Virtual Organization Management Institute Blog

@Developers Worldwide: Give Us the Global-Virtual Option

2011-12-01T03:05:00.001-08:00

How many times haveyou gone online to post an item, event, or a classified ad for acareer opportunity and found yourselfbecoming very frustrated at filling out the Location section of a form that notonly doesn't meet your needs but also does not reflect the realities oflife in today's global-virtual environment.

It seems that mostsoftware developers, programmers, GUIdesigners, human interface designers, web designers, and web developers worldwide are still stuckin a time warp - the brick and mortar mindset - and remain focused on providinga Global-Local option to their clients. They just can't seem to shake off the archaic marketing mentality oftargeting, only or primarily to, localaudiences - what I refer to as a Global-Local mentality.

Posting an Item orService For Sale Example

For example, let'syou say you have for sale a high-demand item or service which can be sold toanyone anywhere in the world. However,once you go online to place an ad for that item on the classifieds section of anadvertising network, the program for theonline classifieds site will immediately try to pigeonhole your ad and assignit to a LOCAL section or region based on the information that you provide inthe Location section of the form used tofill-in your information. I havepersonally gone to a huge number of popular sites to post an item, which I am more than willing to pay for,but have walked away in disgust because I know it would be a waste of myadvertising dollars to post an ad on a site that is primarily gearedtoward targeting LOCAL audiences.

Posting an EventExample

Let's say you havean event which can be attended by anyone anywhere via aweb-media-teleconference. However,once you go online to place your ad, you encounter the same darned thing. The advertising network begins to target yourad to individuals based on the advertiser's location. It's as if almost every single programmer or designer out there isclueless about the global nature of the internet and its possibilities, whichwe know is not true. But how do weexplain this total disregard for life as it exists in today's global-virtualworld? This just doesn't make anysense at all.

Posting a CareerOpportunity Example

Let's say you have aposition that can be performed by any qualified person anywhere in the world. However, once you go online to place yourad, you are faced with a whole range of options which have absolutely nothingto do with your actual needs. Forexample, we are not concerned about the candidate's distance from our mailingaddress, relocation and relatedcosts, visa sponsorship, citizenshipstatus, immigration status, 9-5 working hours, etc. Our primary concern is the candidate'squalifications and whether or not they have the tools needed to perform in a100% virtual organization environment. At the end of the day, most of the candidates responding to your ad turnout to be local candidates, and the career advertising network winds up excluding a vast array ofsuperb talent and highly qualified candidates - who could be currently unemployed - not only here in the US but alsoanywhere else in the world. Shame,shame, shame!

Solution: "Targeting Location" Section with a"Global-Virtual" Option

In today's day andage, the Location section of a form should only be used to obtain "contactinformation" on the person or organization filling out the form instead of"geo-location targeting" information and, therefore, such contact information must be incorporatedinto the Contact Information section.

To accommodate thediverse needs of a global-virtual audience, there should be an additional section titled Targeting Location, and which automatically provides to you, theadvertiser, a Global-Virtualdefault option as the first line item. The next line item option should be Current Geographic Area for advertisers who onlywant to target their LOCALaudience. The third line item optionshould be the standard selection from the list of countries, with thepossibility of being able to drill downto a State , City, or Zip/Postal Code level. Consequently, when a site visitor lands on the advertising site ornetwork, they will have these options immediately available to them without stressing out and having to go ona frustrating search for the holy grail.

Benefits ofGlobal-Virtual Option

For the advertisingnetwork, the number one benefit of providing the Global-Virtual option is anincrease in advertising revenues due to becoming an all-inclusive network. It is now able to attract and generate revenues from both Global-Localand Global-Virtual advertisers and visitors.

For theadvertiser, the number one benefit is anexponential increase in footprint around the globe and a corresponding increasein economic efficiency, marketing reach, and revenues from satisfied clients.

For the globaleconomy as a whole, it is the equivalentof introducing the railroad and steam engine in very remote parts in the world in order to give them access tocivilization and a bright and prosperous future.

In Conclusion

The bottomline: It's time for all developers tostart thinking out of the box and take the lead with respect to providing theGlobal-Virtual Option insight to theirclients when they approach them for a solution to their global informationtechnology infrastructure and e-commerce needs. They need to take a lesson fromhistory: Hotmail, Facebook, Google, Skype, eBay, and Apple, etc. becamesuccessful because they were immediately available and accessible to everyonearound the globe regardless of theiractual physical location, therefore, keep the Global-Virtual option alive andfront and center when presenting all stakeholders with a series of options.

About Author: Pierre Coupet is theFounder, CEO and Doctor of Virtual Organization Management at VirtualOrganization Management Institute; the founder of the modern virtualorganization management discipline pioneered since 1997; and also theauthor-presenter-host of How to Virtual Organize your Social Network, the firstpart of an exclusive 12-Part Series: Empower Your SocialNetwork with Virtual Organization Management :: To contact the author,send message via skype id: VOMIChairman orto chairman@virtualorganizationinstitute.com::

Copyright2009-2011. Pierre Coupet, Virtual Organization Management Institute (http://vomi-pierre-coupet.icopyright.com/) :: Cannot be reproduced in wholeor in part without permission. All rights are reserved.

Comprehensive Listing of VOMI Global Think Tank and Advisory Board Opportunities

2011-10-03T09:50:00.000-07:00

We are pleased to announce the publication of a comprehensive listing of all VOMI Global Think Tank and Advisory Board opportunities.

Stop by and chat with current and other potential board members during our weekly Think Tank Advisory Board Open House held every Saturday on a 24-hour basis from 12:01 AM - 11:45 PM PST (USA).

It's an informal session and very convenient for everyone to attend regardless of where in the world you are located. Feel free to stop by at any time during the day when it's most convenient for you and you can stay for as much or as little time as you want - there is no actual presentation time or a time limit. Check here for your local time.

Register now and be sure to also invite your colleagues to join you.

About VOMI Global Think Tank and Advisory Board: The VOMI Global Think Tank & Advisory Board serves as a think tank and advisory committee to the Office of the Chairman of VOMI on matters pertaining to local, regional, and international issues, events and opportunities. As advisors to the Office of the Chairman, its members provide the sort of global insight and diversity necessary to promote and achieve the mission of VOMI.

Second American Revolution: WE, THE PEOPLE, Must Wrest Control of Our Economic Destiny

2011-09-01T04:34:00.000-07:00

Second American Revolution: WE, THE PEOPLE, Must Wrest Control of Our Economic Destiny by Pierre Coupet

We've all heard of the Arab Spring, a time when people throughout North Africa and the Middle East, who have been cowered and living in fear all their lives under tyrannical regimes and previously felt helpless to do anything about it, decided to take control of their own destiny and rose up en masse against these petty and cruel dictators in order to gain their freedom. They finally reached a turning point whereby they understood that the struggle for-and hope of-freedom required a change of attitude and action from the bottom instead of waiting for some benevolent dictator or corrupt or well-meaning politicians at the top to free them from the yoke of oppression.

Sadly, WE, THE AMERICAN PEOPLE, have reached a similar point in our "economic" history whereby we've been cowered and living in "economic" fear on a daily basis under a socio-politico-economic system which makes us feel impotent and helpless to do anything about our economic destiny. We've been made to feel that our economic destiny rests in the hands of: Corporate America sitting on trillions of dollars of cash deposits; Wall Street, Standard & Poor's and other credit rating agencies, and economic gurus; our ability to increase the country's debt ceiling so we can continue to dig ourselves deeper and deeper into debt - and forever be beholden to China, Russia, Japan, and the other countries financing our debts; OPEC; the heads of the Federal Reserve and our banks and other financial institutions who frankly aren't sure themselves about what to do for the economy; the United States Congress and its bickering politicians putting party, ideology and self-interest ahead of country; a Tea Party or some other party; and, last but not least, a savior President or presidential candidate who will come to us like a knight in shining armor on a white horse in order to rescue us from this economic abyss.

Enough is enough. It is time to stop this masquerade. The power to rescue the American economy does not come from the top. It does not rest in the hands of Corporate America and politicians of any stripe, persuasion, ideology, or party; and nor does it rest in the hands of Wall Street, OPEC, credit rating agencies, our financial institutions, a new political party, or a white knight in shining armor. The power to rescue this economy comes directly from the bottom and, by that, I mean the American people. Therefore, it's high time that WE, THE AMERICAN PEOPLE, shake off the yoke of economic fear, intimidation and slavery and assume control of the economy because if we don't, then no one else will do it for us.

So how can we, the American people, accomplish such a task, you might say? The answer lies in the hands of approximately 180 million Americans, a figure which includes those who are receiving some form of government assistance. As many visitors on numerous web sites I have visited over the past few days have remarked, we can start with a website that will do the following:

Identify the companies--from moms-and-pops to conglomerates--that provide a viable product and service; have a successful business model; are doing right by the American people by expanding their business and workforce here in the United States; and rank them in order of "good corporate citizenship" on a list of preferred companies for Americans to do business with.
Also identify the companies that are sitting on trillions of dollars in cash deposits; refusing to invest in the American economy at a level commensurate with their profits either out of fear, economic incompetence, or poor business leadership; expanding their workforce abroad at the expense of Americans living here in the United States due to greed, incompetence, and economic shortsightedness; and rank them in order of "shameful corporate citizenship" on a list of companies to avoid doing business with.

This is a powerful weapon that resides in the hands of nearly 200 million Americans, in short, anyone with cash savings or who derives any sort of income--be it regular earned income from wages and self-employment or supplemental government assistance--and who has the mental faculties to make a decision as to whom or which company to do business with. This does not require the assistance or involvement of politicians or any sort of governmental entity. In fact, I would highly recommend that we stray away from any politician who offers help or support in the form of some government mandate or legislation or subsidy or tweaking of a monstrous tax code. We do NOT need their help since most politicians are bought and sold by powerful and special interest groups and all sorts of dueling and competing constituencies and ideologies, which explains why we are in the mess that we are in now. This has nothing to do with political party or politics or religion or social engineering agenda.

This is a battle for the heart and soul and economic destiny of the American people. Therefore, we cannot afford to entrust the outcome of this battle in the hands of a few people. WE, THE AMERICAN PEOPLE, can do this on our own and so should we because the only change we can believe in is the change that we can make on our own. So whether you are a Democrat, Republican, Independent, Libertarian, Tea Party activist, right-wing or left-wing or conservative, super wealthy or rich or middle-class or low-income, concerned or apathetic citizen, very young or very old, physically challenged or able-bodied, soldier or veteran or retired military, African-American or Asian or Hispanic or Caucasian or American Indian or other ethnic group member, man or woman or unisex or transgender, gay or straight or celibate, Catholic or Protestant or Baptist or Mormon or Lutheran or Muslim or of any other religious affilliation, join us in this powerful, peaceful, dignified, and patriotic call for a Second American Revolution.

Join us in this battle at VOMI Global Think Tank and Advisory Board and become the sons and daughters of the Second American Revolution.

About Author: Pierre Coupet is the Founder, CEO and Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author-presenter-host of How to Virtual Organize your Social Network, the first part of an exclusive 12-Part Series: Empower Your Social Network with Virtual Organization Management at http://virtualorganizeyoursocialnetwork7.eventbrite.com/ :: To contact the author, send message via skype id: VOMIChairman or to chairman@virtualorganizationinstitute.com ::

About VOMI Global Think Tank and Advisory Board: Go to http://shortlinks.virtualorganizationinstitute.com/zurhf :: To register for an informal VOMI Global Think Tank and Advisory Board 24-Hour Open House held every Saturday from 12:01 am-11:59 pm PST USA, go to http://globalthinktankopenhouse.eventbrite.com

Copyright 2009-2011. Pierre Coupet, Virtual Organization Management Institute (http://vomi-pierre-coupet.icopyright.com/) :: Cannot be reproduced in whole or in part without permission. All rights are reserved.

Vision of Professional Office Buildings in a Virtual Organization World

2011-08-14T01:12:00.000-07:00

Vision of Professional Office Buildings in a Virtual Organization World
by Pierre Coupet

Old habits are hard to die and so are the reasons why we think we need professional office buildings in this day and age. You will notice I did not say that we no longer need professional office buildings, it's only the reasons why we need them I am questioning. Therefore, let's proceed with my vision of professional office buildings in this brave new world we have been approaching and steadily inching toward over the past 17 years: the new Virtual Organization World.

First, let me define a "Virtual Organization":    A Virtual Organization is an organization which strictly uses all of the following: a virtual workspace, a virtual workforce, and virtual organization management (i.e., best practices, policies and procedures for operating in a 100% virtual environment).

In the new virtual organization world, our emphasis is placed on people and getting the job done instead of buildings and other forms of erect and artificial structures which have more to do with habits and symbolism than utilitarian value.   For most of us, there is really no reason to get up in the morning and drive 50-100 miles to a central location in order to gain access to the tools we need to work and get the job done. We are no longer limited to the typical (9-5) uniform schedule that was necessary in order to gain access to these tools.   Communicating and collaborating with our colleagues during a set time is no longer an issue since today's virtual technology allows us virtually instant and unlimited access to our colleagues from across the globe regardless of time, distance, geography and time zones.

Since the Virtual Workspace (now called the "Cloud") and the Virtual Workforce (those equipped with today's technology) already exist and are widely available at a moment's notice, then the only missing virtual organization component that we need in order for us to reach this brave new world I call the "Virtual Organization World" is virtual organization management (herein defined as best practices, policies and procedures for operating in a 100% virtual environment).

Once we reach that stage, we will need to make different uses of existing professional office buildings and, with respect to construction of new buildings, significantly alter their architecture in order to adapt to today's realities, and the future - as best can be predicted.

New Uses for Large Professional Office Buildings

So what are we to do in the new Virtual Organization World when it is no longer fashionable to mandate an army of denizens (a la zombies, robots, or army of ants) to all get up at the same time, walk out of their residence, march in lockstep to their automobiles, get on a congested freeway and breathe tons of toxic fumes down their lungs, walk into a building and go sit at their desks for 8 hours; and again, in lockstep fashion, get up from their desks, walk out of their building, march back to their automobiles, get on a congested freeway and breathe some more tons of toxic fumes down their lungs, get out their automobiles and walk back into their residence, and go back to sleep at the same time so that they can repeat that whole cycle all over again the next 4 days out of the week.   In fact, not only this will no longer be fashionable, it will one day look so archaic and primitive by the standards of the new Virtual Organization era that most organizations will not want to look like "relics of the past" and will be breaking their necks, and going out of their way, to let the world know that they have virtualized all of their operations and that they are a "certified" 100% virtual organization - outside of a couple of physical facilities here and there that they are able to get exempted from the certification requirements.

Talking about relic of the past, not to digress too much, this reminds me of a trip I took to Palo Alto a few weeks ago in order to attend a mini CEO breakfast-conference at SAP headquarters in Palo Alto, CA.   Being that I exist in a 100% virtual organization environment and, over the past 10 years, have never even considered attending a "brick and mortar event" for business purposes, I decided to give myself a long overdue 3-day vacation weekend, since the event was on a Friday, so I could take and enjoy the beautiful scenic drive from Southern California to Palo Alto. To my amazement, when I got there I saw a world that I hardly recognized. Other than myself, not one single person at that event had on a suit and tie.   In fact, I did not see one soul in the building wearing a suit and tie. Not having to wear the standard "corporate suit and tie uniform" is now the "new uniform" in Silicon Valley. Even the most ultra conservatives dared not challenge the "new uniform."   I stood out like "a relic of the past." The geeks have won!

Well, in the new Virtual Organization World, it will not be cool at all for people - including potential employees, clients and business partners - to know that you are a brick and mortar ("suit and tie") organization and that your organization is so outmoded and primitive to the point of requiring your employees to undertake that TOXIC MARCH to your office building in order to do their job. You will stand out, like I did, as a relic of the past.   By then, we, the ("no suit and tie") Virtual Organization Evangelists, would have won!

Hence my vision of new uses for professional office buildings in the new Virtual Organization World:

Professional office buildings, depending on their size, will be used primarily as one or more of the following: 1) Large Corporate Meeting and Conference Centers, 2) Corporate Entertainment Centers, 3) Mega Telepresence Centers, 4) Disaster Management and Emergency Response Centers, 5) Self-Sustained Post-Disaster Shelters or Settlements, 6) Private Cloud-Public Cloud Data Centers, 7) Critical Infrastructure Protection Centers, and 8) Temporary Corporate Housing and Corporate Retreat Centers.

Form Follows Function: Shift to UGF (Underground Facility) Architecture

As we all know, form follows function. Therefore, let's examine a bit some of the functions of these centers and the reasons why they are best suited in an underground facility.

Large Corporate Meeting and Conference Centers

As we all know, you can conduct a virtual meeting with as large an audience as you can in a virtual environment, however, there are extremely rare times when the "meet and greet" social component may be needed or required either during or after the meeting.    In that case, it may be appropriate to bring everyone together under one roof.

As well, there are times when, for competitive reasons, a certain amount of confidentiality may be required when you need to broadcast some information to a very large and geographically dispersed audience.   However, that being said, although no information is really secret when more than one person knows about it - since a determined foe can, given the right amount of time and resources, penetrate your most hitherto impregnable fortress and wreak havoc on your organization - that doesn't mean you have to completely let your guards down and broadcast private and confidential information to the world over a loudspeaker; which, in rare instances, could be the case when broadcasting that information over the internet.

Another case for an onsite meeting could be for security reasons. For example, you may need to disclose or discuss some highly sensitive information to a select few and need to be in "total control" of your environment; which means that the information cannot be discussed or recorded using any means of telecommunications and that only those present during the meeting are privy to what's being discussed.   In which case, there is no substitute for an onsite meeting at your company location; that is, of course, assuming that you've taken all other necessary security measures.

Or it could be that you have more than one physical corporate location and want to securely communicate between one or more corporate locations and be in total control of these environments; in which case, you would have your personnel meet at their respective locations.

But why a UGF facility? The reason is very simple: for business continuity purposes. However, that being said, let me elaborate a bit on this point. Being able to account for and communicate with your employees is not something that should be left to chance or the whims of nature.   Therefore, a well-designed UGF facility offers the best type of protection against any sort of potential disasters, be they man-made or acts of God and nature. Think of 9/11 in 2001, the World Trade Center and Oklahoma City terrorist bombings, Hurricane Kathrina in New Orleans, and the 2011 Japan Earthquake and Tsunami. Now that you've done that, think of a disaster that is a hundred fold in order of magnitude and which covers an area that is 10-100 times greater.     Although I am a huge science fiction fan, this is definitely not science fiction and the possibility of that occurring in our-or our children's-lifetime is just as real as the sun rising in the morning and setting at dusk.

Corporate Entertainment Center

Absence makes the heart grow fonder. Familiarity breeds contempt.   The 100% virtual environment is the perfect solution for fostering or enhancing a fond and harmonious relationship among employees in an organization.   For the most part, it prevents the sort of familiarity that employees who work with each other on a daily and hourly basis experience and which, sooner or later, after the honeymoon period is over, normally results into a lot of acrimony and contempt for each other, rivalries, gossiping, back biting, internal politics, prejudices, and outright hostility which sometimes results in verbal assault, physical injury or even death; and all the other negative things that we are capable of manifesting when we are confined to close quarters or facilities.

However, that being said, although a business can function in a 100% virtual environment, it is important to note that life in a 100% virtual environment entails a certain amount of sensory deprivation. As well, it is equally important to note that humans are, after all, "social animals" who are constantly in need of social interaction, requiring a certain amount of "human touch" which can only be achieved in a brick and mortar setting.   Therefore, management needs to provide an outlet whereby everyone in the organization will have an opportunity to meet with others within the organization just long enough to experience that human touch and express that "fondness" developed in the 100% virtual organization environment.    The best way to achieve that is in an "entertainment" environment instead of a business environment and this should be done at least once a year.   A Christmas party is obviously one such example.

But why a UGF facility?   In this particular case, it is purely for practical reasons since it doesn't really make any sense to go out and build a brand new above ground facility just for entertainment purposes a couple of times a year.   Therefore, the corporate entertainment factor will have to be taken into consideration during the architectural design of the UGF facility.    Think of Disneyland and Magic Mountain in terms of entertainment in an underground facility.

Mega Telepresence Centers

What is a telepresence center?   Today's telepresence centers are lifesize, high-definition video conference rooms that are designed to give you the sensory perception that everyone is sitting at the same table in the same room and at the same time; which makes corporate air travel for important business activities unnecessary in 90% of cases.     Although, by today's standards, telepresence centers are considered the "Rolls-Royce" of video conferencing and, as Eyenetwork, a leading telepresence center provider, describes it, "the first class alternative to business travel", there will, however, come a day and time when today's telepresence centers will seem crude by comparison.

I see the day when you can actually walk into a Mega Telepresence Center which consists of a large and "empty" studio quality, hybrid-virtual reality room, a la Star Trek style, which can accommodate up to 500 people; whereby you can emulate and/or simulate any virtual environment that you wish (waterfall, resort, jungle, night club, boardroom, etc.) with the click of a remote control device and begin discussions with one or more colleagues thousands of miles apart in their own or similar environment.   At the push of a button on your remote control device, the room itself can be "physically" configured and/or partitioned into different types of pre-defined configurations and accessories (e.g., boardroom, conference room, training room) which would rise up directly from the floor.    Every square inch of the room, including all 4 walls and the ceiling, would be part of the hardware and controlled by the software for this mega telepresence center.

How soon do we have to wait for this to happen? Not too long if we really put our minds to it. A great deal of this type of work is now in progress at the Virtual Reality Applications Center at Iowa State University in partnership with Mechdyne Corporation and other industry partners. As well, I am sure there are plenty of brilliant scientists and visionary entrepreneurs out there who are fervently working on some version of this architectural vision for mega telepresence centers.

The bottom line: When designing such mega telepresence centers, take into account technological advances down the road, meaning the next 15-20 years, so that you don't have to start from scratch 20 years later. That is, of course, assuming you are a fiscally conservative organization.

But why a UGF facility?   Again, as stated earlier for large business and conference centers, for business continuity purposes in the event of, God forbids, man-made or natural disasters. After all, business must go on in an orderly fashion when a game-changing event takes place or else it will be the end of civilization as we now know it.

Disaster Management and Emergency Response Centers

For most ordinary citizens in the western world, the first thing that comes to mind when we think of a disaster management and response center is: our local police department, fire department, or hospital. Depending on the severity of the disaster, the army and national guard and other national branches of government (e.g., FEMA in the USA, etc.) become our next line of defense although we wouldn't necessarily reach out to them directly.   It's all well and good that these response centers exist, however, that being said, whenever a real disaster of epic proportions arises, these response centers quickly become, for the most part, overwhelmed and ineffectual for the task at hand.

In the new Virtual Organization World, when designing and constructing new office buildings, we will take into consideration how quickly they can be converted into "secure" disaster management and emergency response centers - or post-disaster shelters and settlements - that can withstand all elements; in which case, they will have to be UGF facilities.   The size and location of the building will determine what it will be designed to accommodate as a dual-purpose facility and its existence and purpose will be publicly advertised and well-known to the entire local community.   Just as we are not afraid to let people know where our local hospitals, police departments and fire stations are, so shouldn't we when it comes to these additional response centers.   All disaster management and emergency response centers will be socially linked a la Facebook or Google+ style on the internet [and] via standard hard-wired legacy communications systems in order to coordinate their activities with each other.

For example, according to the Energy Information Administration, 1995 Commercial Buildings Energy Consumption Survey, [http://www.eia.gov/emeu/consumptionbriefs/cbecs/pbawebsite/office/office_howlarge.htm], there were over 705,000 office buildings in the United States comprising a total of over 10.5 billion square feet of office space which represented 18 percent of all commercial floorspace in the U.S.; 1% (7050) of which had more than 10 floors.    Therefore, in theory, just going by 1995 numbers, in just the U.S. alone we could have had an additional amount of over 7,000 major disaster management and emergency response centers that could quickly respond to any major disaster of cataclysmic proportions IF they were situated in UGF facilities.   That would still leave us with a remaining 697,000 office buildings and another 82% (over 45 billion square feet) of commercial floorspace in the U.S. which could have some dual purpose that everyone is aware of and could immediately call upon in the event of an Armageddon disaster.

With respect to existing office buildings, a major effort will be under way by all office building owners - either individually, in a concerted effort with other building owners, and/or in a partnership with the federal government - to retrofit these buildings and turn them into dual-purpose office buildings which can be instantly converted into disaster management and emergency response centers. Governments at all levels-federal, state, county and local-will provide the right economic incentives to do so and the flurry of such building activities will be a big boon to our economy and fill up the coffers of these governmental entities.

Self-Sustained Post-Disaster Shelters or Settlements

Were it not for underground cave and tunnel facilities (UGFs), I doubt seriously that mankind and many other plant and animal species would have been able to survive the natural cataclysmic disasters that have befallen our planet over the past billions of years.   Whether we want to or not, natural disasters are things that we have to live and contend with for as long as we live and our planet continues to exist.   The federal government has spent billions of dollars investing in continuity of government (COG) facilities and operations and, as we all know, most-if not all-of these facilities are located underground.    But what about continuity of business (COB) facilities and operations? And what about continuity of species (COS) facilities and operations?

More to the point, how many of us wake up and think about, or know, where to go in the event of a natural or man-made disaster?    And how secure are these facilities? Even this very minute as I write this article, I don't have a solid clue of where to go and what to do outside of stocking up some food and water and attempting to round up family members for next steps. Unless you happen to be a survivalist, you are in a deep mess.

Globally, our first instincts and natural tendencies are to set up tents and mobile homes in an open air environment that quickly turns into filthy, stinking, and unsanitary refugee camps. Even in America, the richest and most powerful country in the world, we were humbled by Hurricane Kathrina and its aftereffects and it took us years just to begin to wake up from that nightmare.

Well, in the new Virtual Organization World, there will be no shortage of post-disaster shelters and settlements and their locations will no longer be a mystery.   When designing and constructing new office buildings, we will take into consideration how quickly they can be converted into "secure" post-disaster shelters and settlements.   And the best way to secure these facilities against all elements - be they man-made or acts of God or nature - is to follow the lead of our federal government(s) and locate them underground. With respect to existing above ground office buildings, they will be retrofitted to become dual purpose facilities that can [instantly] be converted into alternate shelters based on the nature and extent of the disaster.   Governments around the world will also provide to businesses the proper economic incentives to create these new facilities and retrofit existing ones.   The economic effect of such activities worldwide will also be immense.

