Session at Stoas on business models for communities

  • 986 views
Uploaded on

Getting together to think about business models for communities.

Getting together to think about business models for communities.

More in: Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
986
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
12
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • These slides are intended to launch a conversation, not necessarily to answer the business model issues for any one of the examples discussed.
  • Intro: John Smith has been a community leader and technology steward for many years. He also writes, speaks, and teaches about the intersection of technology, community and learning. His recent book, Digital Habitats with Etienne Wenger and Nancy White, introduces the concept of technology stewardship and sketches out a literacy to frame the practice.
  • Obviously the midwives in the Yucatan didn’t have much of a business model because learning was embedded in their daily social interactions. There may have been economic exchanges, but “the community’s resources” were not separate from those of the surrounding society.Today some communities need their own resources to get going, to function, and to flourish. The technologies, travel budgets, and the time it takes to facilitate, organize or support communities can be significant. The costs are real although they vary over time and often show up at the beginning of a community’s life, before its value becomes apparent or actually exists. Although a low-cost, low profile strategy can be best for launching a community in the first place, using “free” tools can just mask them rather than explicitly address the issues connected with a community’s business model. These issues are most important to consider when members come from across organizational, national, or other boundaries. If a community is launched so as to cross those boundaries or might cross them over time, thinking through a business model in advance can be an important element of community formation, once the fundamentals of learning energy and agenda become apparent. Without careful thought the business model can unintentionally constrain a community’s boundaries or activities. From another perspective being clear about the business model of a community or its host organization can be useful for thinking how we as social artists or interveners should focus our efforts (or measure our value). Having an intuitive understanding of an organization’s business model could provide a map that is more stable than an organization chart, so it can be a stable reference point for thinking through a knowledge strategy.We see thse issues when communities grow larger and seek to become more like a professional association. And we see them when larger professional associations week to recapture some of the intimacy and connection that they imagine in a community of practice. For example, som professional associations will be constrained by their business model in the sense that they become “addicted” to a particular source of funding like publishing a jouirnal or holding an annual conference. Other venues for being together may be desirable from a learning perspecftive, but they are difficult to pull off from the perspective of a business model.
  • A recent graph mentioned in Fast Company describes many ways in which you can make money on the internet. But this is more of an opportunist’s map than one that’s intended to frame a complex learning agenda.
  • For more information see these resources:http://www.businessmodelalchemist.com/ http://bmdesigner.com/An example:http://www.businessmodelhub.com/forum/topics/cocreate-the-fifa-sawc2010http://www.communityleadershipsummit.com/wiki/index.php/Community_business_models (applied to a community context)
  • The main yi-tan site is: http://www.seedwiki.com/?wiki=yi-tan&page=yi-tan_weekly_call
  • This business model describes the thinking we saw at the beginning of a year’s “Shadow the Leader” series at CPsquare, roughly in August and September of 2009.
  • This is the business model that emerged at the end of the year, roughly in July of 2010.
  • A very incomplete business model for CPsquare.
  • All of these are: Emergent, change over time Interact with each other in profound ways Are shaped by technology every tool gives access to some, leaves others out technology affects a community’s practice in the field and in the way it can be together technology affects domain indirectly through practice and through community All three elements are seen through the technologies at your disposal

