Reach Out and Touch Everyone: How to collaborate with the WikiWorld.
Macrowikinomics convinces business leaders to get connected, fast
Macrowikinomics is a new book by Don Tapscott and Anthony D. Williams and continues on the journey they led through with the bestseller, Wikinomics. It presents lessons for the world of nonprofit organizations, education, government, interpersonal relationships, communication, media, and commerce. It’s a must-read—a thought-provoking book that will convince you that the world we live in has already shifted and that we’ve all reached the point of no return: we live in a WikiWorld and we all must become WikiCitizens, WikiBusinessPeople, and WikiCollaborators. You’ll also come away with ideas for how to embrace this massive shift and make it work for you and your business.
Design + Develop + Distribute: Now Unmarried for Market Leadership
In the history of capitalism and commerce, nothing has been more fundamental than the notion that the best path for businesses to achieve competitive advantage was to come to market with better widgets: designed by the company team, developed by the company team, and distributed by the company team. In that universe companies created and marketed widgets that became popular, and companies achieved market domination through broad distribution. Greater ideas were a secret weapon, and history proved that Ford’s model T, Sears’ catalogue, IKEA’s furniture, Bayer’s aspirin and Apple’s iPod—all concepts that traded in the currency of developing, owning, and protecting better and proprietary products—would be the blueprints for business success for more than a century.
Enter Don Tapscott and Anthony D. Williams, authors of Macrowikinomics, and get ready to flip your fundamentals off-center. Be prepared to rethink your assumptions, completely, and take a closer look at your business strategy. Read this book—right away—and then go for a very long walk to think about how your company needs to refocus its game plan for achieving competitive advantage. Tapscott and Williams make the case that we’re all moving forward into a world where crowdsourcing, instantaneous global connectivity and collaboration, data transparency, and a general shift toward democratization of what was once proprietary ownership of ideas is about to replace individual invention as the secret sauce that will lead to competitive advantage. In other words, the world has already become a WikiWorld, and we have to equip ourselves to play by a new set of rules.
In a nutshell, Macrowikinomics presents the fascinating history of the forces that led to Wikipedia (a huge encyclopedia of information populated by volunteers around the world), Linux (an open-source software community), Procter and Gamble’s “Connect & Develop” initiative, Novartis’ open publication of their diabetes studies, Galaxy Zoo’s 75 million astronomical classifications populated by volunteers, Napster’s music engine, the X Prize (where contests spur the competitive spirit for invention of unmanned vehicles and other innovations), and InnoCentive (a company that crowdsources ideas to create a “many minds” approach to product development). These forces began as tiny waves in the sea of commerce, where a decision to relinquish complete control and ownership of an idea in favor of a community of input, refinement, and development led—in subtle and not-so-subtle ways—to an openness in the sharing of data, substantially greater degrees of transparency, a major expansion in the reach of research and development efforts, community-designed products, and ultimately the creation of a new rulebook for business leadership. Macrowikinomics begs the question, “If community is involved in reviewing, creating, designing, and contributing to the invention and distribution of widgets, what are the respective roles of the company, the entrepreneur, and the corporation?”
Early Wiki Signs Snowballed into a Seismic Shift in Collaborative Muscle
Looking back on the world of commerce, Tapscott and Williams point to a couple of seminal events that set the forces in motion for what has now become a Macrowikinomic world. First, Wikipedia itself. Taking its name from the Hawaiian word for “fast” (wiki), Wikipedia invited individuals who were experts on a given topic to post in an online encyclopedia and open the entry up for anyone in the world to revise and improve the entry, creating a repository of 17 million articles, all written in a style that attacks the old notion that the relative value of a handful of encyclopedia writers and editors trumps the collective wisdom as creating the superior encyclopedia of knowledge. In fact, the crowd won—giving us better content, more global reach, instantaneous peer review—and the new rules for the power of collaborative creation were set in motion.
The Tapscott-Williams team also points to forces like Linux, an open-source software community, where code was not hoarded and protected, as was the case in traditional information technology models. They address a fundamental set of new issues about who will thrive and who will die in this new Wiki world order:
“(Linux) continues to raise a number of important questions…If thousands of people can collaborate to create an operating system or an encyclopedia, what’s next? Which industries and which aspects of society might be vulnerable to mass collaboration and which organizations might be positioned to benefit? Should smart managers try to bury the phenomenon, the way the music industry has tried to quash file sharing? Or can they learn to exploit the creative talents that lie outside their boundaries, the way technology giants like IBM, Google, and others have harnessed open-source software?” (Tapscott and Williams, Macrowikinomics; New York: Portfolio Hardcover, 2010, 69.)
