Is there a template for a 21st Century advocacy organization? Download this presentation to learn about recent Kinetic Seeds research conducted into attributes for becoming 21st-century advocates. You'll also find a set of provocations to help you brainstorm how your organization might capitalize on the newest trends in "new power."

1. STRATEGY CATALYSTS FOR BECOMING
21st CENTURY ADVOCATES
JULY 18, 2018

2. Is there a template for a
21st Century advocacy
organization?
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3. Is there a template for a
21st Century advocacy
organization?
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4. kinetic seeds
RESPONDING TO A CHANGING WORLD
Hyperconnectivity
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Fragmentation
Movements
Platforms
Exponential
technologies
Polarization
Gridlock
“Yet, our natural posture is to stick to the things we are used to using.”

5. • Leverages old power and new power to achieve gains
• Embodies networked and collaborative leadership, including
“leaderful” and ownerless engagement models
• Cultivates a culture of nimbleness and risk-taking while including
younger generations and diverse communities
• Explores and integrates new technologies in smart and thoughtful ways
• Builds resilience to manage through the ebbs and flows of resources
SOURCE: Brainerd Foundation
21st CENTURY ADVOCACY ATTRIBUTES
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6. WE ASK YOU TO IMAGINE
WHAT IF?*
*Questions to help provoke 21st century advocacy thinking
and guide strategy development
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7. WHAT IF?
What if we reimagined
goals based on a
“new power” profile?
PROVOCATION 01 | New Power Profile
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8. Everyday, new power models are being
developed and increasingly asserted into
daily life (#neveragain, Khan Academy,
SuperPACs, Facebook), yet few understand
how to harness them for influence and
impact. If power is the“ability to produce
intended effects,”* learning how old and
new power each create these effects in
their own unique way and learning how to
combine and balance them could create a
strategic advantage for an organization and its
mission.
*Attributed to Bertrand Russell, British philosopher.
SOURCE: “Understanding ‘New Power.’ Henry Timmins and
Jeremy Heimans, HBR, Business Models, December 2014
PROVOCATION 01 | New Power Profile
OLD POWER VALUES NEW POWER VALUES
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9. 15yrs
AUDIENCE OF FEW 100
1200
ULTRA-VIP INVITATIONS
17ppl
WATCH A TED TALK
EVERY SECOND/DAY
TED, TED TALKS AND TED X
Building new power communities outside
of an old power core, creating value for
both. Channeling network effect into self-
organized communities through TEDx.
30,000
TEDX CONFERENCES
AND GROWING
PROVOCATION 01 | HOW TO SPREAD IDEAS
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10. 250M
PEOPLE REACHED
ONLINE
23m
# OF HASHTAG USES
ON TWITTER
2.3m
PAGEVIEWS
#NAMEOURSHIP: THE BOATY
MCBOATFACE STORY
The art and science of building a
crowd and blending new and old
power.
2017
MEDIA SPIKE WITH
LAUNCH OF BMB
PROVOCATION 01 | HOW TO BUILD A CROWD
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11. Signaling
WORDS AND ACTIONS
THAT HELP THE
CROWD KNOW HOW
TO ACT
POPE FRANCIS
One of world’s most popular leaders
uses new power leadership skills to
steer the community’s relationship to
the less powerful.
PROVOCATION 01 | HOW TO LEAD CHANGE
Structuring
STRUCTURES AND
PRACTICES THAT
ENABLE
PARTICIPATION
Shaping
SETTING OVERALL
NORMS THAT GO
BEYOND FORMAL
AUTHORITY
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12. $3.36b
SUCCESSFUL DOLLARS
147,370
SUCCESSFULLY
FUNDED PROJECTS
PARTICIPATION PREMIUM
The new dynamics of how people
spend, raise and invest money.
$399m
UNSUCCESSFUL
DOLLARS
PROVOCATION 01 | HOW TO CREATE ECONOMIC EXCHANGE
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13. Why explore this model?
• Develop a strong complementary profile
and position in a shifting power environment
• Consider which new power participation
behaviors align with organizational mission and
develop an intentional engagement
strategy (versus a retrofitted technology,
media or platform approach)
PROVOCATION 01 | New Power Profile
• Better manage public perceptions and those
of the field to create strong identity
congruence
• Develop a stronger mobilization capacity
to“meaningfully include and empower”
a broader community of advocates
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14. WHAT IF?
What if we focused on
building a significant
