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Group strategy probably leads to a bad place but I think that most self-organised groups have taken their lead from a few key people – e.g. in Linux 1 – so all it takes is one individual with a great idea that he or she wants to give away and then you’re off.

In terms of money, IP and that sort of stuff, those probably go counter to the spirit of most self-formed groups. Money isn’t a motivator for participation, recognition is. Self-formed groups would almost certainly do work under some type of open licence which specifically prevents the commercialisation of the work.

- On the coordination: I don’t know how you build a strategy using self organized group. It seems to me as these organizations are better for “response” type of action and “counter power”.
Opensource has shown some interesting things with this regards but I’m not sure we’re at a point where a self organised group could come up with let’s say the new iPod.

I also think that so far, self organized group has not shown much ability to deal with money, IP and power to name a few…. but banks have not been very good at this either.

To your point about strong cultures stifling creativity, I think about a company like Zappos that has a well publicised induction ritual of offering new employees money to leave. From the outside that culture appears to be stronger and more comprehensive than even Microsoft’s yet it clearly has created an innovative company.

I think of places like Cisco, Google and Nokia who have injected lots of flexibility and empowerment into their organizations by loosening their corporate cultures.

Other companies have had issues because of their overbearing culture- Microsoft being an obvious example.

The new model of C21st corporate culture will be one that allows internal and external collectives to thrive. They will certainly need energy, passion and drive to fire up employees, but they can’t do it in such an over-bearing way.

In addition, when the boundaries between fulltime, part time, project worker and prosumer, blur, that flexibility and something akin to a collective mindset will be demanded.

selfishly this is great timing. @ the new agency we’ve been thinking about how to articulate what we stand for. a few years ago the question would be ‘how are we positioned?’
we’ve come to the conclusion that our positioning is far less important than our philosophy and culture.

the reality upon which that positioning is based may shift and leave us behind. a shared philosophy and culture will be far more helpful to help us grow, innovate and challenge the conventions of agencyland (especially hispanic market agencyland)

i agree re: your implication that this will impact the role and skills required to be an agency/marketing partner. All we can do is think through what it means to operate from a philosophy that creates behavior as opposed to having a set ‘positioning’ that limits and defines behavior.

An analogy: “Spanish” identity in Spain (or the French, or the Germans may be a better analogy) has always been defined by a set geography and shared history and cultural cues. Over the last 20 years as the EU has grown and immigrants from Latin America, Africa and even God forbid the UK have flooded Spain, it’s put pressure on what that identity means. Their “Spanish” positioning has had some difficulty adapting.

Now not that we’re perfect by any stretch, but over time the “American/US” identity has always been as much a philosophy as a positioning. My father growing up in Mexico was always really an American, because he bought into a certain set of values: meritocracy, tolerance, progress, etc. (You could argue that the Brits were good at exporting Britishness to the upper classes throughout Empire. cf., Naipaul VS)

Might not be the tightest analogy, but I think it’s instructive.

But now I’ve taken over your blog, haven’t I? Bad form…