WECREATE @ INTEL
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WECREATE @ INTEL

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Masterclass at Intel EMEA on collaboration, collaborative leadership and breakthrough innovation.

Masterclass at Intel EMEA on collaboration, collaborative leadership and breakthrough innovation.

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WECREATE @ INTEL WECREATE @ INTEL Presentation Transcript

  • @NICKWECREATEOPENINGUP TO THE COLLABORATIVE ECONOMY NICK JANKEL, WECREATEJUNE 2012, INTEL CORP
  • SOME CLIENTS
  • BIG IDEAOF THE FUTURE THAT IS ENERGIZING YOU
  • GLOBAL O.S.HAS CHANGED OVER THE LAST 5,000 YEARS
  • “Operating systemsprovide a platform ontop of which othersoftware works. Yourchoice of operatingsystem, therefore,determines to a greatextent the applicationsyou can run.”WEBOPEDIA
  • TRIBES HUNTER-GATHERER
  • TRIBESKITH & KINPOWER & WEALTH GIVEN TO THE STRONGHEROS & CHIEFTAINS WINTRIBE FIGHTS & ENSLAVES
  • TRIBAL O.S. IS UNDERPINNED BY GROUP IDENTITY, GIFTEXCHANGE, SHAMENS & SPIRIT WORLDS
  • TRIBES HUNTER- HIERARCHIES /GATHERER BUREAUCRACIES
  • HIERARCHYSTATUS & PRIVILEGEPOWER & WEALTH TAKEN BY THE TOPAUTOCRATS & ARISTOCRATS WINCONQUER NATIONS TO EXPAND TRADE
  • HIERARCHY O.S. IS UNDERPINNED BY PAGEANTRY, FEALTY, ARMIES, PRIESTS, NATIONALISM, IDEOLOGIES
  • TRIBES MARKETS HUNTER- HIERARCHIES /GATHERER BUREAUCRACIES
  • MARKETIDEAS & EFFICIENCIESPOWER & WEALTH EARNED BY INVESTMENTINGENIOUS & INDUSTRIOUS WINCREATE & DEFEND MARKETS
  • MARKET O.S. IS UNDER-PINNEDBY CAPITAL, DEBT & INTEREST, CORPORATIONS, STOCKS & SHARES
  • NOWWHAT?
  • INTHE LAST24HOURS
  • 1BILLIONCONTENT PIECES ADDED TO FACEBOOK
  • 70,000HOURSYOUTUBE VIDEOS UPLOADED
  • 1 EACH
  • 400MILLIONSKYPE CALLS
  • 86,000NEW LINKEDIN MEMBERS
  • 16BILLIONSMS MESSAGES SENT
  • AS WESPEAK
  • 6BILLIONMOBILE SUBS
  • 1BILLIONBROADBAND MOBILE SUBS
  • 900MILLIONFACEBOOK USERS
  • 200MILLIONFACEBOOK USERS IN 2011
  • 600BILLIONMINUTES PER MONTH SPENT ON FACEBOOK
  • 600MILLIONMINUTES IN ALL THE MOVIES THAT HAVEEVER BEEN MADE
  • 225MILLIONTWITTER USERS
  • 250MILLIONTWEETS PER DAY
  • 18MILLION 18 MILLION FOLLOWERS (AND NO-ONE MEDIATING THEFOLLOWERS OF LADY GAGA RELATIONSHIPS)
  • “SOWHAT?”
  • NO.1#TAG...OF 2011
  • #EGYPT
  • REVOLUTION
  • WITH GREATER LONG-TERM &FAR-REACHING IMPACTS THANTHE POLITICAL REVOLUTIONS THAT SHOOK THE WORLD
  • “A revolution doesnthappen when societyadopts new tools. Ithappens when societyadopts newbehaviours.”CLAY SHIRKY
  • DRIVENBY THE WEB
  • INSPIREDBY THE WEB
  • LIBERATINGINTRINSIC HUMAN NATURE TO CREATE,SHARE, CONNECT
  • 5 MILLENNIA100 WATTS / DAY+ A FEW TOOLS10,000 WATTS / DAY + 1010 TOOLS
  • TRIBES, HIERARCHIES ANDMARKETS ARE BEING DISSOLVED IN A GLOBALISED PARTICIPATORY NETWORKED SOCIETY
  • “Predicting the future of theInternet is easy: anything ithasn’t yet dramaticallytransformed, it will. People,companies, investors andeven countries can’t stop thistransformation. The onlychoice you have is whetheryou join the side ofinnovation and progress oryou don’t.”CHRIS DIXON
  • POWERLIES INCREASINGLY AT THE EDGES
  • SOFTPEER POWER DISPLACES HIERARCHICALPOWER TO BECOME THE MOST IMPORTANTFORCE IN SOCIETY
  • “Soft power – gettingothers to want theoutcomes that you want– co-opts people ratherthan coerces them.”JOSEPH NYE JR.
