Why outsiders are
winning and
institutions are
failing.
# N E W P O W E R
Isaiah. E.
www.envodev.com
linkedin.com/in/isaiah-egiri-
8b493b163

OBJECTIVE
TO UNDERSTAND THE PLAY OF POWER IN THE NEW WORLD
WITH FOCUS ON :
• 1. DIGITAL MARKETING
• 2. STRATEGIC MANAGEMENT & LEADERSHIP.

C
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THE “PARTICIPATION PREMIUM”
WHAT MAKES NEW POWER COMMUNITY WORK (AND WHY
THEY SOMETIMES DON’T).
HOW TO BUILD A CROWD
HOW IDEAS SPREAD
DIGITAL MARKETING STRATEGIES/RELATED ACTION PLANS
THINKING OLD POWER, THINKING NEW POWER
OLD POWER, MEETS NEW POWER
INTRODUCTION/OVERVIEW

CONCLUSION
THE ART OF BLENDING POWER
OLD AND NEW POWER IN LEADERSHIP
TAKING THE TURN FROM OLD TO NEW POWER.
THE NEW AND OLD SKILLS OF MAKING AND RAISING MONEY.
HOW TO DIAL THE POWER OF THE CROWD.
C
O
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S

POWER.
Valuating power.
What is the value of the power we are using currently?
The kind of tools we use and how we use them in translating
and executing our ideas will determine the value of our
power, which in turn informs how successful we will be in
producing our “intended effects”.
INTRODUCTION
A lot of common needs and difficult processes of doing
things have been made easy by the use of today’s tools.
Those who met those needs in time past are radically
loosing the stage of power as control and access is been
decentralized. Technology has changed and the real truth is
we are changing. Our behaviors and expectations.

OVERVIEW
Digital connectivity has changed our era’s power
dynamics. Old power, with its centralized top-
down hierarchical system, is being replaced with a
bottom-up new-power system that prizes
decentralization, collaboration and transparent
execution. These systems have different models
and values, but it’s not simply a case of “new
power = good; old power = bad.” Both have merits
and disadvantages. And although they can be
blended, new power offers a fresh set of tools for
building crowds, spreading ideas and leading
organizations.

• -MeToo (New Power) vs Harvey Weinstein (Old Power)
How only one hashtag #metoo against Weinstein, published by
Alyssa Millano stirred up a viral campaign of activism against sexual
assaulters. Leading from Terri Conn the young actress vs Director
James Toback #JamesToback
• -The Patient(s)(New power) vs the Doctor (Old power).
The power of doctors which was gained as a result of their apparent
monopoly of medical knowledge in time past has been relegated as
data and information that were privy to the medical world are now
easily accessible by patient(s). This leaves the doctors open to
scrutiny and gives the patient(s) power; ability to influence doctor’s
decisions and prescriptions for their health conditions. Also, more
than ever before, patient(s) are now surrounded and rallied around
by a crowdlike minded people who are open to each other in sharing
of data, ideas and compassion.
THE TRANSITION OLD POWER, MEETS NEW POWER

Thinking old power, thinking new power

OLD POWER NEW POWER
Is held by few, It is closed,
inaccessible and leader
driven. It operates like a
currency, once gained, it
is hoarded and the
powerful have a lot to
spend.
Is made by many, It is
open, participatory, and
peer driven. It operates
like a current and, like
water or electricity, its
most forceful when it
surges. The goal with new
power is to channel it
Thinking old power, thinking new power

OLD AND NEW POWER MODELS
Enabled by what people or
organizations owners know or
control that nobody else does -
once they lose that, they lose
their advantage.
Enabled by the activity of the
crowd-without whom these
models are empty vessels.
Ask of us only to comply (pay
your taxes, do your
homework) or consume. Demands and allow for more.
Collaboration of new ideas, creation of
new content (eg. youtube)
(TETRIS video game).
The player had a limited (static
and remote) role and could never
beat the system.
(MINECRAFT videoGame)
The players set their rules and
create their own task. No stiff
manuals, Modders are even
entrusted with capacity to alter
the system structure.
OLD
POWER
MODELS
NEW
POWER
MODELS
Thinking old power, thinking new power

