groundswell: winning in a world transformed by technologies

Kelly Glick
Justin Fults
Michael Mastalski
Robyn Miller
GROUNDSWELL:
winning in a world
transformed by
technologies

Meet the Authors
Please watch this brief 7 minute video located on the Groundswell
Facebook page to meet our authors, Charlene Li and Josh Bernoff
(2011). Li and Bernoff explain why they wrote:
groundswell: winning in a world transformed by social technologies.
Please copy and paste the following link if your browser does not support hyperlinks.
https://www.facebook.com/video.php?v=511165897716&set=vb.12593376292&type=2&theater

Introduction to
Groundswell
 What is Groundswell?
• A social trend that uses technologies to self source
from each other rather than traditional institutions
(e.g., corporations, government, etc.).
• A way of thinking and mindset.
• A set of strategies to engage with customers through
the vast array of available and growing social
technologies.
• A way to leverage technology to your advantage.

Why Groundswell?
 This unique way of engaging and/or relating to and/or
with others is a collusion of 3 forces:
 People who depend on each other, draw strength from
each other, and in numbers (e.g., movements)
 Technology’s revolutionary impact upon how people
interact socially.
 Economic impact, positive or negative
The Groundswell formula translates to:
People + Internet Traffic = $$$

Why care?
 No one is immune from the Groundswell.
 Groundswell happens around you whether you want it to or not.
 If you are not online, those around you will outpace and pass you.
 Groundswell must be embraced and cultivated because it almost
never just happens.
 Customers, employees, and individuals band together, connect,
collaborate, discuss, and plan.
 People, especially customers , make, break, use, abandon, read, share,
and start movement in the Groundswell.
 “The Groundswell will eat up a profit margin, cut down market share,
and marginalize your sources of strength” (p. 13)

Building Your Toolbox…
 The Groundswell “takes
knowledge, experience, and
eventually, enlightenment to get
there” (p. 17).
 The online world has its own
“forces.”
 You need to have tools to engage
with the “forces.”
 The end goal is to make the
“forces” work for you, not against
you.

Be at one with the
Groundswell
 There are far too many
technologies available to think
about mastering ever one of them.
Technology is not the point; the
forces that drive technology are!
 “Like a jujitsu master, you must
understand how the bodies move,
not just learn a single block or
throw. You must develop a feel
for the Groundswell” (p. 19).

The Technologies of the
Groundswell
 Blogs
 Social Networks and
Virtual Worlds
 Wikis and Open Source
Websites
 Forums, Ratings, and
Reviews
 Tags
 RSS (Really Simple
Syndication) and Widgets

Groundswell Technology
Test
 It is imperative that any organization ask themselves the
following four questions when using Groundswell
technologies (or any technology for that matter).
1. Does it enable people to connect with each other in new
ways?
2. Is it effortless to sign up for?
3. Does it shift power from institutions to people?
4. Does the community generate enough content to sustain
itself?
5. Is it an open platform that invites partnerships?

Social Technographics Profile (STP)
Analyze the social profile of your customer base
 Social: “The people-to-people activities in the groundswell” (p.41)
 Technographics: “Forrester Research’s methodology for surveying
consumers (demographics and psychographics but focuses on
technology users” (p.41)
 Profile: “The comparison of any two groups of people” (p. 41)
 The STP is best displayed and demonstrated using the hierarchy of
a ladder as depicted in the next slide
 For additional information, visit the Forrester blog at the following
link: http://empowered.forrester.com/tool_consumer.html

Global Power of the STP
 The demographic variables or behaviors of the STP can
be applied anywhere in the world where a STP survey
has been conducted
• Asian countries can move faster in the Groundswell than
anywhere else in the world
• South Korea: 68% are Creators, 84% Spectators, and only
7% Inactives
• Japan: 75% are Spectators and only 17% Inactives
• Hong Kong: 79% Spectators, 50% Joiners, and only 16%
Inactives

STP for Business to Business
Buyers by Country

Profiling Your “Customers”
 If you are not sure what
technologies your
customers use, Forrester
Research provides a free
tool that you may access
to begin understanding
your customers at the
below link:
 Social Technographics
Profile or paste the
following link into your
browser:
http://empowered.forres
ter.com/tool_consumer.h
tml

Why do people participate
in the Groundswell?
 Maintain friendships
 Make new friends
 Prurient (social
gawking or stalking)
impulse
 Impulse to create (e.g.,
bloggers)
 Pay it forward
 Acts of altruism
 Find others who share
the same interests
(affinity)
 Seek reassurances
from others (validation
and affirmation)

