The Web 2.0 Association: A Dynamic Engagement Between Stakeholders Sharing The Same Interests And Goals (Canadian Public Procurement Council Profile)
The Web 2.0 Association: A Dynamic Engagement Between Stakeholders Sharing The Same Interests And Goals (Canadian Public Procurement Council Profile)
According to CPPC-CCMP President Kathleen Muretti, recognizing and responding to this changing landscape is a key tenet of her council’s value proposition.
Building on their “Together in the Public Eye” platform, the council leadership understands the unique challenges members face in a world of increased scrutiny and dynamic change. For this reason, organizations such as Muretti’s need to be more than a mere collection of names in which member count alone is the defining measurement of success. To be effective, the modern day council (or association, institute) needs to create and facilitate an environment in which an “active” and “timely” collaboration of ideas and ideals are the cornerstone of a relevant program of service.
In fact Muretti, who stated in a recent e-mail that she “accepted the challenge of President, because I saw this tremendous opportunity” to build a model based on the power of the Web 2.0 platform, is one of the first to both embrace and, fully comprehend the tremendous potential of early adoption.
Web 2.0 and beyond?
As outlined in an overview of my latest seminar, “Social Networking and the Procurement Professional of the Future,” I express surprise that very few supply chain professionals know about Social Networking. Although there is a periphery understanding through mainstream brands such as Facebook, only 10% of my audiences are familiar with the term “Social Network.” And an even smaller percent, understands the impact that Social Networks can and do have on their profession both individually and collectively.
The fact that Social Networks initiate, develop and will ultimately define relationships in the 21st century means that this emerging “medium” will play an important role in effective supply chain practice. As a result it is imperative that associations take the lead in terms of educating and empowering the supply chain professional to both compete and excel in an increasingly globalized marketplace.
And in a world of increased expectations, social technologies or platforms (nee Web 2.0) are refelctive of the speed by which critical information or knowledge is exchanged and made available on a mass populace basis.
However, one of the main keys to adoption are the filters that are used at the point of entry to differentiate opinion from viable subject matter. And this is where Web 2.0 serves as the starting point for the dynamic exchange of tangible ideas and ultimately the business processes that will define supply chain practice for the next 25 years and beyond.
In the latter instance, and extending beyond the semantic elements of the soon to be “released” Web 3.0, the Web 4.0 platform is an intelligent engagement mechanism that is capable of assembling and managing seemingly disparate streams of information (relational strands) into a collective outcome that has real-world applicability. And it is in this real-world applicability that the greatest value from a supply chain perspective can be achieved.
Think of it this way, what are the common element(s) linking the different strands represented by Kodak’s digital imaging marketing strategy, Higher Education supplier engagement programs and the development of regionalized (supply) clusters? Web 2.0 in its present form as an “important” entry point to Social Networking has not been structured to address this kind of query. And Web 3.0, which relies extensively on semantics or the correlation of common words, has proven to be unreliable in terms of providing accurate insights. Only Web 4.0 will be able to identify the relevancy of the link in a matter of seconds, and how the collective outcome of these individual elements will impact your organization’s supply chain practice.
Given the evolution of supply chain capability and professional competency through the Web 4.0 platform, the move by CPPC-CCMP to embrace Web 2.0 as a critical resource is not only timely, but also essential to maintaining it’s memberships’ ability to continue making a meaningful contribution in the arena of public sector procurement.
(NOTE: Wanting to maintain my focus on the value proposition of the CPPC-CCMP organization, I have only provided a high level overview of Web 2.0 and the subsequent Web 3.0 and Web 4.0 platforms. If you would like to delve deeper into this subject matter, please refer to the Web References links that have been provided at the conclusion of this post.)
Why CPPC-CCMP?
Like the old saying (or whatever variation of the same you prefer), “repetition is the key to learning.” In this instance, it is also the key to restating my commitment to neutrality. An important tenet of the sponsorship program and profiles such as today’s is that I am not perceived as being a voice piece for the sponsor – in this case the CPPC-CCMP. In assessing the viability of their value proposition, it will be up to you to determine how they may be of service. In this regard, I will direct you to the Links To Our Sponsors section of the PI Blog to investigate the CPPC-CCMP perspective in greater detail, and at your own convenience.
With this simple “housekeeping” matter out of the way, what I am inclined to offer you is my personal opinion. Specifically, my take on the CPPC-CCMP proactive move to adopt a Web 2.0 approach as a means of delivering value to its membership or Knowledge Community. Note the emphasis on Community.
Not that long ago in another post I made reference to Sir Francis Bacon, and his famous quote “knowledge is power.” Under traditional membership models, associations use the web as a means of providing information without quantifying or for that matter understanding its true impact at the individual member level. This isn’t an indictment of the old system, for associations have made positive contributions to business as well as society as a whole. What I am saying however is that the sustainable value of the current engagement mechanisms in a highly competitive, globalized market have become somewhat siloed in their relevancy. For this reason, many associations are struggling with either an ambivelent and somewhat lethargic membership. The manifestation of which is a trend towards declining levels of participation.
