Engage Expo/3DTLC Presentation

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Presentation at the Engage Expo in San Jose.

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Engage Expo/3DTLC Presentation

  1. 1. From Main Street to Wall Street
  2. 2. Inside Enterprise: Below the C-Suite What motivates folks with (a bit of) budget (brands and marketing) to adopt innovative approaches to training and collaboration? How do we create value propositions for the “simmularity”? What have we learned from Metanomics and from selling the model to an institution (FASRI)?
  3. 3. Inside Enterprise: Below the C-Suite Our context: Healthcare brand managers and directors Cause marketers Military Institutions
  4. 4. So....what are our customers thinking? C-Suite Vision D-Suite Execution
  5. 5. Inside Enterprise: The C-Suite Driving an innovation agenda through radical collaboration. Design thinking as today’s equivalent of TQM. Building a talent pool through innovative training and retention and thinking outside the organization. AND Highly metrics driven. Highly process oriented. Highly skeptical of enterprise-wide technology.
  6. 6. Inside Enterprise: The C-Suite Driving an innovation agenda through radical collaboration. Design thinking as today’s equivalent of TQM. Building a talent pool through innovative training and retention and thinking outside the organization. AND Highly metrics driven. Highly process oriented. Highly skeptical of enterprise-wide technology. But not all companies focus on these goals.
  7. 7. Inside Enterprise: Below the C-Suite “We need to deal with this social media stuff. Hey, I’m on Facebook, and I kind of get it.” “We need to stand out. We’re really big on innovation.” “Tell me a little about ‘design’ as a way to think about our business.” “I need to engage more with our stakeholders. But we also need to do more with less. And by more I mean something that will get me promoted but not cost a lot.”
  8. 8. So....what are our customers thinking? C-Suite Vision D-Suite Execution
  9. 9. So....what are our customers thinking? Innovation through radical collaboration How can I get opinion leaders on board? How do I source ideas from my customers? How do I get the attention of stakeholders and partners?
  10. 10. So....what are our customers thinking? Design thinking How do I focus on creating and understanding customer experiences? How do I move from product benefit to customer need? How do I deploy lots of ideas and rapidly prototype?
  11. 11. So....what are our customers thinking? Building talent How do I get my teams charged up and engaged? How do I gain competitive advantage through knowledge? How do I manage the ‘wired demographic’?
  12. 12. So....what are our customers thinking? Discipline How do I leverage “project” into “process”? How are we going to measure this? Can I show how I’m leveraging investments? (Contain risk)
  13. 13. Value Proposition for Immersive Media Deepen the impact of your investments In a world of Twitter and Wikipedia and youTube, immersive media provides an ‘island of calm’ and end-point deliverables Part of a change management agenda that breaks dogma.
  14. 14. Inside Enterprise: The C-Suite Driving an innovation agenda through radical collaboration. Design thinking as today’s equivalent of TQM. Building a talent pool through innovative training and retention and thinking outside the organization. AND Highly metrics driven. Highly process oriented. Highly skeptical of enterprise-wide technology.
  15. 15. From Wall Street to Silicon Valley and Back Again
  16. 16. Metanomics and FASRI Community Content Celebrity
  17. 17. Lessons from Social Media Harvard Business Review Model for Social Media Nodes Celebrities Causes
  18. 18. Immersive Media is Only Part Way There Social media is media designed to be disseminated through social interaction, created using highly accessible and scalable publishing techniques. Social media supports the human need for social interaction with technology, transforming broadcast media monologues (one to many) into social media dialogues (many to many). It supports the democratization of knowledge and information, transforming people from content consumers into content producers. - Wikipedia
  19. 19. BUT...Immersive Media Helps to Cross the Social Media Chasm Social media is media designed to be disseminated through social interaction, created using highly accessible and scalable publishing techniques. Social media supports the human need for social interaction with technology, transforming broadcast media monologues (one to many) into social media dialogues (many to many). It supports the democratization of knowledge and information, transforming people from content consumers into content producers. - Wikipedia
  20. 20. The “Money Slide”
  21. 21. Crossing the Chasm Link to Other Chasms Social media adoption Distance collaboration Rapid prototyping Human-centered and design thinking
  22. 22. Create Migration Paths for Change Management Metanomics Virtual world-based events Web-based content distribution Social media promotion Community-based collaboration Community-based learning
  23. 23. Create Migration Paths for Change Management Learning Communities (Lymphoma) Sharing content via social media Collaborating on problems Event-based data exchange (RL conferences) Peer-to-peer support system Clinical data visualization
  24. 24. Create Migration Paths for Change Management Internal Training (Sales) Virtual world event (“celebrity” driven) Internal collaboration (goal-driven) Immersive training Team collaboration (‘department’ driven)
  25. 25. The Challenge of Measurement: The Language of Brands Social Media Ad Metrics Definitions Released May 2009
  26. 26. IAB Social Media Metrics (Blogging) • Conversion size (Conversation relevant sites, links, reach) • Site relevance (Conversation density) • Author credibility (Post relevance, links, earliest post date, latest post date, duration) • Content freshness and relevance (By date, mean time)
  27. 27. A Few Counter-Intuitive Claims Avatar identity and names - 70% decide not to adopt real names Difficulty in learning new technology is a platform VALUE (internal training and collaboration) Your technology barriers are an important output of this process
  28. 28. Overcoming Barriers Financial: Change management, lessons learned, go/ no go and measurement Technology: shift to external stakeholders as proving ground. Document the barriers as an important corporate lesson. Security: it’s actually about control.
  29. 29. Discussion There is more than one chasm to cross. What are your customers/stakeholders struggling with? There are macro trends in measurement and control, how does immersive media fit in? What does the ‘experience process’ of the future look like? How do we map immersive media to a change management agenda?

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