CharityLeaks is a proposed website that would summarize expose fraud and inefficiencies in the charity sector in a witty, fact-based manner targeting younger potential donors. It would aggregate information on charity scandals not widely reported in the media, provide charity ratings data, and foster discussion to increase awareness about issues. The goal is to educate future donors and "instruct the next generation" about issues before ingrained donation behaviors form, by presenting information in an appealing, social media-friendly way that encourages sharing. A phased timeline is outlined to initially build content under the radar before planned exposés and rapid releases gain momentum and attention to retain and expand the target user base over time.
The document discusses creating an innovative culture in organizations. It argues that culture is important and difficult to change. An innovative culture is characterized by behaviors like collaboration, open feedback, informed decision making, and encouraging experimentation. The key imperatives for changing culture are to work with the existing culture, start by changing behaviors not mindsets, mobilize both rational and emotional forces, and spread behavior changes virally. Case studies of companies that successfully changed their culture are also presented.
How Corporate Culture and Emloyee Engagement Unlock Market Intelligence Poten...IntelCollab.com
This document summarizes a webinar on developing corporate culture and employee engagement to unlock market intelligence potential. The webinar featured speakers from The Intelligence Collaborative and was hosted by Aurora WDC. It covered topics like developing an intelligence culture, engaging human intelligence networks, balancing technological and human elements of intelligence, empowering human capital, and overcoming organizational silos and ethics issues. The webinar provided advice on responding to common symptoms that intelligence units experience in these areas and developing an effective intelligence function.
This document discusses Intel's strategy and business decisions in the 1980s-1990s. It summarizes that in the 1980s Intel exited the DRAM business and saw growth with the 386 microprocessor. In the 1990s, Intel's leadership debated strategies regarding EPROM, Flash, RISC vs CISC architectures (like the i860), and growing the systems business. The document provides context on markets, technologies, and Intel's positioning in that period.
The document discusses decentralized "starfish" organizations that lack central leadership compared to centralized "spider" organizations. It notes that starfish organizations consist of many small, non-hierarchical groups coordinated by catalysts rather than CEOs and held together by shared ideology. The document outlines strategies for combating starfish organizations, such as targeting their ideology or incentivizing centralization, and argues that the optimal structure depends on factors like security needs and profit motives.
Generasi muda kini memainkan peranan penting dalam masyarakat global. Lebih daripada separuh penduduk dunia berusia di bawah 30 tahun, dan penggunaan media sosial semakin meningkat di kalangan mereka. Walaupun China mempunyai populasi terbesar, negara itu tidak sepenuhnya dipengaruhi oleh Google dan Facebook kerana platform media sosial tempatan seperti Baidu, QQ dan Renren lebih popular.
This was a presentation done by Ginny Owen, Executive Director of Schools for Harrison School District Two. She gave this presentation at the March 31 Pikes Peak Public Relations Society of America luncheon at the Warehouse. This presentation was based on the books: You Don’t Need A Title to be a Leader by Mark Sanborn and Leadership that Gets Results by Daniel Goleman.
CharityLeaks is a proposed website that would summarize expose fraud and inefficiencies in the charity sector in a witty, fact-based manner targeting younger potential donors. It would aggregate information on charity scandals not widely reported in the media, provide charity ratings data, and foster discussion to increase awareness about issues. The goal is to educate future donors and "instruct the next generation" about issues before ingrained donation behaviors form, by presenting information in an appealing, social media-friendly way that encourages sharing. A phased timeline is outlined to initially build content under the radar before planned exposés and rapid releases gain momentum and attention to retain and expand the target user base over time.
The document discusses creating an innovative culture in organizations. It argues that culture is important and difficult to change. An innovative culture is characterized by behaviors like collaboration, open feedback, informed decision making, and encouraging experimentation. The key imperatives for changing culture are to work with the existing culture, start by changing behaviors not mindsets, mobilize both rational and emotional forces, and spread behavior changes virally. Case studies of companies that successfully changed their culture are also presented.
