What Does Corporate America Think of 2.0?

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What Does Corporate America Think of 2.0?

  1. What Does Corporate America Think of 2.0? (#CorpAmericaThink)<br />Andrew McAfee<br />Principal Research Scientist, MIT<br />@amcafee, amcafee@mit.edu<br />andrewmcafee.org<br />
  2. Definition of “2.0”<br />Good news: a tipping point?<br />Bad news: personal experience<br />Oversimplification: the corporate mindset<br />Advice-giving: how to talk to your bosses about technology<br />Discussion<br />
  3. 2.0: freeform, visible, emergent, non-credentialist approaches to getting group work done (collaboration, innovation, search, coordination, etc.), as well as the technologies that support them.<br />
  4. a tipping point?<br />
  5. a tipping point?<br />
  6. a tipping point?<br />
  7. a tipping point?<br />
  8. a tipping point?<br />
  9. a tipping point?<br />
  10. a tipping point?<br />
  11. a tipping point?<br />
  12. a tipping point?<br />
  13. personal experience: why aren’t they getting facebook?<br />
  14. the corporate mindset<br />Risk-averse<br />
  15. the corporate mindset<br />Risk-averse; enamored of status quo; <br />
  16. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; <br />
  17. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; <br />
  18. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; <br />
  19. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; <br />
  20. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; <br />
  21. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; <br />
  22. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, <br />
  23. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence; ROI-seeking; <br />
  24. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness. <br />
  25. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness <br />Aware of new tools and approaches<br />
  26. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness <br />Aware of new tools and approaches; aware of organizational dysfunctions<br />
  27. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness <br />Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic<br />
  28. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness <br />Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory<br />
  29. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness <br />Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory, evidence<br />
  30. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness <br />Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory, evidence, narratives<br />
  31. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness <br />Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory, evidence, narratives, peers<br />
  32. the corporate mindset<br />Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness <br />Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory, evidence, narratives, peers; afraid of being left behind.<br />
  33. how to talk to your bosses about technology<br />Comparisons instead of demos<br />
  34. how to talk to your bosses about technology<br />Comparisons instead of demos<br />Present theories and frameworks, not jargon<br /> - Grounded in bullet-proof previous work<br />
  35. None<br />A Knowledge Worker’s View of the Enterprise<br />Potential<br />Weak<br />Strong<br />Ties<br />
  36. how to talk to your bosses about technology<br />Comparisons instead of demos<br />Present theories and frameworks, not jargon<br /> - Grounded in bullet-proof previous work<br />Present data, case studies, narratives<br /> - Not about Google, Amazon, etc.<br />
  37. Source: “How companies are benefiting from Web 2.0: McKinsey Global Survey Results” <br />
  38. how to talk to your bosses about technology<br />Comparisons instead of demos<br />Present theories and frameworks, not jargon<br /> - Grounded in bullet-proof previous work<br />Present data, narratives, case studies<br /> - Not about Google, Amazon, etc.<br />Activate peer effects<br />
  39. “If only HP knew what HP knows, we would be three times more productive.”<br /> - Lew Platt, former CEO of HP<br />
  40. how to talk to your bosses about technology<br />Comparisons instead of demos<br />Present theories and frameworks, not jargon<br /> - Grounded in bullet-proof previous work<br />Present data, narratives, case studies<br /> - Not about Google, Amazon, etc.<br />Activate peer effects<br />Anticipate and allay concerns<br />
  41. how to talk to your bosses about technology<br />Comparisons instead of demos<br />Present theories and frameworks, not jargon<br /> - Grounded in bullet-proof previous work<br />Present data, narratives, case studies<br /> - Not about Google, Amazon, etc.<br />Activate peer effects<br />Anticipate and allay concerns<br />Show that you understand their problems<br />
  42. how to talk to your bosses about technology<br />Comparisons instead of demos<br />Present theories and frameworks, not jargon<br /> - Grounded in bullet-proof previous work<br />Present data, narratives, case studies<br /> - Not about Google, Amazon, etc.<br />Activate peer effects<br />Anticipate and allay concerns<br />Show that you understand their problems<br />Don’t treat them like geeks, or dopes<br />
  43. learn morehttp://www.20adoptioncouncil.com/<br />case studies coming<br />

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