The most disturbing part of the article? Apparently Claremont McKenna College is not alone. Over the past few years, many leading institutions have admitted, been caught, or are suspected of gaming the rankings, including Baylor, Villanova, the University of Illinois, Iona, and even the United States Naval Academy.

Pretty depressing stuff.

So what motivates great academic institutions to risk their reputations to rise in a ranking from a magazine that only remains barely relevant? This quote from the article hits the nail on the head:

“The reliance on [the rankings] is out of hand,” said Jon Boeckenstedt, the associate vice president who oversees admissions at DePaul University in Chicago. “It’s a nebulous thing, comparing the value of a college education at one institution to another, so parents and students and counselors focus on things that give them the illusion of precision.”

The illusion of precision.

These top universities and colleges are risking their hard-earned reputations for an illusion.

Picking the right place to go to college is an excruciatingly difficult decision. I remember looking at these rankings when I was choosing a college too. Why? Those of us who did it were looking for any information we could find to help us ensure we were making a smart choice. These rankings gave us a quantifiable data point that we could use to validate our decision.

The problem is that the data we should be analyzing when making this decision is much harder to see and quantify. The dark matter of institutional brands resists easy measurement and the results of analysis are vastly different for each individual.

For example, I went to the University of North Carolina at Chapel Hill, which is #29 in the most recent US News & World Report rankings. But I grew up in Winston-Salem, where #25 Wake Forest University is located. Should I have applied there instead? Would I be more successful today if I had received a degree from Wake Forest?

Or what if I had made the decision to go to the University of Georgia (#62), where I was also accepted? Would I be living in a van down by the river because I gave up the opportunity to learn at a school ranked 37 spots higher?

The illusion of precision provided by the rankings may give someone peace of mind as they make their big decision. But at what cost?

The right college is different for every person. Some of us are better suited for big schools. Or small schools. Or nerdy schools. Or party schools. Or cheap schools. Or football schools. And how much does the college itself even matter? If your goal is to be a rich Wall Street banker, Harvard (#1) may have a program that will get you there. But if you want to be a marine biologist, Harvard may not be able to hold a candle to UNC-Wilmington (#11, regional universities in the South), and you’ll probably pay off your student loans faster.

Are the rankings actually harmful? I never thought they were—most people are smart enough to recognize that a degree from a high-ranking college is no guarantee of life success (and a degree from a low-ranking one is no indicator of future failure). The rankings were just one mostly-meaningless data point that gave your parents bragging rights when talking about your education with their friends.

But reading this article made me change my mind. If a great institution risks its reputation for the sake of rising a few spots in a mostly-meaningless ranking, what does this say about its culture? And is US News & World Report (along with others who do similar rankings) at all culpable for forcing colleges to worship a false god in the hope of building fast, cheap, and superficial brand value?

I’m certainly going to look at these rankings in a different light from now on… how about you?

I am excited to help our clients reach their full potential in the world of social media. “Full potential” in social media means utilizing social media channels to build a community around your organization. That has to be the end goal for any effective strategy, and the only way to build that community is to engage in two-way communication.

“A Facebook strategy”… or “Twitter strategy”… or “Tumblr strategy”… isn’t a strategy. Those are tools of the trade, great tools, powerful tools, but tools all the same.

Four years ago when I first started working in social media, we were thinking about our Second Life strategy, as well as considering Orkut and MySpace. Today, few brands would consider any of those platforms. Many of the other services that we used then are either out of business or were absorbed by more dominant companies.

The social media universe today is ever changing. I give presentations on social media often, and I can’t tell you how many times I have seen people tense up when I mention a new service.

“Path? What’s that?”

“Do I really need a Pinterest strategy?”

“Does anyone use foursquare?”

These are common questions, and all of them make sense from a brand perspective. After all, most organizations do not have the resources to build an effective presence for every service that exists, and I would never recommend that you launch on a social network where you can’t sustain your efforts.

My advice is to pay attention to new services as they emerge because you never know which one will take off. But the far more important task is to develop a plan that will fit in with any and all social networks.

I always tell people it isn’t the services that matter, nor the tools, it is your viewpoint on what you are trying to accomplish and how that is ultimately the most important.

Services will come and go. Platforms will fade. It is the principles behind how to use social media that are not going away. Over decades, people had become accustomed to one-way communication as speakers communicated from podiums and we took notes, television shows and news only generated conversation inside of our living room or around the water cooler, if that, and we read the news that editors decided that we should read.