  • SOFT, PEER POWER DRIVES EVERYTHING FROM THEOCCURRENCE OF OBESITY TO RISINGS OF THE ARAB SPRING
  • FROM THE FALL OFBLOCKBUSTER TO THE IPO OF FACEBOOK
  • WILLKOMMENET BIENVENUE
  • AGE OFCO-CREATION
  • TRIBES MARKETS HUNTER- HIERARCHIES /GATHERER NETWORKS BUREAUCRACIES
  • NETWORKVALUES & AFFINITIESPOWER & WEALTH SHARED BY NETWORKOPEN & CONNECTED WINPARTICIPATE IN & CO-CREATE PROJECTS
  • NETWORK O.S. IS UNDER- PINNED BY THE NET, P2P,COLLECTIVE IQ,CO-OPERATION, COMMON PURPOSE
  • “If you want to go fast,go alone. If you want togo far, go with a group.” AFRICAN PROVERB
  • LAWOF REQUISITE VARIETY
  • FIT THECONTEXTOR FAIL
  • GM - INVENTOR OFLINE MANAGEMENT & THE KPI - WENT BUST IN THE NETWORK 58
  • KODAK INVENTED THE DIGITAL CAMERA BUT COULDN’T UNDERSTAND WHERE VALUE RESIDES FOR THE NETWORKED CONSUMER 59
  • 14 MILLION ACCOUNTSCREATED IN 2011 60 PHOTOS  UPLOADED PERSECOND. A BILLION DOLLARS. 60
  • PRINCIPLESOF HOW WE DO BUSINESS MUST CHANGE
  • ORGANISESYSTEMS, VALUE & PROFIT CENTRESAROUND THE NET(WORK)
  • NETSDO WORK!
  • <TRANSACTION COSTS, OPPORTUNITY COSTS
  • >FLOW OF IDEAS & INTENTIONS
  • BUSINESSAS UNUSUAL
  • NETWORKINGONE LETTER AWAY FROM NOT WORKING
  • OPEN UPTO RESOURCES & SOURCES OF VALUEOUTSIDE OF THE ORGANISATION
  • SHARERISKSSHARE REWARDS
  • TAKE PART IN COMING TOGETHER TO SOLVE OUR MOST PRESSING CHALLENGESwww.wecreate.cc 70
  • ONEPERSON, ENTERPRISE OR STATE CANNOTACHIEVE AIMS ALONE
  • AMBITIONYOU NEED TO COLLABORATE & CO-CREATE
  • COLLABORATION TAKES ASIGNIFICANT INVESTMENT OF ENERGY AND A DIFFERENT WAY OF WORKING WITH VERY DIFFERENT MINDSETS
  • RISKYBUSINESS TO OPEN UP?
  • HOLDING ONTO THEOLD WAY OF DOING BUSINESS IS FARMORE DANGEROUS THAN RISKING OPENING UP
  • $80 BILLION TO $0
  • $0 BILLION TO $6 A PEER-ENABLED, SELF-ORGANISING BUSINESS MODEL
  • “In the long history ofhumankind (and animalkind, too) those wholearned to collaborateand improvise mosteffectively haveprevailed.”CHARLES DARWIN
  • CONNECTNICK@WECREATE.CCWECREATE.CC: SWITCHED ON INNOVATION &LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON
  • @NICKWECREATEBOOSTINGTHE POTENTIAL TO COLLABORATE
  • AGE OFCO-CREATION
  • TRIBES MARKETS HUNTER- HIERARCHIES /GATHERER NETWORKS BUREAUCRACIES
  • THE CO-CREATION GAME
  • 1 Collaborative Co-CreativeCooperative Closed
  • KNOWHOW
  • KNOWWHAT, WHEN, WHO & WHY
  • CHATFIRSTTHEN RELATIONSHIPS, THEN TRANSACTIONS
  • GIVEBEFORE WE GET
  • GIVEUP ASSUMPTIONS / CONVENTIONS OF HOWTO LEAD
  • CIQTHE MOST IMPORTANT SKILL OF THE 21STCENTURY
  • BACTERIA BETTER ABLETO COLLABORATE THAN MOST OF US!