How Corporate Culture and Emloyee Engagement Unlock Market Intelligence Poten...IntelCollab.com
This document summarizes a webinar on developing corporate culture and employee engagement to unlock market intelligence potential. The webinar featured speakers from The Intelligence Collaborative and was hosted by Aurora WDC. It covered topics like developing an intelligence culture, engaging human intelligence networks, balancing technological and human elements of intelligence, empowering human capital, and overcoming organizational silos and ethics issues. The webinar provided advice on responding to common symptoms that intelligence units experience in these areas and developing an effective intelligence function.
This document discusses Intel's strategy and business decisions in the 1980s-1990s. It summarizes that in the 1980s Intel exited the DRAM business and saw growth with the 386 microprocessor. In the 1990s, Intel's leadership debated strategies regarding EPROM, Flash, RISC vs CISC architectures (like the i860), and growing the systems business. The document provides context on markets, technologies, and Intel's positioning in that period.
The document discusses decentralized "starfish" organizations that lack central leadership compared to centralized "spider" organizations. It notes that starfish organizations consist of many small, non-hierarchical groups coordinated by catalysts rather than CEOs and held together by shared ideology. The document outlines strategies for combating starfish organizations, such as targeting their ideology or incentivizing centralization, and argues that the optimal structure depends on factors like security needs and profit motives.
Generasi muda kini memainkan peranan penting dalam masyarakat global. Lebih daripada separuh penduduk dunia berusia di bawah 30 tahun, dan penggunaan media sosial semakin meningkat di kalangan mereka. Walaupun China mempunyai populasi terbesar, negara itu tidak sepenuhnya dipengaruhi oleh Google dan Facebook kerana platform media sosial tempatan seperti Baidu, QQ dan Renren lebih popular.
This was a presentation done by Ginny Owen, Executive Director of Schools for Harrison School District Two. She gave this presentation at the March 31 Pikes Peak Public Relations Society of America luncheon at the Warehouse. This presentation was based on the books: You Don’t Need A Title to be a Leader by Mark Sanborn and Leadership that Gets Results by Daniel Goleman.
Communicative Leadership - Theory, Concepts and Central Communication BehavioursSolange Hamrin
This document provides an overview of research on the concept of communicative leadership. It defines communicative leadership as a leader who engages in dialogue with employees, shares feedback, practices participative decision-making, and is perceived as open and involved. The document discusses various leadership theories and highlights the important communication roles of different levels of leaders. It identifies four key communication behaviors of leaders: initiating structure, facilitating, relating, and representing. These behaviors help drive employee role clarity, commitment, engagement, team cohesion and confidence, leading to higher individual and group performance. The document concludes with eight key principles of communicative leadership and recommendations for organizations to assess leadership communication and develop coaching systems.
The document discusses the importance of effective communication in organizations and the problems that can result from ineffective communication. It notes that while organizations want communication, few want to do it. When people do not understand each other, it can lead to mistakes, frustration, rumors, fear and uncertainty, low productivity and costly rework. The document then provides examples of poor communication and discusses barriers to good communication like speed of processing information and the critical moments when communication needs are highest. It emphasizes that leaders need to develop effective ways of keeping people informed about what is happening, future plans, roles and responsibilities, progress made and victories achieved.
Create a compelling vision, communicate that vision and how to translate it into reality. People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
The document discusses how effective communication is key to good leadership. It emphasizes that leaders must be good communicators who connect with and influence their community or team. Leaders should focus on clarity of speech, thinking of others, and talking less while saying more in order to stand out from the crowd and help others see their own potential.
Communication and leadership are closely intertwined. Effective communication involves encoding a message from the sender, transmitting it to a receiver, and having the receiver decode the message. Barriers to communication can prevent understanding and open communication where information is shared across all levels is important for an organization. Key aspects of communication include nonverbal cues, active listening, and selecting the right channel to deliver messages. The document emphasizes that communication is the most important skill for leadership success and that clear communication between leaders and employees is essential for an organization to thrive.