In 2006, Jeff Howe published the article, The Rise of Crowdsourcing, in Wired Magazine, and laid the
Wired Magazine introduced "crowdsourcing" into the lexicon
groundwork for a new business dynamic where crowds replaced individuals as the primary business innovators and accelerators of commerce. The subtle shift from “outsourcing”—where companies engage many people outside their company to extend their internal workforce—to “crowdsourcing”—where individuals who were not specifically employed to work on the problem still contributed to the solution—chiseled away at yet another assumption about how to achieve the best business result. If the central core of a corporation relinquished control over how a new widget was created and distributed, what would evolve as the new role (and value) of the corporation?
Tapscott and Williams take us on a journey to answer that question, by tracing the roots of “Connect and Develop,” the 2005 initiative declared by CEO A.G. Lafley as Procter & Gamble’s radical new approach to research and development. Through that hallmark program, P&G wagered a bet that fifty percent of its new products would come from outside their hallowed R&D chambers by the year 2010. Lafley placed Procter and Gamble’s stake in the ground in favor of the power of 1.8 million potential sources of crowdsourced new inventions and against its internal R&D team’s ability to achieve the same level of competitive innovation. According to Macrowikinomics’ analysis, this corporate crossing of the Rubicon foreshadowed lessons for all of us in the world of business:
“. . . [P&G] needed to think very differently about innovation. Rather than invent everything in-house, no matter what the cost or effort involved, P&G could scour the globe for proven products and technologies that it could improve, scale up, and market, either on its own or with its business web. And rather than try to employ a vast multitude of researchers full-time. . .it could seek to leverage other people’s talents, ideas, and assets quickly and move on.” (Tapscott and Williams, 73.)
With this one declaration, P&G squeezed the “tube of toothpaste” that was business differentiation and created an environment where the idea itself need not be created by the corporation anymore, but by the Wikiworld. And the value in the equation squeezed away from the corporation as the sole idea generator to the corporation as master leverage king of the ideas of many.
Macrowikinomics takes the reader on a journey that connects the dots from the world of Citizen Kane, where control was central to media dominance, to the world of the Huffington Post, where 150 paid staff members serve as a central clearinghouse for two million contributions per month, many contributed by 12,000 “citizen journalists.” With example after example of Wiki-style collaboration and contribution, this book makes the case for “new fundamentals,” where the power and pull of invention is shared by many and business leaders need to learn to tap into the wisdom of the crowds to invent, discover, weigh in on, collaborate on, and virally spread ideas for commerce in the future.
Citizen Kane--dethroned by citizen journalists
No Turning Back: Citizen Journalists Have Dethroned Citizen Kane
Whether or not all business leaders embrace the signs of the Wiki fundamentals the way that Procter & Gamble have, Macrowikinomics offers us all a new set of organizing principles for what it will take to achieve competitive advantage in the future:
1. Mass collaboration and mass competition are here to stay. The XPrize will continue to spur new solutions to problems and InnoCentive will lead to other companies that facilitate mass contribution to commercial challenges.
2. Business leaders need to put their own internal research and development efforts up against a crowdsourced marketplace’s capabilities. A product manager can use social media for input on innovations to magnify their market research, and a CEO can reach out to a global market for input on best practices.
3. Heads of companies used to trading in the currency of “trade secrets” as their killer app will have to confront the inevitable power of transparency and reflect on how to maintain competitive advantage if part of the platform is open to many (like the apps on the iPad—apps developers make money and so does Apple).
4. The genie is out of the bottle and there’s no turning back. Music studios will never own the music industry again; citizen journalists have dethroned Citizen Kane.
Conclusion: Tapscott and Williams Have Analyzed Today’s Wiki Realities from a Compelling, New Vantage Point
Macrowikinomics provokes divergent reactions. For example, according to the book, everyone in business will be under the scrutiny of many eyes around the globe based on the immediacy of information exchange. At the same time, business leaders can use that same speed of exchange and global reach to fuel their competitive advantage.
No matter what way readers react to Macrowikinomics, they will be compelled to rethink the fundamentals of what puts their businesses at the top of the heap, and to invent a dynamic way to incorporate the power of the Wiki into their corporate vision.
