The goal with new power is not to hoard it but to channel it. Like water or electricity, it’s most forceful when it surges. It is open, participatory, and peer-driven. New power operates differently, like a current. It is closed, inaccessible, and leader-driven. Once gained, it is jealously guarded, and the powerful have a substantial store of it to spend. Two fresh voices to HBR-Jeremy Heimans, cofounder of Purpose and Avaaz, and Henry Timms, director of the 92nd Street Y in New York-offer a framework for organizations seeking to effectively use the two distinct forces of “old power” and “new power.” Old power, the authors argue, works like a currency. But it’s difficult to understand what power actually is in this changed world, and how to gain more of it. We see Goliaths being toppled by Davids all around us, from the networked drivers of Uber to the crowdfunded creatives of Kickstarter.
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