The Historic Inevitability of Social Everything<br />David Wilkins<br />VP of Research<br />
Human Capacity and the Kardashev Lens<br />Type 0 corporation can harness a portion of its workers talent.Type 1 corporati...
PROOF POINT #1TALENT COMPETITIONS<br />
Innocentive<br />Total Registered SolversApproximately 250,000 from nearly 200 countries<br />Total Solver ReachMore than ...
Besides the sheer thrill of seeing the winner place first by mere minutes after years of work, the Netflix Prize competiti...
The Winning Team<br />“BellKor’s Pragmatic Chaos”<br />Team members nationalities:<br />
The Winning Team<br />“BellKor’s Pragmatic Chaos”<br />Team members nationalities:<br />Total teams: < 1000Total countries...
The Winning Team<br />“BellKor’s Pragmatic Chaos”<br />Team members nationalities:<br />Total teams: < 1000Total countries...
Some ideas<br />Have members submit L&D related challenges and have other members answer?  Maybe even do this across chapt...
PROOF POINT #2CROWDSOURCING<br />
…we multiply our internal innovation capability with a global network of innovation partners outside P&G. More than half o...
A small group of enthusiastic gamers on a site called Foldit recently solved the structure of a protein found in an AIDS-l...
Some ideas<br />Gamefication – badges, awards, recognition for members<br />Ideation tools within a chapter and across cha...
PROOF POINT #3OPEN SOURCING<br />
Co-ops<br />In US, more in coops than stock market<br />IN Columbia, 25% of HealthcareL3C companiesLow profit, limited lia...
Social Activates and manifests third drive<br />Mastery<br />Autonomy<br />Self-direction<br />Self-actualization<br />Pur...
Some ideas<br />Leverage the third drive when you are asking for freebies<br />Align to “purpose” and “meaning” drivers of...
Concluding Thoughts<br />Work is rapidly changing<br />Knowledge Work = Social, Global, Virtual, Mobile<br />Manual Work =...
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Historic inevitability of social everything

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  • Number of teams: &lt; 1000Number of countries: 100+
  • Number of teams: &lt; 1000Number of countries: 100+
  • Number of teams: &lt; 1000Number of countries: 100+http://www.nytimes.com/2 009/09/22/technology/internet/22netflix.html?_r=1&amp;ref=technology&amp;pagewanted=all http://www.wired.com/epicenter/2009/09/how-the-netflix-prize-was-won/
  • Number of teams: &lt; 1000Number of countries: 100+http://www.nytimes.com/2 009/09/22/technology/internet/22netflix.html?_r=1&amp;ref=technology&amp;pagewanted=all http://www.wired.com/epicenter/2009/09/how-the-netflix-prize-was-won/
  • Number of teams: &lt; 1000Number of countries: 100+http://www.nytimes.com/2 009/09/22/technology/internet/22netflix.html?_r=1&amp;ref=technology&amp;pagewanted=all http://www.wired.com/epicenter/2009/09/how-the-netflix-prize-was-won/
  • The IRI New Product Pacesetter Report ranks the best-selling new products in our industry in the U.S. every year. Over the past 14 years, P&amp;G has had 114 top 25 Pacesetters — more than our six largest competitors combined. In the last year alone, P&amp;G had five of the top 10 new product launches in the U.S. and 10 of the top 25.
  • In US, more people belong to co-ops than own stock in the stock marketSauldCoop more than 25% of population – healthcare
  • In US, more people belong to co-ops than own stock in the stock marketSauldCoop more than 25% of population – healthcare
  • Historic inevitability of social everything

