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16 min 08 sec
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New Power: How Anyone Can Persuade, Mobilize, and Succeed in Our Chaotic, Connected Age

Shows how digital connection shifted power from people who hoard it to people who invite others in. It explains how to spread ideas, build crowds, keep communities balanced and lead by blending old and new power.

Table of Content

If you persuade people by broadcasting a message and waiting for them to comply, you are using a kind of power that is losing ground. In New Power, movement builder Jeremy Heimans and arts leader Henry Timms argue that digital connection has moved influence away from those who hoard it and toward those who can get many people to take part. Old power sits at the top of a pyramid and gives orders. New power runs through networks, rewards sharing and expects openness.

The authors do not declare a winner. They argue that anyone, from a patient to a pope, can now persuade and mobilize, as long as they understand how participation works and when to mix it with old top-down strengths. Along the way you get a simple map for sorting any company or movement and a test for whether an idea will spread. There is also a five-step method for building a crowd, plus three moves that set modern leaders apart.

A woman with lifelong epilepsy found the treatment her own doctor never mentioned. Her story shows what changed when connection lowered the walls around power, and why people no longer accept the roles they are given.

Secrecy, rivalry and membership cards once looked like sensible business. Today they can push people away. The authors trace the fault lines between two value systems, starting with an argument familiar from any family dinner.

Apple, one of the most advanced companies alive, turns out to run on very traditional power. A simple four-corner map explains why. It also shows where Facebook, Patagonia and a protest movement belong.

A slogan everyone remembers can still go nowhere. A charity stunt with buckets of freezing water reveals the qualities that turn a memorable message into one that people carry for you.

A dating app, a remixable logo and a hijacked charity auction each show one step in turning scattered supporters into a crowd. The authors note that two of these steps, lower and move, work poorly on their own.

A teenager’s makeup channel and a split of ad money reveal the tension inside every online community. Owners, members and star contributors want different things, and losing any one group is expensive.

The most viral video in the world nearly wrecked the charity that made it. Its mistake, and a quirk involving flat-pack furniture, show what keeps a community steady when sudden attention arrives.

A pope washing a refugee’s feet and a Spanish politician who started out on a TV show point to a new style of leadership. It keeps some old tools and adds three new ones.

New Power does not end with a simple verdict that new is good and old is bad. The authors grant both sides strengths and weaknesses. Occupy found consensus and major changes hard to reach, while Apple runs as a castle. What has changed is that connection gives almost everyone the means to organize, and people now expect a part to play. Influence goes to those who offer one.

That makes the book a set of habits more than a theory. Before something goes out, check whether people can act on it, pass it through their networks and make their own version. Notice when an organization’s stated values and its real structure pull apart. Find the connected people who already share your cause, and make joining as easy as a swipe. Give your most committed members a real stake, the way YouTube shares ad money with its creators.

Letitia Browne-James did not wait for her doctor to offer something better. She joined a crowd of strangers, learned from them and changed her own life. That is new power at its smallest scale, and it is open to anyone willing to invite others in.

About this book

What is this book about?

Companies, governments and churches used to run like machines. A few people at the top decided, and everyone else complied. Jeremy Heimans and Henry Timms argue that digital connection has broken that arrangement. People now expect to take part, and the organizations that thrive are the ones that let them. The authors contrast old power, which is centralized and secretive, with new power, which is networked, collaborative and transparent. They sort organizations from Apple and Patagonia to Facebook and Occupy by their values and by their structure. Often, they show, blending the two works better than picking a side. Readers get working tools. There are three qualities that make an idea spread, added to the classic recipe for making it stick. There are five steps for building a crowd, and a triangle of owners, participants and super-participants that every community must keep in balance. Finally, there are three moves, shown through Pope Francis, that mark a modern leader. The stories range from a patient with epilepsy who found a treatment her doctor never mentioned to the Ice Bucket Challenge and a viral video that backfired on its makers.

Book Information

Rating:

Genre:

Management & Leadership, Technology & the Future

Topics:

Influence, Internet & Society, Power Dynamics

Publisher:

Penguin Random House

Language:

English

Narrator:

Laura

First published:

April 3, 2018

Pages:

336

Length:

16 min 08 sec

Get the book:

Amazon

Who it's for

  • Founders and marketers

    Founders and marketers whose campaigns get noticed but never grow into a movement.

  • Managers weighing shared control

    Managers in traditional institutions deciding how much control to share with staff and customers.

  • Organizers and community builders

    Organizers and community builders trying to keep members, star contributors and outsiders on their side.

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About the Author

Jeremy Heimans

Jeremy Heimans co-founded Purpose, a New York organization that builds and supports social movements around the world, and the Australian political group GetUp. Fast Company named him one of its Most Creative People in Business, and the Ford Foundation gave him a Visionary Award. Henry Timms was executive director of the 92nd Street Y and ran Lincoln Center as president and CEO from 2019 to 2024. He has also been chief executive of the Brunswick Group, and in 2022 he received an OBE for his work in the arts and philanthropy. Their idea of new power appeared in Harvard Business Review and in a 2014 TED talk.