Take a Moment to Gauge Your
Understanding and Thoughts about
“the Groundswell?”
 According to Li and Bernoff (2011):
“Many impulses drive people to participate [in the groundswell].
The key isn’t trying to psych out all those motivations but to find the
levers that you can pull to get your customers and employees to
participate with you. It’s one thing to understand the groundswell—
it’s quite another to dive into it and turn those forces to your
advantage. The biggest challenge in the groundswell isn’t whether
you master the technology or whether you annoy or delight your
customers. It’s whether you’re accomplishing a useful business goal
and, on top of that, how you’ll measure that success and then prove
that the groundswell effort was worth it.” (p. 62)
 Please take a moment to reflect on the following questions:
• Do you agree or disagree? Why? How does this apply to your field or
discipline?

Strategies for
Tapping the Groundswell
 Companies fear being left behind.
• Seek help because other companies are using “it”
(Facebook or other social networking sites).
• Nervous about moving forward.
• Desire to engage customers.
• Need to determine the types of relationships they
want with their customers.

“Groundswell Approach-Avoidance
Syndrome Symptoms”
 Obsessive interest in blogs and online sites like Facebook
and YouTube.
 Checking sites multiple times per day to stay up on latest
social media and tech developments.
 Anxiety about answering questions regarding company’s
on-line strategies.
 Using teens to gain knowledge about technology use for
the workplace.
 Simultaneous anxiety about participating and being left
out of social technology use.

The Cure
 FIRST: Clarify your objectives
 SECOND: Think about the consequences
 THIRD: Decide which tools you need
Hey, check out this tool! He is using it, so how can we use it?

POST: The 4 step planning process
 People: What are the customers ready for?
• Use Social Technographics Profile
 Objectives: What are your goals? Is it marketing,
generating sales, to help employees work together?
 Strategy: How do you want the relationships with your
customers to change?
 Technology: What applications should you build?
• Pick the best technologies (blogs, wikis, social networks)

5 Reasons Companies use
Groundswell
1. Listening: groundswell conducts research to understand
the customer.
2. Talking: groundswell helps market the company by
sharing information with customers.
3. Energizing: groundswell locates customers to boost sales.
4. Supporting: groundswell provides tools to help customers
support each other.
5. Embracing: groundswell helps the company develop and
integrates customers into the way the company works.

FACT
Businesses don’t blog…
Businesses don’t social network…
People Do!

Why Create a Social
Strategy?
 Like Goldilocks and the 3 bears.... Don’t sleep in a bed that is
too big, or too small...find one that is just right!

Create a Social Strategy
Formulate a Plan
 If the plan is too slow, the technology will be obsolete by the
time you finish the plan. If it is too fast, you might jump
from one technology to another without enough information
or foresight. Create a plan by starting small, with room to
grow, and revise every 6 months.
 Consider the consequences of your strategy.
• How will the plan change the relationship with customers?
• How will the plan impact marketing, advertising, or PR?
• Are there consequences for the suppliers or distributors?
• Are there legal consequences?

“The Plan” Continued
 Put a high level representative (CMO, CIO, high-level IT) in
charge of the plan.
 Tell the CEO how the plan is transforming the way the
company does business with customers.
 Use caution when selecting the technology and agency
partners.
• Agency partners can build social applications
• Leverage Software; Avenue A/Razorfish
Choose carefully because...
http://www.adweek.com/news/technology/avenue-arazorfish-drops-
avenue-brand-97286

4 Ways for
“The Plan” to Fail
1. Failure to correctly assess customer’s tendencies – the
application isn’t reaching the attended audience.
2. Failure to develop strong objectives – the plan doesn’t fit
the companies goals.
3. Failure to think through the strategy.
4. Failure to implement technology appropriately.

An Example of Failing
Wal-Mart used Facebook to reach their target
audience (college students) to increase sales
(dorm décor). Problem – Facebook isn’t
regulated. Targeted clients (college students)
used the site to post negative comments about
the company.
 Remember to measure success as you go and be flexible.
Return to POST as needed.

Engage with the
Groundswell
You may go too slow, or too fast...but you
must move forward!

