VII. Fordism
Fordism.
Fordism.
The same spine, every time.
The ultimate product is a manual.
We have developed processes at the DI that deliver.
We have a 162-entry wiki detailing how the org works — and how it should work.
We have a production pipeline to equal a full-fledged magazine.
These are the bones of any business: knowledge in human form, and a knowledge base in written form.
This will develop sharply as we grow. But we should always bear in mind that knowledge is proprietary. A good part of the difference we make is in being more organised, more resourceful.
Make to measure.
Each project will scale differently.
Some will need only a good video podcast.
Some will want total operational support.
Some will be bricks-and-mortar.
Others, simply a website and a loose confederation of researchers.
The modular design means each gets what they need. A la carte.
Economies of scale.
We centralise much of the back-end.
Accounting, HR, databasing, templates — all run from the centre.
The front-end — research and networking — is the fun stuff. That’s what the client gets to focus on.
The more plates we spin, the more we develop competitive advantage.
Economies of scope.
For a think tank, economies of scope are huge. One research paper can become:
- briefing note
- op-ed
- podcast episode
- event
- video clips
- donor report
- newsletter
- social posts
- policy meeting
The core intellectual work is the expensive bit. Once you have it, you can reuse it across formats.
Having an out-of-the-box solution cuts costs for both parties: we can stand up a think tank in months rather than years.