    1. 1. The Historic Inevitability of Social Everything<br />David Wilkins<br />VP of Research<br />
    2. 2.
    3. 3.
    4. 4. Human Capacity and the Kardashev Lens<br />Type 0 corporation can harness a portion of its workers talent.Type 1 corporation can harness all the talent of its company. Type 2 corporation can harness the talent of its country. Type 3 corporation can harness the talent of the entire planet.<br />Wayne ReganHR Technology Conference group on LinkedIn<br />
    5. 5. PROOF POINT #1TALENT COMPETITIONS<br />
    6. 6.
    7. 7. Innocentive<br />Total Registered SolversApproximately 250,000 from nearly 200 countries<br />Total Solver ReachMore than 12 million<br />Total Challenges Posted to InnoCentive.comMore than 1,200<br />Total Solution Submissions24,256<br />Average Success Rate50%<br />
    8. 8.
    9. 9. Besides the sheer thrill of seeing the winner place first by mere minutes after years of work, the Netflix Prize competition has proffered hard proof of a basic crowdsourcing concept: Better solutions come from unorganized people who are allowed to organize organically. But something else happened that wasn’t entirely expected: Teams that had it basically wrong — but for a few good ideas — made the difference when combined with teams which had it basically right, but couldn’t close the deal on their own.<br />http://www.wired.com/epicenter/2009/09/how-the-netflix-prize-was-won/<br />
    10. 10. The Winning Team<br />“BellKor’s Pragmatic Chaos”<br />Team members nationalities:<br />
    11. 11. The Winning Team<br />“BellKor’s Pragmatic Chaos”<br />Team members nationalities:<br />Total teams: < 1000Total countries: 100+<br />
    12. 12. The Winning Team<br />“BellKor’s Pragmatic Chaos”<br />Team members nationalities:<br />Total teams: < 1000Total countries: 100+<br />You look at the cumulative hours and you’re gettingPh.D.’s for a dollar an hour.<br />
    13. 13.
    14. 14.
    15. 15. Some ideas<br />Have members submit L&D related challenges and have other members answer? Maybe even do this across chapters?<br />Create relationships to other associations, joint events?<br />Horizontals: Marketing? SHRM? ISPI? NASAGA?<br />Verticals: Retail? Finance? Manufacturing?<br />Create relationships to other ASTD chapters?<br />Shared content<br />Shared practices<br />Break chapter tasks into smaller bits for hyperspecialization practices and to support succession planning<br />
    16. 16. PROOF POINT #2CROWDSOURCING<br />
    17. 17.
    18. 18. …we multiply our internal innovation capability with a global network of innovation partners outside P&G. More than half of all product innovation coming from P&G today includes at least one major component from anexternal partner. <br />http://www.annualreport.pg.com/annualreport2009/letter/strength.shtml<br />
    19. 19.
    20. 20.
    21. 21.
    22. 22.
    23. 23. A small group of enthusiastic gamers on a site called Foldit recently solved the structure of a protein found in an AIDS-like monkey virus. The structure had stumped scientists for over a decade; the gamers, incredibly, cracked it in less than three weeks.<br />
    24. 24.
    25. 25. Some ideas<br />Gamefication – badges, awards, recognition for members<br />Ideation tools within a chapter and across chapters<br />Shared lists of great speakers, killer topics<br />Partner with CLOs and CHROs for topic ideas, meeting space<br />Partner with business, HR, training professors at local colleges<br />Capture member content and expertise<br />HD video<br />Best practices<br />Innovation and new ideas<br />
    26. 26. PROOF POINT #3OPEN SOURCING<br />
    27. 27.
    28. 28. Co-ops<br />In US, more in coops than stock market<br />IN Columbia, 25% of HealthcareL3C companiesLow profit, limited liability<br />(modest profits, real goal social benefit)<br />Social + PURPOSE = results<br />
    29. 29. Social Activates and manifests third drive<br />Mastery<br />Autonomy<br />Self-direction<br />Self-actualization<br />Purpose<br />
    30. 30.
    31. 31.
    32. 32. Some ideas<br />Leverage the third drive when you are asking for freebies<br />Align to “purpose” and “meaning” drivers of your “mark”<br />Software you need is mostly free, focus on services<br />Expand membership around a “Give Back” theme<br />Chapters create job training for veterans<br />Chapters partner with University to support reskilling for structurally unemployed<br />Chapters partner with business to tackle skill shortages in particular industries<br />
    33. 33. Concluding Thoughts<br />Work is rapidly changing<br />Knowledge Work = Social, Global, Virtual, Mobile<br />Manual Work = Automated and Off-shored<br />Social and mobile tech plays a role<br />But the bigger changes are tied to the *way* we work <br />We need to consider the role of learning professionals in this<br />Core changes flatten and invert knowledge transfer paradigms<br />We need to *live* these changes and deeply understand them<br />And help our chapter members do the same<br />

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