In the next article of theseries, The Network Revolution: Creating Value through Platforms, People and Technology, authorsBarry Libert,Megan Beck, Brian Komar and Josue Estrada debut the concept of Social Change as a Platform.Libert is a Wharton senior fellow and CEO of OpenMatters; Beck is the firms chief insights officer. Komar is vice president of community engagement for Salesforce.org, the nonprofit reseller of Salesforce.com Inc. Estrada is the senior vice president of strategy and operations at Salesforce.org. <\/p>\n
As Charles Dickens so astutely observed about life during the French Revolution in A Tale of Two Cities, it was the best and worst of times. One could say the same thing today. The Fourth Industrial Revolution of technology networks and platforms could usher in an era of mass societal disruption as well as unprecedented social cooperation. Whether the latter would prevail depends on the ability of nonprofit entities and the broader social sector to boost their collective impact by adopting the new business models that are disrupting the for-profit world. It would also depend on whether they can embrace what we call Social Change as a Platform or SCaaP. <\/p>\n
During the turbulent 1960s, Bob Dylan wrote the following powerful lyrics for The Times They Are A-Changin that seems apropos for today. Come gather round people, wherever you roam, and admit that the waters around you have grown. And accept it that soon, youll be drenched to the bone. If your time to you is worth savin, then you better start swimmin or youll sink like a stone. For the times they are a-changin. At the time, anti-war protests ruled the day. A generational collide over the future of America was afoot. And all the images of a nation coming apart at its seams were emblazoned across a new communications medium TV that was coming of age. <\/p>\n
And so is it today. The Fourth Industrial Revolution what Klaus Schwab (founder of the World Economic Forum) defines as the fusion of technologies blurring the lines among the physical, digital and biological spheres is upon us. Meanwhile, nationalism is colliding with globalism, machine learning and artificial intelligence advancing geometrically, and global warming is on a direct path to changing the very nature of our planet. Despite these many challenges, this revolution, like the many that have preceded it, also comes with a great promise of opportunity. <\/p>\n
To be sure, there are reasons for great optimism. In just the past 30 years, the global poverty rate halved with many of the poorest people in the world becoming significantly less poor. These gains mirror dramatic improvements in health and education including advances in life expectancy, child mortality, health care provision, among other important areas. Moreover, most of these gains predate the effective integration of digital technologies into the cause. In short, it is reasonable to argue that the potential for social changemakers armed with todays digital platforms in partnership with large and growing virtual networks can dramatically improve the human condition. <\/p>\n
The potential for social changemakers armed with todays digital platforms in partnership with large and growing virtual networks can dramatically improve the human condition. <\/p>\n
Self-organization Powered by Technology <\/p>\n
Civil society the network of institutions that define us as actors in the civil sphere independent of governments is supposed to serve as the leader in promoting pluralism and social benefit. As Klaus Schwab notes that a renewed focus on the essential contribution of civil society to a resilient global system alongside government and business has emerged. Unfortunately, nonprofit groups, academic institutions and philanthropic organizations engaged in social change are struggling to adapt to the new global, technological and virtual landscape. <\/p>\n
Legacy modes of operation, governance and leadership competencies rooted in the age of physical realities continue to dominate the space. Further, organizations still operate in internal and external silos far from crossing industry lines, which are blurring. And their ability to lead in a world that is changing at an exponential rate seems hampered by their mental models and therefore their business models of creating and sustaining value as well. <\/p>\n
If civil society is not to get drenched and sink like a stone, it must start swimming in a new direction. This new direction starts with social organizations fundamentally rethinking the core assumptions driving their attitudes, behaviors and beliefs about creating long-term sustainable value for their constituencies in an exponentially networked world. Rather than using an organization-centric model, the nonprofit sector and related organizations need to adopt a mental model based on scaling relationships in a whole new way using todays technologies the SCaaP model. <\/p>\n
Embracing social change as a platform is more than a theory of change, it is a theory of being one that places a virtual network or individuals seeking social change at the center of everything and leverages todays digital platforms (such as social media, mobile, big data and machine learning) to facilitate stakeholders (contributors and consumers) to connect, collaborate, and interact with each other to exchange value among each other to effectuate exponential social change and impact. <\/p>\n
SCaaP builds on the government as a platform movement (Gov 2.0) launched by technologist Tim OReilly and many others. Just as Gov 2.0 was not about a new kind of government but rather, as OReilly notes, government stripped down to its core, rediscovered and reimagined as if for the first time, so it is with social change as a platform. Civil society is the primary location for collective action and SCaaP helps to rebuild the kind of participatory community celebrated by 19th century French historian Alexis de Tocqueville when he observed that Americans propensity for civic association is central to making our democratic experiment work. Americans of all ages, all stations in life, and all types of disposition, he noted, are forever forming associations. <\/p>\n
