Some months ago, in one of your initial E-conversations with me, you gave me a detailed description about your plan and vision for Dadamac. We also talked about building a roadmap for the future.
This week, as I was reading an interesting piece about the virtual organisation on the Economist website, it struck me that Dadamac probably has all the makings of becoming one.
In the coming years, Dadamac will be driven primarily by mobile assets like people, knowledge and information. I call people mobile assets since those working for Dadamac (either as full time workers or consultants) won't be stationed in one place. They will be spread out across the world, trying to pitch in with their intellectual capital, ideas, solutions, and networking and fund-raising potential .
The way I see it, Dadamac will spread itself like a cloud office of sorts (the cloud denoting all the resources stored somewhere on the web, which can be accessed and fed into by its community). It will be a nimble organisation, where responsibilities travel across people and resources--and not the other way around--in trying to solve the problems faced by communities in Africa (and who knows Asia too).
But the most important thing while chasing the vision is to build a core competency for the organisation. So the obvious challenge for the organisation is to first create value for itself by creating that competency. The stronger Dadamac's core competency, the more virtual it would become. What do you think?