Tapscott and Williams have read the tea leaves. They’ve built on their original observations from their 2007 bestseller, Wikinomics, and provided a context for all of us to interpret and apply the future that is now upon us. They’ve nailed the notion that MacroWiki principles like collaborative innovation are “killing the old-hardwired ‘plan and push’ mentality taught in business schools.” (Tapscott and Williams, 25). Tapscott and Williams have even applied the lessons to the creation of their own book, citing the contributions of nGenera’s far-reaching research community as well as hundreds of content reviewers and an online challenge that led to the name of the book itself.
These authors and business wisemen have set the wheels in motion for the next frontier in business where intellectual property goes from king to knave, and the value of a company, an entrepreneurial enterprise, or even a large corporation shifts from “we invented it” to “we discovered it, distributed it, and tapped into the consumer needs,” more powerfully than the other guys did.
Read the book. Then, rethink the next decade of your business.
Reach Out and Touch Somebody's Hand
Reach out and touch
Somebody’s hand
Make this world a better place
If you can
Reach out and touch
Somebody’s hand
Make this world a better place
If you can
New times, new skills for leaders: How to curate the crowd to drive business growth
Until recently, leadership models featured a heavy dose of character and charisma-building tips (for inspiring others), sport-analogy-filled guidance (for leading teams) and mindfulness (for thinking deeply before acting). Because companies were thought to be a combination of well-oiled and efficient machine + high performing competitive team + congregation of loyalists + inspired assemblage of visionaries, their leaders had to be well-equipped to handle all of the twists and turns associated with each of the business models and learn to be tough, popular, in-touch, inspiring, insightful, and forward-thinking, all at once.
New Times call for new leadership models beyond "Father Knows Best"
Get Ready to Lead Differently in 2011
But, these are new times. As we turn the corner from 2010 to 2011, we are less likely to need the skills of a 1950s father (who knew best) and more likely to find inspiration from the talents of a fine editor + conductor + moderator + curator—someone who assembles the very best ideas, innovations, people, and processes, and molds them into something that drives the company forward.
To prepare to be great leaders in the coming year, we need to turn up the volume on an entirely different dynamic—the dynamic of the crowdsourced world, where everyone’s input in the webosphere is visible to many (like customer comments on Yelp or TripAdvisor) and where ideas for our next business innovation can be inspired by brilliance among many, sometimes outside our own organizations.
Learn to Curate the Voices of the Crowd
Worst nightmare: a crowd of Homer Simpsons designing a power plant for my neighborhood
Crowdsourcing is a term that was coined in 2006 by Jeff Howe to describe the phenomenon where the wisdom of crowds drove innovation. I’m not a fan of asking everyone to vote or contribute to everything as a way to build a compelling business strategy. (Worst-case scenario—a crowd of Homer Simpsons designing a nuclear power plant in my neighborhood.) But, businesses preparing for 2011 need to get with the program and try at least one crowdsourced initiative (even on a small scale) to test “the power of many” as a source for ideas somewhere within the organization.
There are entire business models based on crowdsourcing and large-scale polling, like Victors and Spoils, an ad agency that sends creative projects out for bid to people all over the world, InnoCentive, that creates contests to solve problems, and Wikipedia, that relies on contributions of everyone to hone their encyclopedia’s content. And, there are tools like Quirky that help a crowd to collaborate on a group-led design of a product. Quirky’s crowds have already designed grocery store bags that don’t squish or break tomatoes, iPad cradles, and composters.
So, what’s the role of a leader in this new world of many voices? Our recommendations are simple:
- Put crowdsourcing on your 2011 to do list.
- Identify an area in your company where casting a wider net of input could lead to a better widget or where reaching out to your customers could provide valuable insights, before you set out on a new course.
- Commit to a small-scale, crowdsourced project.
- Develop your own list of leadership attributes that make you great at listening to new voices and responding to crowd-inspired ideas.
Let the crowd’s voice be heard—what are the traits that matter when you’re the curator, and not the one who always knows best?
MUSICAL CODA
New Times by Violent Femmes
- Violent Femmes: New Times
Good morning. Good morning. Good morning.