Ways to Listen
 Listen to the groundswell. Listen to the customer to
determine the company brand. Listening = Market Research.
 Nielsen and IMS Health are examples of market research
companies.
• Which product sells in stores? What TV shows are people
watching? What websites are people consuming?
• $10,000 per survey; $100,000 for expert analysis; $7,000-15,000
for focus groups.
 Blog search on Technorati or check out what people are
saying who tagged the company or products on del.icio.us
• Since the publishing of groundswell, Technorati has moved in a
different direction in light of Google’s dominance

Listen....
 Set up a private community (Communispace, MetrixLab
(formerly MarketTools), Networked Insights). Free
community at ning.com.
 Begin brand monitoring (Hire a company- Nielsen’s
BuzzMetrics or Cymfony - to monitor internet blogs,
discussion forums, YouTube, etc. and provide reports).
 Develop action plans to implement summary report findings
• Communispace recruits 300-500 people in the organization’s
target market to form an on-line community / social network,
with discussion forums, on-line chats, uploaded photos. The
goal is to generate insights. Inexpensive gifts are given to
participants. Cost to company: $180,000 for 6 month trial;
$20,000/month after that.

6 Reasons to Listen to the
Groundswell
1. Determine what your brand stands for and what people are saying
about it.
2. Listen for changes in what people are saying. Are they sharing
problems?
3. To save research money. Once the private community is set up it
is cheaper and faster than surveys.
4. Determine sources of influence in your market. What sites are
they on?
5. Manage PR crises. Listen to identify negative press and respond
quickly (negative YouTube videos).
6. Helps the organization generate new product and marketing
ideas. What are the customers suggesting?

Listening Plan
 Check the Social Technographics Profile (STP) of your company
customers. If 15% or more of the customers are communicating
in the Groundswell, then listen.
 Start with a single brand to monitor. Don’t monitor everything
the company produces in the market.
 Choose a senior person to interpret the information, network
with the listening vendor, and suggest new information to
retrieve.
 Measure and quantify complaints. Listen and get rid of
“stupid” products or policies.
 Massive amounts of information are available. You can no
longer claim ignorance.

Conduct Market Research
 Google your worksite using words like “sucks” or “other
appropriate adjectives.”
 Find blogs about your worksite.
• What did you learn from your customers?
 Example of what can happen when a company knows
their customers. Axe – How did the company get to know
their market so well?
• Best Commercial Ever by Axe Deodorant.
• https://www.youtube.com/watch?v=-Ds_HXfc4VE
• Example: Alison Zelen at Unilever studies young guys in a
private community to gain insights.

Talk to Your Customers
 Go to the willitblend website. George Wright at Blendtec’s
genius idea to blend ordinary objects. Sales up 20%. Video
cost $50 to create. Created a link on Digg.com after setting up
the video on the company’s site. The first video received 6
million views in the first week.
• https://www.youtube.com/watch?v=lBUJcD6Ws6s
 Talk.....don’t SHOUT
 $400 billion spent on advertising worldwide in 2006

Talking Techniques
 Post a viral video. Blendtech got viewers, and turned them
into customers. Videos direct people to social network, blog, or
the company’s website.
 Engage in social networking and user-generated content sites.
 Join the blogosphere. Encourage staff to write blogs.
 Create a community: Proctor & Gamble’s the beinggirl website
for adolescent girls is four times as effective as advertising, in
29 countries, and has over 2 million visitors a month
worldwide.
 Use the Social Technographics Profile to verify that your
customers are in social networks. If half are “joiners” then
marketing in social networks makes sense.

Learning to Blog
 Listen, monitor other blogs or hire a
service to analyze others (e.g.,
Nielson, Cymfony)
 Determine the blog’s goal.
 Estimate return on investment
 Develop a plan.
 Develop an editorial process.
 Design the blog and its connection to
your site.
 Pilot the plan.
 Develop a marketing plan so people
can find your blog.
• Remember it is more than writing.
• Vet the comments.
• Delegate the tasks of monitoring .
• Be honest.
• Be real.
TIPS:

Energizing the Groundswell
 What is Energizing?
 Energizing the base by word of mouth is a
powerful way to use groundswell for advertising.
• It’s Believable: Testimonials from customers is more
believable and a better way to advertise.
• It’s Self-Reinforcing: If you hear something from several
people you are more likely to believe it.
• It’s Self-Spreading: Once something begins to emerge, it
will expand quickly.

