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    Dare Sessions: Organisation 3.0 Dare Sessions: Organisation 3.0 Presentation Transcript

    • DARE SESSION THREE ORGANISATION 3.0 3rd July 2012
    • key themesSTRUCTURE CULTURE PROCESS PEOPLE
    • key themes INNOVATION
    • TODAY WE WILL COVER MOVE FAST, BREAK THINGS Eric Edge, Facebook ORGANISATION 3.0 Neil Perkin, Only Dead Fish ORGANISATION 3.0, CASE STUDIES Arwa Mahdawi, Contagious AGENCY 3.0 Neil Perkin, Only Dead Fish AGENCY 3.0, CASE STUDIES Nadya Powell, Dare
    • TIME FORDISCUSSION
    • TODAY WE WILL COVER MOVE FAST, BREAK THINGS Eric Edge, Facebook ORGANISATION 3.0 Neil Perkin, Only Dead Fish ORGANISATION 3.0, CASE STUDIES Arwa Mahdawi, Contagious AGENCY 3.0 Neil Perkin, Only Dead Fish AGENCY 3.0, CASE STUDIES Nadya Powell, Dare
    • To view Eric’s slides, please go to the IPA Creative Pioneerspresentation, here:http://www.youtube.com/watch?v=kGbzn8W8LGE
    • TODAY WE WILL COVER MOVE FAST, BREAK THINGS Eric Edge, Facebook ORGANISATION 3.0 Neil Perkin, Only Dead Fish ORGANISATION 3.0, CASE STUDIES Arwa Mahdawi, Contagious AGENCY 3.0 Neil Perkin, Only Dead Fish AGENCY 3.0, CASE STUDIES Nadya Powell, Dare
    • THE ONLY CONSTANT IS CHANGE • Organisations felt bombarded by change - many are struggling to keep up. • 8 out of 10 CEOs saw significant change ahead, yet the gap between the expected level of change and the ability to manage it had almost tripled since the previous studyhttp://www-935.ibm.com/services/uk/gbs/html/ceostudy
    • THE ONLY CONSTANT IS CHANGE 4 out of 5 CMOs anticipate a high/very high level of complexity over the next 5 years, but only half felt ready to handle it. Percentage of CMOs reporting under preparednessSource: “From Stretched to Strengthened – Insights from the Global Chief Marketing Officer Study”, October 2011, IBM,CMO C-Suite Studies, 1700 CMOs
    • ADVERTISING Paid search, display, affiliate Atomisation of PAID Paid placements content into ads DIGITAL PARTNERPROPERTIES NETWORKSWebsites, blogs, OWNED EARNED Word of mouth, microsites, Digital PR,Social presence Influencer outreach Atomisation of conversation through APIs and social widgets
    • The average half life of 1,000 popular bitly links was 3 hours
    • THE CHALLENGE: AGILITY, RESPONSIVENESS, PACE OF INNOVATION Disintermediation & disruption: A journey away from linear, one way, interruption, frequency, inflexibility…towards what?http://russelldavies.typepad.com/planning/2007/04/beta_tees_and_l.html
    • NO SILOS The need to break down organisational silos is very real
    • POROUS ENTERPRISE:CHANCE FAVOURS THE CONNECTED MINDThe Eureka Myth – the myth of the lone-creativegenius with a spark of sudden inspiration.Ideas take a long time to mature, sometimeslaying dormant (in the form of partial hunchesor half-ideas) for years.It is the collision of these half-ideas thatenables breakthroughs to happen. Rather thanbeing a single thing, ideas are networks, or newconfigurations.
    • POROUS ENTERPRISE:CHANCE FAVOURS THE CONNECTED MINDThe great driver of innovation has been thehistoric increase in connectivity between usthat creates infinite possibilities for ideas tobe swappedAgile enterprises that understand this createand enable spaces (physical and virtual)where ideas can mingle (in the way thatcoffee houses did in The Enlightenment)
    • POROUS ENTERPRISE:• Connected employees bring new thinking into theorganisation• Allows for innovation at the edges – non-corethinking• Relationships seen as valuable assets• Flow of ideas into and within organisations• Companies less reliant on ‘stocks’ of knowledge, andmore connected to ‘flows’ of knowledge
    • THE NETWORKED ENTERPRISE A new class of company is emerging—one that uses collaborative Web 2.0 technologies intensively to connect the internal efforts of employees and to extend the organization’s reach to customers, partners, and suppliers “…fully networked enterprises are not only more likely to be market leaders or to be gaining market share but also use management practices that lead to margins higher than those of companies using the Web in more limited ways.”
