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  • \n
  • We have been working inside large organisations for 8 years doing social business consulting and technology and this experience has taught us that we need to engage, educate and enthuse senior leadership if real transformation is to happen. Some people think leaders are obsessed with spreadsheets and ROI, but they are really talking about middle management. Successful leaders have a feel for doing what is right, even if it looks like taking a risk in the short term\n
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  • There is a recognition that the de-humanising corporate model of managed hierarchies that grew out of the the late C19th corporations is no longer a productive model for organising human endeavour. The internal cost structure and the way large firms harness human endeavour and collaboration are no longer competitive\n
  • We are learning a lot about how people work individually and collectively. Nudge, behavioural economics: people are motivated by social connections / status / signals, not just carrot and stick or price signals. \nOld Model >> let's fill the gaps with the crap of meetings!!! and then work overtime to do your actual work - the industrial age mindset - knowledge workers, government, teachers and doctors do not have steady work and so we destroy their cognitive surplus\n
  • Are C20th corporations efficient? NOW WAY!! "Process is an embedded reaction to prior stupidity" (Shirky) and arguably a testament to a lack of trust in people. In a process-driven organisation, exceptions or problems lead to new processes, which creates a gradual inflation of internal costs to the point that it becomes prohibitively expensive to get anything done in many large organisations today.\n
  • \nTyler Cowen: The Great Stagnation book - this patent application from his blog\nWe have picked the low hanging fruit of the first half of the C20th, and as John Hagel demonstrates and people like Umair Haque talk about all the time, there is a wealth of evidence that we are seeing decreasing returns and decreasing productivity.\n\n
  • \nTyler Cowen: The Great Stagnation book - this patent application from his blog\nWe have picked the low hanging fruit of the first half of the C20th, and as John Hagel demonstrates and people like Umair Haque talk about all the time, there is a wealth of evidence that we are seeing decreasing returns and decreasing productivity.\n\n
  • Social business thinking is becoming the new maintream and the way we think about how business works\n
  • hierarchy that uses snapshots to predict the future - JP\nmoving from knowledge stocks to flows - Hagel\n\n\n
  • \nTyler Cowen: The Great Stagnation book - this patent application from his blog\nWe have picked the low hanging fruit of the first half of the C20th, and as John Hagel demonstrates and people like Umair Haque talk about all the time, there is a wealth of evidence that we are seeing decreasing returns and decreasing productivity.\n\n
  • \nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
  • \n\n
  • see Sam Ramji’s presentation from 2010 on APIs \n
  • see Sam Ramji’s presentation from 2010 on APIs\n\nData is not just about dashboards and reporting - it is about real-time feedback loops that can drive business improvement \n
  • \nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
  • For example, the more engaged employees are able to talk to each other the better\n
  • real leaders are not afraid of feedback - they thrive on it\n
  • We have heard a lot about knowledge flows rather than knowledge stocks today. Rather than allow object-based solutions, leaders should mandate the opening up of data, signals and flow, partly for their own benefit and partly for the health of the organisation.\n
  • We have heard a lot about knowledge flows rather than knowledge stocks today. Rather than allow object-based solutions, leaders should mandate the opening up of data, signals and flow, partly for their own benefit and partly for the health of the organisation.\n
  • We have heard a lot about knowledge flows rather than knowledge stocks today. Rather than allow object-based solutions, leaders should mandate the opening up of data, signals and flow, partly for their own benefit and partly for the health of the organisation.\n
  • \nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
  • We don’t know how much data we have inside organisations, or how much customer behavioural information we can draw on from the outside. This is the next frontier of behaviour change\n
  • We don’t know how much data we have inside organisations, or how much customer behavioural information we can draw on from the outside. This is the next frontier of behaviour change\n
  • see Chris Thorpe’s Open Everything presentation\n
  • \nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
  • We have heard a lot about knowledge flows rather than knowledge stocks today. Rather than allow object-based solutions, leaders should mandate the opening up of data, signals and flow, partly for their own benefit and partly for the health of the organisation.\n