But SCaaP represents a fundamental shift in how civil society operates. It is grounded in exploiting new digital technologies, but extends well beyond them to focus on how organizations think about advancing their core mission do they go at it alone or do they collaborate as part of a network? SCaaP requires thinking and operating, in all things, as a network. It requires updating the core DNA that runs through social change organizations to put relationships in service of a cause at the center, not the institution. When implemented correctly, SCaaP will impact everything from the way an organization allocates resources to how value is captured and measured to helping individuals achieve their full potential. <\/p>\n
SCaaP requires updating the core DNA that runs through social change organizations to put relationships in service of a cause at the center, not the institution. <\/p>\n
Digital Platforms Empower Social Change at Scale <\/p>\n
To be sure, early adopters are already using technology to effectuate change at a pace and scale not previously available in the physical and digitally disconnected world. The marginal cost of delivery remains too high. But with todays technologies, with support from the board and management to make it happen, social change at scale is possible. Here are some organizations that are on the way to implementing SCaaP. <\/p>\n
Just as Apple chose a platform approach when launching their App Store, these organizations are enabling their partners and contributors to share and co-create in the value chain they co-inhabit. Each has moved beyond allowing supporters to donate and promote, toward sharing real value through stakeholders talents and assets. <\/p>\n
Tomorrows SCaaP <\/p>\n
We are at the dawn of the SCaaP era. The future of social change as a platform is a world of connected platforms working to solve societys most pressing challenges more effectively as fast as possible. These platforms will supersede and encompass existing social change organizations. Those organizations that embrace social change as a platform will lead the way in helping to usher in this new era of connected social change platforms. <\/p>\n
The core assets needed today to advance social change ideas, individuals and institutions continue to be the primary ingredients. What is changing and will continue to change, however, is the way these assets are assembled to deliver maximum social impact. Organizations can achieve SCAAP to the extent that those with a shared cause can gradually maximize shared capability (platforms) and minimize organization products. This represents a radical shift in approach. <\/p>\n
Every organization relies on its information, capabilities and assets to be effective, but their networks are largely untapped or underutilized. Creating more value and scaling social impact requires the organizations leaders to leverage their networks, tapping into new sources of value, both tangible and intangible. <\/p>\n
Value in the social impact supply chain will continue to come from new sources, for those who allow that to happen. Existing stakeholders in social change organizations will add value in new ways and new stakeholders will interact in new ways with the communitys resources and assets via the platform. SCaaP will increasingly bring all those actors and sectors together. <\/p>\n
Philanthropic institutions supporting similar causes will be working together out in the open, ensuring all their resources and those supported through their grant-making are at the disposal of the community working to advance social change not any one individual or institution. These efforts will be focused on maximizing the way value is derived and how the agency is built, shared and advanced throughout the network. <\/p>\n
The future of social change as a platform is a world of connected platforms working to solve societys most pressing challenges more effectively as fast as possible. <\/p>\n
Key SCaaP Advantages to Nonprofits <\/p>\n
Social change organizations that leverage their stakeholders networks as well as their tangible (programs and services) and intangible (expertise and relationships) assets will gain these and other advantages from embracing the SCaaP business model. <\/p>\n
To succeed, a clear and understandable pathway to adopting SCaaP is necessary for this large, untapped market. <\/p>\n
Seven Steps to Embracing SCaaP Today <\/p>\n
Social change as a platform is first and foremost a business strategy, a theory of change that needs to be integrated into every organizations five-year strategic plan. That effort begins by identifying how and where an organization can accelerate the transition to a network-model across the entire organization. Specifically, organizations must assess their business model and inventory network assets, and start to reallocate resources and capital to networks as well as develop network key performance indicators (KPIs). <\/p>\n
The biggest hurdle to SCaaP is changing the mental models and core competencies of the leadership team and board of directors. However, nonprofit organizations and academic institutions are better positioned to embrace SCaaP because they are more accustomed to imagining their community as active participants, instead of passive recipients. But it is critical that leaders significantly change how they embrace todays technologies. <\/p>\n
With SCaaP, the nonprofit world will have the potential to enact social change on a scale previously unimagined. It is time to take up the mantle because doing so can unlock the future potential of every human being. People are worth it. <\/p>\n
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How Technology Can Help Solve Societal Problems - Knowledge@Wharton<\/a><\/p>\n","protected":false},"excerpt":{"rendered":" In the next article of theseries, The Network Revolution: Creating Value through Platforms, People and Technology, authorsBarry Libert,Megan Beck, Brian Komar and Josue Estrada debut the concept of Social Change as a Platform.Libert is a Wharton senior fellow and CEO of OpenMatters; Beck is the firms chief insights officer. Komar is vice president of community engagement for Salesforce.org, the nonprofit reseller of Salesforce.com Inc. Continue reading