When TED Lost Control of Its Crowd  

Oleh:

Merchant, Nilofer

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 91 no. 4 (Apr. 2013), page 78-83.
Topik: Open Innovation; Annual Conference; Private Conferences

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The TEDxCharlotte talk, which had received tremendous applause when delivered, was one of thousands produced annually by an extended community of people who neither get paid by nor officially work for TED but who are nonetheless capable of damaging its brand. When it was founded, in 1984, TED (which stands for “Technology, Entertainment, and Design”) brought together a few hundred people in a single annual conference in California. Today, TED is not just an organizer of private conferences; it’s a global phenomenon with $45 million in revenues. In 2006 the nonprofit decided to make all its talks available free on the internet. (They are now also translated—by volunteers—into more than 90 languages.) Three years later it decided to further democratize the idea-spreading process by letting licensees use its technology and brand platform. This would allow anyone, anywhere, to manage and stage local, independent TEDx events. Licenses are free, but event organizers must apply for them and submit to light vetting. Since 2009 some 5,000 events have been held around the world.

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