Culture Shock: the future of business is social
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Culture Shock: the future of business is social



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  • Martin Röll -
  • By NASA. Photo taken by either Harrison Schmitt or Ron Evans (of the Apollo 17 crew).[see page for license], via Wikimedia Commons
  • Simon Kuznets, the inventor of the concept of the GDP, notes in his very first report to the US Congress in 1934:...the welfare of a nation [can] scarcely be inferred from a measure of national income...
  • Profits doubled!
  • According to political theorist Oskar Niedermayer, the party sees itself as part of an international movement to shape with their term of "digital revolution" which is a circumscription for the transition into information society. With their focus on freedom in the net and their fight against government regulations of this sphere, they hit the nerve especially of the younger generation. Even if the network policy is the core identity of the party, it is now more than just a advocacy party of "digital natives" and characterizes itself as a social-liberal-progressive.[4
  • Talk about how the 21st century is going to be vastly different than 20thHow – amidst the meltdown, where we don’t trust traditional trustworthy people/orgs – people are gravitating towards MeaningVolunteering is up, Gen Y are an empowered, picky workforce, CSR is seen as ‘marketing’A new kind of org focused on creating meaning and reaching higher purpose, AND profits
  • Intrinsic motivation and the 16 basic desires theoryStarting from studies involving more than 6,000 people, Professor Steven Reiss has proposed a theory that found 16 basic desires that guide nearly all human behavior. The 16 basic desires that motivate our actions and define our personalities as:Acceptance, the need for approvalCuriosity, the need to learnEating, the need for foodFamily, the need to raise childrenHonor, the need to be loyal to the traditional values of one's clan/ethnic groupIdealism, the need for social justiceIndependence, the need for individualityOrder, the need for organized, stable, predictable environmentsPhysical activity, the need for exercisePower, the need for influence of willRomance, the need for sexSaving, the need to collectSocial contact, the need for friends (peer relationships)Social status, the need for social standing/importanceTranquility, the need to be safeVengeance, the need to strike back/to win
  • Martin Röll -
  • Crop traders and Indiana University professor who’s linked mood of US on Twitter to Dow market performance.
  •’ contact detail: / 01273 764 024

Culture Shock: the future of business is social Culture Shock: the future of business is social Presentation Transcript

  • The future ofbusiness is social@willmcinnesPage 1 | Social Business Pioneers
  • IntroBy the champ User:Martinroell [CC-BY-SA-2.5 (], via Wikimedia Commons Page 2 | Social Business Pioneers
  • Page 3 | Social Business PioneersBy NASA. Photo taken by either Harrison Schmitt or Ron Evans (of the Apollo 17 crew), via Wikimedia Commons
  • Page 4 | Social Business Pioneers
  • Page 5 | Social Business Pioneers
  • Intro @willmcinnesPage 6 | Social Business Pioneers
  • ―The future belongs to crowds‖ – Don DellioPage 7 | Social Business Pioneers
  • Mickey Smith ‗Dark Business Pioneers Vimeo. Page 8 | Social side of the lense‘ on
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  • 1. Purpose & Meaning 2. Democracy & Empowerment 3. Progressive People 4. Conscious Leadership 5. Organisational Openness 6. Change Velocity 7. Tech DNA 8. Fair FinancesPage 11 | Social Business Pioneers
  • Chapter 1.Purpose & MeaningPage 12 | Social Business Pioneers
  • ―Making shareholder enrichment the basis of aneconomy is probably an idea that belongs upthere with Cheez Whiz and Donald Trumps hair.‖- UmairHaquePage 13 | Social Business Pioneers
  • 14 | Social Business Pioneers
  • ‗Purpose ofSignificance‘ Intro @willmcinnesPage 15 | Social Business Pioneers
  • To be the first company that, by its deeds, showsthe entire industrial world what sustainability is inall its dimensions: People, process, product, placeand profits — by 2020 — and in doing so we willbecome restorative through the power of influence. Page 16 | Social Business Pioneers
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  • 8%Page 19 | Social Business Pioneers
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  • Chapter 3.Progressive PeoplePage 21 | Social Business Pioneers
  • American22 | Social Survey, U.S. Bureau of Labor Statistics Page Time Use Business Pioneers
  • 1. I wish Id had the courage to live a life true to myself, not the life others expected of me. 2. I wish I didnt work so hard. 3. I wish Id had the courage to express my feelings. 4. I wish I had stayed in touch with my friends. 5. I wish that I had let myself be happier. Top Five Regrets of the Dying by Bronnie WarePage 23 | Social Business Pioneers
  • • Acceptance • Physical activity• •Curiosity Accept • Power• Eating • Romance• Family • Saving•Honour • Social contact• Idealism • Social status• Independence • Tranquility• Order • Vengeance Page 24 | Social Business Pioneers
  • Weirdness, ‗family‘,personal development Page 25 | Social Business Pioneers
  • 200 people per buildingLattice structure‗Followership‘ Page 26 | Social Business Pioneers
  • • NM church of failPage 27 | Social Business Pioneers
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  • Chapter 4.LeadershipPage 30 | Social Business Pioneers
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  • • Edelman trust barometerPage 32 | Social Business Pioneers
  • ―There has been a greatdeal of talk about loyaltyfrom bottom to top. Loyaltyfrom the top to thebottom is much moreimportant and also muchless prevalent. It is thisloyalty from the top to thebottom which binds juniorsto their seniors with thestrength of steel.‖ Page 33 | Social Business Pioneers
  • 7 components of 21st century Leadership:1. Leading yourself2. Style3. Trust & Ethics4. Transparency5. Rewards6. Realtime communication7. Support Page 34 | Social Business Pioneers
  • • What is my purpose in this work? • Why do I want to do it? • What are my values, and which ones am I honouring (and not) in this work? • What do I believe my strengths and weaknesses are, and how am I consciously working with them? • What do the people around my believe my strengths and weaknesses are?Page 35 | Social Business Pioneers
  • Social businessChapter 6.Change VelocityPage 36 | Social Business Pioneers
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  • Intro Page 38 | Social Business Pioneers
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  • • Amazon• Netflix• SquarePage 40 | Social Business Pioneers
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  • COMMAND OF NOW―Speed kills truth‖ –Chris LewisPage 42 | Social Business Pioneers
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  • •Timely•Vast sample (60% of UK adults use the internet daily)• Collected as a by-product of normal activity• Avoids problems with non-response and inaccuracy• Information is continually collected around a wider range ofissues, including unexpected ones Page 45 | Social Business Pioneers
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  • We must leadchange. Now.@willmcinnesCulture Shockavailable now on pre-order.Page 47 | Social Business Pioneers