OLD POWER VALUES VS NEW POWER VALUES
OLD POWER VALUES NEW POWER VALUES
Formal (representative)
governance, managerialism,
institutionalism
Informal (networked) governance,
opt-in decision-making, self-
organization
Competition, exclusivity, resource
consolidation
Collaboration, crowd wisdom,
sharing, open/out-sourcing
Confidentiality, discretion,
separation between private and
public spheres
Radical transparency
Expertise, professionalism,
specialization
Maker culture, “do-it ourselves”
ethic
Long-term affiliation and loyalty,
less overall participation
Short-term conditional affiliation,
more overall participation
Thinking old power, thinking new power

VS
“THE LAB IS
MY
WORLD”
“THE
WORLD IS
MY LAB”
THE CLASH OF TWO POWER MINDSETS.
Challenges picked out of 14 strategic research received response from
3000 people in 80 countries ranging from experts to unrecognized
weekend enthusiasts. Breaking a typical traditional R&D cycle of 3-5
years in to 3 – 6 months and also, The crowd’s quality of work was
significantly higher than expected.
Among others, a serious solution to a problem in Heliophysics stood
out. The challenge was: the Great difficulty in effective forecast of solar
storms. Solar storm forecast algorithm that allowed for predictions
eight hours in advance with a 75% accuracy was turned in by Bruce
Cragin, surprisingly a non-heliophysicist.
This success broke the house into two groups. One turned fearful and
became secretive with new ideas the other showed enthusiasm in the
public. The clash of two powers (mindsets).
Thinking old power, thinking new power

HOW DO WE APPLY THE NEW
POWER VALUE SYSTEM TO
MARKETING IN JC BEST SCHOOLS
INTERNATIONAL.

DIGITAL MARKETING STRATEGIES
• SOCIAL MEDIA MARKETING (SMM)
• SEARCH ENGINE OPTIMISATION (SEO).
• INSTANT MESSAGE MARKETING (DIRECT AND BULK MESSAGING)
• EMAIL MARKETING
• AFFILIATE MARKETING (COMISSION BASED)
• INFLUENCE MARKETING (DIGITAL INFLUENCERS)
• VIDEO MARKETING (NETFLIX, YOUTUBE ETC)
• AUDIO MARKETIING (PODCASTS, SPOTIFY, APPLE MUSIC ETC)
• PAID ADVERTISEMENT (Across big social media platforms)
• GOOGLE LOCATION REVIEWS TO AID RANKINGS
• CONTENT MARKETING

SOME NEW POWER ACTION PLANS TOWARDS
MARKETING
• ALL EMPLOYEES ARE BRAND AMBASSADORS HENCE SHOULD
SUBSCRIBE TO THE SCHOOL’S SOCIAL MEDIA PLATFORMS
• COMMITENT TO SHARING MARKETING CONTENT POSTED ON THOSE
PLATFORMS
• USE OF STATUSES
• USE OF THE AUDIO JINGLE ADS FOR MOBILE PHONES CALLER BACK
TUNE.
• AFFILIATE MARKETING
• INDIVIDUAL USE OF PAID ADS with FREEDOM TO ADD A MUTATION
TO ADs CONTENT SO AS TO ROUTE PROSPECTS THROUGH THE
MARKETER.
• GOOGLE LOCATION REVIEWS TO AID RANKINGS

AFFILIATE MARKETING COMPENSATION PLAN
GET RESIDUAL INCOME WITH MINIMUM EFFORT
1% of 200,000 #2000
No. of Students referred.
(Possibly from 8-10 parents)
20
ONE (1) TERM #40,000
ONE (1) SESSION #120,000
ONE (2) SESSION #240,000
Boarders in (2) SESSIONS #480,000