  • TRAINEDTO COMPETE
  • FAILUREOF MANY COLLABORATIONS
  • DOMINATIONwww.wecreate.c
  • DISSIPATIONwww.wecreate.c
  • DISINTEGRATIONwww.wecreate.c
  • BORNTO COLLABORATE
  • TRUSTYOURSELF & OTHERS
  • SEEKWIN WINS
  • SEEKWIN WIN WINS
  • ALWAYSEXIST IF WILLING TO ABANDONASSUMPTIONS
  • STATUS QUOMAINTAINED BY OUTDATED ASSUMPTIONS
  • DIVERSETEAMS MORE CREATIVE THAN INDIVIDUALGENIUSES
  • DISRUPTIVEINNOVATION IS MORE LIKELY TO BE CO-CREATED
  • CIQ COACHING
  • Possibility FocusedOpenResponsiveNetworkedResilientEmpathicCoachable
  • CONNECTNICK@WECREATE.CCWECREATE.CC: SWITCHED ON INNOVATION &LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON
  • @NICKWECREATEBREAKTHROUGHINNOVATION
  • WARNINGNOTHING IN HERE IS ‘TRUE’(BUT IT MIGHT SERIOUSLY SWITCH YOU ON)
  • WHATDO YOU SEE?
  • “He was a bold man that first atean oyster.”JONATHAN SWIFT
  • SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  • NBASUPER HERO
  • SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  • 6 BILLIONDOLLAR COMPANY
  • SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  • 5 MILLIONROOMS BOOKED
  • SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  • 70%GROWTH OVER 8 YEARSCLOSE TO CHINA
  • SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  • 4 PRISONS(AND A POP UP SHOP)
  • SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  • “If I had not been in prison I would nothave been able to achieve the mostdifficult task in life, and that is changingyourself... Prison itself is a tremendouseducation in the need for patience andperseverance. It is above all a test ofones commitment.”NELSON MANDELA
  • ‘Switched on’ people areeither delusional orvisionary.Either way, they see abreakthrough where no-one else can see one.
  • INNOVATIONSEEING PROBLEMSSWITCHING THEM INTO POSSIBILITIESAND BRINGING THEM TO LIFE BRILLIANTLY, NOMATTER WHAT
  • INNOVATORSCREATE NEW MARKETSTHROUGH (THOUGHT) LEADERSHIP
  • INNOVATION & LEADERSHIPARE THE DOUBLE HELIX OF ALL BREAKTHROUGH
  • “Innovation distinguishesbetween a leader and afollower.”STEVE JOBS
  • INCREMENTALEVOLUTIONARY
  • BREAKTHROUGHDISRUPTIVE
  • SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  • SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  • SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  • SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  • WHAT IS A BREAKTHROUGH INNOVATION INYOUR WORLD?
  • BREAKTHROUGHINNOVATIONS
  • DESTABILISESTATUS QUO
  • CREATEA GREATER SHARE OF THE FUTURE
  • CURRENTBUSINESS DRIVEN BY OLD RULES
  • CURRENTLEADERS SUCCEEDED WITH THE OLD RULES
  • BUSINESSWIRED TO RESIST CREATIVITY IN FAVOUR OFEFFICIENCY & CONTROL
  • “There is deep institutional andcultural resistance to real change.And, as the forces of disruptionincrease, often the resistance oforganizations under threat doesnot abate but intensifies, untilflailing against this unknown ormisunderstood enemy theyexhaust themselves - take yourpick from the slew of industryand organizational failures.”ALAN MOORE, HUFFINGTON POST
  • PEOPLEOFTEN CAN’T OR WON’T SEE THE FUTURE
  • UNTIL IT ISTOO LATE
  • $80 BILLIONTO $0
  • WHY?ACCESS TO SAME IF NOT MORETECHNOLOGY, RESOURCES, CAPITAL, STARHIRES, RESEARCH ETC.