Private Cloud-Public Cloud Data Centers

In the new Virtual Organization World, commercial office building developers will switch gear and begin to design and construct for major conglomerates highly secure, Private Cloud-Public Cloud Data Center office buildings that are able to withstand any sort of natural or man-made disasters.   Why a Private Cloud versus a Public Cloud?   The answer is: 99.99% Security, Quality of Service, and Business Continuity, in respective order. And, of course, to be repetitive, only a UGF facility can reliably address the business continuity component of this equation. As for businesses which cannot afford to have their own Private Cloud-Data Center, commercial office building developers will design and construct highly secure, underground Public Cloud-Data Center office buildings.

With respect to existing commercial office buildings, existing owners or lessees will begin to retrofit suitable facilities that are ideal for conversion to Private or Public Cloud-Data Centers and governments around the world will provide to businesses the economic incentives to do so.

Critical Infrastructure Protection Centers

Mankind has always lived in dangerous times, however, the more technologically advanced we become, the more dangerous the times.   It is a case of us humans just getting too smart for our own good. What, at one time, would have required a massive military attack by a conventional, established, and well-known adversary in order to cause severe damage to our nation's critical military and civilian infrastructure, is no longer the case.   What happened on 9/11/2001 in the United States is a stark example of that, however, that is only the tip of the iceberg.   A small band of homegrown terrorists, or just one determined lone and invisible wolf, armed with a laptop and/or portable weapons of mass destruction, can cause critical damage to a nation's critical infrastructure.

This is no longer about hacking.....nerdy kids with plenty of time on their hands, playing around and causing mischief, or just a lone wolf motivated by greed.   Criminal organizations around the world have their own cyber divisions.....the equivalent of Dillinger sporting the Thompson submachine gun while the small town cop on the beat is carrying a pistol. We are now living in the age of STUXNET, Anonymous, Wikileaks, Iran, China, India and the list is just growing. ALL governments - from the most advanced Western and emerging countries to the largest, smallest and/or most corrupt and repressive dictatorships and authoritarian regimes around the world - are developing the technological sophistication needed--and using it in a lot of cases--in order to launch or be able to launch large scale attacks on friends, foes and those in between; as well as the capability to defend against them. After all, just because we're friends today doesn't necessarily mean this will always be the case.   The genie is out of the bottle and there is nothing we can do.   Closing the barn doors after the horse has already left is an exercise in futility.

According to section 6(a) of the United States' Homeland Security Presidential Directive 7: Critical Infrastructure Identification, Prioritization, and Protection, (http://www.dhs.gov/xabout/laws/gc_1214597989952.shtm) "..."critical infrastructure" has the meaning given to that term in section 1016(e) of the USA PATRIOT Act of 2001 (42 U.S.C. 5195c(e))." According to Section 1016(e),   the term "critical infrastructure" means "...systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters."   Examples of such systems and assets, as defined in section 15, include "....the following critical infrastructure sectors: information technology; telecommunications; chemical; transportation systems, including mass transit, aviation, maritime, ground/surface, and rail and pipeline systems; emergency services; and postal and shipping."

It is also noteworthy to mention that section 5 of the presidential directive acknowledges that "....while it is not possible to protect or eliminate the vulnerability of all critical infrastructure and key resources throughout the country, strategic improvements in security can make it more difficult for attacks to succeed and can lessen the impact of attacks that may occur. In addition to strategic security enhancements, tactical security improvements can be rapidly implemented to deter, mitigate, or neutralize potential attacks." In fact, there is no security apparatus anywhere in the world that can protect all its citizens just as there is no single branch of government that can guarantee the freedom of all its citizens.

Protecting our critical infrastructure should not be a top down directive but rather a bottom up requirement.   Just as freedom and democracy is not a top down directive in the United States but an imperative from the governed-the American people,   protecting our critical infrastructure should also be an imperative from businesses and a nation's citizens.   Protecting our critical infrastructure is a primary business concern that should be addressed by the private sector. Businesses are interested in making money - tell them where the money is or how it could all vanish into thin air and, like bloodhounds or protective mothers, they will follow the trail all the way to the end or make damn sure that they protect their investment. Shareholders, investors, and lenders should want to know how safe are their investments.   Money is the real incentive and there is really plenty of money to be made in both, securing the original investment and being able to continue making money when disaster strikes.   They don't really need subsidies, government interference or dictates disguised as cooperation with the government.   On the other hand, if the government is stupid enough to offer to pay them for something that they should be doing anyway, it's understandable that this is the kind of offer that is just too good to pass up.

The public should want to know which companies are doing their utmost to address their critical infrastructure safety needs and reward them accordingly.   A fierce and competitive spirit, a great deal of motivation, and the ability to meet almost insurmountable challenges--something that is in the DNA of almost every single American--is all that is needed in order to spur all stakeholders into action. Therefore, businesses and local municipalities and major metropolitan areas nationwide should be competing with each other with respect to the security of their critical infrastructures.   Norway and Sweden have made tremendous strides in that area over the past 30 years and so should we.

Absent this mindset and new approach, businesses will consider such government directives just another bureaucratic and economic burden and will only cooperate to the minimum extent possible in order to [attempt] to meet the new requirements placed upon them.   They will hire lobbyists to pester Congress and threaten to support business-friendly politicians, etc. The people in the communities which stand the most to lose in the event of a critical infrastructure breakdown will continue to remain apathetic and in the dark when it comes to the security of their critical infrastructure since they have become so accustomed to thinking that this is none of their concern and that this is the sort of responsibility that lies with their local, state and federal government.

I can now imagine some people here and abroad, including those from the military and intelligence community, snickering about how naive this concept is in the age of bunker buster bombs and DARPA's (Defense Advanced Research Projects Agency) Transparent Earth initiative (http://www.wired.com/dangerroom/2009/05/darpas-simple-plan-to-track-targets-everywhere/) which involves the creation of real-time, 3-D maps that can display all properties of the earth deep down to about 5 kilometers (3.1 miles). However, there are plenty of solutions to that sort of current and future technology, the context of which falls outside the scope of this discussion.

Therefore, in the new Virtual Organization World, when designing and constructing new office buildings directly related to critical civilian infrastructures, businesses and local communities-not governments-around the world will require that they be located in underground facilities that are able to withstand any sort of natural or man-made disasters.   As an added precaution, the rules of war will be revamped so that nation states will be explicitely and expressly forbidden from attacking and destroying another nation's critical civilian infrastructure, regardless of whether or not that critical infrastructure has dual military-civilian use capability or can be classified as an enemy command center.

With respect to existing above ground infrastructures, a huge amount of effort will be undertaken in order to retrofit these facilities as best can be in an exposed environment - resulting in a massive amount of economic activity.

Temporary Corporate Housing and Corporate Retreat

In the new Virtual Organization World, commercial office building developers will design and construct for major conglomerates highly secure office buildings that are intended, first and foremost, to accommodate the [temporary] housing needs of a company's executives while they are employed with the company and as a corporate retreat facility. This means that the facility would not only have to be secure but also in a "resort type" location.   Imagine living in a resort environment where you work, live and play 24 hours a day. Eventually, you'd need to take a vacation from living in a resort location.

For example, the entire 10th floor of an office building could be reserved for the Chief Education Officer of Company Thinking OutTheBox and his entire family, a section of which would include a very elaborate and decorated office, no different than the one he would have in any other corporate office building.   From there, he would work and meet with clients, other business executives, and subordinates, when required, just as he would at any other corporate location.   The only difference would be that when it's time to shut down and go home, all he has to do, if he wishes, is lock the elevator to his floor - although it may not be necessary, since a very simple system could be put in place to notify all others when a colleague is, so to speak, "off the clock."    But we're not only talking about one corporate executive, all the employees in that office building would have the same sort-not level-of accommodation. Instead of an entire floor, an employee may occupy only 1500 or 2000 or 3000 square feet of home-office space.   And, by the way, other than the fact that the employees who live in the home-office building all work for the same company, they do not necessarily have to report to or work with each other or be in any way affiliated with each other.

With respect to being a Corporate Retreat facility, this dual function can easily be incorporated in the design of the underground skyscraper.

I am sure that by now you must know what I am about to say: These highly secure office buildings must be able to withstand any sort of natural or man-made disasters, which means that they must be located in underground facilities.    I can just imagine the horror in the minds of some of my readers who are claustrophobic as well as others who may get the psychological impression of a sense of isolation or the perception of living in a cave when I mention about living in underground facilities.   However, that being said, there is no cause for concern since our modern architects have come a long way when it comes to the design of underground facilities.

Take for example the Coral World Park, an underwater resort hotel set to be built in Palawan in the Philippines, with a completion date set for 2013-2014. Here is an underground skyscraper architectural marvel that just takes my breath away: the impressive Earthscraper concept by BNKR Aquitectura, (http://www.bunkerarquitectura.com/), a Mexico City-based architectural firm owned by two brothers, Esteban and Sebastian Suarez.   Just imagine a pyramid turned upside down with a glass top that allows light to shine through all the way down through the deepest level. As of the date of this article, a collection of 15 slides can be viewed directly at Gizmag at http://www.gizmag.com/earthscraper-bnkr/19457/picture/139409/ or you may go directly to the BNKR's website at http://www.bunkerarquitectura.com/ for more details regarding the Earthscraper concept.

Here is a similar underground skyscraper proposal, but a bit more elaborate, by Matthew Fromboluti of Washington University in St. Louis, which seeks to fill a 900-foot deep and nearly 300-acre wide crater left by the old Lavender Pit Mine in Arizona (Read more: Underground Skyscraper is a Self-Sufficient Desert City | Inhabitat - Green Design Will Save the World at http://inhabitat.com/underground-skyscraper-that-heals-the-scars-of-open-pit-mining/).    Moreover, FIFA, the international footbal organization with headquarters based in Zurich, currently occupies an underground skyscraper which was completed over three years ago.

The point being made is that today's advances in underground facility architecture and technology make all these things possible now and that the only thing that is missing is an evangelist who can scream from the top of his or her lungs in order to bring these ideas to the forefront of the nation and world's consciousness.   Mankind's ingenuity is boundless and with the right approach and incentives it can be unleashed in ways that can serve all of mankind instead of just a few privileged ones.

In Conclusion

The bottom line is this: Although office buildings are not going to go away any time soon and will continue to remain permanent fixtures on our planet's landscape for quite some time to come, their uses will no longer be primarily confined to providing a place which contains the tools that people need to do their job and where people are mandated to come to and work on a daily basis. Today's young generation and their progeniture will insist on a better quality of life and refuse to be bound by an old-fashioned and archaic way of thinking. The die-hards will soon give way to progress and just as the Silicon Valley geeks have finally triumphed over the conservative old guard and thrown away their suit-and-tie uniforms or confined them to their closet to collect dust, so it will be someday that they will refuse to work for legacy companies which are resistant to change and require them to engage in a daily ritual that forces them to take that TOXIC MARCH to an office building in order to do their job.

And when that time comes, we will all know that we've finally made it to the new Virtual Organization World.    Hopefully, and God willing, I will be there just in time to welcome you all and cheer you on with the words: Welcome to the new Virtual Organization World!

About Author:     Pierre Coupet is the Founder, CEO and Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author-presenter-host of How to Virtual Organize your Social Network, the first part of the Exclusive 12-Part Series: Empower Your Social Network with Virtual Organization Management at http://virtualorganizeyoursocialnetwork7.eventbrite.com/ :: To contact the author, send message via skype id: VOMIChairman or to chairman@virtualorganizationinstitute.com ::

About Article:     This article is the second in a series of 14 articles on my "Visions of the Future in a Virtual Organization World." The next article in the series will feature my "Vision of the Entertainment Industry in a Virtual Organization World."

Copyright 2009-2011. Pierre Coupet, Virtual Organization Management Institute (http://vomi-pierre-coupet.icopyright.com/) :: Cannot be reproduced in whole or in part without permission. All rights are reserved.

VOMI Global Think Tank & Advisory Board Open House and Membership Announcement

2011-08-09T19:07:00.000-07:00

Dear Colleagues,

I am very pleased to announce that all members of social networks and groups that I personally administer or moderate are automatically eligible for membership as an Auxiliary Member in VOMI Global Think Tank and Advisory Board.

To obtain some information regarding VOMI Global Think Tank and Advisory Board, go to:

http://shortlinks.virtualorganizationinstitute.com/zurhf

We have also scheduled a very convenient and informal VOMI Global Think Tank and Advisory Board Open House to be held every Saturday during a 24-hour period from 12:01 am - 11:59 pm PST USA.

To obtain an overview of-and register for-an upcoming VOMI Global Think Tank and Advisory Board Open House, go to:

http://globalthinktankopenhouse.eventbrite.com

I look forward to seeing you soon at an upcoming Open House and to your participation on the Board.

Kind regards,

Pierre Coupet
Chairman
VOMI Global Think Tank and Advisory Board
Virtual Organization Management Institute (VOMI)
http://www.virtualorganizationinstitute.com
chairman@virtualorganizationinstitute.com
Tel. 818-570-2257 | skype: VOMThinkTank

About VOMI: Virtual Organization Management Institute is the world's leading and only global 100% virtual educational institute, think tank, professional association, certification and accreditation provider, and conference producer strictly focused on the modern virtual organization management discipline pioneered by its founder since 1997. -- http://www.virtualorganizationinstitute.com :: http://vomi.eventbrite.com

Overview of VOMI Global Think Tank Advisory Board Open House

2011-08-03T17:55:00.000-07:00

To register for the weekly VOMI Global Think Tank and Advisory Board Open House, go to http://globalthinktankopenhouse.eventbrite.com

Virtual Organizations and Social Networks: The Importance of Communication Convergence

2011-04-14T06:49:00.000-07:00

What is Communication Convergence?

Simply put, communication convergence takes place when a state of equilibrium exists between Oral Communication Skills and Written Communication Skills.

State of Equilibrium

And you might ask, "What do you mean by state of equilibrium?" In this particular case, a state of equilibrium exists when one is able, at their highest communication level, to communicate their thoughts in writing and in spoken words just as efficiently. It does not really matter what your proficiency level is with respect to either set of skills. What really matters is that, at the very least, your highest level of proficiency in one must at least equal the other. This state of equilibrium is not only extremely important to achieve, but also critical, in order to properly "communicate AND be understood" in a virtual organization or social network environment.

Mean What You Write and Say What You Mean

A colloquial definition of Communication Convergence is: Mean What You Write and Say What You Mean. This means that you should avoid the frequent use of: subtle signals and subliminal messages, psychological terms, negotiating postures, innuendos, and diplomatic, humorous, colorful and metaphorical terms; especially with individuals you are not accustomed to.

Why is that? That's because, when you first join a virtual organization, you are initially going to be judged primarily by what you write and what you say. Thus it's extremely important that you mean what you write, and say in spoken words what you mean, in a one-two punch combination in order to make sure that you're understood.

Therefore, if, on a A-F grading scale - with F being the lowest level of efficiency, you have a C level of written communication skills, with C being the highest grade of the two sets of skills, then you must strive, at the very least, to attain a C level of oral communication skills in order to properly communicate and be understood in a virtual organization or social network environment. The key words being: 1) to communicate, 2) at their highest level, and 3) be understood.

Importance of State of Equilibrium in a Virtual Environment vs Other Environments: Unit Cohesion

But why is that so important in a virtual organization or social network environment versus other environments?

Well, in a brick and mortar environment, there is a myriad number of ways to communicate with others and we have quite a variety of senses at our disposal in order to assess and interpret these various forms of communication. These forms of communication can be direct, physical, physiological, proximal, environmental, cultural, conscious, subconscious, subliminal, visual, audio, audio-visual, etc. Whereas, in a virtual organization or social network environment, we are severely constrained in terms of these forms of communication and the regular means, including proximal means, that we are normally accustomed to using in order to interpret and assess these various forms of communication. Therefore, these constraints, in and of themselves, lend to a more restrained and less intense form of interaction with others; and normally lead to severe message distortions and very undesirable outcomes in terms of Unit Cohesion. Thus exists an ever present need to be constantly vigilant in terms of what we want to communicate, what we communicate, how we communicate, and the effectiveness of the communication - meaning being understood.

Meaning and Effect of More Restrained and Less Intense Form of Interaction

So what do we mean by "more restrained and less intense form of interaction" and how does Communication Convergence solve that problem?

Well, as we all know, in a virtual setting we are, for the most part, deprived of the sort of visual and proximal stimuli in a brick and mortar environment that normally engage all our senses and which allow us to automatically match and incorporate sounds (or words) that we hear with everything else that we're actually seeing and feeling around us based on the sum total of our life experience. And, even under the best of circumstances, no amount of visual stimuli (e.g., video communication, etc.) in a virtual environment can fully replicate the experience that you have in a 100% brick and mortar environment. This, in turn, means that we have to learn to rely on other senses which had hitherto been dormant in order to make up for the lack of visual and proximal stimuli that we are accustomed to. However, that being said, that is not an automatic on/off switch that we have at our disposal when it comes to activating and developing these other senses. It does indeed take quite a bit of time in order to fully develop these dormant senses.

Therefore, in order to make up for this sort of sensory deprivation in a virtual environment, it becomes "critical" that we are able to clearly communicate in writing what we want to say. However, that being said, since no amount of written communication can fully convey anyone's thoughts and feelings and the full context in which they are expressed, it then becomes [imperative] that the information purveyor is instantly available and quickly able to articulate in spoken words the exact meaning of their written communication. Absent this state of equilibrium between Oral Communication Skills and Written Communication Skills, which we call "Communication Convergence," what we're left with is a severe communication crisis which always results in Virtual Chaos.

A Virtual Organization Example

For example, imagine yourself in a 100% virtual organization writing a letter to John Doe, a newly appointed executive in a highly sensitive leadership position, regarding what you believe is a clear set of unambiguous directives and instructions which include asking John Doe to immediately contact you for "Oral" discussions upon review of the document.

However, upon receipt and review of your correspondence, John Doe feels differently about these directives and, instead of quickly contacting you for "Oral" discussions, as originally instructed, in order to obtain clarification of your message, he immediately sends you a "Written" reply based on his interpretation of, and/or his feelings about, your message. At which point, you quickly reply and reiterate your original request to John Doe to contact you immediately in order to schedule an "Oral" discussion, at which point you would have had an opportunity to clarify your original message.

However, John Doe -- a very collegial individual with a non confrontational personality -- happens to be very uncomfortable when it comes to engaging in "Oral" discussions, especially when it comes to matters of contention and/or disagreement with his superiors or authority figures, and instead freezes in time and space and continues to communicate in writing with the express purpose of avoiding a direct encounter. At which point it becomes very obvious that continuing with John Doe in his current virtual organization leadership capacity would be a disaster of Titanic proportions in the making.

Now I know what you're thinking, perhaps it was a mistake for you to hire John Doe in the first place without making sure that he did indeed have excellent oral communication skills, which could have easily been determined in advance - and which you knew, by all initial indications and from empirical evidence, that he was indeed lacking. However, that's a long and different story but, nonetheless, the short version of this example is still an excellent lesson to learn from.

So, to continue with our example, John Doe happens to be--and also considers himself--a great orator with excellent rhetorical skills, having been on the lecture circuit for quite a few years. But although John Doe is able to garner quite a few accolades for his "oratory" skills in front of a large audience - just as an entertainer is in his comfort zone when in front of a large audience and getting a standing ovation for his performance - John is indeed very reticent when it comes time to communicate "orally" on a one-on-one basis in what he perceives could perhaps be construed as being in a confrontational manner. As you can see, there is a huge difference between "oral communication skills" and "oratory skills", the subject of which falls outside the scope of this discussion.

A Social Network Example

Here is another vivid example:

Imagine yourself being contacted by the head of a private social network with respect to a request for your participation and urgent assistance and cooperation; and being showered with accolades, etc. Consequently, you join that private social network and begin to engage in extensive "written communication" with the head of the social network. As well, you begin to contribute your expertise in a number of ways. You eventually proceed to submit an invitation to this individual for an "oral" conversation and, lo and behold, you get absolutely no reply at all. You follow up with your request and still no reply.

Now, let's take the foregoing scenario, but this time with a different twist: You do get a reply, however, the person does not show up! Or the person either finds an excuse to postpone the meeting and never follow up with you; or just outright avoids the oral communication. What gives?

Well, there are many reasons for these sorts of behavior. They may have to do with language or cultural barriers, benign neglect and oversight, flawed personality traits, lack of professionalism, fraud, exploitation, attempted theft of intellectual property, corporate espionage, etc. However, that being said, regardless of the reasons, you are bound to face these situations on a very frequent basis in a social network environment.

In Conclusion

The foregoing examples reflect the importance of Communication Convergence in a virtual organization or social network environment. As illustrated, regardless of our level of written communication skills, we will always need to reinforce these skills with, at a minimum, the same level of oral communication skills in order to make sure that we are fully understood or, at the very least, communicating with someone with the right intentions. And if we cannot be understood, then we might as well talk to each other in Greek and Chinese, with no one party being able to speak the other's language.

Therefore, in the absence of Communication Convergence, particularly with respect to a virtual organization, we will always wind up with Virtual Chaos. Because, at the end of the day, after all has been said and done, it's not really about what was said or written, and who was right or who was wrong, it's really all about whether or not we are able to effectively get our message across AND be understood - since we may never get a second chance to start all over again once the goodwill well has been poisoned.

ABOUT AUTHOR: Prof. Pierre Coupet is the Founder, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author-presenter-host of How To Virtual Organize Your Social Network, Part 1 of an "Exclusive 12-Part Series: Empower Your Social Network with Virtual Organization Management." To contact the author, send message via skype id: VOMIChairman or send email directly to chairman@virtualorganizationinstitute.com

A Call to All Social Media Activists: Time to Virtual Organize Your Social Network!

2011-04-06T08:13:00.000-07:00

No one doubts the explosive power of social networks, however, as the Arab Spring revolutionaries from Tunisia, Egypt, Yemen, Bahrain, Lybia, Jordan, Saudi Arabia, and Syria, etc. have recently discovered, there is indeed a limit to the power of the social network.

Although the social network allowed them to make that clarion call in order to get their voices heard around the world, they immediately found out the limits of the social network. Governments and people from all over the world, including their own governments, began asking questions about them and wanted to know who represented them and their formal demands.

That's when everything came to a screeching halt! There was no real leader, no real organization to talk to, no real organizational infrastructure, no formal plan of execution or implementation strategy, etc. - just a group of people and sympathizers to the cause who were fed up with the status quo and desperately needed change in their lives.

They never really thought about the need to Virtual Organize their social network. So that once they made the clarion call, the world would know exactly who they are, what they want, who represents them, and how they want to pursue their demands once they have the world's attention. As a result of that lack of preparedness, they had no choice but to go back to Square One and rely on the very Same Old Brick and Mortar Status Quo for help in meeting their needs and aspirations; which meant going back to the fox and ask him to guard the chicken coop.

Results of a Lack of Virtual Organize Your Social Network Strategy

Not knowing How to Virtual Organize Their Social Network means that, after getting out their message to the world and, literally, shedding their blood, sweat and tears:

1. They had everyone guessing about who they were, what they represented, and who they were affiliated with. Their oppressors had a field day preying on everybody’s fear and ignorance by associating them with, and or linking them directly to, favorite bogeymen like Al Qaida, the Muslim Brotherhood, etc.

2. They had no choice but to go back to and rely on the same military or quasi-military institutions that were the bedrock and foundation of the oppressive regimes they have lived under for decades.

3. They had no choice but to go back to and rely on the same old political operatives and partners of the old regime they so despised to speak for them; operatives who have so-called "jumped ship" and turned over a new leaf in the direction of freedom and democracy. Can you really count on the fox to guard the chicken coop?

4. They had no choice but to allow these very Same Old Brick and Mortar Apparatchik to co-opt their revolution, and put their destiny in the hands of those who were, at the very least, complicit in their oppression and repression - hoping for the best; gambling that all their blood, sweat and tears would not have been in vain.

But You Do Have a Choice: Virtual Organize Your Social Network

As bleak as the current situation seems for social media activists, it really doesn't have to be that way. You do have a choice. If you would like to engage in any sort of social media activism and want to avoid the fate of the Arab Spring revolutionaries, then prepare yourself first by learning How to Virtual Organize Your Social Network. If you are a current social media activist and haven't yet learned How to Virtual Organize Your Social Network, it's never too late to get started. Better late than never.

Benefits of Knowing How to Virtual Organize Your Social Network

Once you learn how to virtual organize your social network, after you make your clarion call to the world and get their attention, you will be able to send out a clear message to the world about 1) who you are, 2) your real organizational infrastructure, 3) what you want, 4) who represents you and how to effectively communicate with them, and, last but not least, 5) a real execution strategy on how you want to pursue your demands.

So, what are you waiting for? Learn How to Virtual Organize Your Social Network!

ABOUT AUTHOR: Prof. Pierre Coupet is the Founder, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author-presenter-host of How To Virtual Organize Your Social Network, Part 1 of an "Exclusive 12-Part Series: Empower Your Social Network with Virtual Organization Management." To contact the author, send message via skype id: VOMIChairman or send email directly to chairman@virtualorganizationinstitute.com

Visions of the Future in a Virtual Organization World: Vision of Retail Department Stores and Shopping Malls

2011-01-04T12:47:00.000-08:00

Visions of the Future in a Virtual Organization World:
Vision of Retail Department Stores and Shopping Malls
by Prof. Pierre Coupet

Driving to the Mall No Longer a Necessity

I recall a time in Chicago, back during the 60's, when going to the big mall was a social occasion almost akin to going to church, in the sense that you were expected to be well-dressed in casual clothes. Stores had signs stating "No shorts or sandals allowed" and "We reserve the right to refuse service to anyone."   That seems like a 1000 years ago.   In any case, back then, physically going to the shopping mall or the big retail department stores was a necessity and the decorum that accompanied it had more to do with the novelty and evolution aspect of it than people actually considering it a social event. There was no such thing as the internet as we know it today and, of course, no World Wide Web.   We could not even imagine that such a thing was possible outside of Star Trek.

Fast forwarding to 2011, in spite of the fact that the Web allows us to shop for just about anything that we can think of, including groceries and basic household items, people continue to flock in huge numbers to shopping malls and major freestanding retail department stores.   Why is that? Is it out of habit or has it now become more of a social experience for us; an opportunity to go out and mingle without really mingling, just to have a chance to be around others albeit at a distance and in a non-intimate fashion?   Or is it because some changes take much longer than others? Or is it because technology is not yet able to replicate either the social experience or the buying process reassurance that takes place with the physical purchase in a retail department store or shopping mall?

