Our Governance model is broken, we live in a ‘systemocracy’ – a world of massive inter-dependency yet we are holding on to 19th century versions of governance. This creates the illusion of sovereignty & supremacy – acting as a denial of the complexity we must confront. We need a new governance model which acknowledges our global inter-dependence at all scales & focuses on the quality, diversity and integrity of feedback in all its natures, whilst recognising the future is real-time and negotiatory. For us to move forward structurally, we need massive reform of our model of governance – reinventin…
Logistics companies such as UberEats, Deliveroo, Glovo, Foodora or Wolt in Europe have solved distribution and discovery in this value chain. They have laid out part of the “infrastructure layer” enabling companies such as Taster to flourish on top of them, at the “application layer”. This isn’t dissimilar to how the Apple and Google app stores solved distribution and discovery on mobile, and enabled companies such as Supercell, Uber or Spotify to flourish. These companies are becoming the app stores of the Food industry.
In a sense, current conceptions of blockchain are trying to do the impossible. They want the security of a decentralized system with the control of a centralized one. The desire is the best of both worlds, but what they end up getting is the worst of both worlds. You get the costs and difficulty of a decentralized system with the failure modes of a centralized one.
What’s clear is that a lot of companies looking to use the blockchain are not really wanting a blockchain at all, but rather IT upgrades to their particular industry. This is all well and good, but using the word “blockchain” to get there is dishonest and overselling its capability.
…der expensive time and material arrangements, are not readily compatible with the startup paradigm. Startups need to operate with small, pragmatic, agile teams to get to market fast, iterate, pivot, and generally navigate the rapids. Sometimes you just need to do what the CEO says if she has a hunch. That is a far cry from bloated teams, months-long research and discovery phases, evaluate everything before you leap, considered brand executions and the like.
…“financial capital, creative capital and client relationship capital to companies who participate”. The reality is that the involvement of the agency’s creative talent in the accelerators is limited and restricted. A true integration it is not. For the creative class, the setup provides a limited scope for engagement for in venture work and of course none of the upside. The R/GA accelerators are more akin to brand extensions, and very clever ones at that as it is not easy to pull off.
As you scan your three month pipeline with a degree of clarity that descends into a fog of hope and guesswork with each month out, you need to realise that the agency model is all a gamble. So guess what, you’re already ‘doing venture’. You’ve just chosen the model with the same level of risk and stress, but with the shittiest upside of them all. (I’m not jaded, I’m simply sober).
…n be ‘the best’. Will a slow iteration of the established model be enough to escape the blast wave? The truth is that very few of sound mind, who have grown an agency before, would begin that process again under anything close to the existing model…
…e to pull these essential levers. As always, if you’re doing shit work, yeah, you’re extra screwed. Not to mention that you also need to find clients and partners who are willing to perform the same dance, or who are genuinely willing to learn.