I’m the guard. At one time
This was rather pleasant
The poets they still had to muse
Over the classicism of clean shoes
But who today still knows a button stick
Well, that’s the new times
That’s the new times
That’s the new times
Keep up (don’t give up): How to take a tech trend-based work-ation
Last week, we talked turkey; this week, we get ready for the reindeer games.
'tis the season for reindeer games and...tech trends
But, there is still time to sneak in a couple of work-ations before the year is over—extracurricular explorations that can set us up for success in 2011. Work-ations are creative excursions (either actual trips or virtual dives) designed to inspire us, and help our companies get a jump on some of the trends that could kick-start revenue growth.
Today’s work-ation list focuses on one of the most important (and, sometimes overwhelming) trends that everyone in business absolutely must pay attention to: technology innovations. How do you dig into what’s new and match the tools to your business concerns?
WARNING: TECH TRENDS CAN BE OVERWHELMING AND POSSIBLY LEAD TO PARALYSIS
A friend recently visited a whiz-bang tech shop in Los Angeles and came away saying, “I don’t know if I should keep up or give up.”
We can't afford to give up
The truth is that we can’t afford to give up. We can all jot down a problem that’s keeping our company from moving forward, and design a work-ation refresher course to study someone who’s tackled that issue using technology.
A WORK-ATION IDEA INSPIRED BY TECH INNOVATIONS AN IDEA TO GET YOU STARTED: GEOFENCING
Trend-related work-ation task: Learn about geofencing.
It’s the next wave beyond zip codes and Groupons and Foursquare and SMS text messaging and Google maps. Geofencing is the power to know where your customers are (physically) and their permission to customize offers to their (almost) every move.
With geofencing, a company like North Face or REI can ask a customer for permission to send out customized SMS text messages with offers that match the customer’s location. If I live in California and fly to Denver, REI or North Face can greet me with a text message that says: “snowboard rental discount available at these Denver locations.”
OK, it sounds 95% creepy (Big Brother is watching) and only 5% cool (Wow, someone knows where I am and is meeting my immediate customer need).
Geofencing is less Big Brother and more "We're Here for You."
But the ability to take customer intimacy and responsiveness to a new level definitely offers any business leader inspiration for amp-ing up his/her definition of “customer responsiveness.”
If we’re still stuck with an old-fashioned approach to coupons based on a static location-based offer (like for a free dessert at a restaurant in zip code X based on the fact that the customer lives in zip code X), we’re missing one of the biggest lessons we can learn from companies like Placecast and others taking advantage of the geofencing trend: our customers move around so our businesses needs to customize our relationships with them so that we’re where our customers are. All the time.
TECHNOLOGY HAS ALLOWED US TO SHIFT BUSINESS FOCUS FROM WHERE OUR CUSTOMERS LIVE TO WHERE THEY ARE (RIGHT NOW)
The shift from direct mail coupons to Groupons to geofencing is sort of like the shift from calling people’s houses (land lines) to calling people’s ears (mobile phones). Our places are no longer static, and zip codes are no longer the sole definition of where our customers need us.
Get a move on tech trends for your business.
Which technology trend will be on the back of your envelope this week and which work-ation will you schedule to catch up on the tech trends and contemplate your next moves in 2011?
Josh Kelley: Follow You
MUSICAL CODA
Follow You
by Josh Kelley
Everybody tells me I am wrong
When I know I’m not
Something in me moves me to be strong
Cuz its all I got
But I don’t know what to say
When you ask me everyday
My mind won’t let me play
The thought of you
The thought of you
So tell me what you need
I’m getting stronger
If you will help me see
It won’t be long now
Its time for you to leave and I will
Follow you follow you
Dora the (Business) Explorer: How to plan work-ations that will grow revenues, part 1
November means it’s time to think about turkey and very soon about mistletoe. But, in our business lives, we translate this time of year into pressure for Q4 results, with next year’s Q1 expectations looming in the not-too-distant future.
'Tis the season...
In companies all over the country I hear quiet cries for help: 2010 has been a challenging year for many industries with the impact of low interest rates haunting some businesses, not-yet-recovered consumers challenging others, and global pressures hitting us all.
The world of commerce isn’t for sissies, so we can’t afford to quake, tremble, or stay put very long. It’s time to rally once more before the end of the year and take action.
Q4 expectations
What would be the most powerful thing a business leader can do before year-end? It’s probably too late to change course too dramatically for the next eight weeks (although sales forces can perform their final rally to reel in some fence sitters). But, it’s not too late to get creative. In other words, to carve out time to ask ourselves if a fifth grader were going to end the year with a bang, WWAFGD (What Would A Fifth Grader Do)?