New vehicle cost (5yrs Life
span)
15m Uber cost/day (highest limit
approx.)
10,000
Depreciation 1 year 3,000,000
Depreciation to 1 month
value 250,000
Servicing (lower limit) 5,000
Fuel cost/month 40,000
Comprehensive insurance
(8% of total cost)
100,000
Admin expenses(ads fee,
papers etc) excluding repairs
5,000
TOTAL COSTS IN CONTRAST
TOTAL TRANSPORT
COST/MONTH
400,000 TOTAL TRANSPORT
COST/MONTH (24 DAYS)
220,000
COST/YEAR 4,800,000 COST/YEAR 2,640,000
10 VEHICLES 48,000,000 10 VEHICLES 26,400,000
VARIANCE (cost saved!): 21,600,000
OUTSOURCING- NEW
POWER VALUE
GETTING YOURS- OLD
POWER VALUE VS
Solution for E-Barclays Bank.

THE NEW POWER COMPASS
WIKIPEDIA
#BLACKLIIVESMATTER
OCCUPY
CROWDS
AIRBNB
LINKEDIN
CHEERLEADERS
THE GUARDIAN
UNILEVER
PATAGONIA
ISIS
FACEBOOK
UBER
CO-OPTERS
APPLE
UNITED WAY
NOBEL PRICE
BRITANNICA
CASTLES
IRS
NEW
POWER
MODELS
OLD
POWER
MODELS
NEW POWER VALUES
OLD POWER VALUES
All organizations need to consider where they are on this compass,
where they should move in the coming years, and how they are going to
get there. Figure out whatever power (new or old) is required to
breakout of whatever quadrant so as to get better result.
Thinking old power, thinking new power

FROM SOUND BITES TO MEME DROPS How ideas spread.
A message or idea designed to spread sideways (peer-to-
peer or platform driven) through many media outlets.
The striking thing about meme drops is; it allows every
one the access to share their own ideas and shape the
culture of their audience.
Meme drop:
Sound Bite:
New Media
A piece of a message from a longer
piece. Common with old media, big
media (Television, local newspaper
store). The entire population got their
news in this manner. Captures the
attention of people but unable to
engage them in participatory action,
connectedness or even allow for
extensibility among the audience
population.

What Makes Ideas Stick. Acronym = SUCCES(S)
• Simple - Simplicity is the key
• Unexpected – Surprises you and makes you want to
know more.
• Concrete – Create a clear mental picture for people.
• Credible – Uses statistics, expert endorsements etc.
• Emotional – Appeals to deep human instincts
• Stories – takes you on a journey that helps you see how
an existing problem might change.
FROM MADE TO STICK (OLD INFLUENCERS) TO MADE TO
SPREAD (NEW INFLUENCERS)
HOW IDEAS SPREAD.
Hint: Apply

NEW POWER APPLIES A MODEL OF SPREAD (SIDEWAYS).
THEY MUST BE A “SPREAD” AND A “STICK”
How to make ideas spread in a new power world.
ACE to SUCCES(S)
Actionable – The idea is designed to make you do
something – something more than just admire,
remember, and consume. It has a call to action at its
heart, beginning with sharing, but often going much
further.
To make an idea Actionable, it is not all about
technology, it is a philosophy. It asks an organization to
consider how action by its community can be
embedded in the very structure of its communication.
How ideas spread.

• Connected – The idea promotes a peer connection with people you care
about or share values with. Connected ideas bring you closer to other
people and make you feel part of a like minded community. This sets off a
network effect that spreads the idea further. Contents get viral when it
spreads across spheres of influence. For instance when Facebook was
accused of influencing 2016 presidential elections: the real-time social
group voted at the same rate with the billboard online voting group.
Secondly, only the addition of photos of users’ friends who had voted
made the social group 2% more likely to click “I VOTE”. Increase in the
number of votes as estimated was 60,000 people. Thirdly, the indirectly
influenced users who only saw post come on in their news feeds without
voting virtually yet made up 280,000 of the social group votes. They did
what they saw their friends do.
“People actually begin changing behavior when idea gets validated by
their community, rarely when it has not.” MIT’s Alex Sandy.
HOW IDEAS SPREAD.