Retail Department Stores and Malls Exist, Therefore We Frequent

The facts prove that it's a combination of all of the above and here is what I mean by that: Each of the aforementioned questions I just asked could conceivably apply to just about every single transaction that is made today in huge numbers over the internet - from purchasing a computer, electronic items and accessories, furniture, apparel and accessories, jewelry, books, software, vitamins and prescription drugs, all the way to buying a car, banking and getting a home loan.   Therefore, it's obvious that, for a great many of us, we are totally immune to these factors and, with the exception of grocery shopping for perishable items, we are more than happy to do our shopping using the most convenient means available to us.

However, that being said, the most crucial answer is that, for the most part, people continue to flock to these retail department stores and shopping malls primarily because these venues continue to exist and, secondarily, for none other than the social experience.

Time to Come Up with a New Asset Utilization Strategy?

Therefore, the operators of these retail department stores and shopping malls must inevitably come to terms with the following asset utilization strategy question:

At what cost are we providing a service that most people do not really have a need for versus the cost of an alternate service that we could be providing that could significantly increase our bottom line?

A New Vision: Retail Department Stores and Shopping Malls as Entertainment and Social Experience Centers

In that light, here is a snapshot of my vision of Retail Department Stores and Shopping Malls in the new Virtual Organization World:

Vision of Retail Department Stores in a Virtual Organization World

With respect to large retail stores such as Macy's, Bloomingdale's, Neiman-Marcus, etc., they will eventually want to convert their stores to major entertainment venues and Social Experience Centers whereby their customers would come for entertainment, to socialize and do some online purchasing on impulse.

Instead of having a ton of clothing racks on the floor, you would have several areas with special tables equipped with built-in, damage-proof PC tablets connected to the internet.    In the center of each area, as at a fashion show, you would have a runway for the store's branded fashion models (e.g., Macy's Models or Saks Fifth Ave Supermodels) to exhibit their latest lines of clothing and accessories during opening hours.

Priceless Publicity Bonanza

Just as each NFL football team has their own cheerleading team, so would each major retail department "store location" have their own team of models (e.g., Macy's Thousand Oaks Models and/or Macy's Thousand Oaks Supermodels) and several local DJs. You could use Macy's Supermodels for major monthly "luxury sale" events, accompanied by all the fanfare that comes with it.   To really get both customers and employees all excited and fired up about this conversion, I can even see the launch of an annual Macy's Models or Macy's Supermodels Fashion Contest whereby all the models from all the various stores would compete for a Macy's Supermodel of the Year contest which could even get televised nationally or streamed worldwide via the internet.    That would be a priceless publicity bonanza!

A Re-Energized and Hybrid-Virtual Workforce

Instead of Retail Associates, you would have a minimum number of Social Experience Hostesses, Social Experience Associates, Social Media Associates, and Virtual Support Associates working onsite at the store location as well as interfacing with a majority number of their virtual equivalents working online in a 100% virtual environment.

Social Experience Hostesses would assist in providing general information regarding the Social Experience Center, seating selection, ordering beverages and snacks, ordering catering service, store appearance, etc.

Social Experience Associates would assist with event ticketing and reservation information, sales, distribution and supervision of limited inventory for fitting purposes only, supervision and maintenance of fitting rooms, merchandise return, customer support, and other miscellaneous matters.

Social Media Associates would be in charge of digital filming and streaming of special modeling events on the internet and maintaining the local onsite and virtual digital media center.

Virtual Support Associates would deal with all internet-related and virtual customer support.

Benefits for Retail Department Stores in a Virtual Organization World

As a result of combining the entertainment and social experience component with a stronger focus on online sales and support, each store would drastically reduce the amount of square footage it occupies (from a one-half to a two-thirds decrease) and related overhead and yet maintain or sharply increase its amount of sales, thereby generating a substantial and noticeable increase in its bottom line.   In a retail world where profit margins are very slim, that can be a "very big" deal.

Reduction in Shortages

Theft and shortages at the local store level would be drastically reduced, if not almost eliminated.   Although fraud can never be eliminated, it can be better monitored and drastically reduced in the virtual environment.

A Highly Flexible Workforce

Most Store Managers and Group Sales Managers could work online in a 100% virtual environment at least 2-3 days out of the week or perhaps alternate between working onsite and online on a weekly basis.   When working online, they can still be available onsite, at a moment's notice, in case of an emergency since all hiring will be done locally. An entire generation and cadre of Social Experience Associates and Virtual Support Associates could potentially be available around the clock working strictly in a 100% virtual environment.

The local store would be almost immune to any sort of major disaster and other acts of God and nature due to the fact that their labor force can operate almost exclusively in a 100% environment.

Lower Stress Level and Higher Quality of Life

High Employee Stress Level, the #1 employee complaint in a retail environment, would drastically decrease and Quality of Life for all employees would dramatically increase. These managers and associates would all receive training on how to operate in a 100% virtual organization environment, thereby resulting in a greater sophistication level of the company's labor force.

Deepening of Local Connections and Relationships

There would a HUGE WIN-WIN OPPORTUNITY to partner with ALL members of the local community (schools, churches, hospitals, other non-profit organizations, local government, etc.)--including local businesses--in order to produce special benefit events at the store location and thereby deepen existing connections and relationships. Local businesses at these malls would provide the needed services and support that these stores would require so that these stores can focus on what they do best, which is retail sales.   And the list of other benefits goes on and on.

Vision of Shopping Malls in a Virtual Organization World

With respect to the large or mega shopping malls, they will begin to rethink the architecture of their malls and begin to convert them, more or less, into mini, family-oriented, entertainment theme parks or a place with a more festive atmosphere.    A place where the entire family can go at anytime during the week or weekend. Whether it is a daily or big weekly Friday night fashion show at Macy's, or a special fashion show benefit event at Neiman-Marcus, or live daily shows and contests a la Let's Make a Deal sponsored by existing mall retail stores, around the clock entertainment will be available during opening hours.

Globalocal Promotion

These events will be promoted online on the shopping mall's website, various tourism websites, and throughout the local community.   So that regardless of who you are, where you are, and where you are from, access to wholesome, family-oriented entertainment AND shopping is only a few blocks or miles away.

Telepresence Centers for Revenue Diversification

Shopping malls will establish telepresence centers that can be promoted and rented out to businesses who would like to hold hybrid-virtual events at their location. For example, let's say that VOMI wants to broadcast a high-definition, live virtual conference to 100 people in Northridge, CA. From our own telepresence location in Encino, CA or any other telepresence or virtual location in the world, VOMI could invite attendees to join us at the telepresence center in the Northridge, CA shopping mall. As well, VOMI could also invite other attendees to join us at several more telepresence centers in conveniently located shopping malls.   From VOMI's vantage point, it would have a bird's eye view of the audience at all participating telepresence locations and be able to effectively communicate and interact with all of them.

Continuing with our Northridge shopping mall example, arrangement could be made with the local mall catering company to serve all our event attendees, followed by a fashion show at Macy's, participation in an a la Let's Make a Deal show sponsored by several stores in the mall, dinner and drinks and live entertainment at a local restaurant, and/or a movie screening before retiring for the night in one of the limited group of bungalow suites in the shopping mall.

Virtual Solarium Courtyards

Shopping malls will also contain large virtual solarium courtyards, a sort of sky-lit, indoor-outdoor space with retractable and adjustable roof that allows for various degrees of openness based on weather conditions. These virtual solarium courtyards will contain large plasma 3-D screens and a large stage for entertainment and advertising related purposes in a beautiful garden-like setting. Adorning the entire landscape will be 360 degree "chairs" and "smart tables", as well as sound-proof, egg-shaped enclosures, with FREE built-in access to wired high-speed and Wi-Fi internet access at speeds of around 100 gigabit per second.   Small, sound-proof conference rooms with internet access will also be available on a first-come, first-served basis for up to 2 hours and subject to an extension if there is no one waiting in line.     The only thing a customer has to do is to bring their own laptop or PC tablet.

Hostesses from all the various food, beverage and entertainment restaurants and stores will be able to know which smart table is occupied and virtually approach you directly from inside their store via text messaging or speaker phone in order to take your "virtual" orders from their PC tablets or smart phone devices. Digital coupons offered by participating store owners will be automatically processed without any sort of awareness, input or intervention by the customer or hostess.

Collaboration and cooperation among all mall businesses will be the norm as well as vital for each other's success and long-term economic health.

Benefits for Shopping Malls in a Virtual Organization World

The end result of this transformation for shopping mall operators will be higher customer traffic and collective store sales which translates into higher common area and per store revenues as well as new sources of revenue.

Conclusion

In conclusion, in terms of what is now possible with respect to today's existing internet and virtual technologies, I believe that this snapshot of my vision of the future for retail department stores and shopping malls is but a small grain of sand on a large beach of what is possible in the near to distant future.   The retail stores and shopping malls who are the quickest to begin to implement my vision of their future will no doubt have a significant advantage over their nearest competitors in this vast and almost limitless market.

About Author: Prof. Pierre Coupet is the Founder, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author-presenter-host of How to Virtual Organize your Social Network, the first part of the Exclusive 12-Part Series: Empower Your Social Network with Virtual Organization Management at http://virtualorganizeyoursocialnetwork7.eventbrite.com/ :: To contact the author, send message via skype id: VOMIChairman or to chairman@virtualorganizationinstitute.com ::

About Article: This article is the first in a series of 14 articles on my "Visions of the Future in a Virtual Organization World." The next article in the series will feature my "Vision of Professional Office Buildings in a Virtual Organization World."

Copyright 2010-2011. Pierre Coupet, Virtual Organization Management Institute (http://vomi-pierre-coupet.icopyright.com/) :: Cannot be reproduced in whole or in part without permission. All rights are reserved.

ON DEMAND Grand Overview of VOMI Global Think Tank and Advisory Board

2010-12-31T10:24:00.000-08:00

Presentation Update: Grand Overview of VOMI Global Think Tank and Advisory Board

2010-12-03T17:40:00.000-08:00

Virtual Organization Management Institute finally announces the long anticipated Grand Overview of VOMI Global Think Tank and Advisory Board presentation scheduled for Tuesday, December 14, 2010 at 7 am PST (USA).

To accommodate our friends and colleagues in different time zones throughout Europe, Asia and Africa, VOMI has scheduled an additional presentation on Thursday, December 16, 2010 at 3 AM PST (USA).

The Think Tank-Advisory Board will act as the global think tank arm of VOMI; provide valuable insight on relevant global virtual organization trends and issues to the Chairman of VOMI and Executive Committee of the Board of Directors; advise and counsel the Chairman of VOMI as requested; and serve as a forum for the sharing of virtual organization management best practices, policies and procedures to the global community at large.

Highly accomplished and influential thought leaders from a broad spectrum of disciplines, competencies, and industries throughout the global community are being invited to attend this presentation.   Representatives from corporate, venture capital, government, non-profit, academia, public policy, defense and military sectors will form the core of attendees and the final composition of the board.

To register for this highly informative, by-invitation-only event, go to:    http://vomithinktank.eventbrite.com

VOMI Announces Grand Overview of VOMI Global Think Tank and Advisory Board Presentation

2010-11-29T20:51:00.000-08:00

Virtual Organization Management Institute finally announces the long anticipated Grand Overview of VOMI Global Think Tank and Advisory Board presentation scheduled for Tuesday, December 14, 2010 at 7 am USA PST.

Highly accomplished and influential thought leaders from a broad spectrum of disciplines, competencies, and industries throughout the global community are being invited to attend this presentation. Representatives from corporate, venture capital, government, non-profit, academia, public policy, defense and military sectors will form the core of attendees.

The Think Tank-Advisory Board will act as the global think tank arm of VOMI; provide valuable insight on relevant global virtual organization trends and issues to the Chairman of VOMI and Executive Committee of the Board of Directors; advise and counsel the Chairman of VOMI as requested; and serve as a forum for the sharing of virtual organization management best practices, policies and procedures to the global community at large.

To receive an invitation or additional information, contact the board directly at advisoryboard@virtualorganizationinstitute.com ::

NWMedia Selects WebStore for Auction of TheFreeWorld.com

2010-11-29T20:02:00.000-08:00

NWMedia & e-Publishing announces the selection of WebStore, a barely known free online auction and online marketplace upstart, to handle the auction of TheFreeWorld.com domain name.

For additional information, go to http://www.webstore.com/5284366,auction_id,auction_details

Launch of VOMI Virtual Organization Academy

2010-11-12T01:03:00.000-08:00

Virtual Organization Management Institute (VOMI) announces the official launch of VOMI Virtual Organization Academy, the ultimate Experiential Learning Center and Incubator for future Virtual Organization Executives.

The VOMI Virtual Organization Academy program is an On-Demand, 90-Day, One-On-One, 100% Experiential Virtual Organization Executive Bootcamp Training program exclusively designed for busy Middle Management and Senior Level Executives who wish to quickly immerse themselves in a 100% virtual organization environment for a limited period of time in order to gain first hand experience of life in a 100% virtual organization; and who are unable, for practical business reasons, to participate in the standard full-time 2-year master designation programs offered by the main VOMI Education unit.

These executives come from the following sectors: Corporate, Academia, Public Policy, Non-Profit, and Government; and have a strong desire to go back to their organization and apply the knowledge gained from this program, as well as the need to obtain official recognition for their participation in this exclusive career-enhancing program.

Extensive one-on-one training is provided throughout most of the training period. Candidates learn and immediately put into practice virtual organization management best practices, policies and procedures, under strict and daily supervision, as they concurrently practice their craft and implement corporate business objectives assigned by VOMI. During this period, they are challenged intellectually, psychologically, and professionally as they learn to simultaneously rewire their thought processes and maintain peak technical and professional performance in a 100% virtual organization environment.

Upon satisfactory completion of the program, candidates are awarded a digital Virtual Organization Executive Diploma and a dark blue sapphire VOMI Virtual Organization Academy Class Ring as an official and lifetime recognition of their participation in this exclusive career-enhancing program. VOMI can also arrange to provide an embossed, custom wax seal monogram, serial-numbered and parchment copy of the Virtual Organization Executive Diploma, including a quill pen handwritten signature of the founder of VOMI--a collector's item--to a successful graduate of the program.

For additional information about the VOMI Virtual Organization Academy, go to https://sites.google.com/a/virtualorganizationinstitute.com/virtual-organization-academy/

VOMI Allocates Over 54 Million Shares of Stock to VOMI Global Think Tank & Advisory Board

2010-11-11T22:57:00.000-08:00

Members of the VOMI Global Think Tank and Advisory Board have 54 million reasons to be thankful over the next 3 holiday seasons.

Virtual Organization Management Institute (VOMI) announces the allocation of over 54 million shares of stock available for distribution over a 3-year period to all new members of its newly formed global think tank and advisory group, the VOMI Global Think Tank & Advisory Board ("Think Tank-Advisory Board").

The newly established Think Tank-Advisory Board will consist of highly accomplished and influential thought leaders from a broad spectrum of disciplines and competencies throughout the global community. The Think Tank-Advisory Board will act as the global think tank arm of VOMI; provide valuable insight on relevant global virtual organization trends and issues to the Chairman of VOMI and Executive Committee of the Board of Directors; advise and counsel the Chairman of VOMI as requested; and serve as a forum for the sharing of virtual organization management best practices, policies and procedures to the global community at large.

If selected as one of the inaugural members, a position on this board will be an excellent opportunity for a board member to, so to speak, get their foot in the door, network with their peers, make an immediate impact, as well as keep apprised of all significant developments, including current and future career opportunities at VOMI.

Individuals who have a "strong interest" in becoming a member of this very prestigious panel of thought leaders and executives and would like to receive an invitation or additional information are encouraged to contact the board directly at advisoryboard@virtualorganizationinstitute.com ::

Introduction to the VOMI Symphonic Recruitment Center for Guardian of The Holy Grail Candidates

2010-11-11T21:34:00.000-08:00

VOMI views and adopts the Symphonic Business Model as an essential element of success in a virtual organization environment. In essence, what this means is that we view our entire executive leadership team as an orchestra being run by a conductor who is trying to create beautiful symphony and execute a flawless performance; the ultimate objective being that, at the end of each flawless performance, the entire orchestra receives a standing ovation. You will notice that our focus is on "flawless performance" AND "standing ovation" before and after the curtain closes on our performance.

As a consequence, we realized that we had to adopt a recruitment model that reflects the "realities of the 100% virtual organization environment" and which perfectly aligns with our Symphonic Business Model, hence the birth of The Symphonic Recruitment Model and Process.

The symphonic recruitment process is designed to guarantee the success of each Guardian of the Holy Grail executive appointment and the fulfillment of VOMI's mission instead of rolling the dice and hope for a favorable outcome or standing there and watch a very promising Guardian fail. The bottom line is that, at the end of the day, after all has been said and done, ALL Guardians will be on the same page, the same stage, playing in sync a beautiful symphony, and getting that standing ovation at the end of each performance.

For additional information about the VOMI Symphonic Recruitment Center and the symphonic recruitment process, go to:
https://sites.google.com/a/virtualorganizationinstitute.com/symphonic-recruitment-center/

ABOUT AUTHOR: Prof. Pierre Coupet is the Founder, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author-presenter-host of How to Virtual Organize your Social Network, the first part of the Exclusive 12-Part Series: Empower Your Social Network with Virtual Organization Management at http://virtualorganizeyoursocialnetwork7.eventbrite.com/ :: To contact the author, send message via skype id: VOMIChairman or to chairman@virtualorganizationinstitute.com ::

Copyright 2010. Pierre Coupet, Virtual Organization Management Institute (http://vomi-pierre-coupet.icopyright.com/) :: Cannot be reproduced in whole or in part without permission. All rights are reserved.

Auction of TheFreeWorld.com Domain Name Set to Start at USD $1 Million

2010-11-10T10:28:00.000-08:00

NWMedia & e-Publishing, a now-defunct publisher, is currently in the process of secret negotiations with online auction providers for the auction of TheFreeWorld.com domain name with a beginning bid set to start at USD $1 Million.

According to NWMedia, they have received numerous offers in the high-six to low-seven figure by a number of leading global organizations who would like to own this valuable piece of online real estate.

"Upon conclusion of successful negotiations and final selection of online auction provider, we will make the formal announcement and provide further details regarding the auction." said Pierre Coupet, the founder of NWMedia.

For additional information or to request advance notification, contact NWMedia via skype at VOMIChairman or to chairman@virtualorganizationinstitute.com ::

VOMI Now Uses E-Verify

2010-11-10T06:29:00.000-08:00

E-Verify is a web-based system administered by the Department of Homeland Security (DHS) that allows employers to verify the eligibility of their employees to work in the United States.

As such, virtual organization employees who do not reside within the United States will not be subjected to this verification procedure.

For additional information about E-Verify, go to https://e-verify.uscis.gov/emp

Virtual Organization Management Institute (VOMI) Is Now a Federal Contractor

2010-11-10T05:57:00.000-08:00

VOMI is now registered with Central Contractor Registration (CCR), the primary registrant database for the U.S. Federal Government which collects, validates, stores and disseminates data in support of agency acquisition missions.

The Commercial And Government Entity (CAGE) Code assigned to VOMI by the Defense Logistics Information Service (DLIS) is 5WXU7.

For additional information regarding CCR, go to http://www.bpn.gov/ccr

To contact VOMI regarding a federal government acquisition inquiry, send email to support@virtualorganizationinstitute.com or call via skype id Virtual.Organization.Management ::

VOMI Overview of Guardian of The Holy Grail Positions

2010-10-26T10:37:00.000-07:00

10 Million Jobs in 10 Months: A Test of America's Resolve or Only China Can Do It?

2010-09-09T09:07:00.000-07:00

Is the American spirit still alive and can we do it?   Or should we admit that our time has come and gone and it is now China's turn for spectacular achievements?

National Malaise

I know that our current national malaise -- a result of our current, bitter political climate mixed with a strong dose of corporate greed and recklessness -- does not leave a lot of room for this sort of discussion.    I also know that a lot of the pundits and naysayers would rather want to hear "10 Million Jobs LOST in 10 Months" because that would fill the airwaves and the blogosphere faster than you could bat your eyelids and it would send shock waves throughout the global financial community.   Somehow or another, we have grown so accustomed to hearing bad news that the first thing that we expect to hear when we turn on our television sets and computers is Doom and Gloom.

Make History or Be Burdened by History

I also understand that some would say that, in order to be credible, one's statement must be couched in a dose of realism and pragmatism. My answer to that is: If the electorate during the last US presidential election had subscribed to that notion, then junior Senator Barack Obama's candidacy would have suffered the fate of Jesse Jackson's and I, personally, would have never voted for him, volunteered, or made any financial contributions if I were a realist and pragmatist.   The point being: We can either make history or be burdened by history, but the choice is always ours.

A Layman's Roadmap to 10 Million Jobs in 10 Months

So what does that have to do with 10 Million Jobs in 10 Months and how is that feasible? Well, here is how I came up with those "layman and very unscientific" figures:

Back in April of 2010, while conducting some research on the number of jobs that our startup, private educational institution could--and needed to--create over the next 12 months, I estimated that, from the required total, we needed, at the onset, to initially fill around 30 commission-based sales openings.   It then dawned on me that, in spite of all the doom and gloom you hear in the news, perhaps there could be tons of other small businesses out there who could be in a similar situation.   After all, it goes without saying that SALES is the lifeblood of every single business.

I then wondered how many small businesses there were in America. According to the 2009 IRS Databook, 24,197,000 returns for estimated taxes were filed by small businesses. Therefore, if every single small business could hire just one (1) salesperson who is currently out of work, looking for work, is able to perform AND is willing to work on a "commission-only" basis, then, theoretically speaking, approximately 24 million small business jobs could be created overnight.   I then thought about slicing that number in half and, instead of overnight, spread that number over a period of 12 months, to come to an average number of 1 million new sales jobs per month, for a total of 12 million jobs over a period of 12 months.   And since you need a good slogan to promote something, I thought about reducing the target from 12 months to 10 months, which would make the slogan "10 Million Jobs in 10 Months" sound better and much more attractive.   No Ph.D. in economics or statistical analysis required.

After coming up with these "layman" figures, I then decided to google that slogan in order to find out how "realistic" and "pragmatic" were those figures. And, lo and behold, I came across a November 11, 2007 article from Financial Express titled "China creates 10 million jobs for urbanites" at http://www.financialexpress.com/news/China-creates-10-million-jobs-for-urbanites/237992/ :: The article states "Beijing November 11:: China has created more than 10 million urban jobs in the first ten months, meeting the target for the entire year two months before, a senior official said."      I then saw another article from Huffington Post by Dave Johnson, Fellow, Campaign for America's Future, titled
"Ten Million Jobs Needed - Ten Million Jobs That Need Doing" posted on March 22, 2010 05:06 PM at http://www.huffingtonpost.com/dave-johnson/ten-million-jobs-needed_b_508867.html which, more or less, confirmed that I was on the right track about the 10 million figure and not hallucinating.

So What is Stopping Us?

The next logical and rhetorical question that came to mind, especially when it comes to small businesses, is: What in the world is stopping us from getting our butts in gear?

A 3-Headed Monster: Government Policies, Virtual Chaos, Political Climate

Government Policies

However, having been in business for over 30 years, I knew better than to ask that question since one of the answers is so obvious for anyone who has been in business for any significant period of time:   The government.      We have a structural deficit in our economy that is the direct result of government policies which, on the surface, mean well but eventually wind up resulting in a great deal of unintended and harmful consequences to the same people that these laws were intended to protect in the first place. Various examples of these policies are incorporated and illustrated in the paragraphs below.

Virtual Chaos

A second and most important answer is this:   The fast and furious, topsy-turvy and dizzying pace of advances in internet, virtualization and social media technologies combined with the rapid virtualization of the workforce and the workplace have created a Virtual Chaos that has engulfed both corporate executives and policymakers.   These corporate executives and policymakers are in a state of complete disarray, scratching their heads and wondering how to make economic sense out of, as well as benefit from, this massive disruption of their existing World Order.

With respect to corporate executives, they are slow to realize the sense of urgency that is needed from the standpoint of making the sort of dramatic changes that are needed in terms of how they do business in order to take full advantage of the huge economic benefits to be gained from the virtualization of the workplace and the workforce.   They keep tinkering around the edges and continue to make small and incremental changes that are equivalent to either riding a Porsche on the autobahn at 35 miles per hour or displaying a Ferrari in your showroom garage and taking it out for a spin on special occasions.

Although a good number of small businesses have taken the lead when it comes to taking maximum advantage of the benefits of virtualization of the workspace and the workforce, nonetheless, it is too small a number--may be 2%--compared to the huge number of small businesses that are out there in the US.

For example, the internet combined with e-commerce technology, virtualization technology, workspace virtualization technology, workforce virtualization, social media, social media tools, social media marketing, and virtual organization management education make the most potent, powerful, and unbeatable economic cocktail known to mankind.   Other than for certain types of industries which require a physical presence (e.g. manufacturers, hospitals, theaters, restaurants, bars and nightclubs, hotels, airlines, transportation companies, railroads, etc.) most businesses could virtualize their entire operations and pass on some of the huge economic savings to their employees in the form of higher wages.   As well, they would be in a position to "hire more employees" in order to expand their base of operations and economic sphere of influence.    And why is that not being aggressively promoted and implemented across the board?

Imagine the ton of economic opportunities that this small "shift in attitude and thinking" would create.   The economic possibilities and rewards are almost limitless.   So now you can ask yourself this question: How many businesses do you know of, big or small, that actually have a "formal plan and timetable" in place to virtualize their entire operations in order to either avoid layoffs or "create more jobs" and expand?    Now that you've answered the first question, ask yourself this other question:   How many businesses do you know of, big or small, that actually have or had a "formal plan and timetable" in place in order to "layoff employees or eliminate jobs" altogether or just close shop?   The bottom line is this, a paradigm shift in attitude and thinking by corporate executives and small business owners needs to take place before we can begin to see the sort of economic recovery that we all want, desperately need, and can have.

With respect to policymakers, they are slow in making the necessary changes in the law that are needed in order to get the hell out of the way of small as well as large businesses that are either sick, slowly dying, on life support or just terminally ill; who desperately need to make the sort of drastic changes needed in order to reverse the downhill trend they've been on.   Businesses don't really need--and frankly shouldn't get--help or handouts from the government.    However, that being said, businesses can "partner" with the government--but not at the expense of taxpayers--in order to bring about the necessary changes that are needed for a healthy economic climate and the social good.   I will not attempt to write a dissertation on the difference between "getting help" and "partner with" since that is outside the scope of this discussion but will rather leave it up to men and women of good will to interpret my statement based on the context of this article.

