The Public Sector and the Social Organization
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The Public Sector and the Social Organization

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These are the presentation slides for a talk given on about social organizations and the public sector that charts opportunities for new kinds of collaboration and involvement.

These are the presentation slides for a talk given on about social organizations and the public sector that charts opportunities for new kinds of collaboration and involvement.

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The Public Sector and the Social Organization The Public Sector and the Social Organization Presentation Transcript

  • 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? 
  • ‘The people formerly known as the audience’  read favourite comment subscribe network collaborate moderate lead Copyright © 2009 Visceral Business 
  • 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
  • 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 
  • 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. 
  • Copyright © 2009 Visceral Business 
  • 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