An effective team has shared leadership, develops their own scope of work and commits time to complete tasks. Team members are mutually accountable for work products and individual performance is based on team achievements. The document discusses how to create effective teams by sharing leadership roles, developing accountability, scheduling work, and creating work products together. It also outlines the stages teams typically go through, from initially forming to storming, norming, and high performing. Qualities of a good leader are described as supporting the team and prioritizing both people and production.
This document discusses teams and teamwork. It defines a high-performance team as a small group that works together to achieve common goals and holds itself accountable. Team building involves planned activities to improve a team's effectiveness. Characteristics of high-performance teams include strong values and the right mix of skills. The document also discusses how to improve team processes through roles, norms, cohesiveness and leadership. It describes how different types of teams like self-managing teams contribute to workplace performance.
Team Building PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more.
Teamwork involves people working together for a common purpose under shared values. Effective teamwork relies on strong interpersonal skills and open communication. It requires that team members listen to each other, share responsibility for tasks, and fully participate in order to achieve goals. While conflict is inevitable, strategies like frequent communication, agreeing to disagree respectfully, and focusing on shared policies can help minimize and resolve disputes to keep teams functioning well.
This document outlines Nesta's approach to innovation which includes 7 stages: 1) research and analysis through various methods to understand problems, 2) ideation and creative thinking through crowdsourcing and design tools, 3) experimentation through rapid prototyping and testing, 4) business case development to validate ideas, 5) replication to scale impact, 6) scaling up successful solutions, and 7) creating systemic impact through changed behaviors, laws, markets and interactions. The stages involve various techniques like ethnography, challenges, randomized controlled trials and organizational growth.
Join Beth Kanter in a workshop that explores the themes in her recently published book, and discover how to put them into practice. Social media has broken free from the marketing communications and fundraising silos, changing the way nonprofits deliver programs, lead, manage, and even govern. This session will take a look at these trends and how organizations can equip themselves to be fully networked.
Tools and Services for More Intelligent Meta NetworksDuncan Work
This presentation gives an overview of the importance of meta networks, which are decentralized networks of networks based on shared values and goals.
The presentation also summarizes some of the tools and methods that can make meta networks more visible, intelligent, and useful.
This document discusses strategies for governments to leverage "networked individuals" through citizen sourcing and collaborative network organizations (CNOs). It outlines how the wisdom of crowds can outperform small groups by bringing diverse viewpoints and rapid information sharing. Case studies of distributed problem solving networks are presented. The document argues that well-managed networked individuals through CNOs can provide direct expertise to governments, if leaders focus on activities over tools, start small with scalable designs, and cultivate bottom-up collaboration. However, it also notes reasons why governments may be hesitant to utilize CNOs due to risks of losing control and commitment.
This document provides an overview of knowledge management (KM). It defines KM as capturing, developing, sharing, and effectively using organizational knowledge. KM draws from many disciplines and uses technologies like knowledge bases, documents, and databases. Drivers of KM include globalization, leaner organizations, corporate amnesia from workforce mobility, and technology advances. The two major types of knowledge are explicit and tacit. The document also outlines the concept analysis technique and discusses why KM is important today for dealing with globalization, leaner organizations, corporate amnesia, and technology advances. Future challenges for KM include security, motivation, technology changes, measurement, leadership, data accuracy, interpretation, and organization.
This document summarizes a seminar on managing risk with social media. It discusses how social media is complex and misunderstood. It notes that boards rarely review cybersecurity measures. There are increasing cybersecurity threats from malware and data breaches. Most companies have not adequately adopted security measures. To improve, companies need to pay attention to security, hire the right experts, properly organize security functions, and regularly review policies, audits, and assessments. Social media presents both new challenges and similarities to old issues. Proper implementation requires training, clear communication, and general principles rather than rigid rules. The effects and conclusions emphasize protecting information, being transparent, following laws and policies, and knowing how social media fits an organization's needs and how
International Customer Experience World PresentationChantel Botha
Design tips for brands who want to be loved in social media
In this mobilized, socialized world it becomes more and more important for brands to understand the consumer’s always changing expectations. I now expect my grocer to tweet back in 10 minutes because my bank does it and I expect my favourite neighbourhood coffee shop to give me discounts when I check in on Foursquare because Starbucks does it.