For example, do you know that if you are a very small business with only one "100% virtual employee" working for you strictly out of their home, using their own computer and internet access, you are still obligated to obtain workmen's compensation insurance for that employee? Outside of that employee using their own computer from the comfort of their home, there is no requirement to engage in any sort of activity that could expose that employee to any kind of work hazard or on-the-job injury and, yet, the laws are brain dead in that regard. That can be crippling for a small business that wants to get started or expand.

Here is another example:

Do you know that if you, as an employer, wanted to hire a "100% virtual salesperson" on a "commissions-only" basis, working strictly out of their home, using their own computer and internet access, and without ever having to step outside the door of their residence, you are still obligated to pay that salesperson at least the minimum wage. It does not matter if the employee you want to hire is out of a job, ineligible to collect unemployment benefits or his/her benefits have expired, is on welfare, is a highly qualified and competent salesperson or sales executive, currently has and is paying for all the tools he/she needs in order to start working, [and is willing] to work on a commissions-only basis in order to get his/her life back on track.    But, on the other hand, if such employee were an "outside salesperson" working on a "commissions-only" basis, going door to door, using their own car and paying for their own car insurance and gasoline out of their own pocket, that employer would be exempt from the minimum wage and hour and overtime requirement. It seems that it should be just the opposite but you can't make sense with a bureaucracy.

But the madness doesn't just stop there, there is more. Do you know that if you are willing to hire as a "100% virtual employee" someone who is currently unemployed and wants to make a career change into a sales/marketing related field in order to obtain a better wage and improve their standard of living, and you are willing to train that person at your expense, but can only pay that person on a commissions-only basis during a specific period of time, you are still obligated to pay that sales/marketing trainee at least the minimum wage.   On the other hand, if you hire that same person as an "independent contractor", require a certain amount of capital investment from that person to cover their cost of training, and leave it up to that person to purchase out of their own pocket any of the tools and supplies they will need to perform, not provide any direction with respect to how best to complete the job but instead only demand an expected outcome, and pay on the basis of their performance, then you will not be subject to the federal and state minimum wage and hour law requirements.

It does not matter if this independent contractor is "penniless, cannot afford to make any substantial investment" to acquire the training and tools needed, and you have all the available resources that this "independent contractor" needs and are willing to provide it "free of charge." By providing these tools and training free of charge, and helping to successfully guide that person during the initial stages of their new career, you will be establishing an employer-employee relationship and, therefore, subject to the federal and state minimum wage and hour law requirements.    This is a clear example of the maxim: "the road to hell is paved with good intentions."

But it gets much worse, if you are unemployed and collecting unemployment benefits and the government finds out that you have accepted any type of permanent, full-time position -- regardless of how much it pays and whether or not it is 100% virtual and/or a commissions-only position, and whether or not you are being trained at the expense of an employer or at your own expense, you are no longer eligible to continue to receive any unemployment benefits (if the training is not approved by your State Agency).

In other words, if you decide to take a commissions-only sales job that may take anywhere from 30-90 days before you develop a strong sales pipeline that can support you on a permanent basis, you will automatically lose your unemployment benefits.

In other words, if you had some savings and decided to pay, out of your own pocket, for the cost of going back to school to either cross-train into another occupation or to obtain some specialized training, you will automatically lose your unemployment benefits (if the training is not approved by your State Agency).

In other words, if you had no savings but your future employer is willing to provide you with FREE specialized training for a 90-day--although it can be for any length of time--period and is willing to guarantee you a job upon successful completion of training, you will automatically lose your unemployment benefits (if the training is not approved by your State Agency).

In other words, if you decide to take on a job in a "virtual role"--although it could also be in a brick and mortar setting--and as an "independent contractor", making sure that you satisfy all the legal requirements needed to qualify for that status, you will automatically lose your unemployment benefits regardless of how much income you are able to generate (if you are not participating in a self-employment assistance program approved by your State Agency).   If you brought in zilch, zero income from this venture of yours, you will still lose your unemployment benefits.

When I asked the Employment Development Department why that is, and as confirmed by PART 604—REGULATIONS FOR ELIGIBILITY FOR UNEMPLOYMENT COMPENSATION of the Electronic Federal Regulations, I was told that the way they look at it, if you are receiving specialized training or going to school, whether or not it is FREE or at your own expense, that means you are not actively looking for and available for work; and that, in order to collect unemployment benefits, you must be actively looking for and available for work.    Therefore, outside of the conventional employment model and the established governmental rules and regulations in place which could not foresee the coming of another mini Great Depression, tens of million of Americans and businesses are left with only two (2) options: 1) either break the law and risk being caught, or 2) for unemployed workers, being stuck collecting unemployment benefits until it runs out, watch their savings and other resources dwindle to nothing, be reduced to living in poverty or near poverty levels until they are able to find that conventional job or a low-paying job that the government says it's OK to have, or wait until the economy finally turns around; and, particularly, for small businesses, wait until banks start lending money again so they can begin to hire the "traditional" employees that the government approves of -- that is, of course, assuming that they haven't yet gone out of business and have been able to hold on.

I know this sounds insane but that is the reality that both small and large businesses have to deal with. Just imagine the number of millions of good-paying, commission-based "sales" jobs that could be created overnight as a result of just tweaking the law as it exists today. Plenty of people available to work good-paying jobs. No need to go to the bank to try to get a line of credit from a bank that is not lending in the first place.

For those who would say that it is not fair to pay a "salesperson" strictly on a commissions-only basis, they fail to understand that that is exactly how over 27-30 million small business owners earn a living.   If their business is not able to make a sale, they do not get a chance to take anything home to feed their families.   They do not receive a guaranteed paycheck from the federal government or some other organization. In fact, most of them eke out a living from day to day. They are not Rockefellers or high rollers.   As well, we live in a country where there is no such thing as forced labor.   Working on a commissions-only basis does not mean working for free.   If, generally speaking, I am faced with a choice of working on a commissions-only basis--which, by the way, is what I've been doing over the 32 years that I've been in business--or collect a meager unemployment check, welfare or food stamps from the government or starve, I would rather be the person to make that decision instead of having the government or some bureaucrat make that decision for me, no matter how well-intentioned the law is.

This vicious cycle-and-circle is a recipe for poverty and economic ruin for unemployed families and small businesses, and exacerbates today's chronic high unemployment rate. This reminds me of the welfare state we had--and, to this day, still do, to a certain extent--which encouraged welfare mothers to stay at home, have more babies, remain single and kick the children's fathers out of the home just so they could continue to collect welfare. The welfare state discouraged mothers from getting married or going out to find work to improve their economic situation because, if they did, their only economic lifeline would be snatched from them. Contrary to public opinion, they were not lazy and pernicious. They did, and do, want the same things that every parent wants to provide for their children.    For those of us who live in America, we all know too well the results of these policies as evidenced by the legacy of slums and projects mired in crime and poverty that exist to this day.

But to be fair, I must mention that the federal minimum wage and hour laws and the workmen's compensation insurance system were designed to protect workers from scoundrels, abusive, exploitative and unscrupulous employers, of which there is no shortage, and that, when these laws were being created, policymakers could not imagine that "tens to hundreds of million" of people would or could be working from their home via the internet using web collaboration tools, virtual organization management, and without ever having to step outside of their house.

However, that being said, this is not a valid reason or excuse to stand idly by and do nothing.   The virtualization of the workplace and the workforce is causing a seismic shift in terms of efficiency, productivity, and economic opportunities. However, as we are all aware of, government, particularly at the local and state levels, and due to its very nature, will never be able to quickly respond to the dramatic changes in the business landscape that are taking place due to the rapid virtualization of the workforce and the workplace.   Therefore, it's up to the federal government to step in and provide some sort of temporary solution until state and local governments are able, on their own, through the proper exercise of due diligence and the legislative process, enact the sort of permanent or quasi-permanent solutions needed to address the regional systemic fissures that are causing tremors and wreaking havoc on the economy as a whole.     That, I believe, is a good example of how businesses can "partner" with government.

Current Political Climate

The third and final reason is our current political climate. The current mood in Congress seems to be "the hell with what is good for the people, only what's good for me or the party matters." Therefore, if a Republican advocates something, it must be bad and be quickly shot down; and if a Democrat advocates something, it must also be bad and be quickly shot down.   It's not really because these individuals are truly idiots, brain-dead, or zombies and, therefore, unable to discern what's really good for the American people.   It's just the way the cookie crumbles when one party wants to get in power or try to stay in power and individuals put their own personal and party interests above the public good.   And, sadly enough, that's the way it goes and the way it's bound to remain, that is, of course, until someone can come up with a solution to this nightmare on Political Elm street.

Reclaiming America's Rightful Heritage as the Bastion of Capitalism

So how do we get out of this morass and vicious circle in order to unleash the ingenuity, hard working and go-getter spirit of the American people and proudly reclaim America's rightful heritage as the bastion of capitalism?

As Bill Gates, among many other visionaries, has taught us, brilliant ideas don't have to be complicated. In fact, what makes them brilliant is their simplicity. When faced with the prospect of how to quickly get a desktop computer in every single home and business in America and the world, his answer was to "license the operating system."

Therefore, the simple answer to getting America back on track is to focus on what Americans love to do and do best, which is "SALES." It does not matter what kind of business you are in or how big or small it is, without a Sales Team you've got absolutely NOTHING.    If a business cannot hire a sales force, then it is crippled. If a business has to let go of most of its sales force, then it starts to slip into a downward spiral until it gets crippled.   It is NOT the government, banks and investors that we should depend on to get things done or to turn the economy around.   Only the American people can do that.   For example, the sales team of the Obama Presidential Campaign, standing on the shoulders of the previous Dean Presidential Campaign's sales team, understood that, all too well, to the point where then-candidate Obama "declined to receive matching funds from the government" for his Presidential Election Campaign. The sales team was masterful at generating revenues in a "virtual environment" and very well understood the "Sales in a Virtual Environment" concept. The votes came in second.

In spite of our economic doldrums, we still have the world's richest and most lucrative business and consumer market. Every single country in the world wants to gain access to our market so they can sell us their goods.   Out of approximately 350 million people living in the US, even though there are 15-20 million out of work, we still have around 145 million people who are working and can buy our goods and services. So why don't we focus our efforts on "selling" to the "richest and most lucrative market" in the world. As we generate "Sales" from our "own lucrative market", we can begin to generate the revenues needed to hire most of the "15-20 million Americans" who are currently out of work and pay them a good living wage.   That doesn't mean we have to turn our attention away from the global market, because the US market and the global market are not mutually exclusive. What this means is that we shouldn't walk away from "a bird in the hand" just to get those other birds in the bushes.

Issue a Presidential Executive Order for All Virtual Salespeople

We also have the best sales and marketing geniuses that mankind has ever known. Therefore, the government needs to unleash an army of them in every corner and nook and cranny in America, as well as around the world, by granting to all VIRTUAL Salespeople, through an Executive Order, either permanently or on a temporary basis, the same status that "outside salespeople" currently enjoy, which is exemption from the minimum wage and overtime requirement.   As well, all "virtual salespeople" who work strictly from their home and are not required to travel, using only and exclusively their own internet and web collaboration tools, are not required to be covered under workmen's compensation since they would never be exposed to any sort of injury on the job, or be in a potentially hazardous environment, as a result of working at home. This would be a HUGE boost and relief to small businesses.

Please note I am only advocating the removal or temporary suspension of the restrictions we currently have in place for "Salespeople", preferably those who work in a "virtual environment", and not for other occupations. The reasoning being that since salespeople are the linchpin of every single organization in the world and, without them, you will not be able to afford to hire other categories of personnel, they should, therefore, be afforded special status.

However, that being said, in order to prevent unscrupulous large employers from laying off or firing their well-compensated salaried, or salary-and-performance-based, salespeople and replacing them with commissions-only salespeople, this Executive Order could apply only to small businesses which employ "100% VIRTUAL salespeople."     As well, since small businesses are the primary engine of economic activity in the US, particular emphasis should be placed on them since they are the ones who are most in need and do not have easy access to investment capital, loans or lines of credit.

Imagine this, with one bold stroke of the pen, the President of the United States could, literally, OVERNIGHT and without a bunch of polls and the bickering and childish behavior of politicians in Congress, change our attitude and thinking, as well as the general business and economic climate; and set the entire country on a path of optimism, economic revival, widespread use of the Internet for business, and the beginning of a Great American Renaissance :: all without having to deal with lobbyists, demagogues, right-wing or centrist or left-wing liberals and conservatives, Blue Dogs, Green Birds or Yellow Mackerels, or asking $1 of stimulus funds from the federal government or Congress.

Ramifications of Executive Order

Let's now Imagine some of the ramifications of this bold and simple move:

1.    Instead of Tea Party fever, the entire nation will be caught up in "Sales" fever. Instead of saying "It's The Economy Stupid", people from all over the world and in the media and the blogosphere will start saying "It's All About Sales Stupid."    I can visualize Chris Matthews of MSNBC News calling all these politicians and business executives to task by telling or reminding them in his direct, brazen, and rapid fire style and smile that "It's All About Sales Stupid."   I can even imagine Sean Hannity of Fox News and Rush Limbaugh willing to get in on the action because this is a simple message that is 100% pro-America, has no political affiliation; something that every single American can rally behind and take credit for. They will all start saying and thinking what they've known all along: without sales, there is no economy; without an economy, there is no jobs; without jobs, there is no prosperity; and without any prosperity, you have political and social turmoil and chaos - in other words, Tea Party fever.

2. People who have been unemployed for a long time would be willing to cross-train into what could become future, high-paying, commission-based, VIRTUAL Sales jobs. Colleges would get a significant boost in sales career enrollment, etc.   A burgeoning crop of Virtual Sales Trainers would pop up to offer virtual sales training to people who want to get into sales, etc.

3. This would be a big boost to GREEN JOBS and the ENVIRONMENT, irrespective of industry.   No need to pollute the air, deal with traffic congestion and road rage, or get gouged by oil companies at the gas pump.   The money saved from gasoline would result in an "indirect" but real raise in wages.   As well, this would provide a Better Quality of Life to this new class of workers.

4. Working "VIRTUAL" would become the "IN" thing and most talked about subject in America and around the world for a good period of time, having received such strong backing from the POTUS (President of the United States) himself. After all, the president's election success is directly related to his previous campaign's "VIRTUAL sales" success.

5. This could cause a ton of small businesses to rush on the internet and begin the process of "virtualizing their entire operations."

6. The Virtual Organization Management discipline would spread to every city, hamlet, and village in every corner of the globe because once small to big businesses begin to virtualize their salespeople, they will want to expand on the concept throughout their entire organization and learn how to manage others as well in a virtual environment.

7. Employers would be in competition to get the best commission-based salespeople by luring them with lucrative, high-paying, sales-commission jobs. You would not have to worry about employee exploitation because the salesperson would be in the driver's seat and could shop around to find the employer who is willing to offer the "extra benefits and perks" that come with the sales job. Instead of frozen, stagnating or declining wages, you would generate competitive, lucrative, middle-class jobs.

8. The Sales profession would be re-energized, as well as get a big psychological boost, from practically all angles. Being a VIRTUAL Sales Executive in a small business would make an employee a "de facto" informal partner of that business, which success would be directly tied to the success of the sales executive. After all, that is what every owner of every small business is, among a number of other hats they carry: a Sales Executive. As well, the success of the business is directly tied to the success of the business owner. For those who think there is some sort of stigma attached to working on a commissions-only basis, then that would make over 27-30 million small business owners who risk it all, toil day and night for long hours and sleepless nights, and who are the lifeblood of our economy, second-class citizens. But we all know that is not the case.

9. Small businesses would get a big and much-needed injection of "Intellectual Capital" instead of tweedling their thumbs and worrying about when the banks and investors are going to start to lend money to, or invest in, businesses again before they can start hiring salespeople.   No need to go to Congress for stimulus funds and repeat this sorry spectacle that the American people has been forced to endure over the past 2 years.

10. Need I say more?

In Conclusion

I strongly believe that the challenge of 10 Million Jobs in 10 Months represents a real test of America's resolve, and the sort of challenge that the entire country can rally around NOW.   Therefore, I want to end this article with the same question I started with at the very beginning. Is the American spirit still alive and can we do it? Or should we admit that our time has come and gone, we've lost our spine, backbone, fearless and pioneering spirit and determination, and it is now China's turn for spectacular achievements?

ABOUT AUTHOR: Prof. Pierre Coupet is the Founder, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author-presenter-host of How to Virtual Organize your Social Network, the first part of the Exclusive 12-Part Series: Empower Your Social Network with Virtual Organization Management at http://virtualorganizeyoursocialnetwork7.eventbrite.com/ :: To contact the author, send message via skype id: VOMIChairman or to chairman@virtualorganizationinstitute.com ::

Copyright 2010. Pierre Coupet, Virtual Organization Management Institute (http://vomi-pierre-coupet.icopyright.com/) :: Cannot be reproduced in whole or in part without permission. All rights are reserved.

An Insightful Look into the Purpose of the Social Network Partners (micro)Summit

2010-06-11T09:41:00.000-07:00

An Insightful Look into the Purpose of the Social Network Partners (micro)Summit
by Prof. Pierre Coupet

My ultimate goal is to educate social network creators and group leaders on how to provide real value or powerful added-value to their members instead of focusing strictly on the sale of a product or service or on increasing the membership size of their networks for advertising purposes.

This real value or powerful added-value is: Education on how to leverage the power of the social network to their individual and/or collective benefit via virtual organization management.

In the process of providing this "real value or powerful added-value" to their members, a better monetization mechanism becomes the by-product instead of the main goal of that effort and the "true value" of that "network" exponentially increases.

For example, if you had to choose between joining a U.S. Special Forces team of 500 well-trained and well-armed soldiers versus a team of 2000 cowboys with guns, which one would you choose?

Better yet, if you were competing for attention, lucrative assignments, and endorsements for one of these 2 teams, which one of them would you rather be representing?

My point is that, just as having a PC is essential for anyone to participate in the modern world, regardless of occupation, field, or industry, so is virtual organization management essential for anyone who is part of a social network. Why? Because in addition to whatever product or service that they are currently receiving from their participation in a social network, it also teaches them how to leverage the power of the social network to their individual and/or collective benefit.

I am a firm believer in the adage that the more we care about the welfare of others, the more they care about us and vice-versa. When I was a young soldier in the United States Air Force, I was taught that it wasn't simply enough to do what was expected of me in order to receive a commendation medal and that the medal was reserved to those who had performed service that was exemplary and "above and beyond" the call of duty.

Regardless of what type of service that a social network owner, creator, or group owner is expected to provide and is providing, providing their members with access to knowledge on how to leverage the power of the social network to their individual and/or collective benefit is indeed the equivalent of performing service that is "above and beyond" the call of duty. Although the by-product of that approach has significant monetization upside potential for the social network owner, creator, group owner, I believe that the focus should be placed on performing the service itself, thereby insuring an exponential increase in the true value of the network.

Therefore, our potential partner is any and every single group owner or social network owner or creator who wishes to exponentially increase the true value of their network in order to better compete for attention from both internal and external stakeholders.

In that sense, we share a common goal with our social network partners and look forward to forging a common ground with all of them. As well, I look forward to sharing with our members any presentation from our potential partners that helps drive home that message over the next 12 scheduled events.

Talk to you soon.

Warmest regards,

Pierre

ABOUT AUTHOR: Prof. Pierre Coupet is the Founder, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the host of the daily and weekly events "How To Virtual Organize Your Social Network" and "Content Monetization Strategy for Social Networks." To contact the author, send message via skype id: VOMIChairman or send email directly to chairman@virtualorganizationinstitute.com

Copyright 2010. Pierre Coupet, Virtual Organization Management Institute. Cannot be reproduced in whole or in part without permission. All rights are reserved.

Invitation to Social Network Partners (micro)Summit

2010-06-08T15:09:00.000-07:00

You are invited to attend a virtual Social Network Partners (micro)Summit scheduled for Wednesday, June 16, 2010.

Issues we will address are:

1. Is it the Beginning of the End of FREE private social networks or is NING just an aberration?

2. What are examples of highly successful social networks. Which ones have failed and why?

3. How are social network members leveraging the powerful potential of social networks to their individual or collective benefit?

4. What does the future hold for today's social networks and which ones will become irrelevant?

5. What are the latest technologies that will impact today's social networks?

6. How will mobile social networking impact today's social networks?

7. Any related issues you would like to address.

Here is a link to the full agenda on the event platform:

http://socialnetworkpartners.eventbrite.com

See you there!

Introduction to Exclusive 12-Part Series: Empower Your Social Network with Virtual Organization Management

2010-06-02T11:13:00.000-07:00

----->To obtain information regarding Part 1: How to Virtual Organize Your Social Network

Launch of Exclusive 12-Part Series: Empower Your Social Network with Virtual Organization Management

2010-06-02T10:36:00.000-07:00

In response to numerous requests and invitations received over the years from creators of private social networks and social network group owners for assistance on how to leverage the powerful potential of their social networks with virtual organization management, I am pleased to announce the launch of our Exclusive 12-Part Series: Empower Your Social Network with Virtual Organization Management.

Each part is designed to build on the knowledge you acquire from the previous part so that you can immediately hit the ground running at the end of each new session.

The first part, How to Virtual Organize Your Social Network, is a daily event (M-F) which begins at 8 am EST.

As the old maxim goes, "Give a man a fish; you have fed him for today. Teach a man to fish; and you have fed him for a lifetime."

I look forward to teaching you how to fish in a virtual organization way so you can leverage the powerful potential of your social networks on your own. Talk to you soon.

--->>>More Details

Open Letter to Ning CEO, Jason Rosenthal :: The Ghosts of Ning Past, Present, and Future

2010-05-05T08:11:00.000-07:00

Jason...the business decision you just made to close down the so-called "free" social network platform service is equivalent to the following:

The Ghost of Ning Past

Imagine you are in the space rocket business and you took time to assemble the best minds in the world to build your space rocket...your research and production teams worked diligently day and night, gathering equipment and requirements and developing several prototypes and conducting test launches, validating the theories.....until they finally came up with what they thought was a successful working model, and setup the Big Launch date.

The Ghost of Ning Present

Come Big Launch date, amid a lot of fanfare, the space rocket shot up through the sky and, lo and behold, after a good 15 minutes of fame, adulation, and congratulatory pats on the back, the space rocket BLOWS UP in mid-air.

What you do from that point on will determine what you're really made up of. There are a number of options: 1) Blame it on the CREW or some of the crew--the hardworking men and women who believed in the dream--that helped you get to the launch stage in the first place and fire them or tell them -- or just a group of them -- HOW RESPONSIBLE THEY ARE FOR THIS COLOSSAL FAILURE and that they are free to go wherever they want to :: A Journey into a Dark Valley of Doom and Gloom, Perilous Winding Roads, and Uncertain Future -OR- 2) Thank the Entire Team for their superb effort at getting you to the point where you were able to Launch in the First Place, and Let Them Know that you are about to go back to the drawing board, retrace every step, and figure out why things did not go as planned, and that you're going to Need Their Help and Cooperation in that effort, and then make the necessary corrections.

Being a very Wise and seasoned executive, you decided to select Option 2 because you realize the long-term implications of Option 1 and that Option 1 was a LOSE-LOSE strategy.

As a result of selecting Option 2, The Entire Team Was Motivated to Find Out the Solution for the crash and redoubled their efforts To Help Make The Next Launch A Big Success.......In no time at all, you were able to find out that there was really nothing wrong with the original strategy, the research, and the hard working people you had on your team...you were able to find out that THE PROBLEM WAS JUST ONE BAD SCREW that could not withstand the vibration of the space rocket after more than 15 minutes....it turns out that one of the team members, a lower paid mechanical engineer at the bottom of the totem pole who was so thankful for still having a job and felt so valued by your approach that she went to work in overdrive mode and found out that the screw that held in place the rocket booster -- especially when the rocket contained a heavy payload which was not figured in the original equation -- needed to be made of TITANIUM instead of regular steel.

The Ghost of Ning Future

As a result, your NEXT SPACE ROCKET LAUNCH became a BIG SUCCESS ... your company became the envy of every other rocket company in the world ... and went on to become known as The Most Successful Space Rocket Company in the world and a model for all others to follow.

So it turns out that your decision to select Option 2 paid off big dividends ... your name became permanently enshrined in history as a Visionary and one of the most successful entrepreneurs of the 21st Century.

The Ghost of Jason Rosenthal Future

Fast forwarding 30 years from today's date, you sit down and reflect on your personal achievements and your place in history and couldn't help but wonder at the thought of WHAT IF you had chosen Option 1 and where you would be on this very day. But you shudder the thought and allowed it to quickly disappear from your mind because, after all, what really matters is that you did make the right decision.

It's not too late because you can now see the future and are in a position to decide what history will say about you and how you will be remembered today. Most importantly, you will keep a copy of this comment and put it in your permanent business and personal archives so you will know and always remember how a "lower paid mechanical engineer at the bottom of the totem pole" can make such a big difference in how history is written.

So which will it be: Option 1 or Option 2?

Option 1: A Journey into a Dark Valley of Doom and Gloom, Perilous Winding Roads, and Uncertain Future

Option 2: The Most Successful Space Rocket Company in the world

In Conclusion

If you need my FREE advice, consider me this lower paid mechanical engineer who understands really well your business model and knows what that TITANIUM SCREW is that you need to make your next launch a big success. This way, you can pay homage to those who helped you get there in the first place and never thought about abandoning you in your hour of need; all because you had the strength and wisdom to ask them for their help instead of pointing the finger at them.

Kindest regards,

Prof. Pierre Coupet
Virtual Organization Management Institute
skype: VOMIChairman

An Update on the Evolution of Social Networks

2010-04-24T20:07:00.000-07:00

An Update on the Evolution of Social Networks
by Prof. Pierre Coupet

A couple of years ago, I wrote a paper titled "Evolution of Social Networks into Virtual Organizations" which analyzed the different categories and behavioral characteristics of social network users and forecasted the eventual evolution of social networks into virtual organizations as a matter of necessity. Just as companies who started out with just getting internet access and an email account eventually wound up with a permanent web presence out of necessity and as part of a natural process of evolution.

The response I then received from across the entire spectrum of social network users was phenomenal and universal and can be summed up as follows: Yes, I can certainly identify myself as a member of that category and am looking to do better or gain better results. However, for the most part, it was immediately followed by "What is a virtual organization?" and "I sure would like to know more about it."