One-way communication was the way to go in this world. Brands worried about control, always, and the ultimate goal was to deliver a message to us common folk. The goal was decidedly not to hear back from us.

Today, however, television broadcasts weave in Twitter and promote hashtags. People tell the world what they are watching on GetGlue. We expect our political leaders to communicate through social media, and actually answer our questions from time to time. More and more of us use services like Flipboard to digest the news that we want to read, as opposed to the news that others want us to read.

No matter what services come and go, the genie is not going back in the bottle. Two-way communication is here to stay, as is consumer generated content. Your organization must navigate the social media universe with that in mind.

For now, virtually every business (I might argue every business) needs a website, a Facebook page, and a Twitter account as part of its strategy.

But if you have compelling visuals and value showing your story? Instagram might be a good fit for your brand, as it has been for Kate Spade, Starbucks, and others.

Do you have content that translates well to video? Consider YouTube or Vimeo as the home for your content.

Do you have a physical location and wish to extend rewards to frequent customers? Foursquare might be essential.

Pinterest is the fastest growing social network of the moment, and Tumblr the fastest growing microblogging software. Both might fit within your overall social media strategy, but you have to decide where your customers are as well.

One of the best examples of that decision making recently was Chobani Yogurt’s decision to sign up for Pinterest. They only made the call to sign up for Pinterest once they saw their consumers using the service, and then they wisely made the decision to ride the wave.

Your organization needs to keep up with new services, not because you have to be on all of them, but because you need to keep up with your own customer base.

One of the more exciting aspects of social media is that we can actually engage in a conversation with our customers. That is what you have to do to succeed. It is a little scary and hard to control, but can enormously rewarding for the brands that seize the moment and dedicate themselves to building community.

Those brands will be the ones that win the 21st Century.

Call a duck a duck.

What does that mean?

If your brand actually represents something very simple and clear, yet you:

a) overcomplicate or confuse a simple story or
b) describe yourself as something that you are not

you are not calling a duck a duck. Read more about how this applies to both brand naming and brand positioning here.

The aptly named Chat ‘N’ Chill on Stocking Island

It’s a pretty simple rule. But every day you run into a “duck” brand that is trying to pass itself off as a canary or an ostrich or a flamingo when it is actually… say it with me… a duck.

Fortunately you find great examples of simple, smart, and descriptive branding in the most unlikely places. I happened to visit one of those places over the holiday break—a town of less than 1000 people on Great Exuma Island in the Bahamas.

George Town is a wonderful and unassuming town with sweet and interesting people. It’s a bit far off the normal tourist grid too—there are only two big resorts within driving distance, and the people who stay at them don’t seem to leave the property much, so George Town is mostly pretty quiet.

But what those who don’t visit the town miss is how the locals seem to have mastered the art of branding simplicity.

For example, my favorite place we visited on the trip was a little bar across the harbor on Stocking Island serving conch burgers and cold beer, in no particular hurry, to faithful customers who come back year after year from all around the world.

What is it called?

The Chat ‘N’ Chill.

Now that is calling a duck a duck. I can tell you from spending the better part of two days there that chatting and chilling describes about 95% of the appeal.

In fact, if you have an inability to chill, you probably would hate this spot. If you place a food order, you can expect to wait at least an hour before you get it. This is not fast food.

But what’s the rush? After all, you’ll have the best time here if you keep things simple:

Step 1) Chat
Step 2) Chill

At the risk of brand nerding out a bit too much about what is a really amazing and magical place, I just have to complement the folks who run the Chat ‘N’ Chill. They’ve built an extremely passionate and loyal community by developing a simple brand promise and name, and then delivering on it exactly as you’d dream they would. What more could you ask for?

Peace, as seen from the Peace & Plenty

A second example of simple branding done well is the historic old resort we stayed in called the Peace & Plenty (for all their branding genius, the folks in George Town do seem to have an aversion to writing out the word “and”). The picture to the left is the morning view from our room at the Peace & Plenty.

It was a pretty nice place to spend some quiet time. The Peace & Plenty has been getting the “peace” part right for more than fifty years, with the help of a staff of long-time employees like Lermon “Doc” Rolle who have kept the experience unique and intimate amidst the clutter of cookie-cutter tropical mega resorts you’ll find elsewhere in the Bahamas.