  • PROBLEMPEOPLE TAKE OUT TOO FEW MOVIES,TOO INFREQUENTLY
  • DOOMEDTO SOLUTION FAILURE
  • WHY?
  • MODELSALL ARE PREMISED ON ASSUMPTIONS
  • STATUS QUOMAINTAINED BY OUTDATED ASSUMPTIONS
  • ASSUMPTIONSHAPE OUR SUCCESS AND DELINEATE OURFAILURE
  • ASSUMPTIONVIDEOS ARE SCARCEWE CONTROL ACCESS (TIME & RANGE)YOU MUST COME INTO A STORELATE FEES ARE PART OF LIFE (AND OURBUSINESS MODEL)
  • SWITCH!
  • ASSUMPTIONVIDEOS ARE ABUNDANTWE ENABLE ACCESSYOU CAN INTERACT & TRANSACT ONLINENO LATE FEES ARE A RIGHTTHE COMMUNITY IS BETTER TOGETHER
  • SOLUTIONA FLEXIBLE, ACCESSIBLE, ENJOYABLE PEER-POWERED ONLINE COMMUNITY WHERE WECAN ALL SEE, RATE AND EXPLORE MOVIESTOGETHER
  • BREAKTHROUGHINNOVATIONS CHANGE THE RULES FOREVERBY SWITCHING THE ASSUMPTIONS THATDRIVE THE SPACE
  • SURFACEASSUMPTIONS, BIASES, BELIEFS
  • SHARE AN ASSUMPTION THAT NO LONGERSERVES YOUR WORK
  • 167 THE BREAKTHROUGH SWITCH Breakthrough Opportunity What kind of headline ideas could Problem seize this opportunity?What is the problem, in human terms? Breakthrough Proposition What proposition emerges from this Proposition insight?What is the current proposition that results inthis probelm? Breakthrough Insight What is a more insightful, future-positive Assumptions belief?What do we have to believe to generateand validate this proposition? BREAKTHROUGH © wecreate 2012
  • IN 1983, ONLY THOSE WHO COULD USE ACOMMAND LINE COULD USE A COMPUTER
  • PERSONAL COMPUTING Breakthrough Opportunity What kind of headline ideas could seize this opportunity? ProblemWhat is the problem, in human terms? Think different with a Mac... (and its ecosystem) Everyday people are not buying or using computers as much as they could. Breakthrough Proposition What proposition maximises accessibility, usability and enjoyability? Proposition We design and sell ‘computers’ as creativityWhat is the current proposition [product offer, business model, maximisers - they help people thrive.org process] that leads to this problem? We design and sell computers as productivity maximers - they help businesses win. Breakthrough Insight What is a more powerful, liberating and abundant view of human nature /life? AssumptionsWhat do we have to believe to generate and validate this proposition? Creativity is the goal of life. Technology can help liberate us, empower us and inspire us. Productivity is the goal of life. Technology helps us be more productive cogs in the BREAKTHROUGH business machine (growing profits, GDP etc.) © wecreate 2012
  • © Wecreate 2012 y ilit ab COACHING y jo En EXEC y ilit ab Us t) os y (C ilit ib ss ce Ac h) ac Re lit y( bi a ila Av ge an Ch re ltuELEMENTS OF THE VALUE PROPOSITION Cu is m n al io ss o fe Pr ct pa Im OPTIMAL
  • ORDER FROM CHAOSTHE SWITCH ORDER ORDER THE EXTENT OF THE BREAKTHROUGH DEPENDS ON HOW DEEP WE ARE WILLING TO GO TO MAKE THE SWITCH CHAOS © Wecreate 2012
  • “One must have chaos inorder to give birth to adancing star.”NIETZSCHE
  • WORLDSTARTS TO CHANGE, ASSUMPTIONS HAVE TOCHANGE WITH IT
  • PROBLEMSCONTAIN WITHIN THEM THE ESSENCE OF THEIRCREATIVE SOLUTION
  • IF...WE HAVE THE COURAGE, CURIOSITY &CREATIVITY TO FIND THEM
  • EMBRACETHE CHAOSAND GET COMFORTABLE WITH UNCERTAINTY
  • FAILEDCOMPANIES HAVE ACCESS TO SAME (MORE!)TECHNOLOGY, CONSUMERS, CONSULTANTS,RESOURCES AS THE DISRUPTORS...
