The Public Sector and the Social Organization

Public services and social business ‐ a new world of involvement? Anne McCrossan ‐ Visceralbusiness.com ‐ @Annemcx

Business returns being seen from Web 2.0 Benefits acknowledged by survey respondents (%) Source: McKinsey September 2009 Close to seven out of ten respondents (69%) report that their companies “have gained measurable business benefits, including more innovaAve products and services, more effecAve markeAng, be[er access to knowledge, lower cost of doing business, and higher revenues”. Increasing employee saAsfacAon 35% Decreasing travel costs 40% Increasing customer saAsfacAon 43% Increasing speed of access to internal experts 43% Increasing effecAveness of markeAng 52% Reducing communicaAon costs 54% Increasing speed of access to knowledge 68% 20% 40% 60% 80% 100%

easy to feel unanchored from what is known

old boundaries may not be so relevant

things change

‘I’ becomes the boundary

walls can become blurred

What does this mean for how public service organizaAons deﬁne internal collaboraAon?

80% tacit communicaAon Source: Karen Stephenson Neaorm

gatekeepers hubs 80% tacit communicaAon pulsetakers Source: Karen Stephenson Neaorm

decision making strategy innovaAon 80% tacit communicaAon advice social learning Source: Karen Stephenson Neaorm

decision making strategy innovaAon 80% tacit communicaAon advice How can we make the most of untapped tacit informaAon and establish eﬀecAve networks?

pa[erns of evoluAon political, psychological, commercial, behavioural

poliAcal evoluAon then now absolute rule monarchy oligarchy democracy commune mulAtude

Maslow’s hierarchy of needs absolute rule monarchy oligarchy democracy commune mulAtude physiological needs safety love and belonging esteem self‐actualizaAon

psychological evoluAon absolute rule monarchy oligarchy democracy commune mulAtude physiological needs safety love and belonging esteem self‐actualizaAon

The ‘me’ society and individual idenAty

‘aﬃnity is stronger than structure’

posiAoning spectrum tangible assets intangible assets

posiAoning spectrum tangible assets intangible assets 1 2 3 4 5 who you are products skills culture mission and and and and and what you do services approach personality cause

a commercial evoluAon tangible assets intangible assets 1 2 3 4 5 who you are products skills culture mission and and and and and what you do services approach personality cause u5li5es industrial commercial social causes organiza5ons organiza5ons organiza5ons

a commercial evoluAon tangible assets intangible assets 1 2 3 4 5 who you are products skills culture mission and and and and and what you do services approach personality cause u5li5es industrial commercial social causes organiza5ons organiza5ons organiza5ons mining retail mining energy charities housing pharma trade guilds councils and public services transport auto travel and leisure food and beverages membership organizations financial services consumer electronics fmcg media and cultural institutions technology government

less factory, more behaviours and relaAonships

‘social parAcipaAon is the new medium’ David Armano

commercial evoluAon tangible assets intangible assets 1 2 3 4 5 who you are products skills culture mission and and and and and what you do services approach personality cause u5li5es industrial commercial social causes organiza5ons organiza5ons organiza5ons mining retail mining energy charities housing pharma trade guilds councils and public services transport auto travel and leisure food and beverages membership organizations financial services consumer electronics fmcg media and cultural institutions technology government

a bio‐logical kind of organizaAon extrapolated, individualized, mission‐oriented forms of organizaAon

cultural idenAty and dna are vital (literally)

bio‐logical organizaAon

Yochai Benkler Berkman Professor of Entrepreneurial Legal Studies at Harvard & Faculty co-director of the Berkman Center for Internet and Society ‘The personal computer changed the basic model of capitalizaAon of informaAon, knowledge, and cultural producAon. ComputaAon, communicaAons, storage, sensing, and capture devices are now widely distributed. These, in turn, enable the eﬀecAve deployment of the other core input into the global informaAon economy ‐ human creaAvity, wisdom, insight, and perspecAve.’ ‘Capital, Power, and the Next Step in Decentralization’ Essay, Sept 16th 2009

The potenAal opportunity The driving power of the internet comes from how it’s giving people the tools to self- actualize, turning intentions and desires into attention and ideas.