But “plenty” is also an apt descriptor. The Peace & Plenty is the only resort located right in the main part of George Town, easy walking distance from pretty much everything you might want to visit, including the ferry to Stocking Island. You can walk around the pond to Eddie’s Edgewater (a restaurant that is across the road from the edge of the water, as you might expect) for some great ribs on Friday night, you can go across the street to Minn’s Watersports to rent a boat for bonefishing, you are a few steps away from the town library, city hall, and a grocery store.

It’s a perfect spot: Peace, amidst plenty.

In the introduction to The Ad-Free Brand, I point out that some of the best and most clearly positioned brands are built by people with little or no branding experience at all, and I share these examples here as inspiration: anyone, anywhere can build a great brand!

I’m sure you have your own examples of simple, elegant branding, naming, or positioning, and if so, feel free to share them in the comments section below.

Nation brings a unique background to New Kind, having worked with political campaigns, social causes, and professional sports. Most recently he served as Digital Director of the United Football League, increasing the fan base of the UFL over 1000% across multiple platforms.

Nation, a UNC alum with a degree in Communications and specialty in Media Production, will serve as New Kind’s first Director of Engagement. In that capacity he will work with our clients to expand their presence and effectiveness engaging communities through the use of digital tools and strategies, including social media.

As a seasoned corporate executive, I believe Nation brings an attribute to our team that cannot be underestimated.  At 25 years old, he provides a healthy dose of youthful exuberance in the way he approaches building communities, especially when it comes to embracing the newest social media tools.

Most every organization has a Facebook page or a Twitter account. But it takes much more than a social media “presence” to remain competitive today. You must have a clear digital strategy that seamlessly connects your digital efforts and communities with everything else—inside, outside, and around your organization. In Nation we have found a Millennial for whom use of the social media comes naturally, yet who also understands how it fits into a larger organizational framework.

Nation also brings another important attribute to New Kind, a genuine passion for making the world a better place. I’m confident that his commitment to and passion for the use of social media will be infectious to all of us on the New Kind team and most importantly, to the clients we serve.

So please join me in welcoming Nation to New Kind. You’ll be hearing more from him soon.

One of the many interesting things about Dr. Kahneman is that, as a psychologist, he actually won his Nobel prize in economics. If you are interested in learning more about how that happened, go here.

Over the last few months, Kahneman’s book has been sitting near the new Jim Collins book Great by Choice in the rarefied air of Amazon.com’s top 100 books list (I reviewed Great by Choice a few months back here). So I thought it was interesting that Kahneman challenged Jim Collins and his book Built to Last in Chapter 19. It was a pointed attack not just on Collins but the entire genre of success story-inspired business books.

Since I spend quite a bit of time reading these sorts of books, I was really interested in his viewpoint. I mean, have I been wasting time reading that I could just as usefully spent watching reruns of Tosh.O or Arrested Development on TV? Is there real value in studying successful businesses and leaders or is it just an illusion?

Here’s what Kahneman says:

“The basic message of Built to Last and other similar books is that good managerial practices can be identified and that good practices will be rewarded by good results. Both messages are overstated. The comparison of firms that have been more or less successful is to a significant extent a comparison between firms that have been more or less lucky. Knowing the importance of luck, you should be particularly suspicious when highly consistent patterns emerge from the comparison of successful and less successful firms. In the presence of randomness, regular patterns can only be mirages.”

Ouch.

Kahneman cites Philip Rosenzweig’s book The Halo Effect (which is now on my reading list) and quickly jumps to the punchline of that book:

“[Rosenzweig] concludes that stories of success and failure consistently exaggerate the impact of leadership style and management practices on firm outcomes, and thus their message is rarely useful.”

So are we to believe Kahneman and Rosenzweig? Is there really no value in studying the leadership and management practices of great companies?

Even after reading the whole book Thinking, Fast and Slow and understanding the psychological principles that trick my brain into applying great importance to these sorts of success stories, I still find the conclusion a hard one to accept. And then Kahneman throws the knockout punch:

“Stories of how businesses rise and fall strike a chord with readers by offering what the human mind needs: a simple message of triumph and failure that identifies clear causes and ignores the determinative power of luck and the inevitability of regression. These stories induce and maintain an illusion of understanding, imparting lessons of little enduring value to readers who are all too eager to believe them.”

Okay, I get it. Kahneman views me as a sucker. And who am I to argue with a Nobel Prize-winning psychologist?