Some organizations are attempting to rekindle the flame of interest through the introduction of new course materials in an effort to raise the profile of their professional designations. (Refer to the link, “Supply Chain Management Certificate/Course USA/CANADA” for more information on the subject of certification.)
Others are attempting to build a media profile of a herculean magnitude, by clanging the bells of change through a broadened mandate.
In the end however, member or community-centric approaches in which the benefits of association on both an individual as well as collective basis are the focal point for change, will ultimately carry the day. And Kathleen Muretti’s CPPC-CCMP vision in this regard, is also the strength of her program.
Web Resources: (Visit the author's profile for contact information to obtain corresponding reference material)
LinkedIn Question (What will be the impact, if any, of social networking in the enterprise
Social Networking and the Purchasing Professional of the Future
Supply Chain Management Certificate/Course USA/CANADA
The Web 20 Association A Dynamic Engagement Between Stakeholders Sharing The Same Interests And Goals Canadian Public Procurement Council Profile - To learn more about this author, visit Jon Hansen's Website.
Like this article? Share it with your friends
Traditional membership models for many associations have become somewhat stagnate in that they are not effectively aligned with the emerging Web 2.0 world of dynamic engagement between stakeholders sharing the same interests and goals.
According to CPPC-CCMP President Kathleen Muretti, recognizing and responding to this changing landscape is a key tenet of her council’s value proposition.
Building on their “Together in the Public Eye” platform, the council leadership understands the unique challenges members face in a world of increased scrutiny and dynamic change. For this reason, organizations such as Muretti’s need to be more than a mere collection of names in which member count alone is the defining measurement of success. To be effective, the modern day council (or association, institute) needs to create and facilitate an environment in which an “active” and “timely” collaboration of ideas and ideals are the cornerstone of a relevant program of service.
In fact Muretti, who stated in a recent e-mail that she “accepted the challenge of President, because I saw this tremendous opportunity” to build a model based on the power of the Web 2.0 platform, is one of the first to both embrace and, fully comprehend the tremendous potential of early adoption.
Web 2.0 and beyond?
As outlined in an overview of my latest seminar, “Social Networking and the Procurement Professional of the Future,” I express surprise that very few supply chain professionals know about Social Networking. Although there is a periphery understanding through mainstream brands such as Facebook, only 10% of my audiences are familiar with the term “Social Network.” And an even smaller percent, understands the impact that Social Networks can and do have on their profession both individually and collectively.
The fact that Social Networks initiate, develop and will ultimately define relationships in the 21st century means that this emerging “medium” will play an important role in effective supply chain practice. As a result it is imperative that associations take the lead in terms of educating and empowering the supply chain professional to both compete and excel in an increasingly globalized marketplace.
And in a world of increased expectations, social technologies or platforms (nee Web 2.0) are refelctive of the speed by which critical information or knowledge is exchanged and made available on a mass populace basis.
However, one of the main keys to adoption are the filters that are used at the point of entry to differentiate opinion from viable subject matter. And this is where Web 2.0 serves as the starting point for the dynamic exchange of tangible ideas and ultimately the business processes that will define supply chain practice for the next 25 years and beyond.
In the latter instance, and extending beyond the semantic elements of the soon to be “released” Web 3.0, the Web 4.0 platform is an intelligent engagement mechanism that is capable of assembling and managing seemingly disparate streams of information (relational strands) into a collective outcome that has real-world applicability. And it is in this real-world applicability that the greatest value from a supply chain perspective can be achieved.
Think of it this way, what are the common element(s) linking the different strands represented by Kodak’s digital imaging marketing strategy, Higher Education supplier engagement programs and the development of regionalized (supply) clusters? Web 2.0 in its present form as an “important” entry point to Social Networking has not been structured to address this kind of query. And Web 3.0, which relies extensively on semantics or the correlation of common words, has proven to be unreliable in terms of providing accurate insights. Only Web 4.0 will be able to identify the relevancy of the link in a matter of seconds, and how the collective outcome of these individual elements will impact your organization’s supply chain practice.
Given the evolution of supply chain capability and professional competency through the Web 4.0 platform, the move by CPPC-CCMP to embrace Web 2.0 as a critical resource is not only timely, but also essential to maintaining it’s memberships’ ability to continue making a meaningful contribution in the arena of public sector procurement.
(NOTE: Wanting to maintain my focus on the value proposition of the CPPC-CCMP organization, I have only provided a high level overview of Web 2.0 and the subsequent Web 3.0 and Web 4.0 platforms. If you would like to delve deeper into this subject matter, please refer to the Web References links that have been provided at the conclusion of this post.)
Why CPPC-CCMP?
Like the old saying (or whatever variation of the same you prefer), “repetition is the key to learning.” In this instance, it is also the key to restating my commitment to neutrality. An important tenet of the sponsorship program and profiles such as today’s is that I am not perceived as being a voice piece for the sponsor – in this case the CPPC-CCMP. In assessing the viability of their value proposition, it will be up to you to determine how they may be of service. In this regard, I will direct you to the Links To Our Sponsors section of the PI Blog to investigate the CPPC-CCMP perspective in greater detail, and at your own convenience.
