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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
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
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
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
Organization Business Model KEY PARTNERS OFFER  CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS KEY ACTIVITIES CHANNELS KEY RESOURCES REVENUE STREAMS COST STRUCTURE 6
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
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
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
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
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
for what? ,[object Object]

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Session at Stoas on business models for communities

  • 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.
  • 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

Editor's Notes

  1. These slides are intended to launch a conversation, not necessarily to answer the business model issues for any one of the examples discussed.
  2. 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.
  3. 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.
  4. 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.
  5. 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)
  6. The main yi-tan site is: http://www.seedwiki.com/?wiki=yi-tan&page=yi-tan_weekly_call
  7. 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.
  8. This is the business model that emerged at the end of the year, roughly in July of 2010.
  9. A very incomplete business model for CPsquare.
  10. 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