To digress a bit, I remember the day back in 1993 when I told my son that, one day, everyone would have an email account and a presence on the net in the same way that everyone then had a phone and that no one would think much of it. He turned around and looked at me and said "Papa, you sound like a nutty professor." It was just too hard to believe. Little did I know then that, one day, I would eventually become the founder of Virtual Organization Management Institute and a "professor", again a matter of natural evolution.   In fact, I recall how individuals of all stripes and persuasions, from the smallest to the largest businesses, used to ask me "What's a website?" and a ton of other related questions.

Getting back to our discussion about social networks and my original article about their eventual evolution to virtual organizations, I get the same kind of reaction today from individuals of all stripes and persuasions, from the smallest to the largest businesses, asking me "What exactly is a virtual organization?"; except that, this time around, I also happen to be a professor. They are not sure of what I mean by the phrase "virtual organization." The ones who really try to keep up with this sort of stuff think that I am probably referring to either of the following: "virtual teams"; an organization that has "telecommuters"; an organization that virtualizes certain aspects of its operations; an organization that encourages or actively engages in virtual collaboration; or an organization consisting of one or more individuals that does not have an office space and which operates strictly via the internet. And when I do tell them exactly what I mean by virtual organization, they look at me the way my son did back in 1993, thinking that I must be some kind of nutty professor, or there must be something in the water that I am drinking. After all, you can just look at the expression on their faces that says "Hey, I can't see any of these buildings coming down anytime soon or people not getting on the freeway in the morning to get to work."

However, that being said, it's not all doom and gloom and there is good news to report regarding what kind of progress has been made over the past couple of years toward the gradual evolution of social networks into virtual organizations.

What Has Happened Since?

The social network adoption rate by businesses is close to reaching critical mass, if not oversaturation.   Social networks have been able to penetrate the core and fabric of almost every single business in America and most of the major industrialized countries and, in very short order, the rest of the world will follow.   Here are some of the most striking examples:

TWITTER.   Since that time, Twitter, a relatively unknown company that mostly everyone in the business community thought was a little silly fad, has exploded onto the scene and, to date, has reportedly been able to garner over $160 million in funding from investors and is now a darling of all individuals and businesses alike. Although Twitter is still struggling with the perennial-monster in the closet-monetization issue that almost all social networks struggle with, it has become a global phenomenon; its course of evolution is still unpredictable; and it is well on its way to one day becoming a serious contender for dominance of the web, standing alongside the current Gang of 3: Google, Facebook, and Microsoft. Twitter is now a noun and a verb just like Google and, any time a brand reaches that stage, that's a very strong and positive sign of things to come down the road.   But, most importantly, the need to learn how to "virtual organize" this social network is bound to follow once Twitter has figured out a way to monetize it.

NING. Let's put it this way: As a lot of us are already aware of, they were so amazingly successful at getting just about every company and individual under the sun to set up a private social network on their platform that they recently gave notice to all their free account members that the free ride is over and to either get ready to pay up or close their accounts and export their data somewhere else.   It's a case of being drunk with success and time to get serious and make money. I am not sure how well this strategy will work, especially in light of the fact that there will always be some newcomer and unknown competitor who will use that opportunity to fill the gap by either providing FREE service or even a modest $12 fee for a [whole year] for the first year. Just imagine getting 1,000,000 new dissatisfied customers, each paying you $12 for the first year to join your social network. That would be a nice economic boost during these hard times.

FACEBOOK. Facebook has grown by leaps and bounds since 2008; is now both the official and de facto social network for every single individual and organization and government in the world, regardless of size, type or status. It is now almost in the league of Microsoft and Google in terms of phenomenal rise; battling for complete supremacy on the web; wants to be the new sheriff in town; and is recognized as an undisputed member of the Web Triumvirate: Google, Microsoft, and Facebook.    In the case of Facebook, the need to evolve into virtual organizations is being driven by the individuals and organizations themselves instead of a conscious top down strategy by Facebook. Again, these stakeholders are not aware that they are striving to "virtual organize" in the strict sense of the term although their actions are in fact pointing in that direction.

GOOGLE.    True to form and to its genius, Google is quietly ignoring Orkut and has been steadily inching toward conquering a space that 99.9% of all the major web players in the world have either ignored or are just oblivious to due to either simple ignorance, being too busy fighting too many fires, or just lack of foresight: the "virtual organization platform" space. You will notice I did NOT say "virtual collaboration platform." In fact, not even Google executives understand that the Google Apps platform they've been developing over the past few years is a virtual organization platform in progress. But, nonetheless, regardless of what anybody calls it outside of Google Apps, they are smart enough to know that they are on to something that is worth investing into; that this is a market that has significant upside potential; and it is worth capturing and dominating while everybody else is "sleeping at the switch."

They are smart enough to know that all this interaction via social networks on the net will eventually lead to organizations wanting to not just collaborate but collaborate in some sort of "organized" fashion and they are stepping up to the plate to provide that virtual "organization" platform that people and organizations of all stripes and persuasions, from the smallest to the largest businesses, will eventually need to migrate to [as a matter of necessity], just like being on the web now is no longer a fad but a necessity.

But the smartest part of their strategy is that this virtual organization platform--Google Apps--is really more like a "hub" that every virtual organization application developer can hook into. The end result being that this strategy will turn their platform into a sort of de facto "virtual organization operating system" in the cloud.   Just like every application developer has to make sure that their software or application is compatible with the Windows operating system, one day, as sure as I am that the sun will rise in the morning in the east, every virtual "organization" application developer--by the time they do realize what a virtual organization really is--will want to make sure that their application can be plugged into Google Apps.

But there is a more compelling reason why Google executives don't even know that Google Apps--although, in its present state, is a very crude, Stone-Age-type virtual organization platform--is really a virtual organization platform in the making. That's because the development of that platform is really being driven by the needs of its users and Google is just doing a MARVELOUS job at tapping into a huge user base, asking for their input on a minute-by-minute, 365 days a year basis, and LISTENING.   Google has been very patient, relentless, investing capital, trying to develop the perfect platform of the future for businesses even though it's not thinking in terms of "virtual organization."

But what about the users who are driving this trend? Are they aware that they have a need for a virtual "organization" platform? The answer is also "NO". They just know what they want to do on the platform based on need, regardless of what label someone wants to attach to it.   It's a classic case of "form follows function" and a natural process of evolution. As the maxim goes, necessity is the mother of invention.

In the meantime, Google is rapidly giving away the free version of Google Apps--as well as charging for the premium version--to every single organization that wants one, whether they know how to use it or not, or whether they understand the future potential of Google Apps and its significance to their organization.   As well, they are inviting not only their users but also every developer under the sun to innovate and build applications for their platform.   All one needs to do is to take a look at the Google Apps Marketplace to understand what I am talking about.   The end result will be that, one day soon, Google Apps will do for Google what Google Adwords has done to catapult it to its current status as the Lion of the Web.

MICROSOFT. Although it pains me to say this and in spite of the fact that their operating system will continue to be a cash cow for some years to come, Microsoft seems to be like a punch drunk former champion who still has a bit of spark left in him but just keeps getting beaten up or taking unnecessary heavy blows by those up-and-coming young studs with rock solid muscles ready to make a name for themselves.   Yes, I am talking about Google, Facebook and others to come.

Microsoft doesn't really seem to know where it wants to go in the social networking world. They've basically walked away from the browser market--the doorway to social networks--that they had dominated for so long and just don't seem to "really get it" when it comes to social networks.    Does anyone know that Microsoft has a social network called Windows Live which claims to have 500 million users? I think it's more like 500,000 users.   Does anyone know that Microsoft entered the mobile social networking world in a big way in May 2010 with the launch of Kin in partnership with Verizon Wireless?   But the real questions are: "Are they just reacting to Apple and Google's entry in that space and feel that there is room for one more player?" and "How long will they be in that line of business?" I guess only time can tell.

But what amazes me the most is that they have pretty much walked away from the front end stuff. I don't mean the regular front end stuff. I am talking about what promises to be "the sexiest front end stuff of all": The Virtual Organization Platform.   Microsoft Office Live, their version of a web collaboration application, does not even come close to the functionality you find in Google Apps, and seems more and more like an afterthought, with no real push behind that effort.   They have ceded that ground to Google and, one day, a great number of historians and I will write about how Microsoft ignored a number of overtures made to them by Virtual Organization Management Institute (VOMI) in order to assist in the development of a robust Virtual Organization Platform and how they screwed up big time.   As a result, we at VOMI have reluctantly decided to build our own Virtual Organization Platform. Just as some really smart Yahoo executive walked away from an opportunity to buy Google. Just as another really smart IBM executive walked away from Microsoft. I am amazed at the fact that they don't have a clue as to what a "virtual organization" is even though it's standing right there in front of their noses, staring at them, and saying "Hey, look at this golden opportunity."

Whatever happened to that old MSN search engine? They abandoned that business and now they are trying to get back into the game with the new Bing.com search engine. By the way, they insist it's a "decision" engine and not a search engine. Does the average person really understand the difference or care to do so?

Microsoft has become another IBM and just can't seem to escape from the mindset that normally grips these huge companies and turns them into big, huge, and bloated supertankers.   Do you know that, in this day and age, when you need to find someone to talk to at Microsoft or send them something, they will tell you to SNAIL MAIL your information to them and won't even give you a name and email address?

In fairness, I need to tell you about some of the positive things that Microsoft has done and some of the wonderful and exciting back end stuff that Microsoft is doing that will help to accelerate the evolution of social networks into virtual organizations. The new MSN is a digital publishing portal, and very nice, I might add.   They have made an outstanding and serious push and huge investments in the virtualization technology field--the back end stuff--and I commend them for this outstanding move and wish them much success. How many people know they are in the Cloud business with Live Services? Another back end stuff and another outstanding move. Why is that an outstanding move? That's because this is where the entire virtual organization world will reside in the not too distant future.

In conclusion, when it comes to Microsoft, it's a mixed bag of results.   They are working hard on the back end stuff that will fuel the future virtual organization world and, therefore, it is a good step in the right "virtual organization world" direction.

MYSPACE. Although MySpace does not belong in the category of social networks that are evolving into virtual organizations, I would be remiss if I didn't mention them in light of the huge influence they had on popularizing the social network. In any case, back in 2008, MySpace was in a state of spiral decline and, sadly, has now become completely irrelevant.   Its new CEO, Jason Hirchhorn, has been given a formidable task of turning around MySpace and to bring it back from the abyss to its glory days of yesteryear, a task akin to the miracle of Jesus bringing Lazarus back from the dead or the 12 Herculean Tasks. Being a forever optimist, I'll stick to my "never say never" philosophy, however, that being said, seeing is believing.   Jason needs to be knocking real hard on the virtual doors of Virtual Organization Management Institute because we know exactly what they need to do to turn things around.

VAI GLOBAL.   Wait just a minute, who the hell is that and what are they doing on this list? I know you've never heard of them and until recently I didn't either and that's for a good reason: they haven't even launched the company yet. As of April 23, 2010, it's just a web site I wouldn't even call in alpha mode because you can't even sign up for an account and you can't even navigate through it to see its features.   So why am I even mentioning a complete unknown that is not even in alpha mode?    Well, recently I was contacted by the founder and CEO of VAI Global, Dr. Don Oparah, because he wanted to give me a presentation on the inner workings of his soon-to-be-launched social network; wanted to discuss how his organization could partner with Virtual Organization Management Institute; and was hoping that perhaps our organization could be interested in using his platform.   I normally ignore most of these inquiries, not because they have no merit but because time is something that we're extremely in short supply of since we're in constant startup mode. Since he was persistent, I agreed to meet with him knowing full well it would most likely be a waste of time.   After all, how different could his social network be? My attitude was, you've seen one, you've seen them all.

Well, I am glad I did for the following reason: When you compare VAI Global with all the other social networks out there, there was indeed a palpable difference between theirs and every other social network out there. In fact, I call VAI Global "a visually-oriented, next generation social network" that can turn into a formidable competitor to Facebook and LinkedIn if they are able to get some serious investors behind them.   Don't laugh, because in 2004 I am sure that MySpace would have scoffed at the notion that, in the space of a few years, a little unknown like Facebook would one day beat the pants out of them and make them completely irrelevant within less than 6 years.   Based on what I've seen, VAI Global, powered by introNetworks, is a good example of the    "Accelerating Innovation" concept.    It has taken what everyone else out there has done or attempted to do and made it better. I was so impressed by Don's presentation that I have recommended to him that he schedules a set time on a daily basis to give that same presentation to the public at large.   Whether you are an individual, small to large business, an executive recruiter or a global executive search firm, an online university, an investor, or just a corporate executive who wants to organize your social network in a "visual way" and in a seamless fashion, you can stop shopping around.   For what VAI Global provides in an AD-FREE environment, the $10 per month to setup an account is not only a reasonable price but a real bargain.   I am not sure if they also charge per user per account, in which case I believe that would be a big mistake.    By the way, I haven't been paid for this mention and nor am I affiliated in any way, shape or form with VAI Global. When they finally open up their doors and VOMI gets an opportunity to use their service, I'll come up with a follow-up recommendation based on actual experience and then decide whether I want to partner with their organization.

In Conclusion

The huge trend by businesses to formally adopt social social networks is evidence that we are heading in the right direction and that the long and inexorable march of social networks toward evolving into virtual organizations is right on track and on schedule. As well, the rapid spread of mobile social networking is helping to accelerate that trend and close the gap that exists in emerging countries and other remote corners of the world.     Of course, with me being such a virtual organization fanatic, I would love for everyone to pick up the pace a bit because my job is to carry the Luminous Light of Virtual Organization Management Institute to every corner of the globe.

ABOUT AUTHOR: Prof. Pierre Coupet is the Founder, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author-presenter-host of the "Exclusive 12-Part Series: Empower Your Social Network with Virtual Organization Management" and "Content Monetization Strategy for Social Networks." To contact the author, send message via skype id: VOMIChairman or send email directly to chairman@virtualorganizationinstitute.com ::

Copyright 2010. Pierre Coupet, Virtual Organization Management Institute. Cannot be reproduced in whole or in part without permission. All rights are reserved.

Preview of Upcoming Opportunity for Artist and Musician Friends of VOMI

2010-02-12T22:48:00.000-08:00

Virtual Organization Management Institute (VOMI) is planning to launch a year-long ongoing art and music contest for its friends and supporters in the entertainment industry. Winners will be chosen on a weekly basis and they will have an opportunity to have their art and music featured across one or more of our web properties for a full week.

Our web properties include:

I would love your feedback on this effort. If you are interested in volunteering to organize, become a member of, or chair/co-chair this committee, please submit your professional qualifications directly to Prof. Coupet at chairman@virtualorganizationinstitute.com

Kindest regards,

Prof. Pierre Coupet
Founder, CEO & Doctor of Virtual Organization Management
Virtual Organization Management Institute

VOMI Launches Virtual Organization News & Events

2010-02-12T13:46:00.000-08:00

Virtual Organization Management Institute (VOMI) has launched the new “Virtual Organization News & Events” division, the first Virtual Organization news and event entity that is strictly devoted to the modern virtual organization industry.

The current beta website address can be viewed at http://virtualorganization.wordpress.com

According to Prof. Pierre Coupet, the founder of VOMI, ”It’s about time that we finally get a central resource for all news and events relating to virtual organization. Whether you are a virtual organization neophyte or enthusiast or a virtual organization professional from any field or industry, this is the place to be.”

About Virtual Organization News & Events: Virtual Organization News & Events, a division of VOMI, is the world's foremost central resource and destination location for all things related to virtual organization. "Virtual Organization News & Events" is also a service mark of Virtual Organization Management Institute. Copyright 2010.

About Virtual Organization Management Institute: Virtual Organization Management Institute, a 100% virtual organization based in Encino, CA USA, is the world’s leading and only global educational institute, think tank, professional association, certification and accreditation provider, and conference producer strictly focused on the modern virtual organization management discipline.

Company Website: http://www.virtualorganizationinstitute.com

Copyright 2010. Virtual Organization Management Institute. Cannot be reproduced in whole or in part without express permission.

How to Virtual Organize Your Social Network

2009-07-19T13:19:00.001-07:00

CALENDAR

Universal Virtual Organization Code of Ethics: A Priori Ethics

2009-06-22T16:03:00.000-07:00

You're probably wondering why we're spending valuable time on ethics; to be more specific, this universal code of ethics we call "A Priori Ethics", and what in the world it has to do with virtual organization management and the functioning of a virtual organization.

The short answer to that question is "everything." That being said, we know you are not going to allow us to get off the hook with such a simple answer and, therefore, here is the long version that provides a brief examination of the ethical issues involved:

Ethical Issues

Leadership Skills and Ethical Skills Are 2 Sides of the Same Coin. Leadership without any moral compass--in other words, without ethics--is leadership gone astray, a ship captain without a compass, a ship that goes wherever the wind blows. Therefore, ethical skills and leadership skills are 2 sides of the same coin.

Ethical Issues Transcend Boundaries. Virtual Organization Management is all about learning how to lead in a virtual environment. Therefore, whether we are talking about leadership in a brick and mortar setting or in a virtual environment, we're still talking about leadership and the myriad number of ethical issues that come with it. Therefore, this is not an issue that can just be ignored or relegated to the dust bin of history because we're now operating in a virtual environment.

Ethical Issues Are Magnified in a Virtual Environment. Ethics, for the most part, is relative to culture. Even the word "culture" is too broad a classification since you can have so many sub-cultures within a primary culture--the American culture being a prime example.

Therefore, ethical issues within just one culture can run so many levels deep and reach such levels of complexity that it would be almost impossible to develop one uniform set of ethical standards that everyone could follow, as is the case in the United States and various parts of the world.

Now add to this formula the global nature of the internet which, all of a sudden, not only allows you the capability to engage live and in real-time with one culture and all its sub-cultures, but also with all other cultures that exist on this planet.

That is mind-boggling, to say the least, and which brings us to this compound question: How in the world do we come up with a uniform set of ethical standards that everyone could follow and is that the sort of monumental task that we should even attempt to undertake? The answer is clearly “No.”

Clash of Ethics. In addition to the impossibility of trying to manage this tangled web of ethical issues in a virtual environment, there exist instances of outright hostility and clashes between different sets of ethics. Co-existence is just not possible due to fundamental differences between purveyors of ethical values.

Deterrent Capabilities Minimized or Non-Existent in a Virtual Environment. Furthermore, we live in a world whereby we're accustomed to being governed by rules that are pretty well laid out for us. We also understand what will happen to us when we break those rules AND get caught. We are also aware of the enforcement mechanisms in place that can serve as a deterrent to breaking the rules (e.g. visual presence, visibility, a gate, a locked door, a camera, other physical barriers, a judicial system, law enforcement, etc.) Therefore, barriers and a high degree of likelihood of getting caught become a significant deterrent to breaking the rules.

in the absence of any

Wild Wild West

Law of the Jungle

In light of the above postulates, trying to come up with one set of ethical values that would accommodate everyone on the internet is tantamount to a dog chasing his tail, hence an exercise in futility.

Need for Reliance on A Priori Ethics

Therefore, we need to rely on a different set of ethical values that are built into each and everyone of us regardless-and in spite-of race, nationality, ethnicity, culture, gender, religion, geography, and demographics; ethical values which are independent of rules and dictates from any particular social order: that set of ethics we call "a priori ethics."

A priori ethics is based on the premise that, deep down inside each and every single one of us, we have this inner understanding of right and wrong regardless of origin or culture. A priori ethics subscribes to only one principle, which is "Do no harm and do unto others as you would have them do unto you." Therefore, if any single action taken by you cannot pass this test, then you do not belong, and nor can you be successful, in a virtual environment or virtual organization.

In Conclusion

In conclusion, we ask each and every single one of you to appeal to your inner sense of right and wrong--instead of your acquired notions of right and wrong--as you engage in your dealings with each other and throughout the virtual organization.

That means: leave your rationalizations, prejudices, biases, your acquired notions of right and wrong, your acquired concepts of good and evil, your religion, your politics, your sexual preferences, and your customs behind before you step into the virtual environment or else it will quickly disintegrate into a chaotic and ineffective mess.

And only then will you be able to focus on accomplishing your virtual organization mission, keeping in mind the five most important pillars of a virtual organization: (i) Structure, (ii) Discipline, (iii) Communication, (iv) Security, and (v) Performance.

ABOUT AUTHOR: Prof. Pierre Coupet is the Founder, Chairman, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author of the groundbreaking document "How to Virtual Organize Your Social Network" -- To contact the author, call via skype id: Virtual.Organization.Management or send email directly to chairman@virtualorganizationinstitute.com

Copyright 2009. Pierre Coupet, Virtual Organization Management Institute. Cannot be reproduced in whole or in part without permission. All rights are reserved.

Social Network Monetization Strategy: What's Missing?

2009-05-20T17:14:00.000-07:00

Social Network Monetization Strategy: What's Missing?
by Prof. Pierre Coupet

I believe that partnering with a content provider that informs-educates users on how to leverage the power of the social network is a much overlooked aspect of a social network's monetization strategy.

The primary reasons for that are:

1. The social network provider does not believe that its users will ever purchase content regardless of the nature of the content.

Therefore, from a psychological standpoint, you cannot advance an agenda that you don't believe in and which you feel has no chance of success.

2. The internet graveyard is littered with information providers, including prestigious market research firms, who sought to distribute and sell "once valued" "brick and mortar content" on the web and failed miserably.

As a result, this false logic has developed in the minds of all current and aspiring information providers:

"Internet users will not buy content on the web."

This logic assumes that people are rejecting the distribution medium instead of the content. What it fails to take into consideration is that people are not rejecting the distribution medium, they are rejecting the "value" assigned to the content. Their reason is simple AND correct: This information is no longer as valued as it once used to be since most--if not all--of it can now be obtained via the internet free of charge.

The Challenge

Therefore, instead of lumping all content into one bag and assume that no one will ever pay for it, the challenge for a social network sitting on top of "tens to hundreds of millions of eyeballs" is to either find and develop the sort of not yet available content that their user would be willing to pay for on an "a la carte" basis or partner with such information provider.

In the case of social networks, the most logical piece of "information"--not tools--that all social network members are crying out for is: How do I leverage the power of this social network to my individual or collective benefit?

For the most part, 98% of these social networkers do not have the answer and, for the two reasons previously stated, no major social network is willing to step up to the plate to provide them with what they truly need. Instead they [social networkers] are being provided with more of the same: free tools, advertising, and a variety of fee-based subscription models. It's a real shame and a huge missed opportunity for all.

The Solution

Therefore, the solution for all of us, as follows, since we are all on the same boat, is to begin to step up to the plate in order to fulfill the promise of this amazing collection of tools and individuals we call "the social network":

1. Information Providers. They need to step out of their bunker mentality and begin to develop that ultra premium content that social networkers are crying out for in order to leverage the power of the social network to their individual or collective benefit. As well, they have an obligation to let everyone know that that information is available and not succumb to the false notion that it's a waste of time because nobody will pay for it.

2. Social Networks. They need to take a chance, come out of their shell, reject the false logic that has guided them for so long, and begin offering their members a different menu on their plate. One way to do that is to start asking their members what kind of "information"--not tools--they need and whether or not they are willing to pay for it. What do they have to lose by asking? They can always partner with an information provider if it's too costly for them to develop the content on their own.

Vator.tv is a good example of such social network that constantly seeks to develop and provide "information" in addition to the tools that it provides to its members. Bambi Francisco, CEO and Meliza Solan, Internet Anchor of VatorNews, make a great deal of effort at going out interviewing startups, etc. in order to provide Vator.tv members with relevant information on the pulse of startups, fundings, the VC community, etc. If you are a current or aspiring startup and need "relevant information", in addition to introducing yourself to your peers and the VC and angel community, Vator.tv is the undisputed place to go to or be in. For disclosure reasons, I need to mention that, although I am a member of Vator, I have neither contacted or briefed them regarding their mention in this article prior to its publication, and nor have I been paid or will be paid a fee to promote them in our publications.

3. Social Network Members. They also need to openly come out and reject the false notion that they are only interested in things that are free regardless of the value to them. They need to demand more from their social networks in the form of information instead of only--or mostly--them being asked to provide the information. The idea that social networkers will "step over a dime to pick up a penny" and are either too blind or oblivious to anything that has a dollar value attached to it, regardless of its intrinsic and explicit value, implies that they are morons and lack the intelligence and sophistication to make a well-reasoned decision. I, for one, openly and loudly reject that notion and have indeed purchased "information" deemed highly beneficial to my organization "when such information was not readily available for free" on the internet.

Let's Seize the Moment

In conclusion, "When we miss a big change, when we don't get great people on it, that is the most dangerous thing for us," Gates said. "It has happened many times. It's OK, but the less the better."

As one of my esteemed colleagues on XING, (Frederic) Andre Fortune of nTangible Media, aptly stated, "Let's seize the moment!"

ABOUT AUTHOR: Prof. Pierre Coupet is the Founder, Chairman, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author of "How To Virtual Organize Your Social Network" and "Content Monetization Strategy for Social Networks." To contact the author, call or leave a message via skype id: virtual.organization.management or send email directly to chairman@virtualorganizationinstitute.com

Copyright 2009. Pierre Coupet, Virtual Organization Management Institute. Cannot be reproduced in whole or in part without permission. All rights are reserved.

Content Monetization Strategy for Social Networks

2009-03-28T21:02:00.000-07:00

Content Monetization Strategy for Social Networks

by Pierre Coupet

Overview of Our Content Monetization Strategy for Social Networks

Our content monetization strategy is geared toward both Social Networks AND Social Network Members. But before we start talking about the strategy, it's extremely important that we're all very clear on the definition of the terms: "Social Networks" and "Social Network Members."

Definition of Social Networks and Social Network Members

A social network includes not only a primary commercial social network, e.g. XING, MySpace, Facebook, LinkedIn, etc., but also social network platform providers that enable individuals, groups and businesses to form their own "private social networks" on-the-fly--organizations such as NING, Wikidot, Wetpaint, etc.--and also each individual group and subgroup within the primary commercial social network or social network platform provider. Why do we categorize a group as a social network? Well, the membership of some of these groups can number in the thousands to hundreds of thousand members.

With respect to the definition of a social network member, a social network member is an individual who is either a member of a primary commercial social network or one of the individual groups and subgroups within the primary social network; or a member of any private social network, group and subgroup within a social network platform provider. However, that being said, technically speaking, a case could be made that anyone who is a member of a primary commercial social network or social network platform provider can be classified as a social network member. Which is the reason why I've gone through the painstaking process of making the distinction between the two.

