Social Mediaand the Future           Futurist           Strategy advisor           Author          @rossdawson
How we spend our timeSource: Nielsen
Taking diverging paths
Not keeping pace30%                                US economy: Return on Assets10%-10%-30%-50%-70%                      To...
DriversTimelineTrendsOrganisationsCapabilities
Drivers
Central control
Supercomputers in our hands
Wherever you go                                  Mobile Internet – Penetration and Growth                                 ...
Increased expectations
How organisations really work
Value from social technologiesSource: McKinsey & Co.
TimelineFlickr credit: h.koppdelaney
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
TrendsFlickr credit: uzi yachin
Visual
Video
Mobile
Curation
Reputation
InteroperabilityFlickr credit: INTVGene
GamificationFlickr credit: nan palmero
CommerceFlickr credit: Jo Jakeman
Interfaces
Global / LocalImage credit: NASA
Battle of the platforms
Organisations
The two layers of organisations…   Standardised             Ad-hoc     processes             networks
Embedding social into the organisation
The inside is the outside
“No matter who you are,            most of the smartest people             work for someone else.”                        ...
Information across boundaries
CapabilitiesFlickr credit: reed_flickr
Culture and organisational change
Linking social and CRM
Managing privacy and customer data
Experimentation and iterationFlickr credit: Idle Type
Governance for transformationBenefits                 Risks/ Concerns           Risks of NOT                              ...
Enabling high-performance organisations
DriversTimelineTrendsOrganisationsCapabilities
Keynote: Social Media and the Future
Keynote: Social Media and the Future
Keynote: Social Media and the Future
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Keynote: Social Media and the Future

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Slides for Ross Dawson's keynote at Australian CIO Summit on July 24, 2012

Published in: Business, Economy & Finance
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Keynote: Social Media and the Future

  1. 1. Social Mediaand the Future  Futurist  Strategy advisor  Author @rossdawson
  2. 2. How we spend our timeSource: Nielsen
  3. 3. Taking diverging paths
  4. 4. Not keeping pace30% US economy: Return on Assets10%-10%-30%-50%-70% Top Quartile Bottom Quartile-90% 1965 1969 1973 1977 1981 1985 1989 1993 1997 2001 2005 2008 Source: The Shift Index, Deloitte Center for the Edge
  5. 5. DriversTimelineTrendsOrganisationsCapabilities
  6. 6. Drivers
  7. 7. Central control
  8. 8. Supercomputers in our hands
  9. 9. Wherever you go Mobile Internet – Penetration and Growth 3G Penetration 0% 20% 40% 60% 80% 100% 120% World Japan Australia USA UK Canada 3G Subscription Growth YoY France 3G Penetration Netherlands Germany Brazil Russia China 0% 100% 200% 300% 400% 500% 600% 700% 800% 900% 1000%Source: Morgan Stanley, Informa 3G Subscription Growth YoY
  10. 10. Increased expectations
  11. 11. How organisations really work
  12. 12. Value from social technologiesSource: McKinsey & Co.
  13. 13. TimelineFlickr credit: h.koppdelaney
  14. 14. 2000
  15. 15. 2001
  16. 16. 2002
  17. 17. 2003
  18. 18. 2004
  19. 19. 2005
  20. 20. 2006
  21. 21. 2007
  22. 22. 2008
  23. 23. 2009
  24. 24. 2010
  25. 25. 2011
  26. 26. 2012
  27. 27. TrendsFlickr credit: uzi yachin
  28. 28. Visual
  29. 29. Video
  30. 30. Mobile
  31. 31. Curation
  32. 32. Reputation
  33. 33. InteroperabilityFlickr credit: INTVGene
  34. 34. GamificationFlickr credit: nan palmero
  35. 35. CommerceFlickr credit: Jo Jakeman
  36. 36. Interfaces
  37. 37. Global / LocalImage credit: NASA
  38. 38. Battle of the platforms
  39. 39. Organisations
  40. 40. The two layers of organisations… Standardised Ad-hoc processes networks
  41. 41. Embedding social into the organisation
  42. 42. The inside is the outside
  43. 43. “No matter who you are, most of the smartest people work for someone else.” Bill Joy, Co-Founder, Sun MicrosystemsFlickr credit: Andrew Morrell Photography
  44. 44. Information across boundaries
  45. 45. CapabilitiesFlickr credit: reed_flickr
  46. 46. Culture and organisational change
  47. 47. Linking social and CRM
  48. 48. Managing privacy and customer data
  49. 49. Experimentation and iterationFlickr credit: Idle Type
  50. 50. Governance for transformationBenefits Risks/ Concerns Risks of NOT taking actionProductivity and Productivity loss Reducedefficiency competitivenessStaff satisfaction and Loss of control Harder to attractengagement talented staffAccess to information Information reliability Fragmentation ofand processes informationFlexibility in work Systems security Unauthorized use of technology
  51. 51. Enabling high-performance organisations
  52. 52. DriversTimelineTrendsOrganisationsCapabilities

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