  • \n
  • Synaxon story: work in the wiki, managers watch activity streams and intervene only if needed\n
  • We have heard a lot about knowledge flows rather than knowledge stocks today. Rather than allow object-based solutions, leaders should mandate the opening up of data, signals and flow, partly for their own benefit and partly for the health of the organisation.\n
  • We need to take the ideas and practices of user experience design and apply them to the strategic level, designing interventions in networks than stimulate activity and energy or influence behaviour in a positive way - you cannot managed CASs but you can influence them\n
  • \nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
  • We have heard a lot about knowledge flows rather than knowledge stocks today. Rather than allow object-based solutions, leaders should mandate the opening up of data, signals and flow, partly for their own benefit and partly for the health of the organisation.\n
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  • \nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
  • In business, it is usually marketing, customer service and sales that provide routes for information exchange, but they are interested only in certain types of information, and inbound traffic is often throttled to avoid too much contact or feedback.\n
  • In business, it is usually marketing, customer service and sales that provide routes for information exchange, but they are interested only in certain types of information, and inbound traffic is often throttled to avoid too much contact or feedback.\n
  • In business, it is usually marketing, customer service and sales that provide routes for information exchange, but they are interested only in certain types of information, and inbound traffic is often throttled to avoid too much contact or feedback.\n
  • Passion is contagious and because it cuts through the bullshit, it touches peoples sense of purpose and self-worth\n
  • How do we harness customer feedback, combine it with internal collective intelligence to identify potential actionable insights? Needs data aggregation, analytics and an action framework that lets people claim actions they can take. As Jeff Jonas says, Data is the new physics\n
  • \nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
  • \n\n
  • \n
  • \n

Lee bryant Presentation Transcript

  • 1. Social Business Intelligence:The Future of Data-DrivenBusiness PerformanceLee Bryant, Headshift | Dachis Group, March 2011
  • 2. Hello :)World’s largest SocialBusiness Designconsultancy: 10 cities,5 countries, 240 people
  • 3. The industrial age model is less and less productive
  • 4. We are seeing the limitsof carrot and stickmanagement methodsand extrinisic motivationas a way of orchestratinghuman activity
  • 5. The productive ‘drag’ of process and bureaucracy
  • 6. Have we picked the low hanging corporate fruit?
  • 7. Where do we find new sources of growth & value?
  • 8. Social Business: becoming the new mainstream
  • 9. Moving towards the Connected Company
  • 10. Joined up data --> Social Intelligence ?
  • 11. Data: driving evolutionary improvement
  • 12. Social business data and intelligence can createthe conditions for businesses to evolve ecosystems + passion + active listening = transformation
  • 13. If APIs are the sex organs of business evolution...
  • 14. ... then data is the DNA
  • 15. Data: the new oil? huge datafields existunder the ground in many organisations
  • 16. Most data is not secret, but is still treated as such
  • 17. ... it becomes more valuable when socialised
  • 18. Social CRM: creating context around customer data
  • 19. From CRM to VRM: Customer-controlled data
  • 20. Whole new models based on real-time analytics
  • 21. Data: examples of turning cost into value
  • 22. Call centres as data gathering machines
  • 23. Some wonderful work in the open data movement
  • 24. Open data is great, but where’s the beef?
  • 25. Data: real-time data driving behaviourchange in organisations
  • 26. Lessons from biofeedback about behaviour change
  • 27. Game mechanics + sharing create data feedback
  • 28. Game mechanics + sharing create data feedback
  • 29. Real-time feedback vs retrospective reporting
  • 30. Real-time feedback vs retrospective reporting
  • 31. Open data stimulates greater self-management
  • 32. Open data stimulates greater self-management Just the simple act of “publicizing” those numbers — not in a cruel way, but a “where are we at as a group?” way — has kept the support process on-task and, I think, made it a bit more like a video game.
  • 33. Social experience design for network stimulation
  • 34. Data: coping and making sense ofabundant data - we need better tools
  • 35. How can we help people make sense of flow?
  • 36. Foundations: Pace layering & data streaming
  • 37. Foundations: Pace layering & data streaming Traditional Enterprise systems CMS DMS RDBs Mail Etc...
  • 38. Foundations: Pace layering & data streaming API / Data sharing Traditional Enterprise systems CMS DMS RDBs Mail Etc...
