being asked of those volunteers. This would allow us to collectively consider a rapid and robust response, ensuring we deliver the highest quality information on the subject.
As we define goals with data in mind, we can also look to how that data will start to shape our information creation in real-time using artificial intelligence. Knowing how audiences use Cooperative Extension information in real-time allows program managers to adapt more frequently, such as using data to focus information generation around trending concerns. Innovation relies on experimentation at every level for program development and execution as well as administrative processes. Many organizations have spawned independent innovation labs within their walls to ensure that programmatic assumptions receive regular, rigorous challenges. For Cooperative Extension, this lab could be testing new forms of dynamic audience network creation, or developing community outreach strategies for agents who are now covering more territory than ever. Value must be continuously measured and redefined if it is to stay relevant. While Cooperative Extension may regularly evaluate its values in terms of delivering the mission, the programs and delivery methods may not be the things our audiences value. If our assumptions of how our audiences will consume our information become outdated, as noted in the opening quote from Aaron Levie, founder and CEO of Box, we do not possess the ability to evolve. When defining value, organizations will often develop a value proposition statement or model to help connect the organizational strategy to the needs of the consumer. Examples of Note Several large companies failed to challenge their assumptions of value, and we marvel at the speed of their decline. Blockbuster Videos, Kodak, Borders Books, Nokia, Yahoo, MySpace, and my beloved Radio Shack. Each of these companies enjoyed massive success, some completely owning their respective markets, and some rejected opportunities to change to their own demise. Blockbuster rejected an offer to partner with Netflix when the latter was still mailing DVDs. Yahoo almost purchased Google in 2002 but backed out. Nokia, the global leader in cell phone manufacturing, focused on continuing to work on hardware rather than invest in software, and then Apple launched the iPhone.
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