    • THE AGILE MANIFESTO INDIVIDUALS AND over PROCESSES AND TOOLS INTERACTIONS WORKING OUTPUTS over COMPREHENSIVE INPUTS over CONTRACTS AND COLLABORATION HIERARCHY RESPONDING TO CHANGE over FOLLOWING A PLANhttp://agilemanifesto.org/
    • TRADITIONAL ‘WATERFALL’ APPROACH Concept Detailed Design Build
    • AGILE PROCESSES Detailed Detailed Detailed Detailed Design Design Design Design Concept Build Build Build Build SPRINT SPRINT SPRINT SPRINT REVIEW REVIEW REVIEW REVIEW• Improved speed of decision-making, more in-tune with agile tech teams• Concept of ‘being in beta’, using data to adopt a more prototypical approach• Involve feedback from customers early in the process to mitigate risk• Work in more flexible ways with digital talent e.g. talent networks
    • THE LEAN START-UP MOVEMENT • Disruptive innovation is everywhere • Every company, regardless of size needs to act like a start-up • Not just innovation, but continuous innovation • Combine of the use of open-source software, agile development methodologies and ferocious, customer-centric, rapid iteration."My own definition of a start-up is an institution asked to create something new under conditions of high uncertainty…This has nothing to do with company size.” Eric Rieshttp://madebymany.com/signals/the-lean-startup-movement http://startupquote.com/
    • THE PROGRESSION OF AGILE DIGITAL WIDER RELATED TECH & BUILD MARKETING MARKETING TEAMS/REST OF TEAMS TEAM TEAM THE BUSINESSAs the benefits of agile principles (e.g. test and learn) become apparent to those most often interfacing with agile teams, adoption spreads
    • CREATIVE CULTURE…CREATIVE PROCESS INVOLVING ALARGE NUMBER OF PEOPLEOFTEN FROM DIFFERENT DISCIPLINESMARSHALLED AROUND A VISIONWORKING AS A TEAM“The notion of ideas as this singular thing is a fundamental flaw. There are so many ideas that whatyou need is that group behaving creatively. And the person with the vision I think is unique, there arevery few people who have that vision.. but if they are not drawing the best out of people then they will fail.” - ED CATMULL, PRESIDENT OF PIXAR
    • CREATIVE CULTURE… "We say we are director led, which implies they make all the final decisions, [but] what it means to us is the director has to lead.. and the way we can tell when they are not leading is if people say we are not following.” - ED CATMULL, PIXARhttp://www.flickr.com/photos/daviddelarosa/
    • ENGINEERING CULTURE…• Resourcing for projects is purely voluntary• Project leaders pitch developers to generate interest• Engineers decide which projects sound interesting to work on
    • Agile Development is often centred around the belief that the best results come from self-organising, small, nimble teams. What if we worked like that in communications?
    • AMAZON AND THE ‘TWO-PIZZA’ TEAM• A way of remaining agile as the company scales• Large number of small, multidisciplinary teams, 8-10 people• Each responsible for a focused area of service• Customer-centric, focused improvement, speed of innovation
    • THE ONLY CONSTANT IS CHANGE • Research into marketing structures and resourcing - 30 in-depth interviews, quant survey 170 respondents • A new phase: not just change, but continuous change • Economic pressures - constant evaluation of organisational structures, processes, roles, skillshttp://econsultancy.com/uk/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide
    • A KEY SHIFT IN MINDSET Identified 4 distinct types of online presence: 1.Transactional e-commerce site 2.Services-oriented relationship building site 3.Brand building site 4.Publisher, portal or media site
    • A KEY SHIFT IN MINDSET Mediated Direct to consumer Campaigning Always-on = increasing blurring of lines between these distinctions, enhanced merging of roles, functions, and skills requiredSeveral key trends behind this:• Product owners establishing direct relationships with consumers• Increasing role of owned media, brands and retailers becoming content producers, andmore skilled in merchandising, editorialising, content marketing and service provision• Publishers and content owners seeking new revenue streams and moving toward e-commerce models, applications and services
    • A KEY SHIFT IN MINDSETThe challenge of resourcing:• Competitive, rapidly changing markets and increasing channel complexity• Multiple and sometimes competing internal priorities• Balancing outsourcing with in-sourcing, and specialism with generalism• How best to apply adaptive resourcing to emerging channels• The tensions created by blurred boundaries, and notably the delineation betweenGlobal, Regional and Local
    • A MODEL FOR Dispersed – 20%DIGITALSTRUCTURALMATURITY Fully integrated – 0% Centre of Excellence – 42% Multiple Hub-and-spoke – 3% Hub-and-spoke – 35%
    • Brand Brand strategy E-Business (Social Media) Digital Marketing Ecommerce Content/UX SEO PPC Display Customer Affiliates UX Insight Social media CRM Design Content Marketing Mobile Analytics/data Strategy & Planning Operations CMS Tech/Build Small change Large scale request requestIn organisations with a heavy Etail focus, digital marketing is Web Build a part of e-commerce
    • MARKETING & TECHNICAL• No single dominant structure for how technical infrastructure and web buildcapability is positioned in relation to the digital marketing• But a common challenge in how best to prioritise digital projects across thebusiness, and ensure agility within these structures.• In some instances this has led to the growth in the role of intermediary productor project manager positions.
