@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,determin...
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, i...
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...
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                 ...
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  ...
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 havepre...
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...
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 changingyourse...
‘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 res...
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 OURBU...
SWITCH!
ASSUMPTIONVIDEOS ARE ABUNDANTWE ENABLE ACCESSYOU CAN INTERACT & TRANSACT ONLINENO LATE FEES ARE A RIGHTTHE COMMUNITY IS BE...
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  ...
IN 1983, ONLY  THOSE WHO COULD USE ACOMMAND LINE COULD USE A   COMPUTER
PERSONAL COMPUTING                                                                                           Breakthrough ...
© Wecreate 2012                                                                            y                              ...
ORDER FROM CHAOSTHE SWITCH                                            ORDER                    ORDER                  THE ...
“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                                                               ...
CONNECTNICK@WECREATE.CCWECREATE.CC: SWITCHED ON INNOVATION &LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON
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Masterclass at Intel EMEA on collaboration, collaborative leadership and breakthrough innovation.

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WECREATE @ INTEL

  1. 1. @NICKWECREATEOPENINGUP TO THE COLLABORATIVE ECONOMY NICK JANKEL, WECREATEJUNE 2012, INTEL CORP
  2. 2. SOME CLIENTS
  3. 3. BIG IDEAOF THE FUTURE THAT IS ENERGIZING YOU
  4. 4. GLOBAL O.S.HAS CHANGED OVER THE LAST 5,000 YEARS
  5. 5. “Operating systemsprovide a platform ontop of which othersoftware works. Yourchoice of operatingsystem, therefore,determines to a greatextent the applicationsyou can run.”WEBOPEDIA
  6. 6. TRIBES HUNTER-GATHERER
  7. 7. TRIBESKITH & KINPOWER & WEALTH GIVEN TO THE STRONGHEROS & CHIEFTAINS WINTRIBE FIGHTS & ENSLAVES
  8. 8. TRIBAL O.S. IS UNDERPINNED BY GROUP IDENTITY, GIFTEXCHANGE, SHAMENS & SPIRIT WORLDS
  9. 9. TRIBES HUNTER- HIERARCHIES /GATHERER BUREAUCRACIES
  10. 10. HIERARCHYSTATUS & PRIVILEGEPOWER & WEALTH TAKEN BY THE TOPAUTOCRATS & ARISTOCRATS WINCONQUER NATIONS TO EXPAND TRADE
  11. 11. HIERARCHY O.S. IS UNDERPINNED BY PAGEANTRY, FEALTY, ARMIES, PRIESTS, NATIONALISM, IDEOLOGIES
  12. 12. TRIBES MARKETS HUNTER- HIERARCHIES /GATHERER BUREAUCRACIES
  13. 13. MARKETIDEAS & EFFICIENCIESPOWER & WEALTH EARNED BY INVESTMENTINGENIOUS & INDUSTRIOUS WINCREATE & DEFEND MARKETS
  14. 14. MARKET O.S. IS UNDER-PINNEDBY CAPITAL, DEBT & INTEREST, CORPORATIONS, STOCKS & SHARES
  15. 15. NOWWHAT?
  16. 16. INTHE LAST24HOURS
  17. 17. 1BILLIONCONTENT PIECES ADDED TO FACEBOOK
  18. 18. 70,000HOURSYOUTUBE VIDEOS UPLOADED
  19. 19. 1 EACH
  20. 20. 400MILLIONSKYPE CALLS
  21. 21. 86,000NEW LINKEDIN MEMBERS
  22. 22. 16BILLIONSMS MESSAGES SENT
  23. 23. AS WESPEAK
  24. 24. 6BILLIONMOBILE SUBS
  25. 25. 1BILLIONBROADBAND MOBILE SUBS
  26. 26. 900MILLIONFACEBOOK USERS
  27. 27. 200MILLIONFACEBOOK USERS IN 2011
  28. 28. 600BILLIONMINUTES PER MONTH SPENT ON FACEBOOK
  29. 29. 600MILLIONMINUTES IN ALL THE MOVIES THAT HAVEEVER BEEN MADE
  30. 30. 225MILLIONTWITTER USERS
  31. 31. 250MILLIONTWEETS PER DAY
  32. 32. 18MILLION 18 MILLION FOLLOWERS (AND NO-ONE MEDIATING THEFOLLOWERS OF LADY GAGA RELATIONSHIPS)
  33. 33. “SOWHAT?”
  34. 34. NO.1#TAG...OF 2011
  35. 35. #EGYPT
  36. 36. REVOLUTION
  37. 37. WITH GREATER LONG-TERM &FAR-REACHING IMPACTS THANTHE POLITICAL REVOLUTIONS THAT SHOOK THE WORLD
  38. 38. “A revolution doesnthappen when societyadopts new tools. Ithappens when societyadopts newbehaviours.”CLAY SHIRKY
  39. 39. DRIVENBY THE WEB
  40. 40. INSPIREDBY THE WEB
  41. 41. LIBERATINGINTRINSIC HUMAN NATURE TO CREATE,SHARE, CONNECT
  42. 42. 5 MILLENNIA100 WATTS / DAY+ A FEW TOOLS10,000 WATTS / DAY + 1010 TOOLS
  43. 43. TRIBES, HIERARCHIES ANDMARKETS ARE BEING DISSOLVED IN A GLOBALISED PARTICIPATORY NETWORKED SOCIETY
  44. 44. “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
  45. 45. POWERLIES INCREASINGLY AT THE EDGES
  46. 46. SOFTPEER POWER DISPLACES HIERARCHICALPOWER TO BECOME THE MOST IMPORTANTFORCE IN SOCIETY
  47. 47. “Soft power – gettingothers to want theoutcomes that you want– co-opts people ratherthan coerces them.”JOSEPH NYE JR.
  48. 48. SOFT, PEER POWER DRIVES EVERYTHING FROM THEOCCURRENCE OF OBESITY TO RISINGS OF THE ARAB SPRING
  49. 49. FROM THE FALL OFBLOCKBUSTER TO THE IPO OF FACEBOOK
  50. 50. WILLKOMMENET BIENVENUE
  51. 51. AGE OFCO-CREATION
  52. 52. TRIBES MARKETS HUNTER- HIERARCHIES /GATHERER NETWORKS BUREAUCRACIES
  53. 53. NETWORKVALUES & AFFINITIESPOWER & WEALTH SHARED BY NETWORKOPEN & CONNECTED WINPARTICIPATE IN & CO-CREATE PROJECTS
  54. 54. NETWORK O.S. IS UNDER- PINNED BY THE NET, P2P,COLLECTIVE IQ,CO-OPERATION, COMMON PURPOSE
  55. 55. “If you want to go fast,go alone. If you want togo far, go with a group.” AFRICAN PROVERB
  56. 56. LAWOF REQUISITE VARIETY
  57. 57. FIT THECONTEXTOR FAIL
  58. 58. GM - INVENTOR OFLINE MANAGEMENT & THE KPI - WENT BUST IN THE NETWORK 58
  59. 59. KODAK INVENTED THE DIGITAL CAMERA BUT COULDN’T UNDERSTAND WHERE VALUE RESIDES FOR THE NETWORKED CONSUMER 59
  60. 60. 14 MILLION ACCOUNTSCREATED IN 2011 60 PHOTOS  UPLOADED PERSECOND. A BILLION DOLLARS. 60
  61. 61. PRINCIPLESOF HOW WE DO BUSINESS MUST CHANGE
  62. 62. ORGANISESYSTEMS, VALUE & PROFIT CENTRESAROUND THE NET(WORK)
  63. 63. NETSDO WORK!
  64. 64. <TRANSACTION COSTS, OPPORTUNITY COSTS
  65. 65. >FLOW OF IDEAS & INTENTIONS
  66. 66. BUSINESSAS UNUSUAL
  67. 67. NETWORKINGONE LETTER AWAY FROM NOT WORKING
  68. 68. OPEN UPTO RESOURCES & SOURCES OF VALUEOUTSIDE OF THE ORGANISATION
  69. 69. SHARERISKSSHARE REWARDS
  70. 70. TAKE PART IN COMING TOGETHER TO SOLVE OUR MOST PRESSING CHALLENGESwww.wecreate.cc 70
  71. 71. ONEPERSON, ENTERPRISE OR STATE CANNOTACHIEVE AIMS ALONE
  72. 72. AMBITIONYOU NEED TO COLLABORATE & CO-CREATE
  73. 73. COLLABORATION TAKES ASIGNIFICANT INVESTMENT OF ENERGY AND A DIFFERENT WAY OF WORKING WITH VERY DIFFERENT MINDSETS
  74. 74. RISKYBUSINESS TO OPEN UP?
  75. 75. HOLDING ONTO THEOLD WAY OF DOING BUSINESS IS FARMORE DANGEROUS THAN RISKING OPENING UP
  76. 76. $80 BILLION TO $0
  77. 77. $0 BILLION TO $6 A PEER-ENABLED, SELF-ORGANISING BUSINESS MODEL
  78. 78. “In the long history ofhumankind (and animalkind, too) those wholearned to collaborateand improvise mosteffectively haveprevailed.”CHARLES DARWIN
  79. 79. CONNECTNICK@WECREATE.CCWECREATE.CC: SWITCHED ON INNOVATION &LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON
  80. 80. @NICKWECREATEBOOSTINGTHE POTENTIAL TO COLLABORATE
  81. 81. AGE OFCO-CREATION
  82. 82. TRIBES MARKETS HUNTER- HIERARCHIES /GATHERER NETWORKS BUREAUCRACIES
  83. 83. THE CO-CREATION GAME
  84. 84. 1 Collaborative Co-CreativeCooperative Closed
  85. 85. KNOWHOW
  86. 86. KNOWWHAT, WHEN, WHO & WHY
  87. 87. CHATFIRSTTHEN RELATIONSHIPS, THEN TRANSACTIONS
  88. 88. GIVEBEFORE WE GET
  89. 89. GIVEUP ASSUMPTIONS / CONVENTIONS OF HOWTO LEAD
  90. 90. CIQTHE MOST IMPORTANT SKILL OF THE 21STCENTURY
  91. 91. BACTERIA BETTER ABLETO COLLABORATE THAN MOST OF US!
  92. 92. TRAINEDTO COMPETE
  93. 93. FAILUREOF MANY COLLABORATIONS
  94. 94. DOMINATIONwww.wecreate.c
  95. 95. DISSIPATIONwww.wecreate.c
  96. 96. DISINTEGRATIONwww.wecreate.c
  97. 97. BORNTO COLLABORATE
  98. 98. TRUSTYOURSELF & OTHERS
  99. 99. SEEKWIN WINS
  100. 100. SEEKWIN WIN WINS
  101. 101. ALWAYSEXIST IF WILLING TO ABANDONASSUMPTIONS
  102. 102. STATUS QUOMAINTAINED BY OUTDATED ASSUMPTIONS
  103. 103. DIVERSETEAMS MORE CREATIVE THAN INDIVIDUALGENIUSES
  104. 104. DISRUPTIVEINNOVATION IS MORE LIKELY TO BE CO-CREATED
  105. 105. CIQ COACHING
  106. 106. Possibility FocusedOpenResponsiveNetworkedResilientEmpathicCoachable
  107. 107. CONNECTNICK@WECREATE.CCWECREATE.CC: SWITCHED ON INNOVATION &LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON
  108. 108. @NICKWECREATEBREAKTHROUGHINNOVATION
  109. 109. WARNINGNOTHING IN HERE IS ‘TRUE’(BUT IT MIGHT SERIOUSLY SWITCH YOU ON)
  110. 110. WHATDO YOU SEE?
  111. 111. “He was a bold man that first atean oyster.”JONATHAN SWIFT
  112. 112. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  113. 113. NBASUPER HERO
  114. 114. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  115. 115. 6 BILLIONDOLLAR COMPANY
  116. 116. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  117. 117. 5 MILLIONROOMS BOOKED
  118. 118. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  119. 119. 70%GROWTH OVER 8 YEARSCLOSE TO CHINA
  120. 120. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  121. 121. 4 PRISONS(AND A POP UP SHOP)
  122. 122. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  123. 123. “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
  124. 124. ‘Switched on’ people areeither delusional orvisionary.Either way, they see abreakthrough where no-one else can see one.
  125. 125. INNOVATIONSEEING PROBLEMSSWITCHING THEM INTO POSSIBILITIESAND BRINGING THEM TO LIFE BRILLIANTLY, NOMATTER WHAT
  126. 126. INNOVATORSCREATE NEW MARKETSTHROUGH (THOUGHT) LEADERSHIP
  127. 127. INNOVATION & LEADERSHIPARE THE DOUBLE HELIX OF ALL BREAKTHROUGH
  128. 128. “Innovation distinguishesbetween a leader and afollower.”STEVE JOBS
  129. 129. INCREMENTALEVOLUTIONARY
  130. 130. BREAKTHROUGHDISRUPTIVE
  131. 131. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  132. 132. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  133. 133. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  134. 134. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  135. 135. WHAT IS A BREAKTHROUGH INNOVATION INYOUR WORLD?
  136. 136. BREAKTHROUGHINNOVATIONS
  137. 137. DESTABILISESTATUS QUO
  138. 138. CREATEA GREATER SHARE OF THE FUTURE
  139. 139. CURRENTBUSINESS DRIVEN BY OLD RULES
  140. 140. CURRENTLEADERS SUCCEEDED WITH THE OLD RULES
  141. 141. BUSINESSWIRED TO RESIST CREATIVITY IN FAVOUR OFEFFICIENCY & CONTROL
  142. 142. “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
  143. 143. PEOPLEOFTEN CAN’T OR WON’T SEE THE FUTURE
  144. 144. UNTIL IT ISTOO LATE
  145. 145. $80 BILLIONTO $0
  146. 146. WHY?ACCESS TO SAME IF NOT MORETECHNOLOGY, RESOURCES, CAPITAL, STARHIRES, RESEARCH ETC.
  147. 147. PROBLEMPEOPLE TAKE OUT TOO FEW MOVIES,TOO INFREQUENTLY
  148. 148. DOOMEDTO SOLUTION FAILURE
  149. 149. WHY?
  150. 150. MODELSALL ARE PREMISED ON ASSUMPTIONS
  151. 151. STATUS QUOMAINTAINED BY OUTDATED ASSUMPTIONS
  152. 152. ASSUMPTIONSHAPE OUR SUCCESS AND DELINEATE OURFAILURE
  153. 153. ASSUMPTIONVIDEOS ARE SCARCEWE CONTROL ACCESS (TIME & RANGE)YOU MUST COME INTO A STORELATE FEES ARE PART OF LIFE (AND OURBUSINESS MODEL)
  154. 154. SWITCH!
  155. 155. ASSUMPTIONVIDEOS ARE ABUNDANTWE ENABLE ACCESSYOU CAN INTERACT & TRANSACT ONLINENO LATE FEES ARE A RIGHTTHE COMMUNITY IS BETTER TOGETHER
  156. 156. SOLUTIONA FLEXIBLE, ACCESSIBLE, ENJOYABLE PEER-POWERED ONLINE COMMUNITY WHERE WECAN ALL SEE, RATE AND EXPLORE MOVIESTOGETHER
  157. 157. BREAKTHROUGHINNOVATIONS CHANGE THE RULES FOREVERBY SWITCHING THE ASSUMPTIONS THATDRIVE THE SPACE
  158. 158. SURFACEASSUMPTIONS, BIASES, BELIEFS
  159. 159. SHARE AN ASSUMPTION THAT NO LONGERSERVES YOUR WORK
  160. 160. 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
  161. 161. IN 1983, ONLY THOSE WHO COULD USE ACOMMAND LINE COULD USE A COMPUTER
  162. 162. 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
  163. 163. © 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
  164. 164. 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
  165. 165. “One must have chaos inorder to give birth to adancing star.”NIETZSCHE
  166. 166. WORLDSTARTS TO CHANGE, ASSUMPTIONS HAVE TOCHANGE WITH IT
  167. 167. PROBLEMSCONTAIN WITHIN THEM THE ESSENCE OF THEIRCREATIVE SOLUTION
  168. 168. IF...WE HAVE THE COURAGE, CURIOSITY &CREATIVITY TO FIND THEM
  169. 169. EMBRACETHE CHAOSAND GET COMFORTABLE WITH UNCERTAINTY
  170. 170. FAILEDCOMPANIES HAVE ACCESS TO SAME (MORE!)TECHNOLOGY, CONSUMERS, CONSULTANTS,RESOURCES AS THE DISRUPTORS...
  171. 171. TRAINEDNOT TO QUESTIONTO AVOID UNCERTAINTY & CHAOSNEVER CHALLENGE THE ‘WAY WE DO THINGS’NOT TO SEARCH FOR THE POSSIBLE
  172. 172. REWIRETO QUESTIONTO EMBRACE UNCERTAINTYTO THINK DIFFERENTLYTO SEARCH FOR THE POSSIBLE
  173. 173. SWITCH ONREWIRE OUR MINDS, TEAMS & ORGS TO SEEPOSSIBILITIES IN PROBLEMS
  174. 174. If we wantbreakthroughoutcomes, we musthave breakthroughthoughts.
  175. 175. “Problems cannot besolved by the samelevel of consciousnessthat created them.”ALBERT EINSTEIN
  176. 176. RISKY?TO MAKE THE SWITCH
  177. 177. SURE!CREATIVITY IN LIFE AND WORK IS RISKINCARNATE
  178. 178. SWITCHED ONPEOPLE & BUSINESSES THRIVE IN THEGLOBALISED, NETWORKED, PARTICIPATORYWORLD
  179. 179. You are only ever one(major) assumptionaway from a (massive)breakthrough.
  180. 180. 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?
  181. 181. CONNECTNICK@WECREATE.CCWECREATE.CC: SWITCHED ON INNOVATION &LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON
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