But I just can’t help it. I think there is plenty that we can learn from the lessons of innovative businesses like those that Collins profiles in Built to Last. Kahneman may be right that these books suffer from an illusion of academic rigor that breaks down under close study. And yes, they probably need a disclaimer (“The author makes no promise or guarantee that if you follow the principles outlined in this book you will become Google overnight. Individual results may vary.”).

But what these books lack in academic rigor they make up for in one simple area: they inspire people. To not settle for what they see today. To try something new. To learn. To grow. To believe.

They create the possibility of hope. “Others have done it. I could too!”

So in that sense, Kahneman’s critique is somewhat akin to an adult telling a three-year old child that there is no Santa Claus. My view? The analysis is technically correct, but emotionally bankrupt.

Where success story business books fail the analytical brain, they often are just what the emotional brain needs.

So I don’t know about you, but I’m going to keep on reading business books. By constantly refueling my head with new ideas, I’ll always have something to learn and try. I’ll continue to be inspired by authors like Jim Collins, by companies and leaders who have seen great success, and I’ll suspend my academic doubts in the hope of learning new lessons that might just work.

I’d love to hear what you think. If you believe Kahneman’s critique of Collins and the genre is on the money, or if you believe instead that there is still value in sharing and learning from business success stories, let me know in the comments section below.

But from what I can tell, HP didn’t do the unveiling.

Instead, the new brand identity was showcased as a case study on the website of Moving Brands, the lead agency hired by HP to work on the creative vision for the HP brand, a project that began in 2008. Not only is the final work product fantastic, but the process the team went through to design the identity was also incredibly smart and current.

Here’s a short video from the Moving Brands website that showcases the new identity:

Click here to view the embedded video.

To me, this is a really wonderful example of thoughtful identity work done right. The UnderConsideration article in particular does a nice job of breaking down the process they used. Or watch this video from the case study that shows how the process worked from the inside:

Click here to view the embedded video.

If you’ve been following tech news, you may have seen that HP, which has been a wee bit shaky in the leadership department over the past few years, in September hired former eBay CEO Meg Whitman to take over the top leadership spot after the very short tenure of Leo Apotheker.

One can only speculate if, with the changing of the guard, this project was cancelled or moved to the back burner (TechCrunch calls it “The Radical HP Rebranding That Never Was”), but an agency revealing a company’s new identity to the world on its behalf is something I’ve never witnessed before.

An agency gone rogue or a carefully scripted unofficial test of the new identity? Hmm…

One way or another, I must say that after suffering through the last couple of years of major brand identity launch flubs like The Gap and Tropicana, whether on purpose or not, this identity rollout (as weird as it may sound) feels perfect to me.

Why?

Because it is so different than the old skool agency “Big Reveal” of a new identity (“Look what’s behind this curtain! It’s a shiny new logo!”).

I hate the Big Reveal.

First off, the Big Reveal smacks of agency arrogance. Our agency geniuses have gone behind closed doors, deeply breathed in the raw sewage of your current brand… and what has emerged? Why these beautiful, fresh, sweet-smelling brand flowers (and we threw in a spiffy new font for you too… just because we could!).

Second, the Big Reveal always implies a product that is already finished when people first get to see it. Even the patron saint of brand identity Paul Rand was famous for presenting his designs as “take it or leave it.” IBM took it, as did UPS. Steve Jobs did too, after getting put in his place by Rand.

This way of revealing brand identity may have worked in the past, but it faces some very real challenges today in a world driven by social media. The new Gap logo was revealed to the Gap brand community the old way and then quickly rejected through the power of the combined community voice on blogs and social media networks. It never stood a chance.

We will see this kind of community-driven brand influence more and more over the coming years as the communities that surround brands gain more and more power over their direction, and the companies that own them can control less and less.

Which is why I like how this new HP logo came out, whether the company meant for it to happen this way or not. Rather than inflicting a new logo on us that we’ve never seen before as a done deal, we were presented—informally—not just a logo, but the entire story of how the identity got to this point, transparently, openly, and, most importantly, before the decision had been made.

I love when brands are built collaboratively with the people who care most about the brand, both inside and outside the company. By being revealed informally while still a work in progress, this new HP identity feels to me like the beginning of an open conversation with the HP brand community.

Who knows whether HP will stifle that conversation, ignore it, or become an active participant. Only time will tell.