    • TALENT• Increasing demand/potential shortage: data/analytics, social media• Increasing requirement for ‘T-Shaped’ people• Both depth of experience in particular disciplines and an inherent understanding ofthe broader context of their work
    • THE RISE OF PRODUCTMANAGEMENT• Owns the whole process of creating and executing products that audiences love• From product strategy/vision to the detailed delivery and ongoing running• T-Shaped people who can both co-ordinate and inspire• Tech to media to…?
    • Content Content Strategy marketing Strategy marketing Customer Customer Product insight Product insight management management UX UX Tech Ecommerce Content Tech Ecommerce build build Strategy marketing Content Content marketing Strategy Strategy marketing Customer Customer Product Customer Product insightUX Product management insight insight UX management Ecommerce UX management Tech Ecommerce Tech build build Content Ecommerce Strategy marketing Strategy Content marketing Tech Customer Product Customer insight build UX Product management insight management UX Ecommerce Tech build Ecommerce Tech build
    • MAKING ROOM FOR INNOVATION• Walmart buy a small Silicon Valley start up (Kosmix) & turn it into WalmartLabs• A unit designed to push Walmart’s capabilities in mobile and social R & D• Protects culture, allows for agility, attracts tech talent, space to create the future
    • MAKING ROOM FOR INNOVATION
    • A WAY IN TO AGILE… McKinsey :`Boosting Returns on Marketing Investment’ Recommends brands spend 80% of their budget on banker strategies and tactics, and 20% on learning through well structured tests.https://www.mckinseyquarterly.com/Boosting_returns_on_marketing_investment_1602
    • THE 70, 20, 10 MODEL 70% of the content should be low risk, bread and butter marketing 20% should innovate off what works 10% should be high risk ideas that will be tomorrows 70% or 20%
    • TODAY WE WILL COVER MOVE FAST, BREAK THINGS Eric Edge, Facebook ORGANISATION 3.0 Neil Perkin, Only Dead Fish ORGANISATION 3.0, CASE STUDIES Arwa Mahdawi, Contagious AGENCY 3.0 Neil Perkin, Only Dead Fish AGENCY 3.0, CASE STUDIES Nadya Powell, Dare
    • DIFFERENTAPPROACHESTOORGANISATIONALINNOVATION
    • 60%under 10 years old36%under 5 years old66%tech manufacturers orweb-based
    • ENTITLEMENT KILLS  Disruptive  Small-d democratic  Transparent  Tech savvy  Design savvy  Local and global  Nimble  Values-driven
    • INNOVATION CAN BE  Inside-out  Outside-in  Boxed-out
    • INSIDE-OUTINNOVATION
    • “The Chipotle burrito is very similar to the iPhone.” - SLATE MAGAZINECHIPOTLE / THE APPLE OF THE FAST FOOD INDUSTRY?
    • http://www.youtube.com/watch?v=aMfSGt6rHosChipotle / Going back to the start
    • $2.2 billion 11.2% increase in same-store sales last year in revenues. Revenues have tripled since 2006. 1200 25.9% restaurants restaurant operating margins across the US, UK and Canada. Plans to open 165 more this year. 500% Chipotle stock up 50% on the year and over 500% over 5 yearsCHIPOTLE / RESULTS
    • Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis. - PATAGONIA MISSION STATEMENTPATAGONIA / WEAVING VALUE-DRIVENINNOVATION INTO THE FABRIC OF YOUR COMPANY
    • PATAGONIA / TRAIL-BLAZING TRANSPARENCY
    • $500 millionin 2011 sales30% growthover the last two years$500,000worth of product recycled in The Common ThreadsInitiative, with over 25,000 pledging to change theirconsumption pattersPATAGONIA / RESULTS
    • KLM / TRANSPARENCY, FALLIBILITY & THE HUMANTOUCH
    • OUTSIDE-ININNOVATION
    • “It’s people united, andone problem as aspringboard forinnovation. It’s takinggenerous collaborationto action. The power ofthis is unlimited.”- MARIA MUJICA, DIRECTOR FOR GUMAND CANDY, KRAFT LATAM
    • SOURCING THE CREATIVITYOF THE WORLD Procter and Gamble aims for at least 50% of all new product and service ideas to come from outside the organisation.