Transcript

  • 1. Today’s sequence
    Intros: All give name, focus, normal & unusual work
    Overview:
    Brainstorm: Making money on the net & off a cow
    Why focus on business models
    Osterwalder canvas
    Examples
    Open space, break-outs and report-backs
    Business models for a community
    Business models for social learning artists
    Final reflection, debrief
  • 2. Business models for learning: individual and community levels – and how they fit
    JOHN DAVID SMITH
    Coaching communities, their leaders and their sponsors
    about technologies, politics and learning
    12.2010 Learning Alliances
    2
    LEARNING ALLIANCES
  • 3. Why business models for CoPs?
    Nature of today’s communities
    Community boundaries do not coincide with existing social or property boundaries
    Change or growth over time
    Launching or spreading across those boundaries
    Business model a potent CoP shaper, like technology
    Precision for us as social artists or interveners
    Focusing efforts where they most matter
    Business models as social maps that persist
  • 4.
  • 5. L
    Community orientations
    … meetings
    … projects
    … open-ended conversation
    … access to
    expertise
    … content publishing
    Community activities oriented to …
    … relationships
    … individual
    participation
    … community
    cultivation
    … context
    Digital Habitats, Chapter 6
    © 2009 Wenger, White, and Smith
  • 6. Organization Business Model
    KEY
    PARTNERS
    OFFER
    CUSTOMER RELATIONSHIPS
    CUSTOMER
    SEGMENTS
    KEY
    ACTIVITIES
    CHANNELS
    KEY
    RESOURCES
    REVENUE STREAMS
    COST STRUCTURE
    6
  • 7. Soccer
    ”live”
    in stadium
    Soccer
    ”live”
    on tv
    FIFA.com
    Soccer
    teams
    Brand!
    Safety
    Infra
    Visitors*
    (local)
    Ticket
    sales
    FIFA
    Organization
    and safety
    People
    TV
    Advertisers
    Sony, Visa, Adidas, Kia,
    Coca Cola, Hyundai
    “We love soccer”
    Ticket sales
    TV viewers
    (global)
    Soccer WC 2010
    KEY
    PARTNERS
    OFFER
    CUSTOMER RELATIONSHIPS
    CUSTOMER
    SEGMENTS
    KEY
    ACTIVITIES
    Visitors
    (global)
    Merchandise
    “Jabulani”
    “vuvuzela”
    CHANNELS
    KEY
    RESOURCES
    FIFA WCTicket Fund*
    Soccer players
    Stadium
    Music
    “Shakira”
    Advertisers
    REVENUE STREAMS
    COST STRUCTURE
    Video rights
    Merchandise
    7
  • 8. ConversationsaboutChange
    Hang-outwith coolpeople
    Context,history
    Retreatants
    Aha moments
    Summarizing
    The regulars
    Jerry & Pip
    Ensembleco-creation
    Good will,donations
    Free orminimal
    Vast social
    network
    “Idea peddlers”
    Investorservices
    Retreat
    Networkingscanning
    Drop-ins
    Yi-Tan Calls
    Consulting
    Rising tide
    Inviting
    Bloggers
    tool builders
    Yi-Tan Business Model
    John’s guesses
    KEY
    PARTNERS
    OFFER
    CUSTOMER RELATIONSHIPS
    CUSTOMER
    SEGMENTS
    KEY
    ACTIVITIES
    CHANNELS
    KEY
    RESOURCES
    REVENUE STREAMS
    COST STRUCTURE
    8
  • 9. Local farmers seeing world milk
    price
    Ko: agriculturaljournalist / blogger
    Coachingvendors?
    By and forDairy farmers
    Blog
    Gov’ts, uni’s, vendors don’t
    ‘get it’
    1st gen expatriatediary farmers
    No actualrevenue
    Agricultural ex-tension agencies
    Traffic from
    Ko’s sites
    Searchfor partners
    Agriculture, ‘Net Connections
    Time towrite & interact
    Tech infrastructure
    Monitor
    Web traffic
    Smallexperiments
    Free from
    tired controversies
    Authentic
    Learning & knowl
    Written in
    Dutch
    Farm product vendors
    ModG Business Model
    KEY
    PARTNERS
    OFFER
    CUSTOMER RELATIONSHIPS
    CUSTOMER
    SEGMENTS
    KEY
    ACTIVITIES
    CHANNELS
    KEY
    RESOURCES
    REVENUE STREAMS
    COST STRUCTURE
    9
  • 10. Workers in:* agriculture* sustainable food* rural economics
    Social reportingat relevantconferences
    A littlecurriculum, lotsof support
    Relevant
    network
    connections
    KM4DevCPsquare?
    Kapma network
    DorineRuter
    Teaching the
    sponsors
    Kapma
    dairy
    Participanttuition
    Training
    grants
    FacilitatedTwitter chats
    Blogs: ModGFoodlog, etc.
    Courses
    Map of thewhole
    Ko
    Academics
    Politicians
    Online all
    the time
    Dutch farmers
    organization
    Late ModG Business Model
    KEY
    PARTNERS
    OFFER
    CUSTOMER RELATIONSHIPS
    CUSTOMER
    SEGMENTS
    KEY
    ACTIVITIES
    CHANNELS
    KEY
    RESOURCES
    REVENUE STREAMS
    COST STRUCTURE
    10
  • 11. New BEEs
    Brand!
    Websites
    “CoPs are
    the way”
    CPsquare.org
    Admin / FacilTime
    Committed
    practitioners
    Donations
    Phone
    Bridge
    Business Model CPsquare
    CUSTOMER RELATIONSHIPS
    KEY
    PARTNERS
    CUSTOMER
    SEGMENTS
    KEY
    ACTIVITIES
    OFFER
    “For the game and for the world”
    FIFA Marketing services
    Thought
    leaders
    CHANNELS
    KEY
    RESOURCES
    Merchandise
    Licenses
    The public
    Workshop
    tuition
    F2F
    REVENUE STREAMS
    COST STRUCTURE
    Annual
    dues
    Venues
    11
    Book
    sales
  • 12. for what?
    • Community – Who’s present? Influential? New? Absent?
    • 13. Domain – The main topic? The group identity? Known puzzles?
    • 14. Practice – Legitimate practice? What’s proof? How do people gather?
    COMMUNITY
    PRACTICE
    DOMAIN
    Learningcapability