Ratings & Reviews

Ratings at a glance

4.5

Overall score based on 21 ratings.

What people think

Listeners find this work remarkably informative, detailing shifts in influence using real-world case studies, and value the approachable and captivating prose. The material is considered intellectually stimulating; specifically, one listener noted its profound perspective on modern methods for driving change, while another observed its success in depicting significant power structures. Additionally, the core premise and financial value earn praise, though reactions to the storytelling are divided among listeners.

Top reviews

Leo

Finally finished this deep dive into how influence actually moves in the digital age, and it’s a total game-changer for anyone in leadership. Heimans and Timms articulate that 'New Power' isn’t just a buzzword but a fundamental shift from closed, top-down hierarchies to open, participatory crowds. I found the distinction between Old Power (the Harvey Weinstein types) and New Power (the #MeToo groundswell) incredibly clarifying. It's not just about technology; it’s about the values of transparency and collaboration that define our current era. While some might find the anecdotal storytelling a bit dense, the way they break down the ACE framework—Actionable, Connected, Extensible—provides a tangible roadmap. To be fair, some of the corporate examples felt a bit like hindsight, but the core theory is robust and timely. This is essential reading for anyone trying to navigate the messy reality of modern mobilization and brand building today.

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Ratchanee

The transition from 'made to stick' to 'made to spread' is perhaps the most important takeaway from this entire work. For years, we focused on making messages memorable, but Heimans and Timms argue that today’s power lies in making messages customizable by the crowd. The contrast between Pepsi’s tone-deaf Kendall Jenner ad and Oreo’s quick, participatory response perfectly illustrates why old-school control is failing. Truth is, we are living through a period where the 'few' can no longer dictate terms to the 'many' without a backlash. The authors do a fantastic job explaining how 'New Power' is bottom-up and peer-driven, rather than top-down and jealously guarded. While the political leanings of the writers are evident, the structural analysis of how movements like #GivingTuesday gain momentum is invaluable. If you want to understand why some things go viral while others flop, this provides the best intellectual framework currently available.

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Chee

Wow, this really changed how I view my own agency in the world. For so long, power felt like something reserved for the 'few' in faceless corporate boardrooms, but Heimans and Timms show that it's now something we can all tap into if we understand the new rules. The concept of 'New Power' is so inclusive and empowering, making the case that bottom-up movements are the future of everything from business to activism. I loved the story of #GivingTuesday and how it morphed into a global phenomenon through simple, extensible ideas. Not gonna lie, it’s a bit idealistic, but we need more of that kind of thinking right now. The authors’ conclusions about finding a balance between old and new power structures seem incredibly accurate for today's climate. It’s a deeply insightful read that left me feeling more connected and motivated than any other business book this year.

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Ladawan

Picked this up on a whim after seeing it on several 'must-read' lists, and I’m glad I did. As someone working in community management, the insights into how people organize online felt incredibly authentic and actionable. The book explains why traditional 'Old Power' structures—those closed, inaccessible castles—are struggling to survive in a world where everyone wants a seat at the table. Not gonna lie, some of the examples, like patients using WebMD to challenge doctors, felt a little bit shaky from a scientific standpoint, but as a sociological observation, it’s spot on. The writing style is engaging and accessible, avoiding the dry academic tone that plagues many books on power dynamics. My only real gripe is that it leans a bit too heavily on 'tech-optimism' without fully addressing the darker side of mob mentality. Still, the value for money here is high because it forces you to rethink how you lead and interact.

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Matteo

Power isn't what it used to be, and this book is the manual for the new version. The authors have crafted a convincing argument that the old ways of climbing ladders and hoarding favors are being replaced by a more fluid, participatory model. I loved the breakdown of the 'Crowd Leader' who makes themselves smaller to make their followers more powerful. It's a refreshing take on leadership that feels very timely given the current state of social movements. To be fair, the storytelling can be a bit hit-or-miss, and some sections felt much more researched than others. However, the core concept of 'New Power' as something actionable and connected is impossible to ignore in our current social media landscape. It’s a thought-provoking read that will definitely spark some intense discussions in your next team meeting, even if you don't agree with every single case study presented.

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Sing

Ever wonder why some social movements take off while others fizzle out within a week? This book answers that question by introducing the 'Power Navigator,' a 2x2 matrix that helps you understand where you stand in the shifting landscape of modern influence. I found the discussion of Black Lives Matter as a case study particularly illuminating, even if the authors didn't dive as deep into the long-term results as I would have liked. The writing is snappy and keeps you moving, though some of the anecdotes feel a bit one-dimensional. In my experience, the best part of the book is the glossary and the practical tools you can actually apply to your own projects. It’s a very informative look at how to bridge the gap between elitist structures and the connected many. Definitely a solid choice for any modern campaigner or advocate looking for fresh ideas.