    • BOXED-OUTINNOVATION
    • “GG is different and its unique in how its structured. Im totally up for the way its structured, its like as a community were challenging the big boys!!!” - MEMBER COMMENTGIFFGAFF/ BUILDING A BRAND AND THEN GIVING ITTO YOUR CUSTOMERS
    •  24/7 support in avg. 90 seconds  100% of questions asked answered by the community  Top earner - £17,000 over 12 months  Highest Customer Satisfaction (CSI) in the sector  Highest Community Health Index in the worldGIFFGAFF / COMMUNITY-LED INNOVATION THAT PAYS
    • SO,INCONCLUSION…
    • EVOLVE IMMEDIATELY.ENTITLEMENT KILLS. “Dont be a sitting duck. See the big picture. Find the pain points, see patterns taking shape and act. Evolve immediately. Entitlement kills.” - AJAZ AHMED & STEFAN OLANDER
    • BE ALL-IN “The difference between a company whose CEO and leadership team have an "all-in" mentality regarding innovation, and one whose leadership supports innovation merely at an abstract level, is unmistakable—and so is the impact on the companys culture and results.” - JAMES P. ANDREW; SENIOR PARTNER & MANAGING DIRECTOR AT THE BOSTON CONSUL TING GROUP
    • DEFAULT TO OPEN Smart organisations default to open, rather than closed ways of working.
    • BE BRAVE “The most important thing we do to encourage innovation is give people the freedom to fail” - ROBERT KOTICK, ACTIVISION BLIZZARD (NAMED ONE OF FORBES’ MOST INNOVATIVE LEADERS)
    • TODAY WE WILL COVER MOVE FAST, BREAK THINGS Eric Edge, Facebook ORGANISATION 3.0 Neil Perkin, Only Dead Fish ORGANISATION 3.0, CASE STUDIES Arwa Mahdawi, Contagious AGENCY 3.0 Neil Perkin, Only Dead Fish AGENCY 3.0, CASE STUDIES Nadya Powell, Dare
    • 21 in-depth interviews with senior agency contacts across Europe: Creative, Media, Direct, Digital, Marketing Technologyhttp://econsultancy.com/uk/reports/the-progression-of-agency-value
    • • What is the role of the agency?• Commoditisation of services• Divergence/Convergence of services• Complexity/proliferation of devices• Big data – joining it up, real-time,automation, attributing value• Shift to platforms• Speed of adoption/transition
    • THE PROGRESSION OF AGENCY VALUE•Delivering services•Staging experiences•Guiding transformations
    • THE PROGRESSION OF AGENCY VALUE Delivering Services Staging Experiences Guiding Transformations Integrated digital and Multichannel, Joining up Siloed data sources, basic online/offline, real-time Data data, basic attribution, data analysis tools decisions, sophisticated automation analysis Customised dashboards, Technology restricts, legacy Agile development, scalability of the cloud, Technology platforms software-as-a-service tech actionable attribution modeling Specialists & Generalists, T-shaped, deep knowledge, Paid media skills, vertical Skills Creative Technologists, human layer over tech, skill sets, poor training Tech skills knowledge sharing Interdisciplinary, cross- More fluid structure, Rigid structure, Push not functional, small, nimble Culture collaborative environment, Pull, Waterfall project mgt teams. Permission to fail. more project work Entrepreneurial
    • TODAY WE WILL COVER MOVE FAST, BREAK THINGS Eric Edge, Facebook ORGANISATION 3.0 Neil Perkin, Only Dead Fish ORGANISATION 3.0, CASE STUDIES Arwa Mahdawi, Contagious AGENCY 3.0 Neil Perkin, Only Dead Fish AGENCY 3.0, CASE STUDIES Nadya Powell, Dare
    • AGENCY 3.0: DARE 24 Craft Free range Agile collective creativity
    • AGENCY 3.0: CO:COLLECTIVE "teams are formed around individual client needs, and when those needs are satisfied, the team is dispersed"http://www.cocollective.com/
    • AGENCY 3.0: PARTY They’re not Creative is They follow an at the the “cloud advertising heart of model” agency everything
    • key themesSTRUCTURE CULTURE PROCESS PEOPLE
    • key themes INNOVATION
    • PLEASE FEEDBACK
    • DARE SESSION FOUR27th September 2pm – 6pm