The New Economics of Social Business is about Enabling Unrealized Value.

I’ve always been fascinated with business models but lately I’ve been on an Economics kick lately. (Scary, I know.) It’s kind of hard these days to be thinking about new types of business models without addressing the larger macro-economic models that are evolving.  Some of my light reading:

Yes I discovered the second Blown to Bits when I was buying another copy of the first Blown to Bits. I’ve also been reading a lot of blogs, articles, the recent edition of Wired as well as some of the readings from business school.

Economics has always been one area I’ve been a little behind on. That’s part of the reason why I went back and got my MBA. There’s so much great thinking happening in the field of Economics right now. Between the continued disruption of the Web and the recession everyone’s rethinking all their models (that’s when things get fun).

I’m really looking forward to Chris Anderson’s new book Free: The Future of a Radical Price which apperently will be distributed for free via the Web. If you can’t wait you can read Wired’s cover story on the subject.

I’m still trying to wrap my head around all these thoughts (and I’m still wading through most of these books). I wanted to share with you one of the thoughts that came to mind:

The new economic model that all of these previously mentioned authors are talking about in some variation (whatever it ultimately looks like) isn’t about giving away value.

The ‘New Economics’ of Social Business is about enabling unrealized value.

If your company can make money on something you had better do that. Don’t give it away. But every company, every individual, has assets they will never be able to realize (or fully realize) the value of. And in some cases your assets would realize more value if you gave it away and recovered profits elsewhere (advertising, Open Source Software, etc).

From DRM to open co-opetition to the near unlimited capacity of the Internet, if it hasn’t already, your business model will adjust. Even if your business model has already changed it will undoubtedly change again.

So as a bonus, Zemanta is now recommending last.fm tracks. Here’s what it pulls up as Lawrence Lessig Radio (?).

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Wired cover July 2001
Image by Tac Anderson via Flickr

If Chris Anderson Can’t Reinvent the Publishing World, Who Can?

This post originally ran on the Studio D blog last week.

Wired Struggles to Find Niche in Magazine World – NYTimes.com

Even as Chris Anderson makes a boatload of money of his ideas, subsequent books and high dollar speaking engagement, Wired (his editorial charge), is one of the biggest losers in the ad game.

I think Chris’s ideas are spot on. He’s a brilliant guy with some serious thought leadership. Wired is a great publication, both the Online and the print versions but can he translate great content and thought leadership into a real business for Wired? If Chris can’t then who can?

This really only leads me to two rationale explanations:

  1. Chris is to caught up in his own celebrity.
  2. Chris is hamstrung by parent company Conde Nast to implement any of that great thinking.

The third possibility is that we have yet to see Chris’ master plan in action. I’m hoping for number three. Wired and the whole publishing world (Online and print) need some innovation.

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