Current Monetization Strategy for Social Networks

So what is the current state of affairs for social networks with respect to a monetization strategy? The following scenario pretty much sums it all up:

Borrow or Acquire Funding from Investors

Spend 100's of thousand or millions of dollars to build a platform and develop a strong membership base - better known as "generating a lot of eyeballs"

Social Network Members, for the most part, generate the content for the social network

The social network is then used as an advertising platform in order to generate revenues

Revenues Do Not At Least Equal Expenses and, therefore, they either go back to Investors for more money or look for an exit strategy

The exit strategy is either going public OR go through an acquisition

In most cases, even after going public or having gone through an acquisition, Revenues Still Do Not At Least Equal Expenses and they're back to step 1, which is Borrow, Acquire More Funding from New or Existing Investors, or Recapitalize

It's obvious that something is definitely missing from this process, but what exactly is it?

Innovation Is Only One Side of the Coin

The primary reason that social networks are facing this dilemma is that they keep trying to purchase goodwill from their members with a One-Sided Coin. What would any of you do if someone tried to purchase something from you with a one-sided coin or one-sided dollar bill? If you wanted to be kind to that person, you would politely reject the coin or dollar bill and just walk away; or take the one-sided coin or dollar bill and not give back anything of value; and if you didn't suffer fools gladly, you'd probably be furious and/or call the police.

In a sense, this is exactly what is happening today with most social networks. Innovation in and of itself is not enough; it is only ONE SIDE OF THE COIN.

Why is that? It's because your competition is fierce and Mister or Miss Innovation is coming at you Fast and Furious without taking a breather. The minute you come out with the latest fancy tool, gadget and widget---right when you are beginning to get some traction---10 other competitors pop up out of nowhere and start to bite and nip at your heels, trying to develop a better tool, gadget and widget in order to grab some of your market share.

The latest tools--although we all love them dearly and want more and more of them--should only be seen as the means to an end, whatever that end is, instead of being the end in and of itself for your social network members.

The Other Side of the Coin: Ultra Premium Content

So what is the other side of that coin? Hold on to your horses! I am getting there. I am sure you have all heard of the old expression, "Content is King". Well, when it comes to social networks, we need to make a slight modification to that expression and, that is, "Ultra Premium Content is King."

Why is that? That's because "Content" or "Premium Content" is widely available for FREE over the internet and no one in their right mind want to pay for it, however, "Ultra Premium Content" is rare and not widely available. There are plenty of reasons why that is so, however, they do fall outside the scope of this discussion.

In any case, let us proceed with this relevant question: With respect to social networks, what exactly is that Ultra Premium Content?

Ultra Premium Content is the information and knowledge that your social network members truly and desperately need in order to leverage the tremendous power and potential of this amazing collection of tools and contacts that are available at their disposal--the social network--to their individual or collective benefit. Which explains the reason why I've been approached by thousands of social networking groups, requesting that I contribute my expertise in order to leverage the tremendous power and potential of their social network.

Sorry for the long wait--I hope it was worth waiting for. As you can now see, we can all answer the question about the other side of the coin: The OTHER SIDE OF THE COIN is that Ultra Premium Content your social network members need in order to leverage the tremendous power of the social network to their individual or collective benefit. That's what we call Real Empowerment.

Source of Ultra Premium Content: Virtual Organization Management (VOM)

So where do you get that Ultra Premium Content from? I thought you'd never ask! It's from the modern Virtual Organization Management (VOM) discipline. However, before we proceed, let us quickly tell you what Virtual Organization Management (VOM) is all about.

What is Virtual Organization Management (VOM)? The modern VOM discipline specializes in the development of best-next practices, policies and procedures for operating in a virtual environment and for managing a virtual organization and social network.

Please keep in mind that Virtual Organization Management (VOM) is technology-agnostic and platform independent, therefore, its application is not restricted to any specific tool, gizmo, gadget or widget or, for that matter of fact, any specific social network. In a real sense, this is exactly what happens once your social network members learn how to virtual organize and manage their social network. They are no longer bound by, and nor do they care about, any specific operating system, tool, technology, or social network. They only care about freedom, flexibility, and substance in the form of Ultra Premium Content that leads to Real Empowerment.

Here is a perfect analogy: Generally speaking, once you've learned 1) how to drive, 2) the rules of the road, and 3) how to read maps and use a navigation system, you can travel to any location and distance without regard to the make and model of your car. Any car will do. The make and model of your car then becomes a matter of personal preference subject to your economic status and overall taste. I hope that made sense to you.

Composition of Ultra Premium Content AKA Other Side of the Coin

So let us now resume our discussion regarding this Ultra Premium Content derived from VOM. This Ultra Premium VOM Content comes in the form of a series of Ultra Premium White Papers on how to virtual organize and manage social networks.

But there is more! Each Ultra Premium White Paper comes bundled with the Video Presentation version.

But we're not done yet, each Ultra Premium White Paper also comes with a registration to a 3-Hour Live Interactive Audio-Web Presentation on that exact topic--which includes a Q&A session with the author who currently also happens to be yours truly, the founder of the modern virtual organization management discipline.

And for the ultimate in convenience, these live interactive sessions with the author are conducted twice a week on an almost indefinite basis. That way, each Ultra Premium VOM Content purchaser can select the most convenient time to attend the live interactive session.

And, last but not least, this entire package is sold at a price that everyone can afford---from the small fry to the big fish.

In essence, what we've done here is pile up value on top of value so that [everyone]--instead of just a few--can afford to reap the benefits of the social networks, especially during periods of severe economic crises.

Now, please indulge me a bit as I digress a little, however, there is a great deal of similarity between what VOMI is now doing and what Bill Gates-Microsoft did in the 80's. Bill Gates-Microsoft's mission and vision was extremely simple: Make the PC affordable to the masses so that there would be a PC in every home and business. The first question was: How do you do that? And his answer--although brilliant, revolutionary and a stroke of genius--was equally simple: License the operating system. What is the end result of that simple mission, vision and strategy? Well, since my 7-year old granddaughter has her own laptop computer and is constantly on the internet, I am sure you all know the answer.

However, let's stop and think for one second. What was the logic behind Bill Gates' idea of making the PC affordable to ALL? Again the logic was very simple: the value of owning a PC--in terms of both its current and future potential for all of mankind--was and still is something that transcends all demographics. As you can see, brilliant ideas don't have to be complicated. In fact, what makes them brilliant is their simplicity.

Well, in essence, we -- meaning YOU, once you partner with VOMI, and I -- are doing the exact same thing: We are making VOM knowledge affordable to the masses so that VOM can be practiced by everyone in every home and business anywhere in the world. And our logic is the same: The value of virtual organization management--from learning how to virtual organize and manage your social network all the way to learning how to virtual organize and manage a team, group, department, division, region or entire company---in terms of both its current and future potential for all of mankind is indeed something that transcends all demographics.

Each day that passes by, our world gets virtualized more and more and, eventually--there is no doubt or question about it--everyone will need to know how to virtual organize and manage in a virtual environment. Make no mistake about it, within the next 15-20 years, my "future" 7-year old great-grandson or great-granddaughter will be able to virtual organize and manage (VOM) in a virtual environment. God willing, it would be exciting for all of us to be around then.

Benefits of 2-SIDED COIN to Social Networks and Social Network Members

So what are the benefits of the 2-SIDED COIN to both the Social Network and the Social Network Member?

First, let's talk about the people that really matter since you can't have a social network without people: your social network members.

To a Social Network Member. A 2-SIDED COIN represents "real currency" that a social network member can gladly accept in exchange for the goodwill and economic benefit the social network seeks in return. The social network now really has something "exclusive" and "highly beneficial" to offer that differentiates it from all the other social networks out there using the typical One-Sided Coin.

As stated earlier, the social network member is now Really Empowered to leverage the tremendous power of the social network to his/her individual or collective benefit. The 2-SIDED COIN now becomes the means to an end for them instead of the standard 1-SIDED COIN message that says "here are my latest and most exciting tools, now go ahead and use them and tell all your friends about it."

The social network member now finds purpose and stability, can now focus on one or more key objective(s), no longer has the urge--and nor can he/she afford the time--to hop around all over the place joining 1000's of social networks [just a figure of speech, folks] and making a bunch of so-called friends and contacts that they will never even have a conversation with, let alone the time to get to know each other long enough to engage in something that could be remotely called constructive or mutually beneficial.

Now let's talk about the social network.

To a Social Network. Once you empower your social network members with a 2-SIDED COIN, guess what happens next: they will give you what you paid for. In other words, they become a loyal, active, captive, and satisfied audience and, most importantly, revenue-producing members. After all, isn't that what almost every social network wants?

The icing on the cake for your social network is that the cost of developing and providing this Ultra Premium VOM Content to your social network members is ZERO. Your Ultra Premium VOM Content Provider does it all.

The second layer of icing on the cake for your social network is that your partnership with VOMI, the Ultra Premium VOM Content provider, does NOT, and will not, cause any kind of interference in your current business activities; and nor will it cause any sort of disruption to your existing revenue-generating activities. This means you can continue to use your social network as an advertising platform for BOTH your social network and your clients without any sort of conflict of interest. This will drive your competition nuts. But the best is yet to come.

The third layer of icing on the cake for your social network is that since the SECOND SIDE OF YOUR COIN---this Ultra Premium VOM Content--is "technology-agnostic", that means you don't have to worry about your social network members getting bored and jumping ship each time your competition comes out with the latest and fanciest tool, gadget, or widget. Even when your social network members go to your competitors once they release a better mouse trap, they will always come back to you in order to learn how to make effective use of this new mouse trap for their "individual or collective benefit."

Once your members gain an understanding of VOM, it will NOT be necessary to hop around like a bunny rabbit on 10,000 other social networks. In fact, it would be totally counterproductive for them to do so since that would create a virtual organization management (VOM) nightmare for them. With VOM, the trend is toward consolidation of activities at a central location instead of "hopping around all over the place" and getting to be everybody's friend. After all, you can only have so many friends.

The fourth and final layer of icing on the cake for your social network is that the SECOND SIDE OF THE COIN comes with the highest possible level of credibility in the industry. VOMI is the world's leading and ONLY global educational institute, think tank, professional association, certification and accreditation provider, and conference producer solely focused on virtual organization management. The founder of VOMI is the founder and pioneer of the modern virtual organization management discipline.

Currently, every single Ultra Premium White Paper is authored by the founder of the virtual organization management discipline to insure authenticity and value. In the foreseeable future, once VOMI has trained a sufficient number of VOMI academics, each single Ultra Premium White Paper will either be co-authored or reviewed and approved by the founder of the discipline in order to insure continuity and consistency in authenticity and value.

According to Google, VOMI and its founder's profile were viewed by over 100 million internet visitors in 2008. Therefore, your association with the most prestigious and only virtual organization management institute in the world--headed by the founder of the discipline--means that you don't have to worry about the long-term viability of our standing in the industry and the value of your offerings. The quality and value of your offerings will always remain in the foreseeable future the very best that the industry has to offer.

How Do We Deliver This "Ultra Premium VOM Content?"

These Ultra Premium White Papers bundled with the Video Presentation version and the 3-Hour Live Interactive Audio-Web Presentation with Q&A session with the author, collectively referred to as this "Ultra Premium VOM Content", are strategically released and delivered to your social network members in such a relevant and timely fashion so that each new Ultra Premium Content release not only builds upon, but also adds tremendous value to, the previous one.

Here is how it works: .......................>>>>>

To purchase this entire white paper as well as participate in a 3-Hour Live Interactive Audio-Web Presentation with Q&A session with Prof. Pierre Coupet, the author of this document, as well as to receive the Video Presentation version, please sign up at the following location:

http://www.virtualorganizationinstitute.com/virtual-organization-events-seminars-content-monetization-strategy-for-social-networks.html

ABOUT AUTHOR: Prof. Pierre Coupet is the Founder, Chairman, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author of "How To Virtual Organize Your Social Network" -- To contact the author, call via skype id: virtual.organization.management or send email directly to chairman@virtualorganizationinstitute.com

Copyright 2009. Pierre Coupet, Virtual Organization Management Institute. Cannot be reproduced in whole or in part without permission. All rights are reserved.

Global Economic Meltdown: Time for Startups to Explore New Monetization Strategy

2009-01-09T14:19:00.000-08:00

Global Economic Meltdown: Time for Startups to Explore New Monetization Strategy
by Pierre Coupet

In the midst of this global economic meltdown, the two most popular questions that are being asked respectively by both startups and investors are: "Where have all the investors gone?" and "Where have all the dollars gone?" If you are a startup in need of cash, the first question particularly applies to you; and if you are an investor nervous about your portfolio of investments, the latter is a matter of serious concern. Well, unless you've been living in a bubble for the past few months, the answer is quite obvious. Scarcity of cash and the resulting need for both cash conservation and a new monetization strategy have now become the central point of focus for both startups and investors as they begin to reevaluate their going-forward strategy. What this means, in turn, for a lot of startups is that Darwin's theory of evolution--survival of the fittest--will ultimately determine which startups will fail and which ones will be able to adapt and thrive in this new and perilous environment.

Virtual Organization Management and Web 2.0 to the Rescue

Fortunately, for a small number of startups who are bold, daring and forward-looking enough, the right combination of Web 2.0 and Virtual Organization Management can help usher in a new monetization strategy era for them so they won't have to needlessly suffer the fate of dinosaurs. Virtual Organization Management (VOM)--a modern discipline which establishes best-next practices, policies and procedures for operating in a virtual environment and for managing a virtual organization and social network--can help reduce your start-up costs by as much as 95% as well as exponentially increase your revenues; and is THE KEY that unlocks most--if not all--previous constraints and limits you faced with respect to the development of a monetization strategy in either a brick and mortar or virtual environment. Your imagination becomes the only limit you will ever face. Whereas, Web 2.0 provides you with all the tools you will ever need in order to implement your new monetization strategy. The statement that best captures the essence of VOM and Web 2.0 is the following: "VOM gives you the freedom to chart your own destiny and Web 2.0 gives you the tools to implement." For purposes of this discussion, more about VOM can be viewed on the Virtual Organization Management Institute blog at http://www.virtualorganization.net

Burn the Midnight Oil for Revenues First, Investors Last

Once you have put in place the right combination of VOM and Web 2.0, the REAL solution is for entrepreneurs to really start thinking-out-of-the-box when it comes to a monetization strategy instead of the standard "got an idea, go to an investor, burn some cash, go back for more cash, burn more cash, get plenty of eyeballs, and hope that, eventually, over God knows how much time, revenue can be generated from product sales or advertising." How about Burning the Midnight Oil trying to figure out the "killer value" of your offering and who your first "paying customers" are going to be? For those of you in the western world who are too young to be familiar with the [old] expression, "burn the midnight oil", it's primarily used to indicate commitment, hard work, and dedication to one's task by working during the wee hours of the night under an oil lamp when there is no electricity.

Some Practical Pre-launch Ideas: ASK, ASK, ASK, ASK, ASK

1. ASK some of your "future paying customers", before you even launch your business, if your product or service is something they have an urgent need for because it would solve an existing problem or issue for them NOW (assuming your product or service really worked the way you say it would.)

2. ASK them to GIVE YOU--instead of you giving them--specific examples of how your product or service would make life much better for them and how it would positively affect their bottom line...good reverse psychology....after all, if they really understood the value of what you are offering, then who would be in a better position to have this sort of information?...certainly NOT YOU, an outsider who doesn't know a darned thing about the inner workings of their company and the day-to-day issues they have to deal with.

3. ASK them if it is something they would pay for, and at which price point--besides FREE--your product or service would be attractive enough to get them to at least try it upon release.

4. ASK them what kind of guarantee do they expect and then you can figure out what kind of guarantee you are willing to provide to these paying customers who are willing to try your products just in case they are not satisfied.

5. ASK them if they are willing to make an "informal-no guarantees" purchase commitment to you before you roll out the product...that's your way of distinguishing from those who are just blowing smoke up yours and those who are genuine.

6. Once you have obtained all this information gathered from step 1-5, you will now get a chance to find out: (i) YOUR REAL VALUE PROPOSITION, (ii) how much money you will REALLY need to get your business off the ground, (iii) whether you can build it slowly and profitably in an organic fashion or whether you really need an investor to help you get it off the ground OR whether you should even go ahead with the idea.

Long Hard Road but a Golden Opportunity for Success

I know it's tedious, may take a long time, can be very discouraging because you're bound to get a lot of negative feedback from people who may not clearly understand what the hell it is you are offering as well as from those who could care less about what you have to offer. Keep in mind that when people have difficulty understanding what it is that you are offering, the problem lies with you, the messenger--and not with them. That means you will need to go back to the drawing board in order to refine your message. The simpler the message, the better. The more complicated it gets, the greater the level of difficulty at getting your message through.

A lot of well-meaning, as well as mean-spirited, people may try to pierce some holes into your armor in order to point out some weaknesses in your arguments or value proposition. Some people will just outright ignore you because they are just not interested in helping you do your homework either because they don't have the time or they figure you can contact them once you've got everything figured out, have a product or service in place in roll out condition, and then they might give you the time of day. But when you really take the time to look at the bright side of things, just to have known or come across all these individuals is a GOLDEN OPPORTUNITY--a gift and blessing in disguise--that will help make you a much better business person-entrepreneur and which will help guarantee your success. Whether they are The Good, The Bad, and The Ugly, in some strange fashion, you will owe your success to ALL of them.

Conclusion

The point being, target paying customers FIRST before you even launch. This is standard research which can be accomplished over the web at absolutely very little to no cost to you the entrepreneur, outside of your own sweat and tears. And with the right combination of VOM and Web 2.0, The Sky is the Limit!

ABOUT AUTHOR: Pierre Coupet is the Founder, Chairman, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author of "How To Virtual Organize Your Social Network" -- To contact the author, call via skype id: virtual.organization.management or send email directly to chairman@virtualorganizationinstitute.com

Copyright 2009. Pierre Coupet, Virtual Organization Management Institute. Cannot be reproduced in whole or in part without permission. All rights are reserved.

A Brief Interlude for the Virtual Soul

2009-01-09T11:43:00.000-08:00

Dear Colleagues,

I want to take a brief interlude so I can share with you some beautiful poetry-melody that I received from my poet and artist friend, Alasdair, which has absolutely nothing to do with Virtual Organization Management. It's food for the Virtual Soul ..... helps us to put things back into perspective .... reminds us that we are all not only virtually connected but also an expression of "The Wholeness." I hope you enjoy it as much as I have... you can even listen to it while reading my ....long....articles. It helps time fly.

Take good care.

At One With,

Pierre Coupet

ABOUT AUTHOR: Pierre Coupet is the Founder, Chairman, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author of "How To Virtual Organize Your Social Network" -- To contact the author, call via skype id: virtual.organization.management or send email directly to chairman@virtualorganizationinstitute.com

Viewing OpenSocial Applications Through a Virtual Organization Lens

2008-12-16T13:05:00.000-08:00

Viewing OpenSocial Applications Through a Virtual Organization Lens
by Pierre Coupet

Time to Look Ahead

These are exciting times for social networks as the OpenSocial developer community continues to bloom and flourish. However, that being said, it's important to note that social networks are currently in the process of evolving to virtual organizations and, therefore, the focus of our veteran OpenSocial developers should be on the relevance of each application with respect to its usefulness, strategic importance, and vital contribution function in a virtual organization. I recently wrote an article titled "Evolution of Social Networks into Virtual Organizations" at http://virtualorganizationinstitute.com/evolution-of-social-networks-into-virtual-organizations.pdf which sheds a bit more light on that subject.

Does that mean we should stop developing those little cute and fancy widgets and gadgets that operate across other social networks? Not at all, what I am instead suggesting is that we include an additional layer of criterias in our thinking process as we begin to formulate the application development methodology. I know that some of you may say, "Why develop something that a vast majority of users will have no use for?" Well, a brief look at the history of the internet will tell you why and there are so many examples to choose from.

The Not So Distant Past

Let's select the evolution of the website as a good example:

Back in December 1993, when I started to build my first website which consisted of 2 words, "Hello World!", I thought to myself how every single company would one day embrace the internet and that just about everyone would one day have a website and be able to do business online and prosperity would spread around the globe. Obviously I was 90% correct in my assumptions, however, what I grossly miscalculated was the adoption rate and the demographics of the early adopters. Initially, I thought big business would be the early adopters since they have so much more capital AND human resources than us little peons; have all these Ivy League MBAs and Ph.D.s at their disposal and, therefore, so much smarter and knowledgeable than us regular folks. Instead, it turned out to be my kids and their friends, as well as millions of other kids throughout America and other parts of the world, followed by a slew of independent consultants, and small businesses -- all in that order -- who became the early adopters. It wasn't until 1997-1998 that mid-size and big businesses started to get on the web at a serious pace. Obviously, we all know what happened next and there is no need for anyone today to preach about the usefulness of a website to small-to-large businesses as well as to individuals and other organizations of all stripes and persuasions.

The Present

To fast forward to the present, my point is that you're seeing the same patterns all over again. Currently, social networks are all the rage and its initial adoption was fueled, in part, largely by kids all over the world. To digress a bit, we should all thank God for kids because they are so much smarter than we give them credit for and even though we eventually wind up following their lead. In any case, businesses--small to big--have begun to look differently at these social networks from a sales and marketing standpoint even though they are not all there yet. With respect to most businesses today, it's primarily an individual lone ranger effort by individuals within small-to-large organizations who take it upon themselves to employ this medium for business purposes. We really have to excuse these slow pokes. However, that being said, it's a good step in the right direction.

The Future

But the really good news is that this step is only the beginning of a process which will eventually lead to a full integration of social networks within their organization in a virtual environment. Therefore, these social networks will have no choice but to eventually evolve into virtual organizations since that is the only way you can maintain accountability.

VOMI Seal of Approval

In that regard, VOMI (Virtual Organization Management Institute) has instituted a VOMI Seal of Approval program for developers who would like to know whether or not their application meets the VO benchmarks we've set for not only OpenSocial applications but all other applications designed for use in a virtual environment. We will soon release additional information regarding the VOMI Seal of Approval program in order to provide you with some guidance and welcome your inquiries.

Conclusion

In conclusion, while you are having fun developing the latest gadgets and widgets, just keep in mind there are a lot of old guys and gals out there who are seriously looking at what you're doing and, as sure as I am that the sun will rise in the east and will set on the west, they will eventually wind up following your lead. Keep up the good work.

ABOUT AUTHOR: Pierre Coupet is the Founder, Chairman, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author of the widely acclaimed white paper, "How To Virtual Organize Your Social Network" at http://virtualorganizationinstitute.com/how-to-virtual-organize-your-social-network.pdf -- To contact the author, call via skype id: virtual.organization.management or send email directly to chairman@virtualorganizationinstitute.com

Copyright 2008-2009. Pierre Coupet, Virtual Organization Management Institute. Cannot be reproduced in whole or in part without permission. All rights are reserved.

H1-B Visas in the Midst of a Global Economic Meltdown: Talent Shortage or Cheap Labor?

2008-12-16T12:18:00.000-08:00

H1-B Visas in the Midst of a Global Economic Meltdown: Talent Shortage or Cheap Labor?
by Pierre Coupet

With all due respect to Seagate CEO, Bill Watkins, and the rest of my colleagues---not just in Silicon Valley but also irrespective of where they may be located---I respectfully disagree with the notion that we should lift all caps on H1-B visas or any of the other insane proposals and suggestions they have been trumpeting over the years. Americans are suffering and we need to get our heads out of the sand.

Addictive Behavior

US employers are behaving like crackheads or heroin and nicotine addicts who think that the way to cure their illness and craving is to get more of it in some sort of sanitized version, e.g., methadone or a nicotine patch, instead of taking stock that they have a serious problem and the time has come to muster up the courage and willingness to QUIT. I know it will be hard and painful at first but there is no other way to really recover and avoid falling into a precipice.

Plenty of US Talent

I refuse to believe that we don't have enough Americans in the US who are smart or ingenious enough and willing to work; or that Americans just don't give a hoot about technology. As the former head of a national executive search firm for about 18 years, and up until my departure from the industry 15 years ago, we had talent up the ying yang who were just begging to go to work. But guess what? This talent consisted of native-born and naturalized Americans, the latter group I belong to, as well as "permanent resident" immigrants from every corner of the globe living in the US.

Plenty of Cheap Labor Overseas

The problem was, and still is today: they were just too darned expensive in comparison to our lower-paid colleagues from overseas on a H1-B visa who were just too happy to be in the US working for an American company and were willing to do whatever was required of them. Their level of dedication and enthusiasm is unsurpassed, and rightfully so, given the opportunity presented to them. And what do I mean by that? Well, for the most part, in most of these countries, they train them to learn and think like robots. By the way, I am from one of those countries. But once in the US, we train them how to build upon their basic knowledge and provide them with all the tools and support they need in order to "innovate." This is just too good a deal to pass up and I don't blame them one bit for taking us up on our generous offer. Whereas, in the US, we train our kids from day one to innovate but, for the most part, fail to adequately provide them with the requisite basic knowledge and support they need to succeed until they get to college. However, once in college, they have no problem at all excelling in whatever discipline they've chosen. The real question then becomes, "Which discipline are they steering toward that Corporate America needs in sufficiently large numbers?" That part is easy to resolve with a little bit of Yankee ingenuity.

Facts on the Ground Just Don’t Add Up

But we all know that's not what's really at play here because, if this were truly the case, we would have used the H1-B visa program on a temporary basis, and purely as a stopgap measure, during a period of approximately 4-8 years, while engaged in a parallel and concerted effort with academia to remedy the problem. But the H1-B program has a perpetual life and the request figures for new workers only get bigger and bigger year after year, instead of smaller and smaller. Just the way an alcoholic or crackhead or heroin addict wants more and more instead of less and less. Asking for less substance would indicate that some honest effort and equal amount of progress is being made toward some sort of recovery. Whereas, asking for more and more substance while claiming some attempt is being made toward a full recovery is, at best, a joke or just downright insulting to someone's intelligence.

Therefore, it's not really "specialized knowledge" that we're after, it's "cheaper labor." Call a spade a spade and let's dispense with all the smoke and mirrors about this artificial shortage. If we indeed had a "shortage" of talent in the United States, American companies would put in place the biggest "Brain Stimulus Project" known to mankind; pouring in droves into both our private AND public high schools and community colleges -- from coast-to-coast, in both the inner cities and the suburbs -- doling out a ton of money, sponsoring all kinds of technology outreach projects, providing mentors on a daily basis as well as part-time jobs and internships to kids who otherwise might fall through the crack. We already have something similar to that in the schools with respect to sports and entertainment. I don't see us importing Chinese, Japanese, or Indians in huge numbers for sports and entertainment.

