Setting up a completely new kind of firm to measure intangibles. Today, value creation is measured as a residual; 80% of the value of the S&P500 is “intangible.” Intangible, not for lack of case studies and good ideas. But because we don’t have the cockpit dials to tell if we’re flying in the right direction. Metrics signal how things ought to be and what practices and processes should be used. Because metrics establish new feedback loops, they are at the crux of change. And while measuring the “intangibles” of value creation seems lofty, we know it’s been done before when we look at management history. For example, quality (TQM) and brand (NPS).

The nature of work is changing—and at a magnitude that we have yet to fully grasp, let alone respond to. How we create value has been transformed by technology, changing power dynamics, and the way networks allow people to connect and do what once only large organizations could. These changes have broad implications for company strategies and leaders alike. There are also hidden opportunities. If harnessed properly, you have the opportunity to move ahead & create the future of work you want.The question is, are you ready to take advantage of these changes?Nilofer has earned a reputation for naming what’s about to happen and then shaping the right strategies to go forward, tailored for your needs. Invite her to your event.

After being recruited to write for Harvard in 2011, I literally wrote the book of “new rules” for business in our Social Era in 2012. As those prescient insights evolved into accepted truths about our connected world, I then wrote a cover story for Harvard Business Review (HBR) Magazine in the crucial role trust plays in creating scale. The writing has often made in their most popular pieces, often being republished in HBR books around the world.

Named by Fast Company as one of the Best Business Books in 2012, Social Era added a brand new framework, tilting leaders to understand that social is more than media. Smart companies are letting Social become the backbone of their business models, increasing their speed and flexibility by pursuing openness and fluidity. These organizations don’t operate like the powerful “800-pound gorillas” of yesteryear—but instead act more like a herd of 800 gazelles, moving together across a savannah, outrunning the competition.This quick-read offers new rules for creating value, leading, and innovating in our rapidly changing world. These social era rules are both provocative and grounded in reality—they cover thorny challenges like forsaking hierarchy and control for collaboration; getting the most out of all talent; allowing your customers to become co-creators in your organization; inspiring employees through purpose in a world where money alone no longer wields power; and soliciting community investment in an idea so that it can take hold and grow.The Industrial Era and the Information Age are over and their governing rule are passé. Leading in the Social Era requires a rethink and reimagination of what can be. Read 11 Rules for Creating Value in the Social Era to be ready to meet the challenges of this new age and thrive.

Leading thinkers in innovation, business ethics, management and public policy have been appointed to the Martin Prosperity Institute (MPI), which is a research centre at the University of Toronto’s Rotman School of Management. The appointments strengthen the Infrastructure for Democratic Capitalism project, which is part of the expanded mandate of the MPI, and is being led by Prof. Roger Martin, the former Dean of the Rotman School. The project is exploring ways to improve the critical underpinnings of our social, political and financial systems. Nilofer Merchant is chartered to study and publish on society’s emerging power infrastructure. Other fellows in this class include Jonathan Haidt, Adam Grant, and Mark Stabile.Merchant has published 2 major papers during this fellowship: The first asks and answers the question, “What is untapped capacity of talent in our modern economy?” While it is commonly understood that a vast variety of ideas, judgment, creativity, and passion produces hidden capacity and related economic gain, there is not currently the framework to measure it. This paper, created with research associate Darren Karn, provides both a framework for measuring the potential capacity of workers as well as global economic sizing, two important dimensions that will advance our understanding of economic prosperity. The 2nd research paper provides a career roadmap for knowledge workers in the creative economy. Common knowledge is that working for a global firm is the optimal vehicle for financial and personal gain, but that turns out to not be applicable to women. Produced with associate director of cities Vass Bednar, and research associate Melissa Pogue, it uses a novel combination of occupations, industries, employment, and demographics to help modern professionals not only identify when and where they are most valuable, but also how they can best harness that value they create in the workplace.

In The Power of Onlyness, Nilofer Merchant, one of the world’s top-ranked business thinkers, reveals that, in fact, we have now reached an unprecedented moment of opportunity for your ideas to “make a dent” on the world. Now that the Internet has liberated ideas to spread through networks instead of hierarchies, power is no longer determined by your status, but by “onlyness”—that spot in the world only you stand in, a function of your distinct history and experiences, visions and hopes. If you build upon your signature ingredient of purpose and connect with those who are equally passionate, you have a lever by which to move the world.

Ambassadors Group Inc. is a socially conscious, education company located in Spokane, Washington. Ambassadors Group Inc. is the parent company of Ambassador Programs Inc., World Adventures Unlimited, and BookRags, an educational research website. The company also oversees the Washington School of World Studies, an accredited travel study and distance learning school. Additional information about Ambassadors Group Inc. and its subsidiaries is available at www.ambassadorsgroup.com.

Advising interesting start-ups to scale. Main areas: market definition / value proposition / pricing and biz models.

CEO and founder of a strategy firm that helped high-tech firms win markets. Notable companies that hired Rubicon included Adobe, Symantec, Nokia, HP, OpenWave, Autodesk, Logitech, Genesys, VMware, PayCycle, Tessera, Genesys, and Symbian. Started firm as a sole proprietor with am emphasis on go-to-market strategy, and grew partners and practices to cover the full range of where companies typically fail, to be the one-stop shop for tough problem solving and strategies that worked. The big difference between Rubicon and the big Consulting firms is that Rubicon worked with clients to help them not only define the big idea, but also a plan and approach that everyone buys into, and ultimately makes real. This best-practice methodology was captured and published (by O'Reilly Media) in a book called The New How (2010).

The 2nd half of the Vice President, Americas with broad responsibilities to manage the daily business. Served as the Revenue Manager for Americas. Grew business from $200 to $300M in FY99. Functioned as cross-product, sales, and marketing leader, and as the division team lead for acquisitions, mergers, and new business opportunities.Developed strategy analysis & recommendations: pricing, policies, product launches, compensation, new business opportunities, open licensing, telesales, SI program, and 2 $200m+ acquisitions. Redesigned Education Program for Autodesk, including Products, Pricing, Channel, Sales Programs for both Institution and Student Markets -- $38M annual revenue stream. Managed both budget and staff.

Reported to President / CEO of privately held Internet company, later acquired by Adobe Inc.Responsibility for sales team, international channel, marketing, program, plans, and sales.Computer Reseller News’ review of GoLive channel program called it the ‘most comprehensive and effective ‘Go-to-Market’ program seen from a company of its size’. Built sales and marketing team.Created business plan, pricing, international distribution partnerships (inc. retail, VAR, multi-tier distribution, catalogs) for business & ED markets, marketing/PR/advertising, promotions, sales tools, and strategic alliances.Grew sales to $4.5 M within 6 months of first product. Company attained unexpected profitability. Captured 8% of the Internet authoring software market share (source: Web Week). Initiated strategic relationships/co-marketing/licensing agreements with Power Computing, Motorola, Apple, Netcom, Live Picture, Nikon, BlueWorld, Wacom, & Terran.

Reported to Sr. Director, Worldwide Server Marketing. Full responsibility for server channel marketing strategies, reseller relationship management, channel marketing, direct mail, advertising, product promotions, and trainingprograms Recognized as an industry-leading manager of channel programs. Received the “Best VAR Program” 1996 Award from VAR Business Publications (NOS Category).Manager * Channel Operations * Apple USA Marketing & Sales 1994-1995Marketing Project Manager * Apple USA Marketing & Sales 1992-1993Marketing Programs * Apple Customer Support 1989-1992