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Succeeding in a disrupted world by Will McInnes
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Succeeding in a disrupted world by Will McInnes

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Talk at The Sunday Times Festival of Education, for Facebook. …

Talk at The Sunday Times Festival of Education, for Facebook.

Covers themes including crowdsourcing, participative decision making, realtime, openness and leadership in a networked world.


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  • http://www.guardian.co.uk/technology/pda/2011/aug/10/facebook-losing-users
  • By NASA. Photo taken by either Harrison Schmitt or Ron Evans (of the Apollo 17 crew).[see page for license], via Wikimedia Commonshttp://en.wikipedia.org/wiki/File:The_Earth_seen_from_Apollo_17.jpg
  • Wikipedia is easy to take for granted. How many of you used it in the last few weeks? But let us think about how it is created, about the organisation behind the website.
  • 19th March, 2004.
  • So wikipedia is in fact a stack of millions of volunteer, of hundreds of millions micro-contributions, a fluid network of people, a worthy purpose.http://www.flickr.com/photos/59171001@N00/417943111/sizes/l/in/photostream/
  • In March 2000, GoldCorp made available a wide variety of geological data to the general public. There was a prize of $575,000 for anyone who could find or suggest potential spots where gold could be found. The result of this mass collaboration effort was over 100 targets that were approximately 80% successful bringing over 8 million ounces of gold. Because of their use of crowdsourcing, GoldCorp’s value skyrocketed from $100 million to $9 billionhttp://www.fastcompany.com/magazine/59/mcewen.html?page=0%2C0
  • But what is digital anyway?And where does the network stop?How do you account for this in role descriptions, in review processes?
  • Ceo of Valve, personal net worth of $1.5 bn, can’t get his own game ideas made at his video game company.
  • http://www.flickr.com/photos/theuntrainedeye/283950450/
  • “Look at Twitter or Facebook, their teams don’t work in a segregated way. You have cohesive teams, some more operational, some more technical, but they’re together and they make interesting trick shots by working that way.”Read more: http://www.computing.co.uk/ctg/interview/2165737/interview-barclays-banks-innovation#ixzz26jSUepZqComputing - Insight for IT leaders Claim your free subscription today.
  • http://www.flickr.com/photos/spunter/2907888414/
  • We developed social media guidelines for Speedo, and the tone and design reflect the nature of the brand, and also have fun with the swimming link
  • Ceo of Valve, personal net worth of $1.5 bn, can’t get his own game ideas made at his video game company.
  • “Look at Twitter or Facebook, their teams don’t work in a segregated way. You have cohesive teams, some more operational, some more technical, but they’re together and they make interesting trick shots by working that way.”Read more: http://www.computing.co.uk/ctg/interview/2165737/interview-barclays-banks-innovation#ixzz26jSUepZqComputing - Insight for IT leaders Claim your free subscription today.
  • nixonmcinnes.co.uk@nixonmcinnesRoss’ contact detail: ross.breadmore@nixonmcinnes.co.uk / 01273 764 024
  • Transcript

    • 1. Page 1 | Social Business PioneersSucceeding in aworld disrupted bythe internet@willmcinnes
    • 2. Page 2 | Social Business Pioneers
    • 3. Page 3 | Social Business PioneersWe are a social business consultancySocial mediastrategy andimplementationWe help our clients thrive throughdigital disruption, in two ways:Businessinnovation forthe digital world
    • 4. Page 4 | Social Business Pioneers
    • 5. Page 5 | Social Business Pioneers
    • 6. Page 6 | Social Business PioneersBy NASA. Photo taken by either Harrison Schmitt or Ron Evans (of the Apollo 17 crew), via Wikimedia Commons
    • 7. Page 7 | Social Business Pioneers
    • 8. Page 8 | Social Business Pioneers
    • 9. Page 9 | Social Business Pioneers Mickey Smith „Dark side of the lense‟ on Vimeo.“The Internet isn‟t really atechnology. It‟s a belief system,a philosophy about theeffectiveness of decentralized,bottom-up innovation.”
    • 10. Page 10 | Social Business Pioneers1. Purpose & Meaning2. Democracy & Empowerment3. Progressive People4. Conscious Leadership5. Organisational Openness6. Change Velocity7. Tech DNA8. Fair Finances
    • 11. Page 11 | Social Business PioneersChapter 2.Democracy & Empowerment
    • 12. Page 12 | Social Business Pioneers
    • 13. Page 13 | Social Business Pioneers
    • 14. Page 14 | Social Business Pioneers
    • 15. Page 15 | Social Business Pioneers $575k prizes 100 targets 80% successful 8 million ounces of gold mined Company value from $100 million to $9 billion
    • 16. Page 16 | Social Business Pioneers
    • 17. Page 17 | Social Business Pioneers
    • 18. Page 18 | Social Business PioneersChapter 4.Leadership
    • 19. Page 19 | Social Business Pioneers• Edelman trust barometer
    • 20. Page 20 | Social Business Pioneers
    • 21. Page 21 | Social Business Pioneershttp://www.flickr.com/photos/gore-tex-products/5983679913/150 people per buildingLattice structure„Followership‟
    • 22. Page 22 | Social Business PioneersChapter 5.OrganisationalOpenness
    • 23. Page 23 | Social Business Pioneers
    • 24. Page 24 | Social Business Pioneers
    • 25. Page 25 | Social Business Pioneers
    • 26. Page 26 | Social Business PioneersSocial businessChapter 6.Change Velocity
    • 27. Page 27 | Social Business Pioneers
    • 28. Page 28 | Social Business Pioneers• Amazon• Netflix• Square
    • 29. Page 29 | Social Business Pioneers
    • 30. Page 30 | Social Business Pioneers•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
    • 31. Page 31 | Social Business Pioneers
    • 32. Page 32 | Social Business PioneersChapter 7.Tech DNA
    • 33. Page 33 | Social Business Pioneers
    • 34. Page 34 | Social Business Pioneers
    • 35. Page 35 | Social Business PioneersBarclays“Look at Twitter or Facebook, their teams don‟twork in a segregated way. You have cohesiveteams, some more operational, some moretechnical, but they‟re together and they makeinteresting trick shots by working that way.”
    • 36. Page 36 | Social Business Pioneers1. Piloting
    • 37. Page 37 | Social Business Pioneers
    • 38. Page 38 | Social Business Pioneers2. Bounding
    • 39. Page 39 | Social Business Pioneers
    • 40. Page 40 | Social Business Pioneers3. Role modelling
    • 41. Page 41 | Social Business Pioneers
    • 42. Page 42 | Social Business Pioneers4. Cultivating
    • 43. Page 43 | Social Business Pioneers
    • 44. Page 44 | Social Business Pioneershttp://michaelcriner.com/
    • 45. Page 45 | Social Business Pioneers5. Integrating
    • 46. Page 46 | Social Business Pioneers
    • 47. Page 47 | Social Business PioneersGood luck navigating the future.@willmcinnes

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