The Value of an
Energized Customer
 What price or worth do you believe exists for the following
statement?
• How likely is is that you would recommend [company
name/product name] to a friend or colleague?
 Use word of mouth (written online or spoken verbally) to
increase your return on investment.
 Twice as many contacts can double your return.
• According to Fred Reichheld, “Assuming you have energized
customers, amping up the word of mouth is good business, with
a value that increases for those with more business referrals and
a higher average purchase for those referred customers. (p. 133)

Techniques for
Energizing Enthusiasts
 Tap into the customer’s enthusiasm with ratings and
reviews.
 Create a community to energize your customers.
 Participate in and energize online communities of your
brand enthusiasts.

Word of Mouth
 Please click on Heather Locklear to view a short and
lighthearted demonstration of Li and Bernoff’s
(2011)concept of word of mouth.
• Heater Locklear, circa the 1980’s advertised a shampoo that
employed an example of how word of mouth is
operationalized.

Why Energize Enthusiasts?
 Energizing is much more powerful than listening and/or
talking.
• “…dealing directly with people who are going to talk about your
brand. As much as companies say they’re in touch with their
customers’ needs, dealing with actual customers creates
challenges for which they’re often not ready.” (p. 148)
 Prepare for a new way of thinking in five steps:
• Do you want to energize?
• Check your customer STP.
• What is the customer’s problem/issue?
• Pick a strategy that fits.
• Plan for the long term.

Techniques for
Energizing Enthusiasts
 Technique 1: Figure out if the Groundswell needs
energized.
1. Is your organization ready to energize?
• It is difficult to energize, and may consume a lot of time and
effort at the beginning.
2. Do you have the type of product that will successfully
energize other’s?
• Example: Enbridge energized because they were
environmentally friendly. This was a potential cause for
customers to discuss their values and what was ultimately
good for the country and the world.

Techniques for Energizing
Enthusiasts
 Technique 2: Check to see how tech savvy your
customers are or are not.
• Determining how tech savvy and what type of virtual
communities your customers participate in can help you
gear your efforts of energizing in the right places.

Enthusiasts
 Technique 3: Find out your customer’s problem:
• You need to look at what is going on overall, the main
issue.
• What will help the customer use your product most
efficiently?
• Enbridge used the fact that customers may not care as
much about what they did, but what was best
economically.

Enthusiasts
 Technique 4: Find a strategy that is conducive to
customer’s technology access and issues.
• Get involved in your customers’ established communities.
• Involvement will save time and money in energizing
strategies.
• You can get involved in conversations and really interact
with your customers.
• Blogs
• Online groups
• Forums
• Virtual communities

Enthusiasts
 Technique 5: Don’t begin
unless you can see it through:
• “A community is like a
marriage; it requires constant
adjustment to grow and
become rewarding.” (p. 149)
• Beginning a company or any
major project takes time and
money.
• It is a waist of time and money
if you do not see the project
through.

Helping the Groundswell Support
Itself
 According to Li and Bernoff (2011), developing Wikis can
help a company grow.
 Collaboration is a key to the success of Wikis and a
company can monitor and maintain what information is
exchanged within the Wikis.
 This takes some effort and time on the part of the
company but in the long run, it can be worth the effort.
 In the field of education, Wikispaces hosts platforms for
Wikispace Classrooms and Wikispace Campuses for K-12
and Higher Education.

Helping the Groundswell
Support Itself
 Using Wikis takes support and obtaining the right people.
 The people will need to have a lot in common and be
interested in contributing to the Wiki.
 This could or could not be difficult to find, depending on the
product and its marketability.
 Wikis require more substance than a discussion forum.
 The Wiki will have to be maintained and watched on a
consistent basis to make sure the integrity of the company and
its products are not compromised.

Risks & Advantages of Wikis
and Discussion Forums
Risks:
 There has to be planning
when it comes to these
forums and the people in
charge of the planning
have to be on board with
the concept.
 The forums require
oversight on an ongoing
basis.
• Rapid responses are of
up most importance.
Advantages:
 Long term client
relationships can be
developed if the forums
are handled
appropriately.
 Potential to create loyalty.
• If a company can get a
large group of people
who are loyal to that
particular brand; can be
integral to long term
economic health and
stability.

Embracing the Groundswell
 By embracing the groundswell, companies can move quicker
and their products become successful sooner.
 Customers are not shy and will tell you what their direct
product desires.
• Consumers are the ones using the products and they are the ones
directly interacting with your company.
• Customers understand when there is a problem with your product
and have great ideas on about to fix issues (continuous
improvement).
• They may even have ideas that employees have not even
entertained.
 Once your company starts receiving comments from customers,
the company can process the feedback quickly and subsequently
be open for more feedback.

