I think some incubators certainly are guilty as charged. Others not so much, inasmuch as they are not-for-profit economic development efforts informed by good intentions (but little else).

I’d like to step back from definitions for a moment, since none of us has any authority to state unequivocally what an incubator or coworking is.

Coworking is a movement in its infancy, sezaxon. I think there may be as many different models for it as there are iterations of it. Some spaces are “resident desk” models, for example. Others are more ad hoc and cafe-styled. And pretty much everything in between. The one thing they seem to have in common is a shared set of values (that are still evolving, I might point out.) When I first started looking into it, I’d already created a model for my own iteration, even before I knew anyone else was doing something similar. By the time I’d written my business plan, I learned there were Four Value Pillars. Shortly thereafter, it was Five (add Accessibility). There seems to be a Sixth emerging (add Localism?) Who knows what may accrete to this.

In my strategic planning practice, I start with Vision, then Values. And I’m not persuaded that we all share the same vision, even if we pledge adherence to the value set. For me, the important question is Purpose. Once you have a clear and compelling vision of what you could be, you boil it down to the core purpose. Vision should be aspirational; Purpose is cardinal. Principles (or Values), are ordinal. I know this is doctrine, but stay with me.

My Purpose in creating a coworking space is to stimulate economic development through entrepreneurial initiative. I hope that early stage startups will see the value in coworking as a community of interest, not just the use of the internets and the copy machine. That’s my strategic imperative.

Community for its own sake is a wonderful thing, but a community coalesced around a shared purpose has enormous potential to be a disruptive force for positive social change in the larger society it inhabits. A coworking scene that hosts a dozen independent workers who share risks and rewards, obligations and opportunities, can be a great springboard for those workers to achieve more, individually, and as a discrete community. No blame.

But my vision is to create a multifaceted community that can be a crucible for emerging innovation enterprises with the potential to become very large companies creating career-grade employment opportunities for knowledge workers, who in turn will stimulate economic activity, establish themselves in the civic deliberation, and contribute positively to regional prosperity. It’s a lot to ask of a workplace, but I’m optimistic.

Earlier, Alex bemoaned the lack of consistent message materials, and Blake suggested that marketing should emphasize the community aspects, rather than the transactional (and presumably the infrastructure assets). From my one-sheet (feel free to plagiar– er, repurpose to suit): “an ad hoc collaborative network of like minds, domain experts, private investors, coaches, and mentors available to help you achieve success; in person, on the phone, and on the web. It’s a professional social circle that shares your entrepreneurial passion and priorities. It’s regularly scheduled guest speakers, workshops, panel discussions, and networking events for executive development and strategic relationship building.” This doesn’t really address the feel-good aspects of community, but it does, I think, evoke a sense of communal intimacy.

Sorry for the long post; I don’t have time to make it shorter…

–Ax

I think some incubators certainly are guilty as charged. Others not so much, inasmuch as they are not-for-profit economic development efforts informed by good intentions (but little else).

I’d like to step back from definitions for a moment, since none of us has any authority to state unequivocally what an incubator or coworking is.

Coworking is a movement in its infancy, sezaxon. I think there may be as many different models for it as there are iterations of it. Some spaces are “resident desk” models, for example. Others are more ad hoc and cafe-styled. And pretty much everything in between. The one thing they seem to have in common is a shared set of values (that are still evolving, I might point out.) When I first started looking into it, I’d already created a model for my own iteration, even before I knew anyone else was doing something similar. By the time I’d written my business plan, I learned there were Four Value Pillars. Shortly thereafter, it was Five (add Accessibility). There seems to be a Sixth emerging (add Localism?) Who knows what may accrete to this.

In my strategic planning practice, I start with Vision, then Values. And I’m not persuaded that we all share the same vision, even if we pledge adherence to the value set. For me, the important question is Purpose. Once you have a clear and compelling vision of what you could be, you boil it down to the core purpose. Vision should be aspirational; Purpose is cardinal. Principles (or Values), are ordinal. I know this is doctrine, but stay with me.

My Purpose in creating a coworking space is to stimulate economic development through entrepreneurial initiative. I hope that early stage startups will see the value in coworking as a community of interest, not just the use of the internets and the copy machine. That’s my strategic imperative.

Community for its own sake is a wonderful thing, but a community coalesced around a shared purpose has enormous potential to be a disruptive force for positive social change in the larger society it inhabits. A coworking scene that hosts a dozen independent workers who share risks and rewards, obligations and opportunities, can be a great springboard for those workers to achieve more, individually, and as a discrete community. No blame.

But my vision is to create a multifaceted community that can be a crucible for emerging innovation enterprises with the potential to become very large companies creating career-grade employment opportunities for knowledge workers, who in turn will stimulate economic activity, establish themselves in the civic deliberation, and contribute positively to regional prosperity. It’s a lot to ask of a workplace, but I’m optimistic.

Earlier, Alex bemoaned the lack of consistent message materials, and Blake suggested that marketing should emphasize the community aspects, rather than the transactional (and presumably the infrastructure assets). From my one-sheet (feel free to plagiar– er, repurpose to suit): “an ad hoc collaborative network of like minds, domain experts, private investors, coaches, and mentors available to help you achieve success; in person, on the phone, and on the web. It’s a professional social circle that shares your entrepreneurial passion and priorities. It’s regularly scheduled guest speakers, workshops, panel discussions, and networking events for executive development and strategic relationship building.” This doesn’t really address the feel-good aspects of community, but it does, I think, evoke a sense of communal intimacy.

Sorry for the long post; I don’t have time to make it shorter…

–Ax