The experience designer is faced with challenges that the always on-net and social consumer creates through their reasonable and sometimes unreasonable expectations. Word of mouth has turned into word of the ever mighty thumb and in his mobile world, all I have to do is tweet a brand about how angry they make me and instantly I can influence the purchasing behaviour or my and their followers.
This presentation will share insights of how to design experiences for the traditional and now social channels with the aim to be transparent, consistent, authentic and true to the brand’s essence.
BYOD seems like it IT's Kobayashi Maru: the ultimate no-win scenario. Users and executives want unlimited choice with devices and access, while IT has to protect corporate data and find some way to support a grab-bag of hardware and operating systems. Can IT really balance these competing demands, or are we being set up to fail? In fact, you can do BYOD right, but it requires some groundwork. In this workshop we'll cover the motivation behind BYOD, because it's important to understand why it becomes such a divisive issue in organizations.
Leadership from below is a perspective on leadership: No need for a position in a hierarchy to have influence. It is also a perspective on life: lead when you need. It is not just a trend. In fact it is a stable feature of any society, but it has recently become trendy. However, despite disruptive
tech...hierarchy remains systemic part of society. Complexity means that delegation is necessary. Also, people love to delegate. So, the pendulum swings back. However, hierarchy will need re-legitimation.
Social networks play a key role in shaping human behavior and outcomes. Research shows that individuals influence and are influenced by their social networks. Networks can spread emotions and behaviors through interconnection. Understanding social networks could inform public policy by revealing how small interventions may have large effects through network transmission. Further research is needed to better understand how values interact with different types of social networks and how to effectively impact networks to drive social change.
Communicative Leadership - Theory, Concepts and Central Communication BehavioursSolange Hamrin
This document provides an overview of research on the concept of communicative leadership. It defines communicative leadership as a leader who engages in dialogue with employees, shares feedback, practices participative decision-making, and is perceived as open and involved. The document discusses various leadership theories and highlights the important communication roles of different levels of leaders. It identifies four key communication behaviors of leaders: initiating structure, facilitating, relating, and representing. These behaviors help drive employee role clarity, commitment, engagement, team cohesion and confidence, leading to higher individual and group performance. The document concludes with eight key principles of communicative leadership and recommendations for organizations to assess leadership communication and develop coaching systems.
The document discusses the importance of effective communication in organizations and the problems that can result from ineffective communication. It notes that while organizations want communication, few want to do it. When people do not understand each other, it can lead to mistakes, frustration, rumors, fear and uncertainty, low productivity and costly rework. The document then provides examples of poor communication and discusses barriers to good communication like speed of processing information and the critical moments when communication needs are highest. It emphasizes that leaders need to develop effective ways of keeping people informed about what is happening, future plans, roles and responsibilities, progress made and victories achieved.
Create a compelling vision, communicate that vision and how to translate it into reality. People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
The document discusses how effective communication is key to good leadership. It emphasizes that leaders must be good communicators who connect with and influence their community or team. Leaders should focus on clarity of speech, thinking of others, and talking less while saying more in order to stand out from the crowd and help others see their own potential.
Communication and leadership are closely intertwined. Effective communication involves encoding a message from the sender, transmitting it to a receiver, and having the receiver decode the message. Barriers to communication can prevent understanding and open communication where information is shared across all levels is important for an organization. Key aspects of communication include nonverbal cues, active listening, and selecting the right channel to deliver messages. The document emphasizes that communication is the most important skill for leadership success and that clear communication between leaders and employees is essential for an organization to thrive.