Embracing the Groundswell
 When the company is prepared, it can embrace the
concept of innovation.
 Li and Bernoff (2011) noted company employees who
engage with customers generate ideas in a faster more
efficient manner.
 Important aspects:
• Post feedback online.
• Online posts portray your company as tech savvy.
• Consumers then see that you are “on top” of you game.

Practical Advice…
 When starting a community:
• Start small but plan for a larger presence.
• Reach out to your most active customers.
• Plan to drive traffic to your community.
• Build in a reputation system.
• Let your customers lead you.
• “So take the plunge. Let your customers support each
other. But you better be prepared for how this will
change the way you do business.” (p.176)
• Are you prepared? Is your organization prepared?
Thoughts or reflections?

(outside your organization)
 With “Twitter”
 #8 most visited website in the world, according to
Global rankings.
 What can be done with “Twitter”?
• 140 characters for anyone to pack as rich a message
(or not) as possible.
• Its value to the masses…
• free and open, connects people, provides power, and its
SO SIMPLE.

Tapping the Groundswell:
 What can be done with “Twitter” (continued)…
• A user can follow anyone or anything they want.
• All “Twitter” updates (a.k.a “tweets”) are public. #’s
and searches allow for ease of finding updates specific
to a topic, issue, or company.
• TRY IT: Check these out… #groundswell #BGSU
• “Tweets” can contain links to anything on the Internet
(images, documents, websites, video, etc.).
• Users can create lists, “retweet”, or even use “Twitter”
apps and tools for organizing mentions in “tweets”
(Valuable for enterprise users.).
“Twitter”

 What sort of influence does “Twitter” evidence?
“Twitter”
“Twitter” Usage…Witness the Power, click here.
• 288 million monthly active users
• 500 million Tweets are sent per day
• 80% of Twitter active users are on mobile
• 77% of accounts are outside the U.S.
• Twitter supports 33 languages

 “Twitter” serves many objectives:
“Twitter”
…listening to “Twitter”
• Unless an organization listens to “Twitter”, then one stands
to gain NOTHING.
• Someone should be looking at trends an identifying if
anyone with influences in talking about the brand.
TRY ME:
Any “groundswell” on Twitter about BGSU’s EDLS Cohort 17?

“Twitter”
…talking on “Twitter”
• Think about and determine what you can tweet about that might
get viewed and retweeted by others! Product updates, company or
industry news, etc.
• It’s possible to attain a following and build a successful strategy
without responding to tweets, but it’s not likely to occur. Again,
ask the question…What are people talking about? What is
“trending”?
TRY ME:
On Twitter, identify what the top three “Chicago Trends” are right now?

“Twitter”
…energizing on “Twitter”
• By listening to the groundswell on “Twitter” and now talking, it’s
time to energize those with considerable praise and accolades for
the organization.
• Respond to the individual’s with something they can “retweet”,
but more importantly “retweet” the strong and positive messages
with the rest of the organization’s following!
TRY ME:
On Twitter, throw a positive “tweet” out to a favorite company/product?
What happened? Be sure to tag the “tweet” with @companyname or
#companyname.

“Twitter”
…supporting on “Twitter”
• If individuals engage an organization on “Twitter” a
response is expected. Support the groundswell being
responsive to the difficulties being verbalized by
customers. Solve problems.
• Negative trends can emerge on “Twitter” as fast and as
far and wide as positive ones. Hold the dialogue with
customers who will “spread the good word”!

“Twitter”
…embracing on “Twitter”
• “Collaborating with your own customers on products or
marketing strategies is the most challenging of the groundswell
objectives.” Let them drive what’s important.
• Trust in the insight provided via the groundswell. Engage and
ask questions on “Twitter” and see what comes back. Utilize
surveys, incentives and the like to stimulate discussion.
TRY ME:
On Twitter, identify what the groundswell is saying about your research
topic?