Solution to Addiction

Even if we are to go along with their argument that there is a shortage, there is a solution to that. In fact, I propose that we adopt this solution whether or not we have a shortage. Here it is: Just imagine if each American company decided to put in a place a serious Strategic Marketing, Technology & Recruiting Plan that, at its core, would have the company adopt a particular high school or local community college in order to make a really concerted effort to help develop the sort of talent that this company needs. This must be a Joint internal effort between HR, Technology, and Marketing. Who knows, depending on the community and its location, you could wind up with more than one company adopting the same school. The more the better, however, I am sure one is enough to get the ball rolling in the right direction.

I am fully aware that you can't possibly get all the talent you need from one high school or community college, however, that being said, you would, as a member of this group of companies, be able to recruit talent from ALL the other adopted high schools and community colleges. The cost of doing so would be MUCH CHEAPER in both the short and long run. And you wouldn't need to wait to form a consortium prior to getting started. Go it alone for now and the herd mentality would kick into gear. Eventually, you could help organize this group of companies so they could share information on prospective talent out there, wherever in the US they may be. You'd be surprised at how quickly a "shortage" would turn into an "overabundance" of talent.

Just Do It!

I refuse to believe that our Chief Marketing Officers, Chief Technology Officers, and Chief Talent Officers are so brain dead that they lack the imagination and foresight to put in place such program. I believe it's only a matter of them choosing "the path of least resistance." It's much easier for them and much less complicated to just obtain some cheap labor from overseas, end of story. As my son used to tell me all the time I would come up with some "not so brilliant or brilliant ideas" and try to bounce them off of him, he would say to me, looking somewhat irritated, "Papa, Just Do It!" Well, I've got the same refrain for my colleagues, Just Do it! Time is not on our side and we need to catch these kids while they are about to graduate from elementary school or starting high school, not after they've dropped out or graduated from high school with a mediocre education, at best. By that time---although it's never too late because our college students eventually get to catch up by the time they enter into their upper division phase of studies---they will definitely be starting from the back of the line at the very beginning because their counterparts in Europe and Asia are already way ahead of them in terms of both "basic technical" and "mental" preparation for the skills "you may need."

Yes We Can!

Such partnership effort can be almost painless and highly cost-effective---a stroke of genius, to say the least---with the right combination of Web 2.0 and Virtual Organization Management. As to the question of where the money would come from, it's already there, buried in your existing budget for HR, Advertising, Sales, Marketing, PR, R&D and any other department in your organization. Just call all your department heads, tell them their mission is to find ways to do things better within 1 week to 30 days because you need to reallocate some of this cash sitting in their budget, and tell them two other things, "Yes We Can" and "Just Do It!"

Don't chuckle or laugh out loud if you're thinking that I must live on some other planet and that just isn't the way things are done in your organization. Why? Well, if someone had told you a year ago that Obama would be elected president of the US and that the web would be his secret weapon, you surely would have thought that "this person was on crack." Therefore, it's really only a question of them taking the time to figure out how to be more efficient with respect to existing business processes, re-examining priorities, and the proper reallocation of resources. Skip all the high-powered consultants, year-long studies, etc., because your department heads are smart enough and already have most of the answers. They are just too afraid to step forward, rock the boat and ruin their careers--in respective order. After all, who wants their colleagues and bosses to think that they are on crack or are some sort of nut job.

What Next: Drastic Action or Status Quo?

On the other hand, if Corporate America believes that the shortage problem is really not that serious---it doesn't really rise to the level of a national crisis---then it would really have no valid or compelling reason to take such drastic action and it could opt to maintain the status quo and continue to do business as usual. So which is it?

Conclusion

In conclusion, even though I know this message will fall mostly on deaf ears, I still intend to continue to shout it out from the top of my lungs in the hope that some day we might begin to reverse this perilous course that we've been on for the past 20 years.

ABOUT AUTHOR: Pierre Coupet is the Founder, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute and author of "How to Virtual Organize Your Social Network." Comments regarding this article or copyright information should be directed to the author at http://www.virtualorganizationinstitute.com --- or call via skype id: virtual.organization.management or send email to chairman@virtualorganizationinstitute.com

©2008-2009. Pierre Coupet, Virtual Organization Management Institute. Cannot be reproduced in whole or in part without written permission. All rights are reserved.

Job Losses at Their Highest Level: Virtual Organize Your Social Network Now!

2008-12-16T12:15:00.000-08:00

Job Losses at Their Highest Level: Virtual Organize Your Social Network Now!
by Pierre Coupet

What Next?

What will happen next to all these people who are being laid-off? Will they ever get back a similar or better paying job? If so, when? If not, do they have transferable skills that could allow them to make a successful transition to another occupation that offers equivalent or better pay and, therefore, allow them to maintain or restore their previous standard of living? Or will these individuals be relegated to a permanent underclass or incognito status?

What about those individuals who have been notified that they will be laid-off in the near future? What about those who no longer feel secure about their jobs? Even the sacred cows aren't so secure anymore; the vegetarian employers are turning into carnivores these days and that sacred cow is beginning to look more and more like some good old, tasty red meat.

Getting Closer to Sunlight

In light of these questions and observation, a maxim I came up with as a result of my previous trials and tribulations came to mind: "the darker it gets, the closer to sunlight you're getting." After all, you don't get to live on this planet for 53 years without having gone through your share of trials and tribulations.

Although I am clearly aware of the fact that no one who is currently going through their own nightmare is thinking about, or can see, that sunlight right now. Their only interest is to survive as best they can; although, for some, they will think it's the end of their world and give up without a hard fight.

Virtual Organize your Social Network Now!

But I can assure you that this sunlight is there waiting for you if you know--or learn--How to Virtual Organize Your Social Network. Thanks to Web 2.0, there is no need to feel completely isolated or drowning in a whirlpool of disaster, however, you will need to shed old ways of thinking and adapt to new ways of doing things "very quickly" because you won't be able to continue doing business as usual.

Here is a link to an article I wrote on that subject titled "Social Networks: Virtual Organize It, Stupid!":

http://virtualorganizationinstitute.com/social-networks-virtual-organize-it-stupid.pdf

Virtual organizing your social network allows you to take control of your life and is a better alternative to just waiting for an economic recovery to take place. Hopefully, you will be part of that group of people who have made possible the economic recovery. Best of luck to all.

ABOUT AUTHOR: Pierre Coupet is the Founder, Chairman, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author of the widely acclaimed white paper, "How To Virtual Organize Your Social Network" at http://www.virtualorganizationinstitute.com/how-to-virtual-organize-your-social-network.pdf -- To contact the author, call via skype id: virtual.organization.management or send email directly to chairman@virtualorganizationinstitute.com

Copyright 2008-2009. Pierre Coupet, Virtual Organization Management Institute. Cannot be reproduced in whole or in part without permission. All rights are reserved.

How to Virtual Organize Your Social Network

2008-11-13T16:33:00.000-08:00

How to Virtual Organize Your Social Network
by Pierre Coupet

This is an excerpt of a white paper I just published which is receiving rave reviews worldwide:

.........
Now that you've built a huge network of contacts on your favorite social networks, where do you go from here? What kind of returns, economic or otherwise, are you looking to obtain--or should be able to generate--from your huge investment of time, effort, and resources in developing these contacts and how do you go about it?

The simple answer is, "Virtual Organize It!" However, that being said, very few of us understand the meaning of the words, "virtual organize." So without any further ado, here is our official definition of "virtual organize": to organize using virtual organization management best-next practices, policies and procedures for operating in an environment that has no physical boundaries.

Warning: it is a combination of time-consuming, hard, smart and highly rewarding work. So if you are not ready for the task, then virtual organizing your network may not be such a good idea. On the other hand, if you are ready for the challenge and the rewards that come with it, then let us proceed full steam ahead.

So how do you go about virtual organizing your social network?

STEP I. INTROSPECTION

Although there is no one-size-fits-all approach, you need to start out by asking yourself these most basic and fundamental questions:

Click here to continue reading this excerpt **

** White Paper Code: vomi-vomblog-111808

Social Networks: Virtual Organize It, Stupid!

2008-11-13T15:15:00.000-08:00

Social Networks: Virtual Organize It, Stupid!
by Pierre Coupet

No doubt you've heard of the tongue-in-cheek expressions, "Keep it simple, stupid!" and "It's the economy, stupid!" However, in today's day and age, the appropriate mantra for those who belong to social networks should be, "Virtual organize it, stupid!". Let me tell you why:

Great Investment of Time & Effort

You spend a great deal of time joining social networks, reviewing the background of other interesting individuals, and inviting them to become a contact and part of your personal network. In certain cases, you go through the additional effort of setting up and administering your own group, write comments and articles and, in some cases, prepare and send out a periodic newsletter. In no time at all, you reach a major milestone, having developed a network of hundreds to thousands of contacts. You are very excited and proud of your achievements and, in some cases, send out a major announcement to everyone in your network trumpeting the good news regarding the surge in your group's membership total and how great it is.

The Big Question

And then you ask yourself the big question, "Where do I go from here?" You feel like you've reached a dead end and, if you're like most, you try to engage your contacts; ask them to actively participate and contribute content, etc. And, if you are an exception to the rule, you schedule some local, face-to-face, paid or free networking or business events. At the end of the day, after all has been said and done, all you're left with, at best, from your social networking efforts are mediocre or meager results relative to the astounding amount of available opportunities that the virtual environment-internet-Web 2.0 has to offer--that is, of course, assuming you're one of the extraordinary social networkers out there; and, if you are like most others, all you are left with are downright disappointing results. And, unfortunately, that's where it all ends.

The Bigger Question

Which brings us to the bigger question, "Whatever happened to the promise of the Web and Web 2.0?" Never before in the history of mankind have we been so interconnected. We are no longer limited by time, distance, geography, human and capital resources, and collaboration tools. The sky is the limit! We are only limited by our efforts and imagination; the extent of our willingness to break down the natural walls of resistance to change; and our willingness to explore new thoughts and concepts before they are widely accepted. And yet, the most that we attempt to make out of the tools and resources that have been made available to us is to try to set up local face-to-face meetings.

The Ultimate Question

Which now leaves us with the ultimate question, "So what is the missing link?" However, that being said, this one question opens up a pandora box of related questions such as: What else can we do, or should be doing, in order to take advantage of the almost limitless amount of opportunities that are available to us in this wonderful and absolutely amazing era? Are there any currently available solutions? Are there any emerging schools of thought on that subject?

The Ultimate Answer: Virtual Organize It!

Well, the ultimate answer lies within the virtual organization management discipline. Virtual organization management provides you with a series of best-next practices, policies and procedures for operating in a virtual environment and for managing a virtual organization. Virtual organization management is highly flexible, being that you can virtual organize at any of the following levels of an organizational structure: (1) an individual level, (2) a team level, (3) a group level, (4) a department level, (5) a division level, (6) a social network level and, last but not least, (7) an organization level. With respect to an organization, it can be either of the following: (i) any free standing organization, (ii) a joint venture, (iii) an association, (iv) a consortium or (v) a partnership.

Although social networks provide you with one wing -- which is: the tools you need to effortlessly interconnect on a global scale -- what is sorely needed is the other wing -- which is: virtual organization management -- that you must have in order to fly and soar high up above in this sky of limitless opportunities. So what are you waiting for? Virtual Organize It!

ABOUT AUTHOR: Pierre Coupet is the Founder, Chairman, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; the founder of the modern virtual organization management discipline pioneered since 1997; and also the author of the best-selling white paper, "How To Virtual Organize Your Social Network." To contact the author, call 818-804-5921 or send email directly to chairman@virtualorganizationinstitute.com

Copyright 2008-2009. Pierre Coupet and Virtual Organization Management Institute. Cannot be reproduced or distributed in whole or in part without permission. All rights are reserved.

Evolution of Social Networks into Virtual Organizations

2008-07-11T06:56:00.000-07:00

Although modern social networks such as MySpace.com, FaceBook.com, Orkutt, LinkedIn, and XING are enjoying a great deal of notoriety and success these days due to their popularity with--and wild embrace by--today's youth and the business community, their roots can be directly traced to Classmates.com and SixDegrees.com, both of which were formed in 1995 and 1997 respectively. In other words, it took 13 years for modern social networks to finally reach their peak--become ascendant--instead of some spontaneous explosion in popularity. Therefore, contrary to the idea that this is some sort of new Web 2.0 phenomena, this ascendant position most resembles the supernova stage of social networks and the beginning or emergence of a new phenomena.

The question now before us is: What is this new phenomena and where do we go from here? But before we can even attempt to answer that question, a brief evaluation of the usefulness of social networks and related user trends must be conducted with respect to the the following user groups: (1) The Personal User, (2) The Business User, (3) The Government User, and (4) The NGO User.

Usefulness of Social Network to The Personal User

From a personal user standpoint, the social network is useful to 3 segments of personal users:

1. The Magical Personal User. The social network is a great safety net (or curtain to hide behind of) for those who are introverted and afraid, unable, or unwilling to easily enter into new relationships or form new friendships. Through the social network, this individual can--as if it were magic--instantly achieve the dream and illusion of having hundreds or thousands of "friends" with just a few computer keystrokes and mouse clicks. There are no risks of being turned down and no embarassments to suffer from. The person making the "friendship" request will never receive a "turned down" message, only good news that the request has been approved, which is usually the case.

Magical Personal User Trends:
a. Social-Network-Hop. The magical user tends to engage in social-network-hop by enrolling in as many social networks as possible and accumulating as many "friends" as time will allow.
b. Lack of Active Social Interaction. Outside of making the initial contact, very little time is spent toward nurturing any sort of friendship with any member of their group. In fact, our survey of social network members indicates that up to 99.5% of the initial contacts made by a member never result in any additional communication beyond the friendship-request-approved stage.
c. Ghost Membership. Once a number of friends have been accumulated, boredom sets in, resulting in very little to no additional footprint on the network.
d. Excited by New Gadgets. The magical user gets excited at the introduction of new gadgets that facilitate the making of new "friends"; that is, of course, until the novelty eventually wears off.

2. The Practical Personal User. The social network is a godsend for those who are extroverted, outgoing, charming, and charismatic; those who see this medium as an ideal avenue for easily entering into new relationships as well as forming new friendships for social or career enhancement purposes. This individual is not just content on accumulating a list of "friends", but will actually go through the effort of trying to make contact with as many like-minded group members at a meaningful level and in some fashion or another. This could be in the form of phone calls, emails, videoconferences, face-to-face meetings at a local level, or a combination thereof. This individual--a practical personal user--is not afraid to take risks and is very comfortable in his/her own skin.

Practical Personal User Trends:
a. Limited Number of Social Networks. The practical user belongs to a few social networks and accumulates a "manageable" number of "friends."
b. Active Social Interaction. In addition to making the initial contact, a significant amount of time is spent toward developing and nurturing a "limited" number of new and "bona fide friendships" in anticipation of real payoffs from these interactions.
c. Active Membership. The practical user is not only actively engaged in developing relationships but also has an interest in the overall development and success of the social network. Their footprint on the network extends way beyond their individual group.
d. Excited by Practical Gadgets. The practical user gets excited at the introduction of "practical" gadgets that enhance the "relationship building" experience.

3. The Rarefied Personal User. The social network has very little appeal to those who, in general, are (1) more or less very static in terms of personal relationships, (2) indifferent to new technology and normally fall in the "late adopters" category, and (3) more or less maintain a very or sufficiently active brick and mortar lifestyle; which leaves them very little time for fiddling on the internet. Therefore, these individuals don't really feel the need to belong to a network. This individual--a rarefied user--is quite content to belong to one network with only a "handful" of "friends" that he/she will most likely never get a chance to communicate with.

Rarefied Personal User Trends:
a. One or Two Social Networks. The rarefied user belongs to one or possibly two social networks and accumulates only a handful of "friends."
b. Total Lack of Active Social Interaction. Outside of making the initial contact, no time is spent developing or nurturing any sort of friendships or relationships.
c. Ghost Membership. Outside of making the initial contact, additional footprint on the network ranges from nil to none.
d. No Interest in New or Practical Gadgets. The rare user is neither impressed with, and nor cares about, new or practical gadgets.

Usefulness of Social Network to The Business User

From a business user standpoint, the social network is useful to 3 segments of business users:

1. The Baffled Business User. The social network is a very complex and confusing landscape to those who are aware of its potential benefits but nonetheless are baffled as to how they can tap into this powerful medium to increase revenues. They are intimidated by social network rules and regulations; are afraid of being accused of spamming or engaging in advertising and "self-promotion." Just as parenting is something that one learns on the job and no parental training courses are required in order to have children, so it is for the baffled user who aspires to be a "social network marketer."

Baffled Business User Trends:
a. Social-Network-Hop. The baffled user tends to hop from one social network to another without any clear sense of direction or business strategy. Their motto is "make friends and let's see what happens."
b. Lone Ranger Effort with No Corporate Buy-in. Typically an individual effort and not part of an organization's business development strategy and budget allocation.
c. Engage in Useless and Idle Chatter. The baffled user believes in the Network Contributor Myth which espouses that your primary reason for becoming a member of a social network is to freely contribute your knowledge and expertise and that any business communication which falls outside that scope may be considered spam, advertising or self-promotion. As a result, the baffled user is left with no choice but to engage in a lot of useless and idle chatter that makes no business sense whatsoever.
d. Reluctance to Seriously Engage. Outside of making the initial contact, very little time is spent toward nurturing any sort of "serious business relationship" with any member of their personal network due to a genuine fear of being labeled a spammer, advertiser, and self-promoter. But, most importantly, the reluctance is due to the fact that the baffled user does not really know how to organize their personal network and where to begin. In fact, our survey of social network members indicates that up to 99.8% of the initial contacts made by a baffled business user never result in any "serious business communication" beyond the friendship-request-approved stage.
e. Ghost Membership. Once a number of friends have been accumulated and the baffled user is left with disappointing results in terms of both time spent and financial results, boredom and the resignation of failure sets in, resulting in very little to no additional footprint on the network.
f. Excited by New Gadgets. The baffled user gets excited at the introduction of new gadgets that facilitate the making of new "friends"; that is, of course, until the novelty eventually wears off and the typical wasted time and disappointing financial results set in.

2. The Transformative Business User. The social network is a godsend for those who: (1) are intelligent, forward-looking, astute, bold, daring, outgoing, charming, and charismatic; (2) understand the power of this medium to transform lives, businesses and industries; and (3) see it as an ideal avenue for easily entering into new and lucrative business partnerships and alliances, as well as form powerful friendships. This individual--the transformative user--is not only content with accumulating a list of "friends", but will actually go through the effort of mining all contact data for strategic research and business development purposes; as well as initiate appropriate contact with targeted group members at a meaningful level and in some fashion or another. This could be in the form of phone calls, emails, videoconferences, face-to-face meetings at a local level, or a combination thereof. This individual is (1) not intimidated by arcane or nonsensical network rules, (2) is not afraid to "sell", (3) is willing to take acceptable risks, and (4) is very comfortable in his/her own skin.

Transformative Business User Trends:
a. Limited Number of Social Networks. The transformative user belongs to a few social networks and accumulates a "manageable" number of "serious and bona fide friends."
b. Part of a Coordinated Business Strategy with Corporate Buy-in. The transformative user is able to evangelize the benefits of the social network to the powers that be and able to secure social network marketing as a line item in the overall marketing budget.
c. Active Social and Business Interaction. In addition to making the initial contact, a significant amount of time is spent toward developing and nurturing a "limited" and "qualitative" number of new and "bona fide friendships" for both short-term and long-term economic benefits.
d. Focus on Organizing Group or Personal Network. The transformative user focuses on implementing a coordinated and concentrated effort to organize their group or personal network for business development purposes. Primary means of interaction include audio or web-based teleconferences and local face-to-face events.
e. Active Membership. The transformative user is not only actively engaged in developing relationships but also has an interest in the overall development and success of the social network. Their footprint on the network extends way beyond their individual group or personal network.
f. Excited by Practical Gadgets. The transformative user gets excited at the introduction of "practical" gadgets that enhance the "relationship building" experience.

3. The Reluctant Business User. The social network has very little appeal to those who, in general, are (1) entrenched in the old tried and true ways of doing business and are currently relatively successful or star performers; (2) are technology agnostic or indifferent to new technology and normally fall in the "late adopters" category; (3) more or less maintain a relatively fast-paced to very hectic brick and mortar schedule which leaves very little time for experimenting on the internet; and (4) are reluctant to take risks which could impact their careers. This individual is quite content to belong to one or two networks with only a "handful" of "friends."

Reluctant Business User Trends:
a. One or Two Social Networks. The rare user belongs to one or possibly two social networks and accumulates only a handful of "friends."
b. Total Lack of Active Social Interaction. Outside of making the initial contact, no time is spent developing or nurturing any sort of friendships or relationships.
c. Ghost Membership. Outside of making the initial contact, additional footprint on the network ranges from nil to none.
d. No Interest in New or Practical Gadgets. The reluctant user is neither impressed with, and nor cares about, new gadgets.

Usefulness of Social Network to The Government User

From a government user standpoint, the social network is useful to 2 segments of government users:

1. The Information-Centric Government User. The social network is a magnet for government administrators and members who are primarily interested in either sharing, disseminating, or obtaining info among and across related groups or silos of interest.

Information-Centric Government User Trends:
a. One or Two Social Networks. The information user belongs to one or two social networks; is more interested in being part of a group instead of accumulating a long list of "friends."
b. Moderate Social Interaction. A moderate amount of time is spent toward developing a "limited" but "qualitative" number of contacts for information sharing purposes.
c. Active Membership. The information user is actively engaged in either obtaining, sharing, or disseminating info on the network.
d. Interest in New and Practical Gadgets.

2. The Organizational Government User. The social network is a bedrock of innovation for technologists, a Shangri-La for policy makers and administrators dealing with and seeking solutions to complex issues.

Organizational User Trends:
a. One Corporate Social Network. The organizational user belongs to one corporate social network acting as an internal "think tank"; is primarily interested in leveraging the corporate social network for organization-related needs.
b. Part of a Coordinated Organizational Strategy. The organizational user has a specific mandate from the powers that be to leverage the power of the social network in an organized fashion in order to attain organizational goals.
c. Extensive Social Interaction. An extensive amount of time is spent toward developing a "qualitative" number of contacts in order to achieve organizational objectives.
d. Active Membership. The organizational user is an active and integral member of a team with clear and well-defined objectives; a sort of collegial body.
e. Interest in New and Practical Gadgets.

Usefulness of Social Network to The NGO User

From an NGO (non-profit organization) standpoint, the social network is useful to 2 segments of non-profit users:

1. The Information-Centric NGO User. The social network is a magnet for NGO administrators and members who are primarily interested in sharing information with their members and donor base as well as the facilitation of a flow and exchange of information between donors and management.

Information-Centric NGO User Trends:
a. One or Two Social Networks. The information user belongs to one or two social networks; is more interested in being part of a group instead of accumulating a long list of "friends."
b. Moderate Social Interaction. A moderate amount of time is spent toward developing a "limited" but "qualitative" number of contacts for information sharing purposes.
c. Active Membership. The information user is actively engaged in either obtaining, sharing, or disseminating info on the network.
d. Interest in New and Practical Gadgets.

2. The Fundraising NGO User. The social network is the holy grail for fundraisers seeking to establish and maintain an active and loyal donor base via instant and interactive online communication.

Fundraising NGO User Trends:
a. Issue-Oriented Social Networks. The fundraising user belongs to a limited number of issue-oriented social networks and is very interested in accumulating a long list of "friends."
b. Active Social Interaction. A significant amount of time is spent toward developing an qualitative list of contacts for fundraising purposes.
c. Active Membership. The fundraising user is actively engaged in either obtaining, sharing, or disseminating info on the network.
d. Interest in New and Practical Gadgets. The fundraising user is particularly interested in tools that will advance donor database collection, donor giving and donor loyalty.

The New Phenomena: Virtual Organizations

So what is this new phenomena we speak of and why is it so important in the overall scheme of things? This new phenomena is a trend toward organizing these social networks in such a way that they begin to slowly take on the characteristics of a virtual organization, which we'll discuss later in greater detail. What is more surprising is the fact that this trend flows from both directions: the social network and the user. However, that being said, this trend is only applicable to a certain segment of personal, business, government, and NGO users--as described above--and they are as follows: (1) The Practical Personal User, (2) The Transformative Business User, (3) The Organizational Government User, and (4) The Fundraising NGO User.

Now, that we know who these virtual organization trendsetters are, let's talk briefly about 3 of the 5 main characteristics of a virtual organization that they are beginning to exhibit, albeit in some crude fashion or another: (1) Structure, (2) Discipline, and (3) Communication.

STRUCTURE. With respect to structure, we're beginning to see the formation of a rudimentary organizational structure--a GlobaLocal structure--within some of these social networks, social network groups and personal networks of individual members. Let's review examples of 3 different types of GlobaLocal structures:

The GlobaLocal Network Structure:

The GlobaLocal Network Structure is an organizational structure setup at the social network "corporate" level that is designed to directly benefit the organization as a whole. For example, XING, a social business network based in Hamburg, Germany, has in place an Ambassador program which establishes "official" XING groups at the local level in major cities worldwide; for the primary purpose of organizing "official" offline events designed to plant solid physical roots--as well as to promote the XING brand--at the local level. It is a formal relationship with rules, regulations and performance criteria.

The GlobaLocal Group Structure:

The GlobaLocal Group Structure is an organizational structure set up at the social network "group" level that is designed to benefit a particular group within the social network. In this particular example, SICU (Synergy Integrated - Connects the Unconnected)--a group within XING--has formed a rudimentary version of a virtual organization titled "SICU SSG" (SICU Synergy Solutions Group) so that members of the group can effectively form highly dynamic "think tanks" and "service cluster teams" that allow them to (1) develop a shared strategy; (2) make use of their combined resources, core competencies, creativity, and connectivity; and (3) rely heavily on each other in order to accomplish their mission and stated business goals.

GlobaLocal Personal Network Structure:

The GlobaLocal Personal Network Structure is an organizational structure set up at the "personal network" level of an individual member that is designed to primarily benefit that member. This personal network consists of "friends", whether or not they belong to any group on the network, who have requested to be connected to that individual member and become part of their "personal network." In this example, Jane Doe (fictitious name of a real person) seeks to establish weekly and monthly online and offline meetings with certain members of her personal network on XING in order to energize her base of contacts and generate mutually beneficial opportunities. These meetings are consistent; highly organized; have a clear agenda; and are focused on performance and results.

DISCIPLINE. No organization can exist without discipline. In all three (3) previously cited examples of structure, they all seem to strive, more or less,
toward the adoption or maintenance of some level of discipline although they are not really sure on how far they can go and how much to impose. Discipline--whether
it is self-imposed or externally imposed; or online vs. in a brick and mortar environment--is a necessity for any type of organization.

