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 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
Subscribe to our newsletter.
Find out what we’re learning and doing as we work with our global network to co-create the future of work.
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
Get the Open Assembly Quarterly (OAQ)
The best resource available for organizations interested in the future of work.
Get a copy of OAQ’s Fall 2018 State of Crowdsourcing Report, created in partnership with Topcoder, and learn from people within organizations that have pioneered open strategies using crowdsourcing.Get the report
Conversations we’re having.
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.
hen faced with the need to innovate, many companies establish “skunkworks” or special units to be their innovation engines. Obviously, this only adds to the silo-rific corporate culture, in which the “chosen few” are deemed to have all the best ideas, leaving the rest of the company scratching their heads on how they can contribute.
Corporate America was designed and built in an age that is already long gone. The change happened so fast we didn’t have time to also change how we think.
The business world needs more heretics who are fearless in their approach. The marketplace needs more people who see outside the standard paradigm in an industry and have the courage to “fail fast” to change it. It’s easy to go with the flow and follow the crowd. But innovation always happens at the edges, where […]
Businesses today exist in a radically changing marketplace. In the blink of an eye you can go from being a winner to a loser. New pressures exerted by digital technologies, globalization, cultural diversity, and the sheer variety of available digital tools force companies to rethink everything they are doing – from advertising to product innovation to staffing.
I’ve always been an entrepreneur who’s worked at the edge of innovation by launching start-ups. But I rarely see the same innovative thinking that happens at a start-up applied and integrated into larger corporate systems. Until I met Paul Estes.
The collective intelligence of crowdsourcing platforms are posed to change the way companies work.
The law industry is famously risk averse, not known for being cutting edge or embracing new technology. This is why I find the collaboration between the idea management platform Wazoku and the global law firm Allen & Overy (A&O) fascinating and encouraging.