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Historic inevitability of social everything

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  • Number of teams: < 1000Number of countries: 100+
  • Number of teams: < 1000Number of countries: 100+
  • Number of teams: < 1000Number of countries: 100+http://www.nytimes.com/2 009/09/22/technology/internet/22netflix.html?_r=1&ref=technology&pagewanted=all http://www.wired.com/epicenter/2009/09/how-the-netflix-prize-was-won/
  • Number of teams: < 1000Number of countries: 100+http://www.nytimes.com/2 009/09/22/technology/internet/22netflix.html?_r=1&ref=technology&pagewanted=all http://www.wired.com/epicenter/2009/09/how-the-netflix-prize-was-won/
  • Number of teams: < 1000Number of countries: 100+http://www.nytimes.com/2 009/09/22/technology/internet/22netflix.html?_r=1&ref=technology&pagewanted=all http://www.wired.com/epicenter/2009/09/how-the-netflix-prize-was-won/
  • The IRI New Product Pacesetter Report ranks the best-selling new products in our industry in the U.S. every year. Over the past 14 years, P&G has had 114 top 25 Pacesetters — more than our six largest competitors combined. In the last year alone, P&G had five of the top 10 new product launches in the U.S. and 10 of the top 25.
  • In US, more people belong to co-ops than own stock in the stock marketSauldCoop more than 25% of population – healthcare
  • In US, more people belong to co-ops than own stock in the stock marketSauldCoop more than 25% of population – healthcare
  • Transcript

    • 1. The Historic Inevitability of Social Everything
      David Wilkins
      VP of Research
    • 2.
    • 3.
    • 4. Human Capacity and the Kardashev Lens
      Type 0 corporation can harness a portion of its workers talent.Type 1 corporation can harness all the talent of its company. Type 2 corporation can harness the talent of its country. Type 3 corporation can harness the talent of the entire planet.
      Wayne ReganHR Technology Conference group on LinkedIn
    • 5. PROOF POINT #1TALENT COMPETITIONS
    • 6.
    • 7. Innocentive
      Total Registered SolversApproximately 250,000 from nearly 200 countries
      Total Solver ReachMore than 12 million
      Total Challenges Posted to InnoCentive.comMore than 1,200
      Total Solution Submissions24,256
      Average Success Rate50%
    • 8.
    • 9. Besides the sheer thrill of seeing the winner place first by mere minutes after years of work, the Netflix Prize competition has proffered hard proof of a basic crowdsourcing concept: Better solutions come from unorganized people who are allowed to organize organically. But something else happened that wasn’t entirely expected: Teams that had it basically wrong — but for a few good ideas — made the difference when combined with teams which had it basically right, but couldn’t close the deal on their own.
      http://www.wired.com/epicenter/2009/09/how-the-netflix-prize-was-won/
    • 10. The Winning Team
      “BellKor’s Pragmatic Chaos”
      Team members nationalities:
    • 11. The Winning Team
      “BellKor’s Pragmatic Chaos”
      Team members nationalities:
      Total teams: < 1000Total countries: 100+
    • 12. The Winning Team
      “BellKor’s Pragmatic Chaos”
      Team members nationalities:
      Total teams: < 1000Total countries: 100+
      You look at the cumulative hours and you’re gettingPh.D.’s for a dollar an hour.
    • 13.
    • 14.
    • 15. Some ideas
      Have members submit L&D related challenges and have other members answer? Maybe even do this across chapters?
      Create relationships to other associations, joint events?
      Horizontals: Marketing? SHRM? ISPI? NASAGA?
      Verticals: Retail? Finance? Manufacturing?
      Create relationships to other ASTD chapters?
      Shared content
      Shared practices
      Break chapter tasks into smaller bits for hyperspecialization practices and to support succession planning
    • 16. PROOF POINT #2CROWDSOURCING
    • 17.
    • 18. …we multiply our internal innovation capability with a global network of innovation partners outside P&G. More than half of all product innovation coming from P&G today includes at least one major component from anexternal partner.
      http://www.annualreport.pg.com/annualreport2009/letter/strength.shtml
    • 19.
    • 20.
    • 21.
    • 22.
    • 23. A small group of enthusiastic gamers on a site called Foldit recently solved the structure of a protein found in an AIDS-like monkey virus. The structure had stumped scientists for over a decade; the gamers, incredibly, cracked it in less than three weeks.
    • 24.
    • 25. Some ideas
      Gamefication – badges, awards, recognition for members
      Ideation tools within a chapter and across chapters
      Shared lists of great speakers, killer topics
      Partner with CLOs and CHROs for topic ideas, meeting space
      Partner with business, HR, training professors at local colleges
      Capture member content and expertise
      HD video
      Best practices
      Innovation and new ideas
    • 26. PROOF POINT #3OPEN SOURCING
    • 27.
    • 28. Co-ops
      In US, more in coops than stock market
      IN Columbia, 25% of HealthcareL3C companiesLow profit, limited liability
      (modest profits, real goal social benefit)
      Social + PURPOSE = results
    • 29. Social Activates and manifests third drive
      Mastery
      Autonomy
      Self-direction
      Self-actualization
      Purpose
    • 30.
    • 31.
    • 32. Some ideas
      Leverage the third drive when you are asking for freebies
      Align to “purpose” and “meaning” drivers of your “mark”
      Software you need is mostly free, focus on services
      Expand membership around a “Give Back” theme
      Chapters create job training for veterans
      Chapters partner with University to support reskilling for structurally unemployed
      Chapters partner with business to tackle skill shortages in particular industries
    • 33. Concluding Thoughts
      Work is rapidly changing
      Knowledge Work = Social, Global, Virtual, Mobile
      Manual Work = Automated and Off-shored
      Social and mobile tech plays a role
      But the bigger changes are tied to the *way* we work
      We need to consider the role of learning professionals in this
      Core changes flatten and invert knowledge transfer paradigms
      We need to *live* these changes and deeply understand them
      And help our chapter members do the same