IKOCITI, THE GEOGRAPHY TELLS THE STORY
As a solopreneur, I design IkoCiti in public. The objective is to collaborate with a joint-venture partner and build IkoCiti together. In the PI Dispatch (published on LinkedIn here) I write about the concept. The disadvantage is that IkoCiti has many angles, perspectives, and topics. Reading my newsletter is like being dropped in a big, unknown city in the dark at night with no map while you don’t speak the language. To a certain extent that is the nature of the beast. Big cities are overwhelming even with a map.
IkoCiti is a city-like (digital) platform fighting GenPoverty. And therefore we have created a map of IkoCiti with geography that consists of 20 districts and each district has 3–4 zones. The story of IkoCiti is told through its geography. In each district (zone) specific activities happen. It is like driving through Paris looking for the Faubourg Saint-Honoré district (aka the Fashion District). In our case, it is even simpler because the names resemble the main activities.
KEY INTERACTION
There are many interactions and activities in IkoCiti but the ones that stand out are the interactions at the Peoples’ Impact Exchange. The producers of Peoples’ Impact (Maveriqs) list their project plans on the Exchange at a specific offer price. The Impact Buyers (those with the money) analyze the project plans and decide whether to buy the shares of the project or not at the offered price or at their lower bids. If they come to an agreement a transaction is made just like buying & selling a horse on the horse market.
The projects (also micro-ventures) aim to create an impact in the barrio and the aggregate impact of all the small and large projects will change living conditions in the barrio. And even more important, the training & new experiences of Maveriqs will create a talent pool of changemakers able to do bigger and more complicated projects as they get more experienced.
The PI Exchange is the fountain of rejuvenation for the barrio. Almost everything that happens on the platform directly or indirectly is supporting the key interactions between the Maveriqs (producers on the supply side) and the Impact Buyers (customers on the demand side).
The book IkoCiti — The Final Revolution of People Impact describes all the interactions and activities but here in this article we will limit ourselves to painting a picture about how each of the 20 districts in IkoCiti contributes to the key interactions between Producers and Buyers.
Nota bene: Things change. As we get more and more feedback things might change and thus the map will change. Four months ago we had 16 districts, now we have 20.
THE PHILOSOPHY DISTRICT
The framework we are building for IkoCiti can be used for different activities based on different philosophies. The IkoCiti Philosophy & Culture creates a free-spirited, creative, and liberal environment where people can be themselves and free to speak their minds as we encourage the free flow of innovative ideas.
Yet, the world is a diverse place, and the same technical framework attached to another philosophy and another culture might work as well. OtroCiti could be another platform built on the same framework but with a different philosophy, culture, blueprint, and strategies. In all cases, the PI Exchange will be the heart of the Citi. The interaction between producers and buyers remains the key interaction.
THE SALES DISTRICT
If nobody knows what IkoCiti is all about, then the platform will never see the light of day. Selling IkoCit to the world is the key challenge. The first investment dollars should be channeled to increase awareness among different groups. The right kinda people need to consider us and eventually the hot prospects need to get on board.
You can build the tech but clear and honest communication and curation is vital in a 99.7% transparent environment in which people from all walks of life come together to collaborate — each with their own experiences and frustrations. What happens in the Sales District affects the producers and buyers directly. Frustrated buyers tend to stop buying. And that is not good.
THE LEADERSHIP DISTRICT
Who makes the decisions? Who has the power to make the decisions or revoke them? And how does the power structure benefit the key interactions between producers and buyers? We are 99% sure that a traditional top-down command structure will not work. That is no guarantee that other alternatives do work.
The aim is to decentralize the decision-making and to benefit from the collective intelligence of all Mavericks. We need operational excellence to boost the interaction between Maveriqs and Impact Buyers. Thus, decision-making must fortify the production of Peoples’ Impact. Inspired by the RDHY Model, we build an organizational structure in which the global leadership team makes the final decisions but Mavericks and The Board can revoke strategic decisions with a 60% majority vote securing a reasonable balance of power.
THE BUSINESS DISTRICT
IkoCiti is an impact-first venture; we sell impact to governments and global institutions. Still, it has to be profitable also to build financial reserves to protect our independence. We need to be creative in formulating impact, funding, and monetization strategies.
In the Business District, Mavericks work on maximizing the long-term impact and financial goals. Our rake on transactions needs to be considered fair by the Impact Buyers. If not, they feel unhappy. And unhappy people look for other venues to spend their money. Not enough buying power from the buyers leaves the producers dry — the odds for success lowers and they become happy. We need smart business strategies to keep all sides happy.
THE eCOMMERCE DISTRICT
As long as we have not found suitable joint-venture partners or serious investors, we might have to find income by selling eCommerce goods. Once we are up and running, our stores give an outlet for the barrio to buy&sell goods online but the vital part is the marketplace where all the purchases are made to implement the projects of Maveriqs.