An effective team has shared leadership, develops their own scope of work and commits time to complete tasks. Team members are mutually accountable for work products and individual performance is based on team achievements. The document discusses how to create effective teams by sharing leadership roles, developing accountability, scheduling work, and creating work products together. It also outlines the stages teams typically go through, from initially forming to storming, norming, and high performing. Qualities of a good leader are described as supporting the team and prioritizing both people and production.
This document discusses teams and teamwork. It defines a high-performance team as a small group that works together to achieve common goals and holds itself accountable. Team building involves planned activities to improve a team's effectiveness. Characteristics of high-performance teams include strong values and the right mix of skills. The document also discusses how to improve team processes through roles, norms, cohesiveness and leadership. It describes how different types of teams like self-managing teams contribute to workplace performance.
Team Building PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more.
Teamwork involves people working together for a common purpose under shared values. Effective teamwork relies on strong interpersonal skills and open communication. It requires that team members listen to each other, share responsibility for tasks, and fully participate in order to achieve goals. While conflict is inevitable, strategies like frequent communication, agreeing to disagree respectfully, and focusing on shared policies can help minimize and resolve disputes to keep teams functioning well.
This document outlines Nesta's approach to innovation which includes 7 stages: 1) research and analysis through various methods to understand problems, 2) ideation and creative thinking through crowdsourcing and design tools, 3) experimentation through rapid prototyping and testing, 4) business case development to validate ideas, 5) replication to scale impact, 6) scaling up successful solutions, and 7) creating systemic impact through changed behaviors, laws, markets and interactions. The stages involve various techniques like ethnography, challenges, randomized controlled trials and organizational growth.
Join Beth Kanter in a workshop that explores the themes in her recently published book, and discover how to put them into practice. Social media has broken free from the marketing communications and fundraising silos, changing the way nonprofits deliver programs, lead, manage, and even govern. This session will take a look at these trends and how organizations can equip themselves to be fully networked.
Tools and Services for More Intelligent Meta NetworksDuncan Work
This presentation gives an overview of the importance of meta networks, which are decentralized networks of networks based on shared values and goals.
The presentation also summarizes some of the tools and methods that can make meta networks more visible, intelligent, and useful.
This document discusses strategies for governments to leverage "networked individuals" through citizen sourcing and collaborative network organizations (CNOs). It outlines how the wisdom of crowds can outperform small groups by bringing diverse viewpoints and rapid information sharing. Case studies of distributed problem solving networks are presented. The document argues that well-managed networked individuals through CNOs can provide direct expertise to governments, if leaders focus on activities over tools, start small with scalable designs, and cultivate bottom-up collaboration. However, it also notes reasons why governments may be hesitant to utilize CNOs due to risks of losing control and commitment.
This document provides an overview of knowledge management (KM). It defines KM as capturing, developing, sharing, and effectively using organizational knowledge. KM draws from many disciplines and uses technologies like knowledge bases, documents, and databases. Drivers of KM include globalization, leaner organizations, corporate amnesia from workforce mobility, and technology advances. The two major types of knowledge are explicit and tacit. The document also outlines the concept analysis technique and discusses why KM is important today for dealing with globalization, leaner organizations, corporate amnesia, and technology advances. Future challenges for KM include security, motivation, technology changes, measurement, leadership, data accuracy, interpretation, and organization.
This document summarizes a seminar on managing risk with social media. It discusses how social media is complex and misunderstood. It notes that boards rarely review cybersecurity measures. There are increasing cybersecurity threats from malware and data breaches. Most companies have not adequately adopted security measures. To improve, companies need to pay attention to security, hire the right experts, properly organize security functions, and regularly review policies, audits, and assessments. Social media presents both new challenges and similarities to old issues. Proper implementation requires training, clear communication, and general principles rather than rigid rules. The effects and conclusions emphasize protecting information, being transparent, following laws and policies, and knowing how social media fits an organization's needs and how
International Customer Experience World PresentationChantel Botha
Design tips for brands who want to be loved in social media
In this mobilized, socialized world it becomes more and more important for brands to understand the consumer’s always changing expectations. I now expect my grocer to tweet back in 10 minutes because my bank does it and I expect my favourite neighbourhood coffee shop to give me discounts when I check in on Foursquare because Starbucks does it.
