Who does it well: Carlo Petrini, Slow Food movement
Carlo and the Slow Food movement rallied an industry under duress, small-scale agriculture, and connected it to a new market segment, the middle class foodie. The movement toward “Good, clean, and fair [food],” began with the gastronomical branch of ARCI, a network of Italian communist social clubs, and most-notably, a protest at an Italian McDonalds. Carlo wasn’t standing on the side lines yelling for change, he was in the center of the movement, creating an aspirational identity for each of the players; the artisanal farmer, the organic and local eater. Another way Carlo got it right is by creating a “starfish organization, if you cut off one part, another will take its place. The networked leader isn’t the hero, their work outlasts their direct involvement because success isn’t achieved by their command and control.
ABOUT THIS SERIES
The corporate, philanthropic and customer landscapes have changed significantly in the past five years and will continue to as Millenials dominate the workforce and influence markets. In addition to their public face, organizations must also carefully manage internal brand experience. This new management burden requires a new type of leader, the networked leader. Networked leaders view themselves as facilitators who understand the nuanced structures required to organize, motivate and reward a group toward a long-term vision.
In this multi-part series I’ll highlight distinctive traits of networked leaders from business to academia to pop culture. Click the link to see a table explaining how the networked leader differs from traditional leaders.