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Pierre Coupet
Chairman, CEO & Doctor of Virtual Organization Management, Virtual Organization Management Institute
http://www.virtualorganizationinstitute.com
Encino, California, United States
Employee
Member since: June 25, 2008
Chairman, CEO & Doctor of Virtual Organization Management, Virtual Organization Management Institute
http://www.virtualorganizationinstitute.com
Encino, California, United States
Employee
Member since: June 25, 2008
About Pierre
Bio
Prof. Pierre Coupet is the Founder, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; is also the founder of the modern virtual organization management discipline pioneered since 1997; and has over 35 years of diversified professional experience.
He is the author of numerous publications on Virtual Organization Management, including the groundbreaking Ultra Premium White Paper "How to Virtual Organize Your Social Network", and is featured on most of the leading business, human capital management, and HR online publications such as Forbes.com, MIT Technology Review, Social Science Research Network, HR.com, Human Capital Institute, College Recruiter.com, etc.
He is a prolific speaker; organizing CEO summits, symposiums, conferences, seminars, webinars, and workshops on Virtual Organization Management worldwide. He has evangelized and taught extensively on the subject of virtual organization management to leading corporate executives at Fortune 500 and other leading, blue chip companies worldwide.
He is also a member of Society of Industry Leaders, serving as their sole subject matter expert on virtual organization management.
For over 13 years, he was the founder and head of a national executive search firm whose clientele included Fortune 500 and other leading, blue chip companies nationwide such as Microsoft, Sun America, Allianz, Litton industries etc.
Pierre's connections (24)
| Bambi Francisco Roizen | CEO and Founder, Vator, Inc. |
| Cyril Brignone | Co-founder, Vator, Inc. |
| Kedric Van de Carr | VP Marketing and Business Development, Vator, Inc. |
| Meliza Solan | Producer, VatorNews |
| Roland Vogl | Co-founder, Vator, Inc. |
| Dilek Koseoglu | General Manager / OD-HR and Career Consultant , KADEME CONSULTANCY INC. |
| D. Alan Cooksey | Partner/President, Swinda Entertainment International |
| Ian Bentley | Managing Partner, Lilliput Eastern Cape |
| Claudia Gabriela Mazarin | Video on Demand Technology, xo.d. GmbH |
| Ahmet KUTAY |
View all »
Pierre's comments (20)
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Mark, I agree with your statement "if you live by free, you die by free..", however, that being said, Google Apps is still an "alpha"--not even beta--product and really ought to be free. Our organization uses it and the architecture is a complete disaster. And, by the way, so is their counterpart, Microsoft Office Live Workspace which we also use. The problem with both of these organizations is that they don't have a clue regarding what virtual organizations have a need for and, therefore, fail miserably with the apps architecture.
on Google is learning the reality of free (July 29, 2009)
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"The first order of priority is to accept that it needs to zero in on an identity... any identity." is well said or paraphrased by Bambi. In line with that statement, MySpace can indeed reclaim, if not eclipse, its former position as the leading social network of its time by focusing on re-establishing itself as THE place for social networkers to go in order to learn HOW to leverage the power of the social network to their individual or collective benefit. The reason social networkers eventually abandon these social network platforms is due to a lack of "ultra premium content" instead of a lack of fancy tools and widgets. For social networks, the message of that "ultra premium content" to its members must be centered and focused on "How to Virtual Organize Your Social Network" in order to leverage the power of the social network to your individual or collective benefit. I have been articulating and sending out that message loud and clear, to both social networks and social networkers who either want or care to hear it, through 2 year-round Global-Web-Media-Teleconferences: 1) Content Monetization Strategy for Social Networks, and 2) How to Virtual Organize Your Social Network. The idea behind that strategy is simple. It's not enough to provide the technology since that is only One Side of the Coin. The Other Side of the Coin is learning how to make effective use of the technology for the benefit of the social networkers. Once you satisfy the needs of your members with a 2-Sided Coin through this "unifying theme" and knowledge, your success is guaranteed.
on MySpace 'Peanut Butter' manifesto (July 26, 2009)
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Keith Schorsch should team up with Virtual Organization Management Institute in order to offer its members knowledge on "how to virtual organize their social network" for their individual and collective benefit. The cost to Trusera is ZERO and the direct economic benefit is huge. At the very least, it should give its members that option in order to prevent the shutdown of this valuable service. Trusera has absolutely nothing to lose! We have been trumpeting this option for not only social networks who are on their last gasp but also those who are relatively well-funded by investors. After all, just because you have funding from investors shouldn't automatically exclude other revenue generating options. The bottom line is this: no option should be left off the table. In fact, I just published a very timely article on Vator yesterday titled "Social Network Monetization Strategy: What's Missing?" As well, I have published other articles or papers, and am conducting seminars, on that very subject titled "Content Monetization Strategy for Social Networks" and "How to Virtual Organize Your Social Network" at http://www.virtua...
on Trusera closing down (May 21, 2009)
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I believe that partnering with a content provider that informs-educates users on how to leverage the power of the social network is a much overlooked aspect of a social network's monetization strategy. The primary reasons for that are: 1. The social network provider does not believe that their users will ever purchase content regardless of the nature of the content. Therefore, from a psychological standpoint, you cannot advance an agenda that you don't believe in and which you feel has no chance of success. 2. The internet graveyard is littered with information providers, including prestigious market research firms, who sought to distribute and sell "once valued" "brick and mortar content" on the web and failed miserably. As a result, this false logic has developed in the minds of all current and aspiring information providers: "Internet users will not buy content on the web." This logic assumes that people are rejecting the distribution medium instead of the content. What it fails to take into consideration is that people are not rejecting the distribution medium, they are rejecting the "value" assigned to the content. Their reason is simple AND correct: This information is no longer as valued as it once used to be since most--if not all--of it can now be obtained via the internet free of charge. Therefore, instead of lumping all content into one bag and assume that no one will ever pay for it, the challenge for a social network sitting on top of "hundreds of millions of eyeballs" is to [[ either ]] find and develop the sort of [not yet available] content that their user would be willing to pay for on an "a la carte" basis [[ or ]] partner with such information provider. In the case of social networks, the most logical piece of "information"--not tools--that all social network members are crying out for is: How do I leverage the power of this social network to my individual or collective benefit? For the most part, 98% of these social networkers do not have the answer and, [[for the two reasons previously stated]], no major social network is willing to step up to the plate to provide them with what they truly need. Instead they [social networkers] are being provided with more of the same: free tools, advertising, and a variety of fee-based subscription models. It's a real shame and a huge missed opportunity for all.
on Reid Hoffman on the business of LinkedIn (May 20, 2009)
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I had a real hard time making sense of the connection between our lack of application innovation imagination with respect to the current and future availability of high-bandwidth, the potential for hackers to bring your bandwidth to a crawl, and the need to charge for bandwidth based on usage.
I agree with you with respect to the lack of application innovation part, however, that being said, what does that have to do hackers? Hackers can bring the internet to a crawl regardless of the amount of bandwidth availability.
With respect to charging for bandwidth a la energy utilities style, how would that deter "hackers" who are hellbent on creating havoc? The sort of "disruptive activity" by some thrill-seeking teenager you described can be easily remedied by a simple edict from the broadband provider.
on The first big broadband application (April 16, 2009)
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