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Content that is positive, informative, surprising or interesting is shared more often than content that is not, and while content that’s prominently featured is shared more often than content that is not, this is a minor factor compared with how emotionally resonant the content is.

It takes months and years to build relationships with people, and they all are built on many lightweight interactions over time. And people build relationships with brands in the same way as they build relationships with people: slowly, one interaction at a time. Just as we don’t suddenly become best friends with someone, we don’t suddenly fall in love with a brand – so build products that support lightweight ways for people to interact and show the aggregations of those interactions over time.

You can debate things in conference rooms all day long. You can run iterative, qualitative research to reduce risk. But when it comes to social design, if it isn’t public, it doesn’t exist. Building beats talking; it’s better to launch fast and grow slowly than try launching an all-singing, all-dancing extravaganza.

The longer things stay in meeting rooms and internal prototypes, the more competitors with public-facing products are learning about what works.

Launch early, learn fast, and iterate.

Many designers and urban planners spend a huge amount of time detailing buildings and landscapes, setting down paths for how people will move. But they often get it wrong. People will cut across the expansive lawn, laying down a muddy path through the grass. People will force their way through hedges, in the process creating fresh pathways. Rather than detailing out every last interaction, it’s better to construct the basic frameworks and then watch how people move. Then you can iterate, because you already know where the paths should be.

Agile content development is best executed by a partner that has strategy, production, and analytics under one roof, combining what agencies traditionally do best with what production companies traditionally do best.

When strategy, creative, and production teams can sit side by side and collaborate fluidly, agile content is the by-product.

A perfect example of this is Red Bull, which has even gone a step further to combine brand, agency, and production company into one. No one would argue that they are not one of the most successful agile content marketers on the planet.

The most important part of setting your brand’s agile content strategy is having a clear idea of why your brand is creating content to begin with.

Next, your responsibility is to make sure that the content you’re creating is meeting your brand’s overall objectives. Your selected content partner should be responsible for making sure the content you create is something that your target consumer actually wants to see.

Once your brand’s content strategy is set, it should be seen as a living framework that should evolve over time. Recognize that your brand and content both live in a dynamic world that changes constantly.

With that battle won (at least according to Priebatsch), the next battle is over gaming. But we're not talking about simple video games and the like - we're talking about a "game layer on top of the world."

"The game layer is he next decade of human technological interaction," he explained. "Unlike the social layer, which trafficked in connections, the game layer traffics in influence. The game layer seeks to act on individual motivation - where we go, how we do it and why we do it."

Priebatsch says that the game layer could be 10 times as large as the social layer and that, used correctly, could help to solve the world's problems.

To prove his point, he then ended the session with a game - a massive game involving the entire several hundred member audience. As each person entered the room, they were given anywhere from one to three cards with different colors on each side. Each card had one of three colors on each side and were handed out randomly. To win the game, each row of the audience had to self organize to show only one color by trading with the audience members around them. That is, the entire room had to move from chaos to order, with each row only showing one color, within 180 seconds. If they did this, he said, SCVNGR would donate $10,000 to the National Wildlife Federation. One minute after he started the clock, he stopped it. The audience had self-organized, despite a variety of problems, in just one minute.

Priebatsch compared the various rules and problems faced by its players into ones the world population might face in solving global issues. There was a lack of communication, there were micro-trading issues, different allocations of resources from player to player, restricted movement decentralized leadership, and even different "countries," as aisles served as "oceans" between the rows. The audience did, however, have two things to work with - a countdown and a common goal. Despite these various factors, and through the proper motivation, a large problem was solved quickly through applied game mechanics.