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Iabc world conference keynote

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Presentation used by Francois Gossieaux for his keynote address at the IABC World Conference in Chicago on 6/26/2012

Presentation used by Francois Gossieaux for his keynote address at the IABC World Conference in Chicago on 6/26/2012

Published in: Business, Technology

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  • If you have communities of interest and they are connected to people’s work (e.g., Microsoft podcasts) they work, if not they fail
  • Whatever happens in a community cannot be separated from the rest of the company
  • Tell story of large company – launched for innovation, never happened…
  • Transcript

    • 1. ONLINE COLLABORATION – IT’S ABOUT THE PEOPLE, NOT THE TECHNOLOGY! PREPARED FOR THE IABC WORLD CONFERENCE – CHICAGO, JUN 26TH, 2012
    • 2. Once upon a time… A professional community (with millions of users) Incentive system to get people to help one another – based on money Result = Bullying Changed incentive to a social incentive Bullying goes away Web 2.0 or Human 1.0? 2
    • 3. A look at some NIH + Duke Research Experiment #1: Experiment #2: People play Atari-style People play Atari-style video game which allows video game which allows them to earn or lose money them to earn or lose money for themselves for a charity MRI scans shows that the MRI scans shows that the pleasure side of the brain altruism side of the brain lights up – that same part lights up – that same part that gets addicted to drugs that is responsible for social interactions
    • 4. So to understand how to do business in a 2.0 world… You are better off understandingYou do not need to understand the Human 1.0 – not as individuals, but as Web 2.0 technologies hyper-social creatures
    • 5. Other examples – Human 1.0 or Web 2.0? More than 200 people spend 40+ hours/week helping others in the Dell Customer Support Communities – without being Dell employees or being paid by Dell. Makes sense? 26 teams spent more than $100M to win a $10M price – how would you justify that The economics/math for most Open as an economist? Source projects does not add up…why do people do it?
    • 6. OVERVIEWHUMAN 1.0 VS. WEB 2.0 – UNDERSTANDING THE DRIVERS OFCOLLABORATIONTHE CONDITIONS FOR COLLABORATION TO ACTUALLY WORKCOLLABORATION FOR BUSINESS COMMUNICATORS – USE CASESCOMMON PITFALLS RELATED TO COLLABORATION AND COMMUNICATIONS
    • 7. LET’S GET A LEVEL DEEPER ON THE HUMAN 1.0…
    • 8. Humans like to help one another… Reciprocity = a Reflex
    • 9. And will go out of their way to punish those who are unfair Humans have an innate sense of fairness = keeps reciprocal society working
    • 10. We have two decision making frameworks… Social Framework Market Framework
    • 11. As humans, we are extremely homologous We really do not like people who are not like us…we form homologous Tribal
    • 12. We lie to people… …including to ourselves, and we tell people what we think they want to hear
    • 13. Status is important to us…and we like to hoard it …it used to get us a better mates and more food – proceed with caution: status works both ways!
    • 14. We are a herding species – self herding even
    • 15. Culture – perhaps the most important Human 1.0 characteristicHumans created culture to deal with climate changes in the Pleistocene era – when they realized they could deal with change through culture they created their own change
    • 16. The driving forces of communities • The more MEMBERS you have the more MEMBERS you will get. • The more CONTENT you have the more MEMBERS you will get. The more MEMBERS you have the “The number of people more CONTENT you will get. who are willing to start something is smaller, much • The better you match CONTENT and MEMBERS to smaller, than the number of people who MEMBER PROFILES the more MEMBERS and are willing to CONTENT you will get. contribute once someone else starts something.” • The easier it is to do TRANSACTIONS the more MEMBERS you will attract. Here Comes THOSE PILLARS CREATE THE DYNAMICS OF INCREASING RETURNS WHICHShirky Everybody, Clay HELP Those pillars create the dynamics of increasing returns which help communities COMMUNITIES DELIVER GAME CHANGING RESULTS deliver GAME CHANGING results 16