• Extensible – The idea can be easily customized, remixed
and shared by the participant. It is structured with a
common stem that encourages its communities to alter
and extend it. Instance: Henry’s philanthropic campaign
#GivingTuesday turned into #GivingBlueDay…and
#GivingShoesDay…and #GivingZooDay
For an ACE idea going viral is not just an explosion of
sharing. It is allowing every carrier of the message to add a
mutation that makes it more contagious for his or her own
networks.
HOW IDEAS SPREAD.

1. FIND YOUR CONNECTED CONNECTORS
• First, find the influential, highly connected individuals
who share your organization’s visions and values.
Donald Trump’s 2016 presidential campaign is a
striking example of finding and nurturing connected
connectors. These connectors were a mixed group of
online activists who, through content creation and
connection via online message boards, built a
passionate base of online support for Trump.
HOW TO BUILD A CROWD
When building a crowd, you will need to unlock series of new power behaviors.
HINT: Employees(brand ambassadors) COPERATIVES, HRs, CEOs etc

2. BUILD A NEW POWER BRAND
• The mission of your organization has to be of a greater
value to you than the projection of your brand.
unbranding, reducing the old power instincts. For
example, JC BEST SCHOOLS. The mission of the school
ought to matter more than having JC on the name of the
school. If that will in someway hinder the spread through
bigger crowds. Don’t be rigid on your brand such that it
limits your reach to the crowd.
• -ownerless brand approach. Eg. OLAM GROUP yet
mama’s pride rice with an African woman on product.
That makes it fit and appealing to the target crowd.
HOW TO BUILD A CROWD

3. LOWER THE BARRIER, FLATTEN THE PATH
Make the process of getting the crowd to get in the
door very easy. For example, you can reduce
ambiguity and amount of data required on a
participation registration form staged on an online
interface. Eg PCDL.TV requires just an email ID to
gain access and be a part of a lot much more in
future.
For a school, admission requirement can be short,
clearly stated and precise. You can take the along
other process when they are already subscribed.
Another example; its relatively easier to dial a
number on one click than type a text message as a
means of feedback
HOW TO BUILD A CROWD

4. MOVE PEOPLE UP THE PARTICIPATION SCALE.
Perfect example of this is seen with the TED community. They have
put in place a structure that takes people up the participation scale.
Allowance for common consumers i.e attendees of TED conferences,
to become affiliates on the TEDsters platform which then opens the
door for them to host remote TEDx events. This brings them as far as
to the level of shaping the culture of the community.
HOW TO BUILD A CROWD
COMPLYING
CONSUMING
SHARING
AFFILIATING
ADAPTING
FUNDING
PRODUCING
SHAPING
Traditional
consumption
Sharing other
peoples
content or
ideas
Endorsing or
joining a new
power
community
Remixing other
peoples
content or
ideas
Affiliating with
money within
a newpower
community
Creating or
delivering
content within
a new power
community
Building or
protecting
the norms
of the new
power
community
Traditional
consumption
OLD POWER
BEHAVIOURS:
NEW POWER BEHAVIOURS:

5. HARNESS THE THREE STORMS
• Storm Creating: Making key changes that may
affect competitors negatively with a plan of
managing.
• Storm Chasing: The art of turning someone’s crisis
into your opportunity, in a situations where the
opportunity comes and goes in minutes. This
sometimes may requires some on-ground
infrastructure.
• Storm Embracing: The art of acknowledging and
facing the crisis before you. (covid)
HOW TO BUILD A CROWD

The Structure of a new power community.
It has three main actors :
PLATFORM OWNER / STEWARD
SUPER-PARTICIPANTS PARTICIPANTS
WHAT MAKES NEW POWER COMMUNITY WORK
Hint: Leasing (mutual satisfaction). bank =owner, shop owner = super participants, shop tenant: participant
The great challenge of the newpower community is to
weigh the needs of the three different groups which can
easily fall into conflict and then create mutual satisfaction
among them.

