Anthropreneur

Wings of the Rockies Air and Space Museum in eastern Denver is a hangar full of military airplanes and their 24-cylinder engines. Run by volonteers, who fight for every dollar they can make off of entrance fees and merchandise and for every second of your time, the museum nevertheless is full of pride and passion. An elite sphere of life, air-and-space industry is responsible for a number of consumer innovations. The museum prides on first making it possible to accomplish a round-the-world flight in only 37 hours and then bringing to people’s homes GPS, computer chips and space blankets. A pair of Ray-Ban aviators from 1937 constitutes one of the iconic items of pop culture that can be seen on U.S. generals as well as on pow-wow dancers. I was suprised not to find WD-40 among the

examples. (Since 1953, this magic lubricant developed for the NASA achieved almost 100% awareness among the consumers, while yielding niche markers such as sailing and the military to more specilaized products such as McLube, PB Blaster, etc.) In Supercapitalism, Robert Reich documents the process by which

technological innovations originally developed for the needs of the military and NASA poured into the consumer market in the 1970s. Internet was one of them. (I remember Gene Parta of Radio Liberty/Radio Free Europe recalling that there was an e-mail system installed between the divisions of this Cold War propaganda radio station in the 1980s, long before e-mail became a consumer product.) The importance of the collapse of silos between the military and commercial departments for the marketplace is hard to overestimate, for it resulted in the unprecedented empowerment of the consumer against the employee and the disintegration of the traditional corporation and the trade-union. Swiss Army knife, aviator jacket, camo style backpacks, pants and jackets, Commander’s watch (komandirskie chasy) in Russia among others, are some of the more supreficial retail examples of military chic.

I was thinking again about my old days as an Indianist in Russia. These memories came to me at an opportune time as I was reading Wipperfurth’s Brand Hijack. Apparently the phenomenon of co-creating the brand is at least one hundred years old and Native Americans pioneered it. However one may ask who’s calling the shots here – Europeans (the fan club, the consumers) or Indians (the tribal brand, the producers). As Native Americans were diminishing in numbers in the late 19th century and widely conceived of as a vanishing race, sympathetic white Americans and their acculturated Indian collaborators initiated a long-term branding campaign by highlighting tribal untarnished purity, aesthetic simplicity, military prowess and spiritual depth. Through the medium of Buffalo Bill shows, arts and crafts exhibitions, museums, performative arts (music, theater), fiction books, ethnological monographs, newspapers and movies, the tribal brand went global. For many modern American Indians the goal is to reclaim its brand without losing the national and international cache that this unique branding campaign has generated. The relative autonomy of tribal lands, their tax-free status and the concurrent phenomenon of Indian casinos exists thanks to the efforts of such a powerful Indian afficionado as John Collier, the architect of the Indian New Deal in the 1930s. The recent Declaration of Rights of Indigenous People (adopted by the general Assembly of the United Nations on September 13, 2007) legitimized collective rights of tribal peoples worldwide, again thanks to the many decades of promoting Native American cultures as possessing inherent group values. We may redirect this observation to answer Ronald Coase’s dilemma, namely why there are companies and corporations in the first place instead of just networks of self-employed and mutually contracting individuals. Transaction costs is one thing. But it is not even marketing or management, it is a survival strategy. Read Piotr Kropotkin on mutual aid or W.D. Hamilton on kin selection. But then comes Ross Mayfield with his thesis that social networks increase choice within companies and drive efficiency. They decentralize companies, flatten internal hierarchies, relax corporate culture, break corporate silos, intensify exchnages between system and its environment, unleash creative potential and thus increase profit. Maybe that’s what happened to such recent tribal brands as the Pequots. Indian tribes used to attract philanthropic support aimed to preserve their ancient cultural core; now their casinos generate tons of revenue and move these ancient cultures into the future. The dialectics of survival: from corporations to networks and back.