The experience designer is faced with challenges that the always on-net and social consumer creates through their reasonable and sometimes unreasonable expectations. Word of mouth has turned into word of the ever mighty thumb and in his mobile world, all I have to do is tweet a brand about how angry they make me and instantly I can influence the purchasing behaviour or my and their followers.
This presentation will share insights of how to design experiences for the traditional and now social channels with the aim to be transparent, consistent, authentic and true to the brand’s essence.
BYOD seems like it IT's Kobayashi Maru: the ultimate no-win scenario. Users and executives want unlimited choice with devices and access, while IT has to protect corporate data and find some way to support a grab-bag of hardware and operating systems. Can IT really balance these competing demands, or are we being set up to fail? In fact, you can do BYOD right, but it requires some groundwork. In this workshop we'll cover the motivation behind BYOD, because it's important to understand why it becomes such a divisive issue in organizations.
Leadership from below is a perspective on leadership: No need for a position in a hierarchy to have influence. It is also a perspective on life: lead when you need. It is not just a trend. In fact it is a stable feature of any society, but it has recently become trendy. However, despite disruptive
tech...hierarchy remains systemic part of society. Complexity means that delegation is necessary. Also, people love to delegate. So, the pendulum swings back. However, hierarchy will need re-legitimation.
Social networks play a key role in shaping human behavior and outcomes. Research shows that individuals influence and are influenced by their social networks. Networks can spread emotions and behaviors through interconnection. Understanding social networks could inform public policy by revealing how small interventions may have large effects through network transmission. Further research is needed to better understand how values interact with different types of social networks and how to effectively impact networks to drive social change.
University of Buffalo - School of Social Work - WorkshopBeth Kanter
The document summarizes a workshop on becoming a networked nonprofit. The workshop covered understanding where organizations are at in their digital maturity, developing a networked mindset, understanding and mapping networks, and identifying small action steps organizations can take to progress. Attendees participated in exercises like mapping their organizational networks and reflecting on their capacity to implement social media strategies incrementally. The goal was to provide ideas for organizations to take a step towards becoming more networked through open discussion and learning activities.
The document discusses how networked nonprofits are using social media to organize, mobilize, raise funds, and communicate with constituents in new ways. It notes that disruptive technologies are profoundly impacting how nonprofits do their work and engage stakeholders. It also addresses challenges nonprofits face in adopting social media, including dealing with negative comments and perceptions that it is a waste of time and resources. The document provides suggestions on developing social media policies and operational guidelines to help nonprofits scale social media use internally.
1) The document discusses knowledge management strategies for Defence R&D Canada (DRDC), focusing on creating a knowledge infrastructure and sharing knowledge through communities of practice and social networks.
2) It outlines DRDC's knowledge cycle and inputs/outputs, and proposes a knowledge agenda to authorize, organize, and collaborate on knowledge assets, sharing, work, and transfer.
3) The knowledge agenda would establish management levels and regimes to structure knowledge generation and flow within DRDC's organizational environment and beyond.
This document provides an overview of a presentation given by Emily Davis of EDA Consulting LLC on using social media for nonprofits. The presentation covers understanding social networks, developing a social media plan with goals and strategies, tips for using different social media platforms, evaluating social media efforts, and creating social media policies. Davis discusses moving along a social media lifecycle from crawl to fly and provides frameworks to help nonprofits strategically adopt and implement social media.
This document discusses using games and gamification to develop personal power and improve research. It outlines an agenda that includes problem-based learning tactics, developing research strategies, and using games to represent a researcher's journey. Game elements like attributes, skills, goals and metrics are presented as ways to conceptualize and track a researcher's progress. The document suggests designing games to transform workplaces and lives by setting quests, incentives and win conditions to motivate learning and achievement.