• Platform owner/steward: Facebook is Facebook Inc.(effective
control by Mark Zuckerberg). Wikipedia feels ownerless to
users yet governed and controlled by a board with the power to
fundamentally alter its super structure and rules, volunteer
editors and users cant do this. Stewards are those that plays
some form of leadership in a community where no person in
particular is owner, they are able to make some rules, norms
that guides the direction of the community
• Super-participants: The energy of a new power community is
driven by its power participants. Eg. For Reddit, we have Brian
and Courtney who shape most of the content and conversation
on the platform. For Uber we have the drivers. For Airbnb we
have the Host who offer their properties online. For Wikipedia
the editors who create and improve its content
WHAT MAKES NEW POWER COMMUNITY WORK

• Participants: those who “take part” in a new power platform by
consuming, sharing, affiliating and funding but they don’t produce
asset or play an organizing role. They tend to form the mass
majority of the users. For Reddit the readers, voters and sharers
of content. For Uber it is the riders. For Airbnb the guest.
• The great challenge of the newpower community is to weigh the
needs of the three different groups which can easily fall into
conflict. For example;
• Uber cut fares, drivers affected negatively while riders positively.
The owners lacked skill to influence drivers positively. It was the
otherwise for Lyft. Lyft applied a new power value. They created
structures to get all three corners of the new power triangle allied
in facing the challenge. Incentives for drivers, dinner together and
hashtag campaign(#thankyoulyftdriver) for their passengers.
WHAT MAKES NEW POWER COMMUNITY WORK

UNDERSTANDING THE DESIGN AND THE DYNAMICS OF NEW POWER COMMUNITY.
Anyone wanting to understand the dynamics of a new power community –or design one for
themselves –needs to wrestle with these key questions.
Who gets rewarded and who pays?
In a new power platform, incentives and rewards is what shapes whether and
how the participation occurs.
Uber and Lyft: Riders value low prices and fast pickups, which means; flow of
demand and fair income for drivers. Anomalous conditions means high profits
for drivers and price surge for riders. Platforms must decide how to manage
these competing incentives
Youtube’s partner program shares 55% of the ad revenue coming from a video
with its creators and also dreams of stardom, and gets loyalty in return.
Esty’s long commitment to never take more than 3.5 percent of the revenues
raised by their sellers is a brand promise at the heart of managing and
engaging their super participants.
Sometimes a financial incentive gets the right result, sometimes the sense of
being part of something important will deliver more than cash.
WHAT MAKES NEW POWER COMMUNITY WORK

Who gets recognized and who has status?
Recognition systems that validate the work of participants
or super participants can be hugely motivational. Eg the
power of the “validated” twitter or Facebook account or
“power seller” on e-bay. Star ratings on uber. All these
confer some tangible commercial benefits and a
somewhat intangible-yet significant-community status,
which leaves the user with a feeling of being valued.
WHAT MAKES NEW POWER COMMUNITY WORK
TWITTER UBER E-BAY

What creates stickiness?
• At the heart of every successful new power platform they must be; a well
designed feed-back mechanisms that track our progress (and that of our
friends) and create drips of dopamine-fueled satisfaction. How likes and
comments make you to keep coming back. The feedback loop can become
more compelling when there is a time factor or collective goal in play. Eg in a
crowd funding experience or think of the Nike running app, where we can see
our progress and compare ourselves to friends, in a potent mix of
collaboration.
How do you establish trust?
• We must create a reputation that is trustworthy. By allowing participants and
super participants to rate and provide detailed reviews about one another, and
by assuming certain risk as the platform owner (what you might think of as
“centralized” trust functions like payment security and identity verification)
Who calls the shots?
• In new power communities the crowd calls the shot while in the old power
communities the one who holds the power (Head, CEO, owner, board. etc) calls
the shot.
WHAT MAKES NEW POWER COMMUNITY WORK

