuss issues in bringing upchildren and sharing their experiences.Research & Insights Network: P&G Asia -Thank You MomIn 2012, P&G Asia and MSL Singapore used thePeople’s Lab platform to create a Social MediaRegional Center, a secure, private communitywhere 100+ P&G stakeholders and agencypartners shared content and best practices forthe “Thank You, Mom” campaign at the London2012 Olympics.comment on other people’s content andcollaborate to find innovative solutions.The People’s Lab crowdsourcing platformand approach forms the core of our distinctiveinsights and foresight approach, which consistsof four elements: organic conversation analysis,MSLGROUP’s own insight communities, client-specific insights communities, and ethnographicdeep dives into these communities. The People’sInsights Quarterly Magazines showcase ourcapability in crowdsourcing and analyzinginsights from conversations and communities.People’s Lab:Crowdsourcing Innovation & InsightsLearn more about us at:peopleslab.mslgroup.com | twitter.com/peopleslab
    • Volume 2, Issue 1,January - March, 2013Future ofCitizenshipWrite to us to start a conversation onhow we can help you distill actionable insightsand foresights from conversations and communities:Pascal Beucler,SVP & Chief Strategy Officer(pascal.beucler@mslgroup.com)Janelle Dixon,North America Head of Insights(janelle.dixon@mslgroup.com)Dominic Payling,Europe Head of Insights(dominic.payling@mslgroup.com)Gaurav Mishra,Asia Head of Insights(gaurav.mishra@mslgroup.com)www.mslgroup.com | peopleslab.mslgroup.com | peopleslab.mslgroup.com/peoplesinsights/magazineMSLGROUP is Publicis Groupes strategiccommunications and engagement group,advisors in all aspects of communicationstrategy: from consumer PR to financialcommunications, from public affairs toreputation management and from crisiscommunications to event management. Withmore than 3,700 people, its offices span 22DesignedbyMSLGROUPCREATIVE+countries. Adding affiliates and partners intothe equation, MSLGROUPs reach increasesto 4,000 employees in 83 countries. Todaythe largest PR and Engagement network inEurope, Greater China and India, the groupoffers strategic planning and counsel, insight-guided thinking and big, compelling ideas –followed by thorough execution.