(INSIDE your organization)
 WHY? Day to day, employees may not feel committed
to their organization’s goals. Or, even understand what they
are.
“Blue Shirt Nation”
…embracing INTERNAL
groundswell
• Utilizing internal groundswell applications can make
employees feel “empowered, connected, and more
committed on a day-to-day basis”.
• As organizations become larger it becomes much more
difficult for creative ideas and insights to travel “uphill” to
management and encourage collaboration throughout is a

• 24,000 of Best Buy’s 160,000 employees interact with the “Blue
Shirt Nation” social media platform on a monthly basis.
• Originated from an idea of two corporate marketing guys that
wanted to gain customer insight for enhancing advertising
strategies.
• After powering on in August of 2006 it took 14 months to reach
10% of Best Buy’s employees. 85% of users were “Sales
Associates”.
• Experiences, feedback, and whatever else the “Blue Shirts” wanted
to discuss was talked about. It became a social media destination for
these individuals, giving rise to the internal groundswell.
 Case Study: Best Buy’s “Blue Shirt Nation”

• It has enabled employees to educate management.
• Provided employees opportunities to help and
support each other.
• Has provided employees with a voice in corporate
management as new policies are proposed.
Employees make clear what creates and/or has
value.
 The Impact of “Blue Shirt Nation”

• …listening
• It was setup to listen, but its usefulness went beyond
merchandising and into employee problem solving
through engagement.
• …talking
• Corporate can post ideas and policy changes and receive
immediate feedback.
• …energizing
• Individuals know that their voices can be heard with the
insight provided on “Blue Shirt Nation” and be rewarded
for it.
 Objectives for the Groundswell…

 …supporting
 “Blue Shirt Nation” has become an extension to the mentoring culture as
employees look to support one another around the company. Not just in their
isolated stores in cities across the country.
 …embracing
 Corporate decision makers embraced the platform not only as a source for good
ideas but also talent from within their organization.
THE COMPANY NURTURED THE PLATFORM INTO A USEFUL BUSINESS TOOL.
 Objectives for the Groundswell…
TRY ME:
Meet Steve Bendt and Gary Koelling; they “invented” Blue
Shirt Nation: Start Now!

Nurturing the
Internal Groundswell
 Promote a listening culture from the top down.
 Ease and Encourage participation with incentives.
 Find and empower the rebels in the organization.
CULTURE & RELATIONSHIPS > TECHNOLOGY
• The tool does not matter if the appropriate
environmental factors are not present.

Attaining “Social Maturity”
 Organizations cannot move directly from “thinking
about social media to embracing it”.
 A socially mature “empowered organization” has
been defined as:
A business that leverages social technologies to enable better
connections and relationships between empowered customers and
employees—ultimately leading to better products, more efficient
workflow, more loyal customers, lower costs, and greater
revenue.

The “Maturation” Process
 Stage I: The Dormant Stage
• Simple…The organization is not piloting any social
technologies.
 Stage II: The Testing Stage
• Testing in isolated areas of the organization on the
individual or departmental level.
• Typically customer applications and employee
applications limited to collaborative purposes.

 Stage III: The Coordinating Stage
• Management coordinates use across teams and
functional areas.
• Use of customer applications expands. Employees
still mostly utilizing collaborative technologies.
 Stage IV: The Scaling & Optimizing Stage
• Focus on growth and improvement of social applications.
• Customer and employee applications are in place and
continuously tested and modified for improvements.
• Social activity becomes more commonplace in everyday
work processes.

 Stage V: The Empowering Stage
• Customers and employees are empowered and
rewarded for using social technologies. Line becomes
blurred between customer and employee applications.
• Social plays a key role in the day-to-day lives of
customers and jobs of all relevant employees.
How will the groundswell
shape the future?

The “Ubiquitous”
Groundswell
 The “Future”, which is Now. It’s Everywhere.
• Organizations need that connection to the groundswell.
• Connections to markets are necessary to create loyalty.
• Intelligence from customers necessary for planning and
determining next steps and new offerings.
• Experience with the groundswell will allow for determining trends
vs. fads. No experience will facilitate misguided decisions and a
slow realization that this connection should have been constructed
years ago.
 Advice in pursuing this effort:
• It’s about person-to-person activity. Be a good listener. Be patient.
Be opportunistic. Be flexible. Be collaborative. Be humble.

The Evolution
of the Groundswell
 Understanding the fundamentals of the groundswell, now view this
TED Talk by Zeynep Tufekci. Social technologies have created a
groundswell that is fundamentally changing politics globally. However,
some questions are raised about the groundswell’s effectiveness.
As digital technologies make things easier for political movements, why haven’t
successful outcomes become more likely as well?
Click to view Zeynep Tufekci's TED Talk: Online socail change: easy to organize, hard to win

Additional Groundswell
Resources
 Click on the link below to learn more about the
authors of groundswell and other books based on
Forrester Research. There are also links to a blog, to
subscribe via e-mail or in a reader, as well as a link
to follow Josh Bernoff on twitter.
 http://forrester.typepad.com/groundswell/

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