But I have to hand it to the folks at Moving Brands who led the process. This is either a clever way to get some feedback for their client and start a dialog before a bigger commitment is made or it is a ballsy attempt to win over the HP brand community with high-quality work and then enlist the community’s help to force HP not to abandon the project.

Either way, I love it. It’s great design work and a pitch-perfect roll out strategy for the times.

Let’s see what happens next.

HP? Your move.

For those who have not heard of the Eisenhower Fellowship (a truly great organization) its purpose is to “engage emerging leaders from around the world to enhance their professional capabilities, broaden their contacts, deepen their perspectives, and unite them in a diverse, global community – a network where dialogue, understanding and collaboration lead to a more prosperous, just and peaceful world.”

The organization is led by John Wolfe, a former US Foreign Service Officer,  Assistant Secretary of State and US Ambassador to Malaysia.  In the late 90’s I was fortunate to have served as a private sector member of the US Delegation to the APEC (Asia Pacific Economic Cooperation) Meeting in Singapore and met Ambassador Wolfe at that time. The organization could not have a better leader.

I am also privileged to personally know a number of Eisenhower Fellows who have participated in the program from North Carolina and they are the best of the best, so I was very excited when New Kind was asked to participate in their meeting.

I was joined in the presentation to the Fellows by my New Kind colleagues David Burney and Matt Munoz.

My presentation dealt with “Leading Through Adversity,” a situation that all leaders face at one time or another in their career. I shared some real life examples of challenges I faced as an executive early in my Red Hat career and how I dealt with them.

My colleague David Burney talked about the changing management paradigm around the concept of “openness.” In particular, he explained how the management of the best corporations and organizations in the world was evolving from command and control to an environment where the best ideas win, without regard to the hierarchical rank of the person offering them. He also shared the importance of leaders being able to effectively tell their organizations’ stories.

Over the years, I’ve been fortunate to work for some of the world’s best known and successful companies led by some of the world’s greatest leaders. It was always amazing to me how some executives were able to climb the corporate ladder, but still were unable to effectively tell the story of the company.

At New Kind we pride ourselves on being able to help complex organizations tell their stories simply, so that their employees, executives, stakeholders and most importantly, their customers understand why they exist. We believe that stories are at the very heart of any movement, whether social, political, or even the type that helps Apple sell more iPhones or Starbucks sell more coffee.

My colleague, Matt Munoz used his time with the Eisenhower Fellows to offer a primer on design thinking and how it can be an important tool for leaders of high-performance organizations. He cited the 2010 Global CEO survey’s finding that “CEOs now realize that creativity trumps other leadership characteristics.”  He explained how design thinking focuses on the use of creativity as a tool to solve problems.

The Eisenhower Fellows were given an opportunity to test some of the concepts that they heard from us in breakout groups as well.

Judging from the feedback that we received from the Eisenhower Fellows, both at the conclusion of our session and through subsequent emails that we have received from around the world since the meeting, the participants understood our messages and considered our presentations a valuable use of their time.

We learned a lot too. And it was a great honor and privilege for us to have the opportunity to share our philosophy about what it really takes for a leader to be successful in the 21^st century, especially with such an important group of leaders from around the world.

How to find brand ambassadors

Start by identifying the people inside your organization who have the best relationships with each community. These people are the best candidates to become your brand ambassadors. The ideal brand ambassador is already an actual community member, actively participating in conversations and projects with other community members.

While an employee of your organization, this person shares common values, interests, and experiences with other community members. It is less important what position they hold within your organization and more important how they are viewed by the community itself.

After you’ve identified possible brand ambassadors, reach out to them to see if they are willing and interested in expanding their personal roles in the community to include being representatives of your brand as well. Some might already be playing this role, others might be playing this role and not realizing it.

Don’t force or pressure people. The ideal candidate will be excited to be considered and will be passionate about the opportunity, so if your best candidate doesn’t seem interested, try to find someone else who is.

Creating brand ambassadors from scratch

If you don’t have anyone in your organization who is already a member of the community, you’ll need to have someone join. Choose someone who understands your organization’s story and positioning well but also already shares interests, values, and experiences with the community in question.

Have this person attend meetings, join mailing lists, participate on forums, and otherwise begin to contribute to the community first as an individual. It will take a little longer to get started, but it will be worth it if your brand ambassador has a deep contextual understanding of the community before they dive right in officially representing your organization.

