No straight lines Grey 2012

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We have arrived at the edge of the adaptive range of our industrial world. At the edge, because that world, our world is being overwhelmed by a trilemma of social, organisational and economic complexity. We are in transit from a linear world to a non-linear one. Non-linear because it is for all of us socially, organisationally and economically ambiguous, confusing and worrying. Consequently we are faced with an increasingly pressing and urgent problem, WHAT COMES NEXT? And also we are therefore presented with a design challenge: HOW do we create better societies, more able organisations and, more vibrant and equitable economies relevant to the world we live in today? No Straight Lines presents a new logic/literacy and inspiring plea for a more human centric world that describes an entirely new way for true social, economic and organisational innovation to happen.

NSL argues we now have the possibility to truly transform our world, to be more resilient, to be more relevant to us both personally and collectively, socially cohesive, sustainable, economically vibrant and humane, through the tools, capabilities, language and processes at our fingertips.

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No straight lines Grey 2012

  1. 1. Making sense of our non-linear world for Grey EMEA @alansmlxl
  2. 2. This presentation is based upon the book available at Amazon Amazon link: http://ht.ly/8CJGm
  3. 3. A non-linear, ambiguous,complex world. alan moore | www.smlxtralarge.com | no straight lines introduction 2011
  4. 4. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |Me, We. Jung re-wiredfor the 21st Century
  5. 5. Ali’s shortest poem“Me We” | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  6. 6. “I” Needs “We” to truly be “I” carl jung| www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  7. 7. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |Communication ?
  8. 8. Communion| www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  9. 9. [Communion] Folk culture| www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  10. 10. Identity created by storytelling / narrative making / culture| www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  11. 11. alan moore | www.smlxtralarge.com | no straight lines introduction 2011 http://www.(lickr.com/photos/nathaninsandiego/2723981272/
Fan fiction
  12. 12. 2005 YouTube36 hours video every 60 secs of every day Facebook A congregation of 800 million MyspaceDestroyed by News Corp | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  13. 13. alan moore | www.smlxtralarge.com | no straight lines introduction 2011 POWER| www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  14. 14. Access to, and, the (RE)distribution of knowledge allows us to renegotiate the relationships of power; church, state, government, society, commerce | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  15. 15. Q: did the Catholicchurch seeGutenberg coming? | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  16. 16. Gutenbergs little wooden printing press was used as the tool by Martin Luther tooverthrow the hegemony of the church in Europe and change the direction of politicalpower | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  17. 17. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |A technological revolution…
  18. 18. …or, a social one?| www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  19. 19. What does technology Want?| www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  20. 20. OPPORTUNITY FREEDOM EMPOWERMENT MUTUALISM DIVERSITY EFFICIENCY INDEPENDENCE BEAUTY| www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  21. 21. the Human- OS | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  22. 22. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |Participatory culture
  23. 23. “Drift towards mutualism ismoving towards an old dream:to maximise both individualautonomy and the power ofpeople working together”. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  24. 24. A connective communications membrane wrapping itself around the earth| www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  25. 25. Crafting a neweconomic andorganisational world | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  26. 26. Refined data the black gold of the21st CenturyAlex Pentland, director of MIT’s Human DynamicsLaboratory, “Using location data, I can say a lot about themusic you like... for example, your financial risks.” | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  27. 27. Recommendation engine, usage based, data fed | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  28. 28. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |Mass customisation
  29. 29. Curation of content, packagingof content, filtering and sensemaking | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  30. 30. Ubiquity = Everywhere | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  31. 31. Openness is resilience | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  32. 32. Networked solutions = new frameworkshttp://www.flickr.com/photos/16230215@N08/4066005402
  33. 33. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |The only way of discovering the limits ofthe possible is to venture a little way pastthem into the impossible
