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Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
Content Analysis: Where is the Story
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Content Analysis: Where is the Story

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Visual analysis of a post by Om Malik - http://gigaom.com/2011/02/10/corporate-dna/ …

Visual analysis of a post by Om Malik - http://gigaom.com/2011/02/10/corporate-dna/

The three main elements can be distilled down to: person to person, which frames and gain permission to talk about business to business, and a call to action at the end. Wouldn't you want to elicit the same kind of visceral response when customers read your content as you get from his post?

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  • 1. Content Analysis: Where is the Story? © 2011 Valeria Maltoni, Conversation Agent www.conversationagent.com @ConversationAge
  • 2. ON AL P ERSIT’S WHY
  • 3. “Large companies aresomewhat like me — oncethey get used to a certainbehavior, they develop acertain culture and a setof procedures, processesand a work environment “that defines them andtheir future.
  • 4. Similarity DNA
  • 5. “These instructions are oftenso ingrained in a corporatepsyche, that they start toimpede progress — mostlybecause they encourage atype of repeated behavior, “which becomes a patternthat is hard to break. http://www.flickr.com/photos/mrdubyah/5311898687/
  • 6. example*Core DNA = organizing information + helping people find it
  • 7. “To be a product manger at Google “they love you to have a CS degree,but people who start social productsare not necessarily engineers. http://www.sapergalleries.com/Gonsalves.html
  • 8. Lesson:Social needs sociability by Effinity Photography • Surrey, BC, Canada
  • 9. story transition“And the truly perplexing aspect is that we’re not even fighting with the rightweapons. We are still too often trying to approach each price range on adevice-to-device basis. The battle of devices has now become a war ofecosystems, where ecosystems include not only the hardware andsoftware of the device, but developers, applications, ecommerce, advertising,search, social applications, location-based services, unified communicationsand many other things. Our competitors aren’t taking our market share withdevices; they are taking our market share with an entire ecosystem.This “means we’re going to have to decide how we either build, catalyse or join anecosystem. This is one of the decisions we need to make. In the meantime,we’ve lost market share, we’ve lost mind share and we’ve lost time. (Elop’s Memo to Nokia Team)
  • 10. can’t comprehend software-drivenchanges
  • 11. Change & Culture http://www.flickr.com/photos/brizzlebornandbred/5130733677/
  • 12. “ Almost dying doesn’t change anything. “ Dying changes everything.
  • 13. Lesson:Successful change = getting rid of bad behaviors
  • 14. how we make decisions
  • 15. reasoning habits rationalizations fight memories flight emotions freezeimagined vs. reality known-how + experience know whycan’t tell + can do can know 95% 5%
  • 16. makes decisions http://www.flickr.com/photos/mischiru/348551209/
  • 17. rationalizes http://www.flickr.com/photos/instantvantage/5082024009/
  • 18. Lesson:Companies that fail are not self aware
  • 19. http://www.flickr.com/photos/lauren-dautel/5394439420/
  • 20. Joy
  • 21. corporate DNA takes time to form
  • 22. early on http://www.flickr.com/photos/johnath/4179884405/
  • 23. how internal systems are built
  • 24. almost never works
  • 25. example*
  • 26. a company must accept its true nature http://www.flickr.com/photos/polvero/3405752889/
  • 27. adapt to new combined reality http://www.flickr.com/photos/lorenzocuppini/2265235956/
  • 28. what it can changebehavior logic emotions, memories, habits what it cannot change DNA
  • 29. 39th DAYbehaviorchange http://www.flickr.com/photos/thomashawk/219950975/
  • 30. © 2011 Valeria Maltoni, Conversation Agent www.conversationagent.com @ConversationAgeWhat content behaviors are you going to change? http://www.flickr.com/photos/brandoncwarren/4172990687/

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