grassroots capacity?
PROVOCATION 02 | The Ownerless Engagement Model
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15. An additional aspect of new power is that the more agency given to others yields more
power for the giver. Ownerless campaigns embody this by getting people to move up the
participation scale from consumption to co-owning. In other words, creating conditions
that allow people to engage in the work, on their terms.
(image source: New Power by Jeremy Heimans and Henry Timms)
PROVOCATION 02 | The Ownerless Engagement Model
CONSUMING
SHARING
SHAPING
FUNDING
AFFILIATING
ADAPTING
COMPLYING
PRODUCING
Shaping or
protecting the
norms of NPC
Creating or
delivering
content or
assets
Affiliating
with money
Remixing
other people’s
content or
ideas
Endorsing or
joining a new
power
community
Sharing other
people’s
content or
ideas
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16. 17m
VIDEOS ON FACEBOOK
10b
TIMES VIEWED
440m
BY MORE THAN
ALS ICE BUCKET CHALLENGE
A ”blueprint” for action, remixed,
customized and spread through
peer communities.
$115m
4X ENTIRE ANNUAL
BUDGET
PROVOCATION 02 | The Ownerless Engagement Model
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17. $300m
RAISED IN 2017
21.7b
SOCIAL MEDIA
IMPRESSIONS
100+
COMMUNITY
COALITIONSA global giving movement built
around the values of service and
giving back. 2.5m
ONLINE GIFTS
PROVOCATION 02 | The Ownerless Engagement Model
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18. Why explore this model?
• 21st century template for how to spread
ideas by providing conditions to make
them actionable, connected
and extensible
• To move beyond an over reliance on
coalitions and take advantage of the
democratization of media to find ways
to reach the“unorganized”
PROVOCATION 02 | The Ownerless Engagement Model
• To avoid duplication of resources
within“organization after organization
after organization.”
• To enable community affiliations that
create critical mass
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19. WHAT IF?
What if we coordinated our
resources to drive and
measure effective conversations?
PROVOCATION 03 | Conversation-first
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20. Writ-large, most advocacy efforts are first and
foremost engaged in the act of conversation. It
might even be argued, that without
conversation, advocacy would not be able to
exist. Yet many organizations lack a rigorous
model for conversation*, one that helps
determine the goals of its conversation,
understand the behavioral motivations of
conversation participants, monitor the course
of conversation, and learn how to best course
correct and steer the conversation to evolve
behaviors and decisions in favor of mission and
vision.
PROVOCATION 03 | Conversation-first
*”What is conversation? How can we design for effective
conversation?,” Written for Interactions magazine by Hugh
Dubberly and Paul Pangaro, May 2009
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21. 15%
SAVINGS IN
CLAIMS COSTS
98%
EMPLOYEE
SATISFACTION
3:1
RETURN ON
INVESTMENT
ACCOLADE
High-touch, high-tech personalized
advocacy to drive better health
decisions.
PROVOCATION 03 | Conversation-first
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22. 21.4%
LOWER SUMMER
MELT RATE
1%
OF 50,000 MESSAGES
NEEDED STAFF
ATTENTION
10
# OF FTES NECESSARY
TO FIELD 200K
MESSAGES
CHAT BOTS: BETTER STRATEGY THAN PEOPLE
Integrating conversational AI with
human expertise to guide students
to and through college.
PROVOCATION 03 | Conversation-first
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23. Why explore this model?
• To make the old model of power more
effective by becoming more intentional
about the design of conversations
• To determine and prioritize which
conversations the organization can and
should have
PROVOCATION 03 | Conversation-first
• To determine behaviors (and limitations)
of participants to help ensure that
conversations create intended value and
lasting change
• To learn methods for conversational
course correction
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24. GUIDING QUESTIONS AND CONSIDERATIONS
What problem are we trying to solve
that cannot be handled by an old
power repertoire?
What opportunities exist in the
energy of the crowd that could add
real value for our organization’s
mission?
What new advocacy innovations
might come from the crowd that
would not come from within?
What’s in it for the people we want
to engage with?
What changes might be
required in:
MISSION?
MARKET?
MANPOWER?
MONEY?
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25. THANK YOU!
kinetic seeds