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Pichaya

This is one of those business books that starts with a brilliant premise but drags its feet halfway through. The central argument regarding the democratization of influence is fascinating, particularly the comparison between the Obama and Trump campaigns as different manifestations of New Power. However, the authors fall into the common trap of filling pages with endless case studies that eventually feel repetitive. Look, the 2x2 matrix is a helpful tool for categorizing organizational styles, but I didn't need twenty different examples of startups to understand the point. It feels like a brilliant Longreads article that was stretched into 300 pages to satisfy a publishing contract. Personally, I appreciated the glossary at the end, yet I struggled to stay engaged during the middle chapters where the storytelling became a bit too self-congratulatory. It’s worth a skim if you’re into sociology, though you might find yourself nodding off.

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Yui

As a study of communication, this is top-tier, but the constant political jabs were a major distraction for me. I believe the authors could have proven their points about power dynamics without constantly digging at specific politicians or taking sides in the culture war. It felt a bit like the NFL kneeling controversy—a platform being used for a personal agenda rather than the stated subject matter. That said, the actual framework for 'New Power' is brilliant and very informative for anyone trying to build a brand or a movement. The truth is, the world is shifting toward a model where 'Old Power' institutions are losing their grip, and the authors capture that shift perfectly. If you can look past the obvious bias, there are some deep insights here about how to harness collective energy. Just be prepared for some eye-rolling moments if you don't share the authors' specific worldview regarding recent elections.

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Adam

Got to the end and realized I could have probably just read a few long-form articles and gotten the same info. While the theory of 'Old Power' vs 'New Power' is sound, the book feels like it was written by the same people who make Buzzfeed listicles. It’s very fast-paced and uses catchy acronyms like the ACE framework, but it often sacrifices depth for accessibility. In my experience, the authors tend to cherry-pick their examples to make the theory look flawless, ignoring the messy reality where 'New Power' often leads to chaotic or dangerous outcomes. The discussion of patients being 'smarter than their doctors' was particularly questionable and intellectually unsound. To be fair, it’s an engaging and accessible read for anyone new to the concept of digital networks. It just lacks the 'meat on its bones' that would have made it a five-star masterpiece. Good for a weekend flight.

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Kaen

Is there anything more frustrating than a book that mistakes 'new' for 'unquestionably better'? The authors seem to believe that digital decentralization is some kind of magic wand that solves all of humanity's problems. Frankly, their analysis of #MeToo misses the mark completely; it wasn't just a 'new power' groundswell, it was a coordinated call for solidarity led by specific, powerful voices. The suggestion that technology is 'giving power back to the people' is hardly a novel concept—it's been the rhetoric of every populist movement since the Roman Republic. I felt the selection of examples was incredibly cherry-picked to fit a specific narrative while ignoring the structural reforms actually needed for change. It reads like a Buzzfeed listicle expanded into a manifesto, full of flashy acronyms like the ACE framework that offer little real depth. If you want a 'tech-cheerleader' book, this is for you, but I was looking for actual political science.

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Questions about this book

Jeremy Heimans and Henry Timms argue that digital connection is moving power from centralized, top-down old power toward new power, which flows through networks and depends on participation. The two differ in values (control versus networks, competition versus collaboration, secrecy versus openness) and in how they share power. Neither is simply good or bad, and the book offers tools for spreading ideas, building crowds and leading by blending both.

Sticky ideas, described by Chip and Dan Heath in Made to Stick, are simple, unexpected, concrete, credible, emotional and built on stories. Heimans and Timms add three qualities for ideas that spread. They should be actionable, connected to people’s networks and extensible, meaning open to remixing. The Ice Bucket Challenge had all three: you poured the water yourself, named friends to go next and could add your own twist.

The authors give five steps. First, find connected connectors who already share your vision. Second, build a brand people can take part in, as Airbnb did with a logo hosts could remix. Third, lower the barrier to joining, the way Tinder made a date a few swipes away. Fourth, move people up a scale from consuming to sharing to funding and producing. Fifth, harness sudden storms of engagement, as GetUp did with a charity auction.

The authors name three: signaling, structuring and shaping. Pope Francis illustrates all three. He signals by washing a refugee’s feet, structures by spreading power through reforms such as those at the Vatican Bank, and shapes attitudes with remarks like “Who am I to judge?” They also suggest blending styles, as Podemos did by pairing Pablo Iglesias’s charisma with crowdsourced policies.

It suits founders, marketers, managers and organizers who need people to act, not just listen. Anyone running a community, from a platform to a volunteer network, gets a model for balancing owners, ordinary members and star contributors. Leaders of traditional institutions get examples, from Patagonia to Pope Francis, of adding openness and participation without giving up every old strength.

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