  34. 34. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  35. 35. Faced with certaincommercial deathhow do we discovera new sustainingbusiness model? | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  36. 36. By enabling our customers toconstantly co-create thefuture of our company,meaning we co-create betterproducts, services,and increase revenues. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  37. 37. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  38. 38. Co-evolved customers, Co-evolved business modelCo-evolved organisational model | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  39. 39. Why is LEGO relevant to you?1.  Having the wisdom to recognize old model of commerce was broken2.  Having the courage to explore new and emergent means by which to create a new sustainable business3.  Deep listening – ability to critically appraise4.  Recognising the important patterns in co-creation and how they could have real benefits for R&D, organizational capability, commercial models and marketing5.  Evolution to a new economic / social / organizational model6.  Marketing meets R&D | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  40. 40. How do we create abusiness that sellsfashion without theneed for retail stores,and all the associatedcosts? | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  41. 41. Mobile enabled commerce | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  42. 42. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  43. 43. Designing for time zone needs| www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  44. 44. stretching and blending time Activities during the day, but most product purchases between 10pm and 2am | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  45. 45. 45% response rate€83m revenues in 2008 | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  46. 46. Why is GIRLSWALKERrelevant to you?1.  Business as a platform2.  Business as an eco-system3.  Blended reality4.  Data – designing with data5.  Mass customisation = shopping satisfaction.6.  Participatory cultures7.  Need to belong to tribes: self-expression, self-esteem, fashion knowledge, peer group recognition,8.  Value is created not only in the purchase of goods it is co-created by the Girlswalker community.9.  4C’s: commerce, culture, community, connectivity | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  47. 47. Why is GIRLSWALKERrelevant to you?1.  Traditional fashion retailers believed the founder of Girlswalker would never make a single yen from trying to sell fashion in this way.2.  Dangers of fixed orthodoxies that mean organizations cannot see new opportunities – they stay ambiguous. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  48. 48. How do we create abusiness that designsand sells T-shirtsglobally with nocash? | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  49. 49. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  50. 50. | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  51. 51. Deconstructing organisation| www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  52. 52. Why is THREADLESS relevantto you?1.  Entrepreneurialism2.  Running *Lean* to be adaptive3.  The company as a community4.  Designing for the HumanOS – identity / trust / belonging5.  Co-creation + experience6.  The gamefication of cooperation7.  4C’s: commerce, culture, community, connectivity8.  Market as a global marketplace (economy of scope)9.  Revenue sharing | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  53. 53. How do we find thebest possible solutionto our challengingproblem? | www.no-straight-lines.com | making sense of our non-linear world | 2011 |
  54. 54. Deeply understand theopportunities: social /organisational / economicparadigm alan moore | www.smlxtralarge.com | assets & access in the intention economy 2011
  55. 55. Disrupt yourself beforesomeone does it to you alan moore | www.smlxtralarge.com | assets & access in the intention economy 2011
  56. 56. Design for participation,or Read/Write alan moore | www.smlxtralarge.com | assets & access in the intention economy 2011
  57. 57. Design for economiesof scope alan moore | www.smlxtralarge.com | assets & access in the intention economy 2011
  58. 58. Design for the intentioneconomy alan moore | www.smlxtralarge.com | assets & access in the intention economy 2011
  59. 59. Design for data + linkedeconomics alan moore | www.smlxtralarge.com | assets & access in the intention economy 2011
  60. 60. Design for deeperengagement alan moore | www.smlxtralarge.com | assets & access in the intention economy 2011
  61. 61. Design forpersonalisation alan moore | www.smlxtralarge.com | assets & access in the intention economy 2011
  62. 62. Design forcustomisation alan moore | www.smlxtralarge.com | assets & access in the intention economy 2011
  63. 63. Design for communitiesof interest alan moore | www.smlxtralarge.com | assets & access in the intention economy 2011
  64. 64. Design for blendedreality alan moore | www.smlxtralarge.com | assets & access in the intention economy 2011
  65. 65. Design for service alan moore | www.smlxtralarge.com | assets & access in the intention economy 2011
  66. 66. ALAN is described as a charismatic visionary who has a firm grasp of the significant and disruptive trends which are currently reshaping our world. Through his most recent project No Straight Lines: making sense of our non-linear world, he interprets these complex themes into their most salient points, taking concepts from various sources and detecting the previously hidden relationship between them. With his unique insight, Alan enables organizations and companies to address the challenges we now face to develop transformational and winning ways for ‘what next’ practically looks like. He is the founder of the innovation consultancy firm SMLXL and co-authorof “Communities Dominate Brands”: in which he coined the phrase ‘engagement marketing’ and exploredthe significant implications for business and organisations of living in a wired-up, networked, sociallyorientated world.He sits on the “board of inspiration” at the Dutch Think Tank Freedom Lab. He acts as “Head of Vision”for the worlds first venture fund funded by a global community – Grow Venture Community. He is a visitinglecturer at the Cambridge University Judge Business School, and at the Oxford University Saïd BusinessSchool including Exec Ed programs. Alan is a Fellow of the Royal Society of Arts and an advisor to thePleasance Trust (Edinburgh Fringe Festival). alanm@smlxtralarge.com
  67. 67. www.no-straight-lines.com @alansmlxl

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