With this simple “housekeeping” matter out of the way, what I am inclined to offer you is my personal opinion. Specifically, my take on the CPPC-CCMP proactive move to adopt a Web 2.0 approach as a means of delivering value to its membership or Knowledge Community. Note the emphasis on Community.
Not that long ago in another post I made reference to Sir Francis Bacon, and his famous quote “knowledge is power.” Under traditional membership models, associations use the web as a means of providing information without quantifying or for that matter understanding its true impact at the individual member level. This isn’t an indictment of the old system, for associations have made positive contributions to business as well as society as a whole. What I am saying however is that the sustainable value of the current engagement mechanisms in a highly competitive, globalized market have become somewhat siloed in their relevancy. For this reason, many associations are struggling with either an ambivelent and somewhat lethargic membership. The manifestation of which is a trend towards declining levels of participation.
Some organizations are attempting to rekindle the flame of interest through the introduction of new course materials in an effort to raise the profile of their professional designations. (Refer to the link, “Supply Chain Management Certificate/Course USA/CANADA” for more information on the subject of certification.)
Others are attempting to build a media profile of a herculean magnitude, by clanging the bells of change through a broadened mandate.
In the end however, member or community-centric approaches in which the benefits of association on both an individual as well as collective basis are the focal point for change, will ultimately carry the day. And Kathleen Muretti’s CPPC-CCMP vision in this regard, is also the strength of her program.
Web Resources: (Visit the author's profile for contact information to obtain corresponding reference material)
LinkedIn Question (What will be the impact, if any, of social networking in the enterprise
Social Networking and the Purchasing Professional of the Future
Supply Chain Management Certificate/Course USA/CANADA
The Web 20 Association A Dynamic Engagement Between Stakeholders Sharing The Same Interests And Goals Canadian Public Procurement Council Profile - To learn more about this author, visit Jon Hansen's Website.
Like this article? Share it with your friends
 | |
 |
No article feedback found. |
| |
Leave Your Feedback |
 | |
| |||
Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
|||
Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
|||
Dianne CramptonDianne Crampton is an executive leadership coach, team consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. - Visit Dianne Crampton's Website |
|||
David BarrDavid Barr is the President of Venture Opportunities, Inc. David has been a professional business broker/intermediary since 1980 focusing on General Business Brokerage and Mergers and Acquisitions representing client transaction value from $400,000 to $20,000,000. Mr. Barr has handled the sale of over four hundred and fifty companies. David earned a university degree from the State University of New York majoring in economics and business. David holds the Mergers and Acquisition Master Intermediary and the Certified Business Intermediary designations from the International Business Brokers Association. He is also a Senior Business Analyst and a Texas licensed Real Estate Agent. For more information about David and Venture Opportunities, visit www.bizdealmaker.com. - Visit David Barr's Website |
|||
Jay Kubassek(Jay's Full Bio: EvanCarmichael.com/jaykubassek) In five years, Canadian-born entrepreneur Jay Kubassek went from selling mufflers at a Midas franchise to revolutionizing Internet marketing with the 2004 launch of CarbonCopyPRO, a online marketing education company, now worth over $20 million with customers in over 160 countries.
As an independent film producer, his upstart film fund Aliquot Films is currently producing a films with Spike Lee and Abel Fererra (starring Ethan Hawke and Dennis Hopper.)
Jay's entrepreneurial spirit is irrepressible. He’s the owner of five companies, a professional speaker and trainer, international real estate developer/investor, extreme sport enthusiast and emerging philanthropist. Jay resides in NYC with his wife Jamie, son Milo and dog Cooper. Visit Jay's official website: www.JayKubassek.com - Visit Jay Kubassek's Website |
|||
John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
|||
|
To learn more about the Evan Elite Author Program please contact us. | |||
 | |
|  |
Subscribe to Jon's articles
 | |
|
|  |
 | |
|
| |
 | |||||||
|
 | ||
 |
||
 |
||
 |
||
|
| ||
 |
| Have you written articles that would be of value to entrepreneurs? Become an expert on our site by publishing them! Expose yourself to a wide audience, drive more traffic to your website and get more sales! Click Here for details. |
|
|
 |
| Modeling the Masters: Learn the true secrets behind Walt Disney's business success factors & grow your company! Video produced by Phanta Media |
|
|
 |
"Learn straight from Evan how you can Make a Full Time Income (And More) from a Website"
Click Here To Learn More |
|
|
|
|
Get advice & tips from famous business owners, new articles by entrepreneur experts, my latest website updates, & special sneak peaks at what's to come!
|
|
|
 Think Networking Take the Lead Business Emotional Intelligence Intro to M&A Employee Engagment |
|
 | ||
 |
Top 50 Political Blogs
Top Political Blogs of 2009 | |
 |
Top 50 Geek Business Blogs
Top 50 Geek Business Blogs | |
| ||
 | ||||
| ||||
|
| ||||
| ||||
|
|
|
|
|
||||||||||||
|
Email us your ideas on how to make our website more valuable! Thank you Sharon from Toronto Salsa Lessons / Classes for your suggestions to make the newsletter look like the website and profile younger entrepreneurs like Jennifer Lopez and Sean Combs!
|
|
|