    • 17. CONDITIONS FOR COLLABORATION TO WORK
    • 18. Hierarchy of success in collaboration Tools & Tools & Technology Technology Culture Culture Tribe Work Teams Human 1.0 Human 1.0 Characteristics Characteristics When people do not When people do know one another know one another
    • 19. THE CONDITIONS FOR COLLABORATION TO WORK:CONNECTED WITH HUMAN 1.0 CHARACTERISTICS – STATUS, CULTURE, ETC.CONNECTED WITH THE WORK– INNOVATION, CUSTOMER SUPPORT, WORDOF MOUTH, ETC.OR CONNECTED WITH PEOPLE’S PASSION, PAIN, OR INTEREST – THEIR TRIBESLASTLY – WITH HAVING THE PROPER TOOLS
    • 20. THE HYPER-SOCIAL CULTURE FRAMEWORK OPERATES ATINTERSECTION OF ORGANIZATION AND INDIVIDUALS Organization Individual Shared Attitudes & rules, norms, va Behaviors lues, habits, co des and beliefs
    • 21. Internal Hyper-Social Culture Index – where you are Organizational beliefs Company-centric Human-centric Individual behaviors Knowing Learning Organizational structure Hierarchy Tribe Risk profile Intolerance Intelligence Passion Day at work Passion at work Trust Low High Knowledge culture Hoarding Sharing Problem solving Component Integrative/system
    • 22. External Hyper-Social Culture Index Shared passion Low High Shared interest Low High Shared pain Low High Risk profile Intolerance Intelligence Perceived value Low High Trust Low High Alignment with objectives Unclear close Organizational structure Hierarchy Tribe
    • 23. COLLABORATION FOR COMMUNICATORSSOME USE CASES
    • 24. MATCH INTERNAL TRIBES WITH EXTERNAL TRIBESFIND THE PEOPLE WITHIN YOUR COMPANY WHO SHARE THE SAME PASSION,PAIN, OR INTEREST AS YOUR CUSTOMERS – AND LET THEM COLLABORATE
    • 25. ALLOW EVERYONE WITHIN YOUR COMPANY TO HAVE ASEAT AT THOSE TABLES WHERE DECISIONS ARE BEING MADEWORK WITH HR TO SET UP GUIDERAILS TO MITIGATE RISK
    • 26. ENGAGE WITH YOUR CONSUMER TRIBES…ON THEIR TERMS AND WHILE RESPECTING THEIR CULTURAL NORMS
    • 27. DEVELOP A PROBLEM SOLVING CULTURE INTERNALLY TOINCREASE/IMPROVE INTERNAL COMMUNICATIONSPEOPLE WILL SPEND A LOT MORE EFFORT GETTING RID OF PROBLEMS THANACHIEVING A NICE TO HAVE
    • 28. BE A PARTNER TO OTHER BUSINESS LEADERS WITHINYOUR COMPANYHR, INNOVATION, MARKETING, STRATEGY, IT
    • 29. AVOID THE COMMON PITFALLS OF COLLABORATION
    • 30. DON’T BLINDLY RELY ON THE CROWDCROWDS CAN BE REALLY BAD IN HELPING YOU FIND NEW INNOVATIONS –THEY ARE GOOD AT SOLVING BUSINESS PROBLEMS
    • 31. MEASURE WHAT MATTERSNOT WHAT YOU CAN
    • 32. BEWARE OF PILOTSTHEY MAY NOT TEACH YOU MUCH
    • 33. STAFF APPROPRIATELYPEOPLE WILL EXPECT YOU TO PARTICIPATE
    • 34. BUILD IT AND THEY WILL COME
    • 35. THE NOT INVENTED HERE SYNDROME
    • 36. YOU CAN CONTROL YOUR BRANDWITH LIMITED SUCCESS…
    • 37. FAILURE TO UNDERSTAND THE VALUE OF LURKERS
    • 38. Who is Human 1.0? • Human 1.0 partners with Fortune B2C and B2B companies to help understand, adopt and implement Social to grow and improve their businesses – Social business strategy & implementation – Social PR & thoughtleadership – Social business sales and lead generation – Market research done right – finding tribes – Innovation and collaboration strategy & implementation • We have a disruptive and innovative consulting service delivery model focused on matching the right knowledge with the opportunity and ensuring high knowledge transfer that sets us apart from traditional consulting companies and agencies • We have a passion for what we do • We back our recommendations with real data & research • We have offices in Cambridge, NYC, and San Francisco 38
    • 39. Any questions? Francois Gossieaux President, Human 1.0 e. francois@human1.com w. http://www.human1.com b. http://www.emergencemarketing.com p. http://www.cmotwo.com t. http://twitter.com/fgossieaux Our new book: The Hyper-Social Organization http://www.facebook.com/hypersocialorg Download a free chapter at: http://www.human1.com/the-hyper-social-organization/ Help us by taking our survey http://socialworkplacetrust.com 39