COMMUNICATION. Effective and consistent communication, as well as the proper means of delivery, are a "must" in a virtual environment. Again, as noted in all previously cited examples of structure, today's available tools (i.e. free or very cheap long distance phone service, free teleconference, free web-collaboration tools, 'e.g., Skype, GoogleDocs, Yugma, Microsoft SharedView') are more than enough to facilitate communication and cooperation between all parties. All that remains to complete the circle is an effective communicator with excellent verbal, written, and oratory communication skills.

We will not attempt to cover the two (2) remaining main characteristics of a virtual organization since they fall outside the scope of this discussion, however, more information regarding virtual organization management can be obtained at http://www.virtualorganizationinstitute.com

So Where Do We Go From Here?

Without a doubt, social networks are on a slow march toward an inexorable quest to virtual organize out of practical and financial necessity. Although this march is currently being spearheaded by an elite group of networks and users, as well as the leading virtual organization management education provider, Virtual Organization Institute, the next five (5) years portend to be an exciting period of growth and maturation for social networks and the virtual organization industry as a whole as these networks metamorphose and evolve into virtual organizations. This period of maturation will lead to a broad acceptance and adoption of virtual organizations by all existing and new social networks and all classes of users within the next 8-10 years. History is being made and it's really an exciting time for all.

ABOUT AUTHOR: Pierre Coupet is the Founder, Chairman, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; and the founder of the modern virtual organization management discipline pioneered since 1997. To contact the author, call 818-804-5959 or send email directly to chairman@virtualorganizationinstitute.com

Copyright 2008. Pierre Coupet, Virtual Organization Management Institute, NetWEB Elite Solutions, Inc. Cannot be reproduced without permission. All rights are reserved.

From Web 2.0 to Web Infinity with Virtual Organization Management

2008-04-08T16:44:00.000-07:00

Virtual Organization Management exponentially accelerates the evolution of the Web by leaps and bounds. Although we're already in Web 3.0 stage---the processes and procedures tinkering stage---many of our colleagues are still talking Web 2.0--the social network stage. Nonetheless, regardless of which numeric [x.x] we attach at the end of the word "Web", we will never be able to truly tap into the FULL power and potential of the Web, which I call "Infinity", until we first understand and adopt the virtual organization management concept.

I guess the first thing that most likely comes to the mind of many is, "Wow, that's a really loaded statement!" To make my point, let me take that initial statement a bit further with the following Precious Water and Glass-Container analogy:

All that the Web has to offer is equivalent to that PRECIOUS WATER we use to not only quench our thirst but also for a countless number of other uses and applications. But Virtual Organization Management is the GLASS or CONTAINER we use to hold that precious water. Without that glass or container, we will never really be able to harness the full power, potential, and benefits of that water.

Right now, we're currently in the midst of a transition--a serious disruption--that no one is quite sure how to deal with. After all, what the HELL is a virtual organization or a virtual environment and why do we need virtual organization management? Almost everyone seems to understand the meaning of the words "Technology, Web Technology, the Internet, Blog, etc.," however, most of us are not quite sure as to where this is really headed, hence, the confusion about what to do and what sort of new processes should be put in place in order to adapt to and set the stage for this new world; a new world that is rapidly evolving right there in front of our eyes, with no end in sight. As you can see, this uncertainty keeps us in a state of limbo, without any sense of urgency, even though the alarm bells are ringing all over and everyone is talking "globalization" and "adaptation."

Our view is that there is NO uncertainty with respect to where the world is headed. At the risk of sounding INSANE, it is clear on our end that we are heading toward a near 100% virtual world. A revolution of gigantic proportions--a transformation unlike anything the world has ever experienced---and a paradigm shift from the way we are accustomed to doing things.

That's right, with the exception of construction, manufacturing, transportation, hospitality, and other industries which require hard boots on the ground and a brick and mortar presence, these huge tower buildings will one day become relics of the past--architectural landmarks. A lot of them will be transformed into virtual data centers, although most new data centers will be built underground in highly secure, fire-proof and blast-protected bunkers.

Homes will have to be redesigned differently in order to adjust to the realities of the new workforce. Shopping centers will radically be transformed into entertainment centers. After all, form follows function. Employment and tax laws and benefits will have to be revised or be entirely scrapped off the books. Compensation and benefits formulas will require drastic overhauls. There will be a Global Virtualization-eCommerce Renaissance and prosperity shall flourish and abound in every corner of the globe. Our entire way of life will be affected.

Today's methods of warfare will seem so archaic and primitive. Wars will no longer be fought on the battleground resulting in lost lives and limbs and destruction of physical infrastructure. Rather, they will be fought in a virtual environment between virtual networks with crippling and deadly accuracy. The first such world war will be called Virtual Network Apocalypse I.

Children will be taught about virtual organization management during pre-school and kindergarten in order to prepare them for the new world, just the way we begin to prepare them today at that age for today's brick and mortar world. We see a future whereby the morning and afternoon rush hour traffic congestion is a THING OF THE PAST, some distant memory.

This future, my friends, is, relatively speaking, all possible within a short number of years with Virtual Organization Management--NOT Virtual Team Consulting--and those who begin to prepare for it TODAY will reap huge rewards and fortunes that are unimaginable by today's standards.

At the risk of sounding alarmist, the ramifications for our entire global civilization are huge and astounding across the board. The adoption of Virtual Organization Management will generate not only tidal waves-but also huge tsunamis-of changes that will engulf and wash away those who refused to heed the call to prepare for the changes coming our way.

For additional information regarding Virtual Organization Management, go to: http://www.virtualorganizationinstitute.com/

Happy Hyperthinking!

Pierre Coupet
Founder, Chairman, CEO & Doctor of Virtual Organization Management
Virtual Organization Management Institute
http://www.virtualorganizationinstitute.com/
tel. 818-804-5959; skype: Virtual.Organization.Management
corporate@virtualorganizationinstitute.com

Copyright 2008. Pierre Coupet, Virtual Organization Management Institute, & NetWEB Elite Solutions, Inc. Cannot be reproduced without permission. All rights are reserved.

Global Virtual Organization Management Membership Survey

2008-04-08T14:15:00.000-07:00

Greetings Colleagues,

Virtualization and globalization are at the top of almost every single company's agenda these days.

I am conducting a very brief 3-5 minute global virtual organization management membership survey and would appreciate your assistance. Please click on the following link or copy and paste it into your browser:

http://www.makesurvey.net/cgi-bin/survey.dll/CEADEC5D43E6432BBAC3B2F188881843

As a token of my appreciation, you will receive, upon completion of the survey on April 30, 2008, a special link that will provide you with the results of the survey once they have been tabulated as well as a valuable surprise gift.

Thank you, in advance, for your time, assistance and cooperation.

Best regards,

Pierre Coupet
Founder, CEO & Doctor of Virtual Organization Management
Virtual Organization Management Institute
http://www.virtualorganizationinstitute.com
tel. 818-804-5959; skype: Virtual.Organization.Management
corporate@virtualorganizationinstitute.com

Virtual Organization Management Institute - The world's leading and only global professional association, think tank, educational institute, certification provider, and global event producer solely dedicated to the virtual organization management and recruitment discipline -- http://virtualorganizationinstitute.com

A Paradigm Shift: VISION for Making the Transition from Recruiter to Virtual Organization Recruiter and Virtual Organization Consultant

2007-08-19T10:14:00.000-07:00

Every now and then something comes along that revolutionizes an entire industry or brings about a new age. Without having to go all the way back to ancient history, we can refer to some of the most recent events that have taken place during our lifetime and which have shaped the world in a way that none of us babyboomers could have ever imagined.

The advent of the PC in 1974 - which became widely available by IBM in 1981 - was one of them and there is no need to expand on that. It took a number of years for most companies to catch on and realize that this was not simply a toy and that it would soon replace these huge mainframes and expensive workstations they were hooked into. VISION played a key role in some of these companies who became early adopters and led the way.

Moreover, a number of smaller companies who could not afford these huge mainframes and expensive workstations also saw opportunities hitherto unavailable to them and led the way to realize huge efficiencies in productivity and economic returns. Besides the fact that they had nothing to lose, VISION also played a key role in their decision.

Microsoft-Bill Gates's idea to license the operating system - in this case, purely a concept but, nonetheless, "revolutionary" - did more than anything else to bring the PC to the masses at a price they could afford. Besides the fact that necessity played a key role in Bill Gates's thinking - breaking away from a behemoth like IBM and the huge cost of manufacturing PCs, etc., being key factors - VISION was needed to make that decision.

Bill could have never anticipated in a million years that this concept would serve as the foundation for what was about to happen in later years starting from 1990 onward, the birth and rapid expansion of the World Wide Web. I might as well acknowledge Tim Berners-Lee and Marc Andreesen for their VISION of the Web as we know it today.

Which brings us to Today and the Recruitment Industry in particular. These technological advances have completely changed the world and transformed the way we do business on a huge scale. Companies are struggling to attract and recruit the sort of premium talent that they need in order to adapt to these technological changes and the resulting transformation which is rapidly taking place in this new global and interconnected landscape.

The Virtualization of business is taking place at a dizzying rate and, from a technology standpoint, the possibilities are endless in terms of communication, cooperation, and connectivity. Microsoft and others are gung ho on Virtualization of the workspace and virtual collaboration tools. Social networks are all the rage and companies such as ERE.net, LinkedIn, MySpace, Frappr, etc. are sprouting up on almost a daily basis; and even employers are beginning to form social networks that are directly tied in to their website for talent recruitment and marketing purposes.

These technological changes are spawning a whole new set of challenges for executive management, and especially for human resource executives, worldwide. Primary among these challenges are these ever perplexing questions and dilemnas that they are faced with:

How do you harness in a strategic and orderly fashion this ocean of opportunities presented by the virtualization of the workspace? How do you quantify and analyze the results?

What type(s) of services do we need and who are the providers?

The answer to that becomes very difficult due to the thorny issue of language and terminology. We all need language to communicate and there is no clearly defined virtualization lexicon that facilitates a seamless communication process between client and service provider.

Questions pertaining to "What is a Virtual Organization, What is Virtual Organization Management, What is a Virtual Team, Is this Virtual Team Consulting services, Are We considered a Virtual Organization, What is Virtualization, What is Virtualization of the Workforce, What is Virtualization of the Workspace, Is this Virtual Team Recruiting, Is this Virtual Recruiting, Will our Recruiters become Virtual Recruiters working from Home-God forbids, How is Virtual Organization Recruitment different than Virtual Recruiting, We already have or use Organizational Consultants and Human Resources Consultants and how do these roles differ from a Virtual Organization Consultant, etc.," cause a great deal of anxiety to the individuals asking these questions since, for the most part, they have little to absolutely no knowledge of who and where to turn to for answers.

Are there any existing best-next practices, policies and procedures for managing a Virtual Organization?

Are there any existing best-next practices, policies and procedures for recruiting the sort of premium talent that will be able to adapt and thrive in a virtual environment or virtual organization?

What type of assessment tools should be adopted in order to identify the best candidates who will be able to thrive in the new Virtual Organization?

How do we prepare and train our "existing" workforce so it can cope with the increasingly rapid and dizzying rate of virtualization of the organization?

The answer to all these questions lies in Virtual Organization Recruitment and Virtual Organization Management Consulting instead of the old Virtual Team Consulting; that's assuming that certain companies made the big leap to hire Virtual Team Consultants in the first place.

Virtual Team Consulting is engagement specific and deals with a microview of a virtual situation. Whereas, Virtual Organization Management takes a macroview of an entire organization and, as is standard practice with its typical brick and mortar counterparts, seeks to institute best-next practices, policies and procedures for operating in a [virtual] environment. In this instance, the virtual organization acts in parallel with the brick and mortar organization instead of acting as its extension.

These best-next practices, policies and procedures can be gradually implemented throughout an entire organization on a piece by piece basis [e.g. group, department, location, function, etc.] until one is able to achieve a near or completely virtual duplicate of the entire organization. When fully realized at whatever stage (piece) of implementation, the benefits are immense and translate into a direct and positive impact on the bottom line.

Virtual Organization Management is often confused with one of its subsets, Virtual Team Consulting. Virtual Organization Management is light years ahead of virtual team consulting. Once implemented, Virtual Organization Management allows an organization to make a seamless transition from today's Virtual Chaos to the new Virtual Organization which is rapidly taking shape before our very own eyes. It provides the roadmap that an organization needs to follow during this rapid period of Virtualization of the Workspace.

Whereas, Virtual Organization Recruitment allows an organization to identify and recruit the best talent-21st century employees-who are able to adapt and thrive in a virtual environment.

Which brings us back to these HR-related questions previously stated:

What type of virtual organization recruitment guidelines and assessment tools should be adopted in order to identify the best candidates who will be able to thrive in the new Virtual Organization? Are there any existing standards available?

Where is Virtual Organization Recruitment training provided and by whom?

How prepared are today's recruiters - Corporate and Agency Recruiters - in dealing with these new challenges?

The answer is not that obvious. To this date, most recruiters of all stripes and persuasions have been doing a courageous and outstanding job at filling positions for their corporate clients and stakeholders. A great number of them are extremely internet-saavy and very adept at using the latest internet technology and recruitment tools. In fact, many Agency Recruitment firms consider themselves virtual organizations because they have made primary use of the Internet for all communication and activities. Some recruitment firms and RPOs - such as Library Associates based in Beverly Hills, CA - even offer Virtual Team Consulting services to client firms.

However, this is NOT about who can best use internet tools and technologies to recruit more efficiently. Nor is it about Virtual Team Consulting or recruiting candidates who can best use internet tools and technologies. It's really about recruiters recruiting candidates who can adapt and thrive in the new Virtual Organization.

In light of the new challenges that the virtualization of the workspace itself presents, most recruiters are ill-equipped to adequately address the Virtual Organization Recruitment needs of their clients; and their role and responsibilities need to undergo a radical transformation. After all, you cannot give what you don't have.

A paradigm shift must take place: from the role of Corporate or Agency Recruiter to an elevated and very prestigious role of Virtual Organization Recruiter or Virtual Organization Consultant. A role which reflects the demands and greater level of sophistication needed for this new recruiting position. A role that is more consultative in nature and which helps their client develop and put in place these specific guidelines and assessment tools needed to identify the best candidates who will be able to thrive in the new Virtual Organization.

Therefore, every single organization - which intends to aggressively compete in this global market for premium talent, this 21st century employee, in order to develop and or maintain an edge over its nearest competitors - must immediately begin the process of providing Virtual Organization Recruitment Training to its entire recruiting force. This training should be outsourced to a VORT (Virtual Organization Recruitment Trainer) with deep experience in recruiting premium talent for virtual organizations.

And what about the Corporate Workforce itself? Who will train the hundreds of millions of new and existing workers at these companies that are undergoing this rapid virtualization? Should this training be outsourced to a VOMT (Virtual Organization Management Trainer) or be conducted in-house?

At first glance, the most logical answer is for HR to immediately set up a separate Virtual Organization Recruitment and Management Training department entrusted with such task. However, upon closer reflection, the question is, "Who will train the Trainers?"

To that end, NetWEB Elite Solutions, Inc. - a pioneer and inventor of patent-pending best practices, policies and procedures for managing a virtual organization; with deep experience in that field since 1997 - through its newly formed division, Virtual Organization Management Institute-the world's only global professional association and educational institute strictly dedicated to the modern virtual organization management discipline-is the sole and only credible organization in the world leading the virtual organization recruitment and management charge in that effort. A shameless plug for an organization I chair.

With respect to the details of such implementation, the first and most essential task for Human Resources is to rapidly begin the gradual process of providing Virtual Organization Recruitment - NOT Virtual Team Recruitment - training to a new cadre of recruiters as well as to some of its existing recruiters; some of whom will eventually form the core of a new Virtual Organization Recruitment & Management Training department established with the assistance of the virtual organization recruitment and management consulting firm - the VORT/VOMT - upon completion of their training.

Once this in-house Virtual Organization Recruitment & Management Training Department is fully established, as a result of close collaboration between the head of HR and other members of executive management, it should immediately begin to provide Virtual Organization Management training to certain designated senior corporate executives and middle level managers; individuals who have been carefully scrutinized and chosen to comprise a very elite team. These individuals MUST represent the best of the brightest within that organization.

Please note this training should NOT be forced upon these individuals; otherwise, you will have, at best, a mediocre team to begin with; one which will surely result in a disastrous failure. Instead, inclusion on that elite team should be seen and perceived as an acknowledgement of superior performance and exemplary conduct that is above and beyond the call of duty. The success of the first team will lay the groundwork and foundation for the successful implementation of this training throughout the entire organization. Failure is not an option for the simple reason that executive management will not allow room for a second chance.

For a number of critical and very important reasons, the details of which are outside the scope of this treatise, the initial training must be conducted via an audio teleconference-webinar session in order to introduce recruiters to the virtualization lexicon - the language that will be used to communicate with them during the later stages of the virtual organization recruitment training process.

Once this "orientation" training has been completed, it becomes critical that the second stage of training be conducted ONSITE at the client's location. Continuous training is then recommended, although not required, over a minimum 3-6 month period for Virtual Organization Recruitment and, ideally, over a 6-12 month period for Virtual Organization Management.

This new vanguard of Virtual Organization Recruiters, Virtual Organization Consultants, Virtual Organization Management Consultants, and corporate managers trained on that subject is critically needed NOW at companies at all levels and, from all indications based on previous and current experience, there is a groundswell of support in both directions - from top to bottom and from the bottom up - for this change to take place in certain sectors of the corporate world.

To this date, the corporate world - and, by extension, Corporate Human Resources - is split into 3 camps: Camp Vision, Camp Aware, and Camp Oblivion.

Camp Vision

Camp Vision contains some of the more visionary companies who have been struggling with these vexing issues, then considered exotic, as far back as 1994; companies who have specifically allocated the resources needed for virtual team consulting and collaboration tools in their fiscal budget. Some of these companies, as they were then named, included BP Amoco, Canadian Tire, Ford, etc. They have long relied on Virtual Team consultants to provide them with guidance and assistance. Others have been "winging it," so to speak, and making the rules as they go along.

These companies, now at a critical juncture, are ideally suited and very well poised to make the transition to the next phase of the evolutionary process: from Virtual Team Consulting to Virtual Organization Recruitment and Virtual Organization Management.

They were wise to make the initial steps as Early Adopters and they have tremendously benefited from their decision which have resulted in savings of billions of dollars over the past 13 years. Most likely, they will continue down the path of innovation and progress and will continue to set the trail for others to follow with the adoption of Virtual Organization Recruitment and Management.

Although no definitive data exists on the number of companies that make up Camp Vision, one can safely say, based on anecdotal evidence, that they represent no more than 2% of the global corporate world.

As for the rest of the corporate world, it is split into the other 2 camps: Camp Aware and Camp Oblivion.

Camp Aware

Corporate Human Resources and Agency Recruiters at Camp Aware are aware of the fact that this is somewhat a gray, confusing, and thorny issue that needs to be tackled with as soon as possible, however, they do not see any urgent need to do so at this time and nor have they made any attempt to include it as a separate line item in their fiscal budget. They have other pressing needs and priorities and, unless mandated by the CEO or Board of Directors, this is not something that needs fixing at this time. If it ain't broke, don't fix it. Rather, they view it as something that needs to be patched. I dare say, they look at it from the standpoint: "If it is cracked, patch it." In which case, some of them are doing an excellent patch job.

Some do offer variations of flex-work schedule which includes telecommuting; a number of them employ statutory employees and independent contractors who telecommute in some capacity; others, such as Wells Fargo Bank, have remote global teams and engage in quite a bit of collaboration.

A number of them includes companies, e.g. Bank of America, who hire Virtual Recruiters to work directly from their home office for as much as $80-90 per hour after undergoing a 2-week training at their corporate location; after which time they are only required to report back to corporate on a quarterly basis.

Some of these companies have experimented and failed miserably with hiring Virtual Recruiters due to a lack of training on standards, best practices, policies and procedures and, as the old maxim goes, "once bitten, twice shy." But nonetheless they should be credited for having taken the initiative in the first place.

There is another but very important reason for the lack of enthusiasm in Camp Aware: HR is not really sure if this is an IT issue or a corporate management or organizational consulting issue that falls within the HR domain. After all, they currently have organizational consulting experts either currently on board in charge of HR or in a consulting capacity and it just doesn't seem to be an issue. In other words, there are no alarm bells ringing.

Most are not even aware of the existence of the virtual organization recruitment and management discipline. Therefore, they have been in some sort of a void - a sort of twilight zone - with respect to how to properly address the issues presented by the virtualization of the workspace. They recognize the issues since they are dealing with that on a daily basis, however, they have no clue that a solution exists. See if that sounds familiar: "Virtual Organization Recruitment? What's that?" "Virtual Organization Management? What the heck is that? But I sure wouldn't mind learning more about it!"

And the third and most critical reason is the reluctance to go out on a limb and step out in front of an issue where there is no consensus by executive management that a serious issue even exists. No one wants to be a maverick or see their ideas shot down before they even have a chance to develop any wings. In fact, very few of us want to be the first one on the dance floor.

That being said, we believe that Camp Aware companies hold a great deal of promise with respect to their own corporate bottom line, the world's economy and, in particular, the virtual organization recruitment industry; because once their collective power and wisdom is finally unleashed, the economic-efficiency thunder will loudly reverberate around the world. Based on intelligence gathered thus far, this should begin to take place as of the date of this writing, however, their effect will not be felt until the next year or two.

To quote Confucius, "A journey of a thousand miles begins with a single step." They have already taken the baby steps; now it's time to walk and run; and some of them are beginning to make that walk.

And for those Recruiters and Corporate Trainers who heed the call for transition to Virtual Organization Recruiters, Virtual Organization Consultants, and Virtual Organization Management Trainers, they will be poised to reap the huge rewards and prestige these positions will bring due to the impact they will have on their employer's bottom line; and this will indeed be welcome news for all.

Camp Oblivion

As for Corporate Human Resources and Agency Recruiters at Camp Oblivion, they are completely oblivious to the relationship between the virtualization of the workspace-workforce and the need to recruit AND train a different type of workforce. They continue to do business as usual and are only interested in preserving the status quo. The word "virtual" is synonymous with "The Jetsons"; some exotic and futuristic concept not grounded in today's reality. As far as they are concerned, it's much ado about nothing; it's still a brick-and-mortar world and it's going to remain that way for quite some time into the foreseeable future; and all is well on the western front.

This catastrophic failure of imagination not only rests on the shoulders of Human Resources but also on those of the entire executive management team; and by the time executive management realizes what's going on, they will be so far behind their competitors that they will be faced with an almost insurmountable challenge to catch up.

They are the Late Adopters of the corporate world, extremely conservative and resistant to change. They are bound to get on board sooner or later, but only after everybody else has gotten on board and it becomes the "in thing" to do.

This group will represent the Third Wave of the transformation of the recruitment industry and, by extension, the corporate world; and if history is any guide, this should take place within the next 7-10 years. With the significant influx of new entrants into the Virtual Organization Recruitment field at that particular stage, the rewards and benefits will begin to stabilize and level off and the prestige associated with the titles of Virtual Organization Recruiter, Virtual Organization Consultant, and Virtual Organization Management Trainer will begin to lose their novelty and luster.

Conclusion

In conclusion, Corporate and Agency recruiters and Corporate Trainers with the VISION to heed the call and make the transition to Virtual Organization Recruiter, Virtual Organization Consultant, and Virtual Organization Management Trainer will have an opportunity to redefine the global corporate landscape on a scale such as it has never been seen before, revolutionize the entire recruiting industry, and bring about a new golden age. History is in the making, so go for the ride.

ABOUT AUTHOR: Pierre M. Coupet is the Founder, Chairman, CEO and Chief Virtual Organization Architect at NetWEB Elite Solutions, Inc. He is also the Founder, Professor and Doctor of Virtual Organization Management at their newly established division, Virtual Organization Management Institute, the world's only global professional association and educational institute strictly dedicated to the modern virtual organization management discipline he founded and has pioneered since 1997. He is an author and prolific lecturer, speaker and trainer on Virtual Organization Management; is considered worldwide the World's Foremost Expert on Virtual Organization Management; and conducts daily webinars on virtual organization recruitment and management as well as weekly On-Site Training sessions. He was the founder and head of a national executive search firm for over 13 years. For additional information regarding NetWEB Elite Solutions, Inc. and the Virtual Organization Management Institute, click here. To contact Professor Pierre M. Coupet directly, please send email to chairman@netwebelitesolutions.com or call 818-804-5959.

Copyright 2007-2008. NetWEB Elite Solutions, Inc. and Virtual Organization Management Institute. All rights reserved. Cannot be reproduced without permission. All trademarks are the property of their respective holders.

Virtualization Convergence

2007-05-27T22:14:00.000-07:00

With respect to the net, Convergence is akin to searching for the Holy Grail. I don't believe its power is understood as it should be. I've spent 10 years evangelizing on that concept and we're just now beginning to make some headway with Corporate America. It's finally catching on.

For example, the main challenge today facing ALL organizations worldwide is how to respond or adapt to changes taking place in the global marketplace due to the Virtualization of the Workspace and the Virtualization of the Workforce.

Although great strides have been made by IT with respect to Virtualization of the Workspace through the use of the latest web technologies, virtual collaboration tools, social networks and a host of web-based CMS (content management systems), sales force automation tools, sophisticated financial modeling tools, and instant messaging etc., very little progress has been made in the area of Virtualization of the Workforce.

Besides token effort in the areas of telecommuting, virtual employment in certain fields, and virtual collaboration by some remote teams or among certain globally dispersed members, there remains a HUGE VOID that needs to be filled with respect to Virtualization of the Workforce.

Once that void is filled and we approach a state of equilibrium, a VIRTUALIZATION CONVERGENCE will take place and create a virtual synergy that will transform [whichever company] that understands its importance into a Virtual Economic Powerhouse (VEP).

That applies to any company in any industry and the bigger the company the better.

Pierre Coupet
CEO & Chief Virtual Organization Architect
http://www.netwebelitesolutions.com/

Founder, Professor & Doctor of Virtual
Organization Management
Virtual Organization Management Institute
http://www.virtualorganizationinstitute.com/

From Virtual Chaos to Virtual Organization Management

2007-02-16T00:51:00.000-08:00

Welcome to the world of Virtual Organization Management. This fascinating topic is sure to engage us all in a very spirited conversation for quite some time. I look forward to hearing from you, as well as sharing my thoughts with you, on that subject.