New Power by Jeremy Heimans and Henry Timms Summary

New Power examines the seismic shift from top-down "old power" (held by few) to decentralized "new power" driven by mass participation. It explores how digital connectivity enables movements like #MeToo and platforms like Airbnb, emphasizing values like transparency and crowd-driven collaboration. The book provides frameworks for harnessing this shift in business, activism, and governance.

Leaders, entrepreneurs, and activists seeking to navigate today’s participatory ecosystems will gain actionable insights. It’s equally relevant for marketers, nonprofit professionals, and policymakers aiming to leverage collective action or understand digital-age power dynamics. The book suits anyone curious about societal shifts driven by crowdsourcing and viral movements.

Yes—it’s a seminal guide to 21st-century power structures, blending case studies (e.g., Ice Bucket Challenge, ISIS recruitment) with practical strategies. The authors decode how to mobilize communities, making it essential for adapting to rapid technological and cultural changes.

• Old power: Hierarchical, hoarded (e.g., traditional corporations, governments).
• New power: Open, participatory, and channeled like a current (e.g., Wikipedia, Kickstarter).

The distinction lies in control: old power commands, while new power enables and distributes agency.

This framework ranks engagement from passive consumption (e.g., watching a video) to co-ownership (e.g., Wikipedia editing). Successful new power models incentivize higher participation, turning audiences into active contributors—critical for movements like #BlackLivesMatter or platforms like Uber.

• Airbnb: Leverages community-hosted lodging over corporate ownership.
• #MeToo: A decentralized movement amplifying voices via social media.
• GoFundMe: Democratizes fundraising through crowd-driven campaigns.

• Crowdsource innovation: Involve customers in product design (e.g., Lego Ideas).
• Build communities: Foster peer-to-peer interaction (e.g., Peloton’s user groups).
• Share decision-making: Use open forums or voting systems to empower stakeholders.

Some argue it underestimates old power’s resilience in sectors like finance or politics. Others note risks of echo chambers and misinformation in decentralized models. However, the book acknowledges darker applications, such as extremist groups exploiting new power tactics.

Leaders must transition from “castle builders” (controlling resources) to “current builders” (channeling collective energy). This involves fostering trust, enabling peer coordination, and valuing transparency over authority—exemplified by platforms like Patagonia’s environmental campaigns.

New power thrives on shared values like inclusivity and openness. For instance, TEDx’s decentralized event model relies on local organizers adhering to core principles while adapting to regional contexts. Misaligned values can fracture communities, as seen in fragmented online movements.

Platforms like Kickstarter succeed by offering participation value—backers feel ownership in projects they support. This contrasts with old power’s transactional approach, creating emotional investment and viral potential through storytelling and updates.

Nonprofits can amplify impact by mobilizing supporters as advocates (e.g., ALS Ice Bucket Challenge). The book highlights the need to shift from donor-centric models to community-driven initiatives, where participation itself becomes a form of currency.