The answer is clear. Take a field trip.
In business, we should create our own versions of what kids know naturally (and, what one of the folk heroines of the younger set, Dora the Explorer, demonstrates) when we’ve had too much reading, writing, and arithmetic. We need to change scenery for awhile and get ourselves re-stimulated. We need to arm ourselves with curiosity, questions, fascination, and in Dora’s case, a monkey and a backpack, and hit the road.
- Dora the Explorer says, “Pack your backpack!”
We need to plan at least 2 work-ations (vacations without the long flights) that will get our juices flowing about new ways to tackle our vexing issues. This week and next, I’ll share some of my recommendations, but the rules for why and how to “work-ate” are:
- Why: Businesses learn from cross-industry insights. Studying another company’s approach to building consumer loyalty can inform our own and we can adopt someone else’s ways to kick up our offerings a notch.
- How: Pick a company that rocks at something you’re trying to get good at. Ask yourself where your business is stuck and think about who’s doing a killer job in that arena. Then, go and visit (informally or by appointment—both approaches have merit).
Top Ideas for Work-ations to End 2010 with a Bang
(Part one this week; part two after Thanksgiving.)
1. Vexing issue: Customer loyalty.
Work-ation idea: Cooper’s Hawk Restaurant and Winery (Chicago)
Cooper's Hawk: hot concept for cross-industry immersion
I walked into this restaurant-qua-winery-qua-wine-bar and experienced unbelievably memorable service. The place boasts a cool environment with over-the-top customer focus. But wait, there’s more. It turns out that even at a time when many restaurants at this price point are struggling, Tim McEnery has created much more than a fantastic service model. He’s actually built a very loyal following with thousands of diners joining their wine club, and coming in every month to claim their (very affordable and great) bounty. You figure out the math. No wonder they won the Hot Concept award in 2010.
2. Vexing issue: Brick and mortar real estate.
Work-ation idea: Pop up stores (Dick’s Sporting Goods in Pittsburgh, Toys R Us Express 600 locations nationwide)
It was only a matter of time before commercial rents squeezing from one side of the vise grip and internet sales pushing from the other would yield a smart alternative to fixed rent—the popup store. It’s like the compactness of a cool Airstream trailer with the merchandising spirit of Barbie’s Dream House.
Pop-up stores: Brick-and-mortar meets Just-in-time
All accessible with updates via Twitter and other social media, many designed to be highly seasonal. Check out an example like Scratchproof Jackets in Sacramento California, Dick’s Sporting Goods in Pittsburgh, or Toys R Us, and be prepared to be inspired.
3. Vexing issue: What is the value of social media for business?
Work-ation idea (stay at your desk for this one): Follow some people on Twitter.
We’ve all heard opinions on two extremes of the social media spectrum. On the one hand, we see those fifth graders removing vowels from the words “Oh,” “My,” and “God,” and sending what we dismiss as meaningless drivel to each other, nonstop. On the other hand, we see that Martha Stewart has started to tweet. An easy work-ation idea—follow a couple of people on Twitter for a day (http://www.youtube.com/watch?v=FsFmaCEOqyw&feature=related). Below is a short video that gives the overview for business and http://www.associatesdegree.com/2009/09/14/100-best-twitter-feeds-for-savvy-business-students/ gives you a great list of Twitter hotspots to follow, like @mint and @zappos and @richardbranson.
http://www.youtube.com/watch?v=gUhfDpCHeZ0
OODA
Dora the Explorer
Do-do-do-do-dora!
Do-do-do-do-dora! Let’s go!
Dora, Dora, Dora the explorer!
DORA!
Boots and supercool exploradora!
Grab your backpack! Let’s go! Jump in! Vamonos!
You can lead the way! It’s Dora, the explorer.
If you’re stuck, mix it up: How (and why) to have an “interesting” conversation
At TEDxSanDiego, everyone took part in a novel experiment designed to track conversations throughout the day, partly to encourage the speakers, audience, performers and sponsors to mix and mingle in new ways, and partly to look at how the interactions at a TEDx event might be different from traditional networking. What kinds of questions would lead to the most “interesting” conversations? And, what can business leaders learn from an informal social experiment dedicated to tracing the intersections of people at a conference?
