Shaping the social enterprise: CEBIT 23 May2012
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Shaping the social enterprise: CEBIT 23 May2012

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Shaping te social enterprise and Future Workplace - designing for a culture of innovation, collaboration, creativity

Shaping te social enterprise and Future Workplace - designing for a culture of innovation, collaboration, creativity

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Shaping the social enterprise: CEBIT 23 May2012 Shaping the social enterprise: CEBIT 23 May2012 Presentation Transcript

  • A culture for the futureAnnalie KillianCatalyst for Magic, AMP @maverickwoman, @amplifyfestSocial Enterprise Conference @ CeBIT Australia 2012    Annalie  Killian   1 of 27
  • “Architecture is the will of an epochtranslated into space”~Ludwig Mies van der Rohe
  • System journeyScarcity Abundance 5 drivers of change 5 generations in one workplace Patriarchy Consumerisation of IT & instruments Partnership of production Open, global sourcing Ubiquitous connectivity & collaboration Radical transparency and social responsibility Culture model for the future Principles Practice
  • A model for culture of the future Principles Practice Innovation Values, Brand CSR As demonstrated by: Collaboration Learning Uber-connection eco-systems Personalization Social recruiting Accelerated Authenticity & talent Leadership management practices ConnectionAdapted from original source: Future workplace
  • Innovation eco-system FOR 1. Customer/ Pipeline of Learning Clients Value Growth Experiments, 2. Partners Opportunities Development Created 3. Staff 4. Shareholder Implementation rate Staff innovation engagement 5. Community How?Internal Crowd Open Innovation Design methodology Start-up Incubators AMP Innovation Board Creatively Restless Culture Passion | Persistence | Patience
  • Uber-connection
  • Learning eco-systems
  • Authenticity, diversity Sub,tle  
  • Participation, markets•  Sub,tle  
  • Collaboration, personalization
  • Uber - connection
  • Feedback & recognition
  • Social recruiting, talent
  • Contemporary brand, values & social purpose
  • Shared value
  • System journey Scarcity Abundance 5 drivers of change 5 generations in one workplace Consumerisation of IT & instruments of Personal journey Patriarchy production global Partnership Open sourcing Ubiquitous connectivity & collaboration Radical transparency and social responsibility Culture model for future Principles Practice Expansive controlling Free agent-self-managing Personal journeyDependent - complying Interdependent
  • Leadership practices
  • Patriarchy
  • Partnership
  • Measurable
  • Merci!annalie_killian@amp.com.au @maverickwoman @amplifyfest
  • Fogg Behavior Change Model
  • Maslow’s Hierarchy of Internet Needs
  • Social Business Maturity Model Internal Social Business Unified SocialBusiness Intelligence / collaboration architecture Business Strategy External Social Business Customer/partner facing Optimised Managed •  •  Strategic executive focus Significant budget •  Multi-channel initiatives Structured •  •  Active executive sponsorship Daily management •  Social business unit/centre of •  Dedicated budgets •  Program office excellence Engaged •  •  Management Responsibility Formal projects •  •  Professional staff Well-defined roles and responsibilities •  Guidance by business intelligence Ad Hoc •  •  Executive awareness Some management engagement •  High-level formal roles •  Requirements driven •  No management •  Pilots •  No budget •  Volunteer / part-time resources •  No structure / resources •  ExperimentsAdapted from original by: The Dachis Group
  • Lewin’s equationB=ƒ(P,E)