THE PEOPLE DISTRICT
How we manage the People Factor will determine our operational success. You can build great tech and a solid organizational structure, coupled with the right environment and purpose but if you can’t identify the right people for the jobs, you will be fighting an uphill battle. We need to encourage the Maveriqs while creating solid talent pools of changemakers. They have to transform into people who enjoy building and collaborating.
So if your collaborating partners are quality people, then the tipping point (momentum) comes quicker when people start inspiring other people to go the extra mile. You could also say that the People District is the Motivation District — motivating the Maveriqs to produce solid-quality Peoples’ Impact which has a positive effect on the Impact Buyers. If they are happy, buying power on the demand side will increase. And that makes us all happy.
THE INFRASTRUCTURE DISTRICT
IkoCiti is a peoples’ business but the challenge for our Tech infrastructure is to raise the level of professional execution of people by offering them smart and intuitive solutions. Also important, is our commitment to radical transparency.
So we incorporate the blockchain, protocols, AI, and game strategies; all to make the user experiences satisfying. A sticky platform increases the retention of Maveriqs and Impact Buyers. And this is vitally important because as they become more experienced with the PI Exchange, they will start doing bigger and more complicated deals that impact the barrio even more.
THE RDHY DISTRICT
People will embrace our RDHY-inspired organization, provided we can offer them a level-playing field where they compete by offering better solutions. Trust is an essential component. Our transparency mantra will build up trust quicker but from a business perspective it must interesting too.
If the squads running the network of macro & micro ventures know we offer a good business (money) with good odds for success for the better teams, then supporting the impact equation Maveriqs/Impact Buyers becomes a strong extra incentive. It is the cream on the cake; not the cake. the RDHY District means business; it is not a disguised appeal for charity or volunteerism.
THE ECOSYSTEM DISTRICT
The ecosystem invites all existing social organizations, innovators, and entrepreneurs to join the platform and to find productive ways to collaborate with the Maveriqs or to offer products and services that will help them perform better on and off the platform.
They can build digital services on top of our infrastructure and they can launch also Peoples’ Impact Light projects. They remain in control of these projects but work closely with the Maveriqs. For the Maveriqs, this type of collaboration will be a huge learning and working experience. it would be a great stepping stone toward their own ventures.
THE OPERATIONS DISTRICT
With a network (swarm) of micro-ventures ready to bid on open tasks & projects, the challenge for the Operations District is to formulate the work concisely while pricing attractively without the platform running over budget structurally.
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They have to know the players and encourage them to give clear feedback while rating their performance in such a way that their track records become the leading indicator for the next job, instead of engaging in price wars that result in lower-quality execution. Quality trumps price because the platform is a tool for the Maveriqs to please the Impact Buyers. Lower quality means unhappy buyers means fewer transactions, less impact, and less revenues.
THE FINTECH DISTRICT
The role of the FinTech District is to develop attractive investment products that increase the trust of philanthropists and social investors. If they see Peoples’ Impact is working and the product offerings are straightforward with no hidden negatives, they will keep pouring in more money increasing the Available Buying Power on the demand side. And more Buying Power means more transactions and more impact in the barrio. Money makes the world go round.
THE IMPACT BUYER DISTRICT
The Impact Buyers are the kingmakers. We have to do whatever it takes to build up a long-term relationship of trust. The infrastructure must feel comfortable. The communication has to be honest and clear, regardless of good or bad news.
The Reps of the Impact Buyer District must not fall into the traps of the Wallet Syndrome in which the quality of (personal) service depends on the bank accounts. Every impact buyer needs personal attention and sometimes it is just better to encourage them to introduce their networks to IkoCiti instead of pushing for money. Sure, we need their money but we want them to be active participants too. We can use their brains, time, and experiences.
THE BARRIO DISTRICT
We are the arrogant, new kids on the block. Only a small percentage of the Barrio will have a favorable opinion of us. They heard promises before. They heard the word Change before. Scepsis is a healthy attitude on the rough streets. The Barrio District is responsible for turning things around and increasing the number of people who believe we are in it for the long haul.
The barrio District is responsible for aligning the micro initiatives with the long-term macro strategy. They are nation-builders. You don’t build bridges for 3–5 years and you don’t build a playground next to a dump place. We are a permanent, micro/macro play but success depends greatly on the performance of the barrio itself. Essentially, we are forging a business partnership with the barrio to sell impact to the various types of governments. We get them on our side by being in the trenches day by day; not by slick marketing
THE SMART DISTRICT
Learning people to learn is the central theme of Peoples’ Impact. Training skills are for followers. Learning to analyze and transform new insight into action is for leaders. Learning to analyze the world as-is without jumping to conclusions means you need to actually think; not memorize habits and worn-out opinions.
Learning to think (not what to think) requires a curious mindset. How do you encourage the non-curious to become curious? Through the Ecosystem, Maveriqs can much of their educational path and velocity. The smarter the Maveriqs become, the more complicated projects they can design & implement. The bigger the projects, the more they can earn. School is about making money.