The unscientific but useful formula for “participation Premium”:
(Something in Return + Higher Purpose) x Participation = Participation
Premium.
Robert (RSI: Robert Space Industry) pitch which he presented in the
gaming conference offered videos of production to the crowd funding
campaign pledgers and also sold out the idea of a higher purpose of Star
Citizen (a virtual gaming world and space ships…), he also allowed for
citizens choices which could change the fate of the galaxies. His pitch led
to one of the biggest crowdfunding in history, A crowdfunding target of
only $500 thousand goal ended up returning over $100 million. In this
case they were no product yet, just a promise of one.
Whatever you are “selling” today, there is great advantage in providing all
three returns
• The higher value gotten from bringing together a material return, a
higher purpose and participation within a transaction
The “Participation Premium”
WHAT MAKES NEW POWER COMMUNITY WORK

HOW TO DIAL THE POWER OF THE CROWD
• People place a higher value on objects and experiences they are able to
shape.
The work of behavioral economists Michael I. Norton, Daniel Mochon and
Dan Ariely helps us understand the dynamics of power of participation. They
have identified what they call the “IKEA effect” a tendency of people to place
a higher value on self-made products. Their key observation was that when
people put together furniture from a self-assembly kit, they tend to seriously
over value their (often poorly constructed) creations. To test whether the
phenomenon holds more broadly, they designed an experiment with a group
of people directed to fold origami swans. They asked those who did the
folding –“the builders” – and others who were not involved –“the non-
builders” – to place value on the creations: “while the non-builders saw the
amateurish creations as nearly worthless crumpled paper, our builders
imbued their origami with value” the effect was stark: “ Builders valued their
origami so highly they were willing to pay nearly as much for their own
creation as the additional set of non-builders were willing to pay for the well-
crafted origami made by our experts.”
The “Participation Premium”
WHAT MAKES NEW POWER COMMUNITY WORK

THE NEW AND OLD SKILLS OF MAKING AND RAISING MONEY.
To generate funding in a new power world- be it by revenues, donations, investment capital, loans – you
need to develop a fresh set of skills, different from the one needed to make things happen in the
twentieth century.
Proven credentials and technical
expertise
A compelling personal or group
narrative
Ability to develop elite patronage
relationships
Ability to mobilize a crowd and key
social influencers
Capacity to navigate complex
bureaucratic systems
Capacity to navigate complex
community dynamics
Creating a luxury/exclusivity
premium.
Creating a participation premium.
Traditional Salesmanship Universally accessible storytelling
OLD POWER FUNDING SKILLS NEW POWER FUNDING SKILLS
WHAT MAKES NEW POWER COMMUNITY WORK

• STRATEGY: Does newpower fit your strategy? What problem are you trying to solve that your old
power approach can’t handle? What opportunity exist in the energy of the crowd that could add
real value for your efforts? What new innovation might come from the crowd that might not have
come from inside your walls?
• LEGITIMACY: Do you already have TRUST and CREDIBILITY or Are you prepared to build one in the
space which you are want to engage? An existing crowd to draw on. A crowd that you can draw
on.
• CONTROL: You must be willing to give up at least some control and accept a range of outcomes,
including an answer you might not view as ideal. Otherwise you’ll never really unleash people’s
energy and enthusiasm. But it doesn’t mean that once you have carefully structured the ways
your community can engage., you need to be prepare to be surprised if they lead you in an
unexpected direction.
• COMMITMENT: Too often, old power organizations take newpower as an occasional, peripheral
and intermittent activity. The greatest viral successes and most impactful moments usually come
after months and years of consistent investment in your crowd. You must be willing to cultivate
the energy and enthusiasm s of a community of people over an extended period of time.
The four fundamental issues (questions) to consider as any organization set out to “take the turn”.
TAKING THE TURN FROM OLD TO NEW POWER.