  • 39. Foundations: Pace layering & data streaming Social business platform(s) Wiki Blogs Groups RSS SNS API / Data sharing Traditional Enterprise systems CMS DMS RDBs Mail Etc...
  • 40. Foundations: Pace layering & data streaming API / Data sharing Social business platform(s) Wiki Blogs Groups RSS SNS API / Data sharing Traditional Enterprise systems CMS DMS RDBs Mail Etc...
  • 41. Foundations: Pace layering & data streaming Social business apps Use Use Use Use API / Data sharing Social business platform(s) Wiki Blogs Groups RSS SNS API / Data sharing Traditional Enterprise systems CMS DMS RDBs Mail Etc...
  • 42. Foundations: Pace layering & data streaming Social business apps Use Use Use UseINCREASING WEIGHT API / Data sharing Social business platform(s) Wiki Blogs Groups RSS SNS API / Data sharing Traditional Enterprise systems CMS DMS RDBs Mail Etc...
  • 43. Foundations: Pace layering & data streaming Social business apps Use Use Use UseINCREASING WEIGHT INCREASING VELOCITY API / Data sharing Social business platform(s) Wiki Blogs Groups RSS SNS API / Data sharing Traditional Enterprise systems CMS DMS RDBs Mail Etc...
  • 44. Foundations: Pace layering & data streaming Simple, light-weight situated apps built on capabilities of both social platforms and existing enterprise systems Social business apps Use Use Use UseINCREASING WEIGHT INCREASING VELOCITY API / Data sharing Social business platform(s) Wiki Blogs Groups RSS SNS API / Data sharing Traditional Enterprise systems CMS DMS RDBs Mail Etc...
  • 45. On top: we need better signalling tools Signals apps
  • 46. On top: we need better signalling tools Signals apps • Updates manager and search agent • topic and project monitoring tools
  • 47. Twitter clients little more than CLIs to network data
  • 48. Why are our client tools not more like this?
  • 49. Why are our client tools not more like this?
  • 50. Why are our client tools not more like this?
  • 51. We lack the filter tools to make sense of dataMetafilter apps
  • 52. We lack the filter tools to make sense of data Metafilter apps• personal startpage and info organiser• action items - applying verbs
  • 53. How do we apply verbs and actions to feeds & flow?
  • 54. How do we apply verbs and actions to feeds & flow?
  • 55. Data: beyond social media monitoring
  • 56. Can social tools go beyond the merely decorative?
  • 57. Online/offline campaigns teach us about behaviour
  • 58. Marketing programmes generating lots of data
  • 59. How can we turn this into actionable insight?
  • 60. Social analytics: applying ‘many eyes’ to action
  • 61. We need more: Marketing Data Engineers
  • 62. Thanks for listening Lee@headshift.com
  • 63. I am lee@headshift.com and live athttp://www.headshift.comExcept where otherwise stated, photos courtesy of Flickr using CreativeCommons license.Thanks to the following photographers:http://www.flickr.com/photos/paul_irish/2379958609/sizes/l/http://www.flickr.com/photos/thayer18/2473764858/http://www.flickr.com/photos/ivanatm/2081065914/http://www.flickr.com/photos/pedrosimoes7/1301014184/sizes/l/http://www.flickr.com/photos/brianboulos/36957265/http://www.flickr.com/photos/jurvetson/52581560/sizes/l/http://www.flickr.com/photos/notionscapital/2328274151/http://www.flickr.com/photos/brianboulos/36957265/www.highposition.net/.../ 456556http://fuckyeahslightlyamusing.tumblr.com/post/430365688/thesavagelife-hmmm-heres-a-cuter-picture-3http://www.flickr.com/photos/chibidan/3201849270/sizes/l/http://www.flickr.com/photos/joi/522208290/http://www.flickr.com/photos/pushandplay/2968259379/http://www.panic.com/blog/2010/03/the-panic-status-board/http://www.flickr.com/photos/thedalogs/3184387156/http://www.usdesignstudio.co.uk/freerange.htmlhttp://www.flickr.com/photos/cote/54408562/http://jmobley123.files.wordpress.com/2008/10/blue-screen-of-death1.jpghttp://en.wikipedia.org/wiki/File:Extent_of_the_Hansa.jpg