THE MANUFACTURE DISTRICT
The Manufacture District is the heart of IkoCitiplace. It houses the PI Exchange where Maveriqs and Impact Buyers negotiate deals and transactions. It is here where the Maveriqs design (or copy/adapt) their project. And where Impact Buyers choose the projects they like at what price.
If the Impact Buyers don’t like what they see, they must not do a transaction. The marketplace is not a charity event; it is a business. Maveriqs should raise their levels; impact buyers should not lower their reasonable demands for impact - not in the design nor in the implementation phase.
If a project start failing its implementation, the project transfers to the Turnaround Exchange. Professional micro-ventures can buy the project at a discount and turn it around. We are an impact-first venture; not a playground for talkers — impact is for walkers.
THE ACTIVIST DISTRICT
Look first at how you can improve yourselves and your contribution to the problem. Demonstrate your change and your contributions first and gain the moral high ground to demand change from others. Maveriqs need to gain extra capabilities, and a collaborative mindset but they must also be fiercely ready for collective activism.
Change is not given; it must be fought for. It must be fought for by smart and innovative actions. Actionable solutions that have broad support in the barrio. The objective is not to reach a perfect situation in twelve days but to make substantial progress in 21 days.
THE START-UP DISTRICT
Maveriqs learn their trade by designing small projects with no revenue streams. Then they start doing bigger projects with no revenue streams. As they grow more experience the complicating factor becomes finding social solutions with revenue streams.
The more experiences they accumulate, the more they will be challenged to start commercial ventures to boost the trickle-up activities in the barrio. the Start-up zone plays a vital role for the Maveriqs as it extends their opportunity horizons. As Maveriqs go through the whole journey, the psychological effect on the barrio is positive. The opportunities are there and people like us can do it. We can go all the way.
THE INNOVATION DISTRICT
Do you want to win an Oscar? Make 100 movies! Innovation has become a meaningless word. Does it refer to 10%, 100%, or 1.000% progress? For us, innovation means training fundamentals, fundamentals, and fundamentals. At the same listen to the feedback of users, and understand where the weaker spots are. Then start making your 100 movies, pitching your 200 concept ideas, or building your 25 projects.
The Solution Exchange (SOEX) is a marketplace located in the Innovation District. All Mavericks can list their ideas for improvements and innovations. The leadership team and/or a quota of Maveriqs choose the best proposals. Take the gaps and weak spots and make them better. For us, that is good enough, and when you don’t expect something out of the ordinary drops — something truly innovative.
THE GLOBAL SCALE DISTRICT
Impact is local. IkoCiti is global. Mismatch? Not really. we can be active in Kinshasa (Congo), Curacao, Montego Bay (Jamaica), New Orleans (USA), and Cape Town (South Africa). Each region (city) will have its own Franchise platform. IkoKinshasa, IKoCuracao, Iko Bay. These (decentralized) platforms are local franchises run by local people governed by PI Deals.
For those who do not want to apply the framework to GenPoverty, or for those who want to inject their own culture, there is the possibility of a custom-made white-label solution. Essentially, we are selling the tech under different labels creating local PI Exchanges, and bringing together local Mavericks with Impact Buyers interested in those local areas.
THE FRANCHISE DISTRICT
Now the network of local franchises grows around the world. The Franchise District has the huge responsibility of supervising the macro-ventures that support the local franchise leadership teams.
It is here where Tech needs to help us manage the platform by aggregating data points from all over and by running AI-powered data scans to detect positive and negative patterns. Tech must be our million extra eyes. Although the local satellite Citi’s are independent franchises, the global platform can intervene if the IkoCiti brand is in jeopardy.
In the end, the trust in the IkoCiti Brand attracts the Buying Power to facilitate the production of Peoples’ Impact while financing a system of self-propelling social progress.
PLAY THE GAME
I have given you the 20 main pieces (districts) of the game. I have given you an indication of the possible 60–70 minor pieces that can be brought into play. I have given you the geography of IoCiti. I have given you its ambitious purpose — eradicate GenPoverty. I have given you its main revenue plays: [i] take rate (rake) on all transactions and license fees from franchises, white-label services, and public-private partnerships with governments. I have given you indications of the culture, the philosophy, and the organizational structure.
I can give you 400.000 words more (IkoCiti — The Final Revolution of Peoples’ Impact) but I don’t want to do that for now.
Why?
I want you to be a leader and a strategist; not a meek follower in execution. I want you to close your eyes and think. Think about how you are going to move the pieces. Would it not be better if we add/reduce districts, zones, services, products, apps, tech, and so on? And if so, why?
Your reasoning is not holy. It will be confronted. An intense debate will follow. In the end, IkoCiti will be better. And if we are better, we are closer to finding joint-venture partners, or valuable shareholders.
And that is why, you should close your eyes and start moving the pieces as if you are playing chess on five boards at the same time.
Hail To The Rainmakers.
Hail To The Kingmakers.
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