  • TRAINEDNOT TO QUESTIONTO AVOID UNCERTAINTY & CHAOSNEVER CHALLENGE THE ‘WAY WE DO THINGS’NOT TO SEARCH FOR THE POSSIBLE
  • REWIRETO QUESTIONTO EMBRACE UNCERTAINTYTO THINK DIFFERENTLYTO SEARCH FOR THE POSSIBLE
  • SWITCH ONREWIRE OUR MINDS, TEAMS & ORGS TO SEEPOSSIBILITIES IN PROBLEMS
  • If we wantbreakthroughoutcomes, we musthave breakthroughthoughts.
  • “Problems cannot besolved by the samelevel of consciousnessthat created them.”ALBERT EINSTEIN
  • RISKY?TO MAKE THE SWITCH
  • SURE!CREATIVITY IN LIFE AND WORK IS RISKINCARNATE
  • SWITCHED ONPEOPLE & BUSINESSES THRIVE IN THEGLOBALISED, NETWORKED, PARTICIPATORYWORLD
  • You are only ever one(major) assumptionaway from a (massive)breakthrough.
  • Impact Model Canvas Growth Systems Brand Strategy What systems do we need to have in place to reach maximum scale? What people What over-arching and engaging story are we going to tell to engage people? How do structures do we need to service this delivery model? How can we deploy these over we appeal to heard, heart and hand in a distinctive and authentic way How are we time to achieve our goals? going to start and maintain conversations? Culture & Collaboration Actions Value Channels Users Locality Character Proposition Distribution & Marketing What Activities do our For whom are we creating What is the local context? Value Propositions Through which Channels are value? What needs are we What impacts user beliefs, require? Our Delivery we going to reach and keep focused on relieving? What values and behaviors? Channels? Our Fundraising in communication with our problems are we helping to What are existing Who are our key Strategy? Our Growth users? Which ones work solve? behaviours & cultural codes How do people have to collaborators without Strategy? What do we have best? Which ones are most we can tap into or piggy-behave during ‘business as which we could not achieve to do to keep our cost-efficient? How are we back on? usual’ to deliver on the our strategy? What power collaboration and networks What value do we deliver integrating them with user Activities, Resources & players can we bring on intact? Our culture to the user? What benefits habits? How can we reach Partnerships? How does board to deliver change at healthy? are we making more scale? this connect with our scale? Which Resources accessible, usable or values, vision and org and Activities do they enjoyable? How is this different from our intent? What ownership structures do you need to bring? What are their motivations for ‘competitors’? What are Channels Funders Globe ensure congruence and collabortion? What could Resources the mission-critical elements of the user Funding & Advocacy maximize impact? get in the way? experience? What is the global context What Resources (stuff, Through which Channels are within which we are people, infrastructure) does we going to reach and keep Who are our most working? What impacts out Value Proposition in communication with our important donors and potential and current require? Our Delivery donors and policy makers? funders? What needs are donor beliefs, values and Channels? Our Funding Which ones work best? they focused on meeting? behaviors? Channels? Our Which ones are most cost- Fundraising Strategy? Our efficient? How are we Growth Strategy? Our integrating them with user partnerships? habits? How can we reach scale? People, Planet, Financial Costs Revenue Streams & Pricing People, Planet, Play Impacts Play Costs What are our revenue streams? What prices are we What outcomes do we value most for our target users? What are the most important costs inherent in our charging? What value are our funders / donors / users What behaviours and beliefs do we want to change? What social and delivery model? Which Key Resources are most really willing to pay? How much does each Revenue How can we measure these accurately and cost- environmental costs are a expensive? Which Key Activities are most expensive? Stream contribute to overall revenues? What is break-even effectively? Is there a way to include measurementdirect or indirect outcome of What do we need to invest in to ensure our purpose is target? within the user experience? our Key Activities and Key achieved? Resources? How can we mitigate against this?
  • CONNECTNICK@WECREATE.CCWECREATE.CC: SWITCHED ON INNOVATION &LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON