WECREATE @ INTEL

@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

@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

6 BILLIONDOLLAR COMPANY

5 MILLIONROOMS BOOKED

70%GROWTH OVER 8 YEARSCLOSE TO CHINA

4 PRISONS(AND A POP UP SHOP)

“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

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

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?

WECREATE @ INTEL

by wecreate on Jul 30, 2012

Accessibility

Categories

Upload Details

Usage Rights

2 Embeds 6

Statistics

WECREATE @ INTEL Presentation Transcript

http://www.wecreateworldwide.com	5
http://www.linkedin.com	1