‘you can’t fake community, you can’t force it, either’ Chris Brogan

credible and compelling

geek hero credible credible and compelling loser poser compelling

broadcast is being replaced by involvement… ‘People will forget what you said, they’ll forget what you did, but they’ll never forget how you made them feel and what you inspired them to do.’

be authenAc not persuasive IPA Social Principle #6 New ethics, blatant integrity

collaboraAon is an opportunity to redeﬁne purpose # security # local knowledge # safety # neighbourhood What be:er place to care about than where people live? # listening ear # eﬃciency # process

new management styles

people amiable expressive analyAcal driver task ask Source: Keirsey Temperament Sorter tell

high number of channels bu[erﬂies mavens wallﬂowers selecAves low low frequency of use Source: AlAmeter Group high

high intellectual understanding bystanders champions weak links loose cannons low low emotional commitment high

communicaAon can become richer 1 4 Downloading GeneraAve listening quick ﬁxes, reacAons regeneraAng sources of self and purpose 2 3 Factual listening Empathic listening redesigning policies reframing values and beliefs Source: C. O[o Scharmer Prescencing InsAtute

Wealth created through the division of labour

Wealth created through sustainable social beneﬁt

becoming social CollaboraAon creates new dimensions of value within an organizaAon Your organizaAon has a unique DNA and culture worth culAvaAng Get up the curve by connecAng with what ma[ers and go beyond tools and channels There is no internal and external in the social organizaAon; leadership skills and management capabiliAes are valuable throughout Establish networks capable of harnessing a[enAon, contribuAon and wanAng to connect.

Photos and credits Slide 1 : London Street Art Waterloo by londonstreetart2 h[p://bit.ly/cN3l2 Slide 2 : Ker‐Plunk by Dr Craig h[p://bit.ly/pS8Iz Slide 4 : Fall to Heaven by Sharham Sharif h[p://bit.ly/4jyyQj Slide 5 : City boundaries by Citymuso h[p://bit.ly/13SjyH Slide 8 : Phra Sumen Fort by Michael Layefsky h[p://bit.ly/zX8am Slide 38: New spectacles by Steve Green h[p://bit.ly/LvyNa Slide 38: Time to play by qcomplex5 h[p://bit.ly/e0qsD Slide 38: 4 by 3li[leboyz h[p://bit.ly/2R5asI Slide 38: My Name is Not Clark Kent! Carlos Norbero h[p://bit.ly/JFlIl Slide 43: Smile by jiggskykeken h[p://bit.ly/2cvjqJ Slide 43: Work in Progress by Katherine Treffinger h[p://bit.ly/FfT0u Slide 43: Post Office by Suzy Pym h[p://bit.ly/FW8nD Slide 43: Driving light by Crankydragon h[p://bit.ly/19jNBC Slide 44: I ate 6 by Farl h[p://bit.ly/4sMMZQ Slide 44: Bu[erflies in my head by Kees Straver h[p://bit.ly/ooIpN Slide 44: Wallfower by CogniAve AmbiAon h[p://bit.ly/YcOjV Slide 44: Rainbow Coloured 319 by CrashCalloway h[p://bit.ly/2sTaGJ Slide 45: Passively bystanding by Lo Li h[p://bit.ly/odsab Slide 45: The weakest link by Darwin Bell h[p://bit.ly/FAPcN Slide 45: Target Day 2 by Mikey Sachs h[p://bit.ly/O09Os Slide 49: Maurício Chileno by Marcelo Mug h[p://bit.ly/ztYsC McKinsey Business Survey details can be found here h[p://bit.ly/10OccC

The Public Sector and the Social Organization

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