This document discusses social media and its use in enterprises. It covers topics like defining social media, how enterprises use it, related ethics and impacts on privacy and intellectual property. Case studies of companies like Facebook are discussed. The document also covers managing ethical issues around information systems, including principles of privacy, property rights, accountability and quality of life. Fair information practices and their application to privacy laws are summarized.
Master Class Slides: Nonprofit Leadership InstituteBeth Kanter
The document outlines the agenda for a one-day master class on using social media effectively for networked nonprofits, which includes sessions on understanding the networked nonprofit model, developing social media strategies using a crawl-walk-run-fly framework, and interactive exercises around social media policy, network mapping, and case studies of different nonprofit organizations.
The following presentation was made for the Illinois Department of Public Health's 2012 Minority Health Conference in Naperville, IL on April 5, 2012. #MHC2012
1. The Starfish and the Spider: The Unstoppable
Power of Leaderless Organizations
• Change in Organizational
Modeling
•Examples: Apache open
source software,
Wikipedia, Alcoholics
Anonymous, eBay, Skype,
Facebook, LinkedIn
•Sunni Awakening strategy
employed by General
David Petraeus in Iraq
2. IP Enforcement: Holistic Strategy
• Strategies
– Creating a climate of deterrence
– Counterfeiter generally won’t stop, it’s too lucrative, so best to move
them away from your brand to another less aggressive rights holder
– Combination of Customs Watch List, police raids, warnings and follow
up, market patrols, calling cards, threats of civil action, publicity: bring all
weapons to bear on the source to decrease their ROI.
– Rational party will move away from the brand which is turning up the
heat
– Strategy is most effective when different affected brands in the same
industry work together to share intelligence and costs: e.g., software
alliance, sports apparel, electronics, video games, pharma, cosmetics,
tobacco. More bang for the (limited) budget
3. 3
– Tactics: Investigation: Tracking Source of Supply
• Developing leads- client info network
• Private Investigators
• Customs & Immigration
• Hotline- phone and email
• Informants and law enforcement tipsters
• Trap purchase: building trust and confidence: Follow the money trail
• Tracing phone/emails of vendor/supplier (no privacy in Thailand)
• Surveillance of retail and internet sales
• Placing CI in supply chain as employee for 2-3 months
• Discovery not available in civil procedure so must obtain documents
surreptitiously
• Flipping low level operators (carefully) to work up the food chain
IP Enforcement: Holistic Strategy
6. Main Traits of Starfish Model
• No “head” or CEO ... Decentralized intelligence
• Starfish is a neural network, made up of cells
• Skill and knowledge distributed throughout the
the network- “white collar” criminal service
providers . . .
• Community and results based
• Circles form around ideology
• Instead of rules, they depend on norms, which
foster trust and equality
7. The Role of Catalyst: The New Tony
Soprano
• A Catalyst is an inspirational figure who spurs others to
action
• Spends time communicating , time writing e-mails to the
community. Always touching base - people oriented.
• Offers an incredible level of freedom. Does not micro-
manage. No controls, no schedules, no direction. Hands-Off
Approach.
• The networks are effective because a catalyst empowers
people. Trust is placed in people to act and function
effectively.
• The Catalyst gets out of the way and lets people do their
best. This creates a platform for creativity and innovation.
Starfish organizations need ambiguity to survive.
8. What Does This Mean for You?
• Some thoughts to consider in taking on a starfish
organization
– Decentralize yourself- if you can’t beat them, join them.
– The best opponent for a starfish organization is often
another starfish
– Change has been so rapid that industries and governments
have found themselves employing outdated strategies.
There are new rules to the game.
– This is a lean approach . . . This large decentralized
network of users wreaks havoc on the competition.
– As counterintuitive as it sounds, it can be better to be
small.
– Starfish organizations create communities
9. Questions?
• Edward J Kelly, Co-Founder - The Atherton
Group
• edwardk@athertonlegal.com
• ekelly_in_thai@yahoo.com
• +6689 526 5305
• www.athertonlegal.com