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
Session at Stoas on business models for communities
Today’s sequence<br />Intros: All give name, focus, normal & unusual work<br />Overview: <br />Brainstorm: Making money on the net & off a cow<br />Why focus on business models<br />Osterwalder canvas<br />Examples<br />Open space, break-outs and report-backs<br />Business models for a community <br />Business models for social learning artists<br />Final reflection, debrief<br />
Business models for learning: individual and community levels – and how they fit<br />JOHN DAVID SMITH<br />Coaching communities, their leaders and their sponsors <br />about technologies, politics and learning<br />12.2010 Learning Alliances<br />2<br />LEARNING ALLIANCES<br />
Why business models for CoPs?<br />Nature of today’s communities<br />Community boundaries do not coincide with existing social or property boundaries<br />Change or growth over time<br />Launching or spreading across those boundaries<br />Business model a potent CoP shaper, like technology<br />Precision for us as social artists or interveners<br />Focusing efforts where they most matter<br />Business models as social maps that persist<br />