In the future of work, which is now, there’s a new type of person necessary to success. Call them crowdsourcing whisperers—or open-source evangelists. You can’t automate their influence on culture.
We help companies tap the gig mindset.
Here’s how we do it.
Open Assembly hosts the conversations and connections between organizations and people wishing to adapt and thrive as digital tools like crowdsourcing, blockchain and artificial intelligence change how we work. Our unique access to insights from Harvard Business School faculty, researchers and the Laboratory for Innovation Science at Harvard (LISH) means we provide valuable content, community, and strategic advising that educate, connect, and inspire people who want to learn new ways of working using open strategies.Work with us
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We engage with our clients in three ways.
Content. Community. Consulting.
Content. Our content programs inform, educate and inspire our community of organizations, platforms and people to effectively adopt open strategies that will help them remain relevant and effective.
Community. The Collective is a membership group that provides exceptional access to networking, best practices and the latest information about innovation and transformation based on open strategies.
Consulting. We help organizations create transformational growth strategies and business-model architecture to prepare them for the future of work. We help platforms bring best practices and growth strategies to their businesses.Find out more
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Conversations we’re having.
My focus on the future of work means that I’m often privy to the inner workings of some of today’s most innovative companies. Moving toward open sourcing and the gig economy comes with its fair share of internal questioning and resistance
Conversation about the future of work is everywhere, but who really knows what that means, and who can help guide us into that future? This is the work I’ve been doing at Open Assembly and also in my role as Executive in Residence at the Laboratory for Innovation Science at Harvard (LISH).
One year ago, 100 people gathered at the Crowd Academy held by the Laboratory for Innovation Science at Harvard (LISH) in the halls of Harvard Business School. At that meeting, there was a feeling that we had all discovered our long-lost tribe.
Seven years ago I wrote an article, The Dinosaurs of Cannes, thinking that the industry was headed for the dustbin of history if it didn’t change. While I wasn’t at Cannes this year, I was still surprised that many of the images on the social feeds coming out of Cannes hadn’t changed.
In my experience working with companies that want to embed open talent models into their work streams, I’ve rarely seen a success rate as effective as the program at the energy company Anadarko.
Most people who know me know about my unsuccessful experience trying to help a global ad agency adapt to the future of work. Yeah, we’ve been there, and read that, but I bring it up again here for good reason.
As a culture we have romantic visions of the lone creative figure, that singular genius standing against all odds to see his or her vision through or die trying.
We’ve all seen organization’s that employ very smart people but do some very dumb things. There are a lot of reasons for this but to put it simply, an organization has its own IQ, one that’s not equivalent to the Chairman’s IQ nor to the average IQ of its senior management team.