STRATEG
Y
LEGITIMACY
CONTROL
COMMITMENT
YE
S
NO
Do you need the involvement of the crowd to get a better outcome?
Does the crowd need you?
Do you have enough legitimacy with the people you’re trying
to engage so that you’re not ignored or crowed jacked
Are you willing to cede some control to the crowd within the
parameters you set, and accept outcomes that are unexpected or suboptimal?
Are you prepared and able to sustain the engagement of the crowd
and feed their agency over a longer term?
YE
S
NO
YE
S
NO
YE
S
NO
stick with OP
consider with
NP
stick with OP
consider with
NP
stick with OP
consider with
NP
stick with OP
consider with
NP
TAKING THE TURN FROM OLD TO NEW POWER.
DECISION TREE.
• The four fundamental issues (questions) to consider as any organization set out to “take the
turn”.

BUILDING A NEW POWER TEAM.
• As organizations take the turn from old power to a new power. Four important
characters tend to emerge – alongside four false prophets who are often confused with
them.
NEW POWER TEAM FALSE PROPHETS
The Shapeshifter The Disrupter
The Bridge (innovative senior
directors/managers)
The Digital Beard (traditional senior
directors/managers)
The Solution Seeker (NASA SCIENTIST &
RESEARCHERS GROUP 2)
The Problem Solver (NASA SCIENTIST &
RESEARCHERS GROUP 1)
The Super-participant The Stakeholder

• “Thank you for everything. My last ask is the same as the
first. I’m asking you to believe-not in my ability to create
change, but in yours”
-Barack Obama, January 2017
• “I alone can fix it”
-Donald Trump, Republican National Convention, July 2016
OBAMA AND TRUMP IN CONTRAST
LEADERSHIP

OBAMA’S CAMPAIGN.
• Barrack Obama: iconic chant “Yes we can!” “We are the once that we’ve been
waiting for, we are the change that we seek”. He campaigned as a
Crowdleader.
• Hillary Clinton; told stories of her own agency, that she was. “ready on day
one”.
• Obama made use of digital tools and platform for campaign
MyBarrackObama.com.
• (“MyBo”) He was able to raise hundreds of millions of dollars in small
donations. Volunteers could also raise their crowds through the platform
which had a clear briefing and accountability. Hillary Clinton had access to
new power platforms but she operated an old power model. Obamas
campaign was highly structured and participatory. Although he had other key
criteria that contributed to his success. Magnetism, charisma and symbolism
of himself. Obama promised “if you want to know how I will govern, just look
at our campaign.” Yet he slided from a Crowd leader(during campaign) to a
Cheerleader (his governance). After his victory he embraced an Old Power
model unable to give power to his supporters, also he was unable to drive a
successful transition of his highly emotionally attached crowd which was why
his political opposition was able to win back the presidency.
LEADERSHIP

TRUMPS CAMPAIGN.
(FROM RENT A CROWD TO INTENSITY MACHINE)
He was able to Co-opt a digital crowd using a sideways
unstructured new power model and extreme authoritarian old
power value. Values that appealed to many in the crowd that
had authoritarian values set as shown by researchers; 85% of
white supremacist who were republicans and 17% of some
authoritarian democrats. The older generation of Americans
were excited about his speech of bringing back the greatness of
America again as they had lost their place due to the changes
and reforms that came with the century, on his first speech he
identified clearly the enemies of the nation and stated he was
going to cut them off. Though authoritative yet appealing to
majority of the crowd.
LEADERSHIP

TRUMPS CAMPAIGN CTND.
• While TRUMP campaign and Obama in 2008 showed a
mastery on how to work up a crowd, there was one
crucial difference: Obamas approach to participation
was more structured and crafted, where Trumps was
unstructured to the point of anarchy, there was no
reliance on an organized field army. It was the difference
between a weighty organizing manual and a 140 –
character tweet (causing memes). Trump had
significantly higher numbers of social media engagement
and sideways content creation from his supporters than
his opponent.
LEADERSHIP