Jack Abbott (TEDxSanDiego) and Marty Cooper (speaker) engage in an interesting conversation
Business leaders who are stuck can solve problems by not focusing directly on their problems and instead focusing on discovering new insights from experts in other fields.
Here’s the in-a-nutshell version:
Lesson #1: Creating a breeding ground for “interesting” conversations involves some engineering of diversity—gather people together with the specific purpose of cross-disciplinary expertise.
Lesson #2: Putting yourself into a discovery mode, where you’re learning about a new field, creates a different spark than a networking mode or a day-to-day, problem solving mode.
Lesson #3: Business leaders can benefit from this spark of discovery—by opening themselves up to new insights about trends, shifts in customer preferences, and new technologies and products on the horizon. [For example, if you’re working on software solutions for schools, talk to a 10 year old about what games they’re playing.]
Interesting conversations can become the catalyst for corporate insight.
How to Engineer Interesting Conversations
How do you have an “interesting” conversation these days? How do you put yourself into a situation where you’re learning not telling? How can business leaders apply the results of the TEDxSanDiego informal experiment?
For corporate teams that are stuck and looking for new direction, the TEDxSanDiego experiment offers an interesting insight into a powerful skill that any business leader can use to expand his / her perspective. Here’s how it worked:
- Everyone at the TEDxSanDiego conference was asked to list the topic they were most passionate about: Technology, Entertainment, Design, Entrepreneurism, Innovation, Community, Sustainability, Philanthropy. The audience and speakers were selected to represent a good cross-section, to make sure there was representation in the room from every field of interest.
- Throughout the day of programming (22 speakers, performers, videos) everyone was asked to interact with people they didn’t know already and to name 3-5 people they didn’t know prior to the event with whom they engaged in an “interesting conversation” throughout the day.
- James Fowler, Robert Bond, and Chris Fariss (the team of researchers from UC San Diego) mapped the interconnections.
The assumption had been that some patterns would emerge, with the most likely outcome being that people would group according to the birds of a feather rules—people with similar interests would gravitate toward each other–the way that jocks, debate team members, and drama club thespians would interact at a high school reunion.
And the answer is…no interaction pattern is a significant finding.
At TEDx San Diego, something very interesting happened. At the end of the day, no pattern emerged (see the map below.)
James Fowler's Map of "Interesting" Conversations
Technology folks mixed with Philanthropy folks. Ecologists linked up with Entertainers. Innovators connected with community organizers. The data looked absolutely nothing like the high school reunion of stereotypical cliques.
Instead, the array of conversation mapping looked like 52-card pickup.
And, people found those cross-expertise conversations extremely interesting.
The data array looked like 52-card pickup
Let’s remember that the Conversation Mapping experiment was designed to encourage cool discussions during breaks. And let’s remember that the TED conferences are specifically created to encourage cross-disciplinary thinking. So, the deck was stacked a bit.
But, it got me thinking.
Are there some times when we, as business leaders, need to shake things up a bit?
Are there times when we’re out of touch with trends and need to get together with some new people and enter “discovery mode”? Are there ways to orchestrate a setting where we interact with a diverse collection of people with very different perspectives from ours, and ask great questions, listen with tremendous interest, and learn about fields that are totally outside of our day to day knowledge base?
What was the best way to engage in these “interesting” conversations?
Follow these steps to broaden your horizons:
- Think about your hunches about where you’re currently challenged in moving your business forward. (For example, how to build healthcare facilities smarter and better in the future.)
- Envision a group of people whose perspective could add insight (For example, bringing in an expert from Qualcomm to talk with your healthcare architects.)
- Engage in “interesting” conversations, where you discover what’s keeping them up at night, what’s exciting them, what they see on the horizon in their world.
- Take it all in. Sleep on it. Don’t focus on the problem at hand.
- Eureka…you’ll have an insight in a few weeks based on seeds that were planted during these interesting conversations. (For example, wireless innovations could lead to remote diagnostics and a redesign of your laboratories.)
If you’re stuck, mix it up.
Eminem: Mix 'Em Up
Big and some Pac and you mix them up in a pot
mix them up in a pot, mix them up in a pot
Take some Big and some Pac and mix them up in a pot
mix them up in a pot, what the f- do you got?
(Fifty!)
It’s Big and some Pac n u mix em up and you got, juggernauts of this rap sh–, like it or not
Find Your Next. 