Brand ambassadors as faces of the brand

You should ensure that your brand ambassadors deeply understand your brand positioning so they can live it (not just speak to it) in their activities within these external communities. If you are developing many brand ambassadors at once, consider hosting a brand ambassador bootcamp where new ambassadors can practice telling the brand story and get aligned on the overall positioning of the organization. Also use this as an opportunity to emphasize the key role of these ambassadors in developing the brand experience and keeping relationships with the community healthy and productive.

You may have some communities where there is a whole team of ambassadors, not just one. For example, at Red Hat, a large team of developers represented Red Hat (and themselves) in the Fedora community. Invest as many ambassadors as you need in order to provide the best possible support for and adequately communicate with the community.

As you recruit brand ambassadors, you extend the internal core of the brand. Although it is wonderful to see your core group getting bigger, extending your reach is also an important time to ensure consistency. Be very careful to take the time to educate all brand ambassadors well so the entire brand orchestra stays in key.

Brand ambassador philosophy

Wikipedia defines an ambassador as “the highest ranking diplomat who represents a nation and is usually accredited to a foreign sovereign or government, or to an international organization.” Usually an ambassador lives and operates within the country or organization where he is assigned.

Your brand ambassadors should channel the same philosophy. While they are members of your organization, they should “live” within the communities they are assigned to as much as possible while representing your organization within that community.

Great brand ambassadors are loyal to the organization and to the community at the same time. They develop relationships of respect, honesty, and trust within the community, which allows them to clearly and openly communicate the priorities, desires, and needs of both sides.

Brand ambassadors are not just mouthpieces for the organization, but should also maintain their own personality, interests, and opinions in the community—often distinct from those of the organization. In places where they are representing their own opinions and ideas, they should provide the proper disclaimers. With a little practice, this is not nearly as difficult as it might sound. The key is maintaining an authentic personal voice while being open, transparent, and human in their communications.

Don’t think someone in your organization has the right makeup to be a good ambassador based on what you see here, even if he or she has good relationships within the community? Don’t make him or her an ambassador. The brand ambassador is a representative of your brand to the outside world, and the job carries a lot of responsibility and requires a high emotional intelligence and diplomatic sensibility to do well.

So take the time to find, train, and support brand ambassadors within your organization. With some attention and focus, you may soon find that your network of ambassadors becomes one of your organization’s most valuable assets.

These off-brand people are a deadly disease. Anyone who is rewarded for working in ways that are harmful to the brand experience will damage your ability to deliver on your brand positioning.

For The Ad-Free Brand, my friend Greg DeKoenigsberg let me do a sidebar about what he calls the Law of Institutional Idiocy. It does a great job showing how the disease of off-brand behavior spreads, but it also applies at a broader organizational level beyond the brand as well. Here it is:

–

In the beginning, your organization has a tree full of healthy employees.

And then, an idiot sneaks into the company.

That idiot chases away people who don’t like to deal with idiots and uses his or her influence to bring aboard more idiots.

If you’re not very wise and very careful, that idiot gets promoted because people tire of fighting with idiots, who also tend to be loud, ambitious, and politically savvy. And then he or she builds a whole team of idiots. Other idiots start popping up elsewhere in the organization.

That is how you end up with an organization full of idiots.

–

Letting off-brand people continue to operate unchecked is a quick path to a brand with a multiple personality disorder. It is not only confusing to your brand community, but also can cause lots of internal disagreement and conflict and generally just isn’t they way ad-free brands like to operate.

How do you deal with those who don’t live the brand? Some organizations have a no-tolerance rule and seek to quickly eliminate those who do not live the brand. Some instead just focus on the positive, rewarding those who live the brand while passing over those who do not, even if they are getting results.

No matter which way you go, do not leave anti-brand behavior unchecked. It could make all of your other efforts a waste of time.

The hackathon is a large-scale collaborative effort where folks from all around the world are joining together to develop a set of innovative management hacks that might help fix what is broken about the way our organizations operate today.

I’ll be joined as the guide/facilitator for this hackathon by my MIX colleague Michele Zanini and New Kind’s own Jonathan Opp.

Over the past few weeks, almost 450 people have signed up. So it looks like it is going to be a lot of fun.

Today it is finally time to get started. If you haven’t signed up yet and are interested, it is very easy—just go here to create your account, then review the orientation materials and head straight to the Sprint #1 instructions.

If you want to get a taste of what we are covering in Sprint #1, here’s a video introduction to the sprint from Gary Hamel.

Click here to view the embedded video.