THE KEY NEW LEADERSHIP CAPABILITIES:
SIGNAL, STRUCTURE, AND SHAPE
SIGNALING
Signaling is the way a new power leader make a crowd feel more
powerful through his speech, gestures and actions.
Obama’s rhetoric of “we are the ones we’ve been waiting for” was
classic signaling.
Same with the pope. His first three remarkable actions during his
election ceremony as a pope. Refusal of the white collared red robe,
refusal of to seat with fellow cardinals and the way he prayed after
when he was first revealed to the world at the balcony of St peters
square. He didn’t give a papal blessing, neither did he as his
cardinals to pray for him, rather he asked his people to pray so that
“God will bless me through you”
LEADERSHIP

STRUCTURING:
Structuring is how a newpower leader puts in place structures and
strategies that enable participation and agency she seeks to build. A
much harder work than signaling. Obamas campaign shows this
through the platforms he created for people to participate…
A variant of structuring is unstructuring, where people have a broad
space and energy to engage on their terms., as seen in the case of
trump.
In the case of pope Francis, his structuring can be described as an
inverse pyramid, presenting the leader as a minister who holds up
the crowd not the other way round were the leader has the clouds
over his head at the top of the pyramid.
LEADER
CROWD
LEADER
CROWD
CONVENTIONAL LEADER
POPE FRANCIS
LEADERSHIP

SHAPING:
Shaping is how a newpower leader sets the overall norms
and direction of her crowd, especially in ways that go
beyond her formal authority. When a leader become
successful, these norms become so well understood that
they are adopted and held up by the crowd.
“who am I to judge” were the most famous words of pope
Francis as he discusses the church's position on
homosexuality. The ultimate aspiration of octogenarian
Pope Francis, as we will see, or as he hopes, is to shift the
norms of his church In ways that last well beyond his
tenure.
LEADERSHIP

THE ART OF BLENDING POWER
• THE ART OF BLENDING POWER : The bringing together of old and
new power in ways that reinforce each other
• TED Started as a closed conference, with a business model of ticket
sales, afraid to post content online to prevent ruining value income.
Anderson took over TED in 2000 and in 2006 went out of his way to
make a change, he began posting and it resulted to millions of
views, contents which today has billions of views. This increased the
demand for tickets and drew in an array of cooperate sponsors who
lined up to support TED’s work. The more open TED was in sharing
its talks, the more valuable its closed convening became. TED offset
its old power with new.
HOW TED BLENDED POWER TO BUILD
SOMETHING MORE SELF CONTAINED.

HOW TED BLENDED POWER TO BUILD
SOMETHING MORE SELF CONTAINED.
CTND.
• The promise of TED is that you become more interested watching
them and you appear smarter to your friends by sharing them.
• TED grew so big that other TED enthusiasts wanted to create their
own talks, this led to TEDx. (with x-standing for self-organized).
Through TEDx thousands of event has taking place, with over 30,000
TEDx talks delivered in 130 countries. TEDx organizers conference
was held and it brought all organizers together, this meeting forged
stronger bonds among them, shaped the culture and carried the
movement for many years. This showed that increased access to the
brand has not meant abandoning control. The meeting of the
organizers was also to help protect the brands quality while even
spreading it the more. They put restrictions on how TEDx should be
coordinated so as to correctly mirror the big TED. Organizers yet
complied to restrictions.

• Whoever must wield the new power must engage or
interconnect with the masses, that’s where the power
is. Take advantage of the hyper connectedness of the
current world to build an open yet intimate
participatory system.
• Institutions must cut down on bureaucracy and make
use of the decision tree to decide on embracing a
newpower model and values that will bring them more
success or better still, adopt the art of blending power.

A FULL STACK SOCIETY
THE FUTURE
A world in which all major social and economic institutions are
designed so that people can more meaningfully shape every aspect
of their lives

THANK YOU!
www.envodev.com
Isaiah Egiri
linkedin.com/in/isaiah-egiri-8b493b163