Planning for Disruption


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Is your organization ready for seismic change accelerated by the expanding online ecosystem? Are you evolving the kinds of nimble governance, management, and operations that can survive -- and thrive -- through the next upheaval in your industry? By definition, disruption is unexpected, but you can prepare your programs and people to anticipate transformative change.



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Planning for Disruption

  1. 1. Planning for Disruption:Nine steps toward agile online governanceJ. Boye Philadelphia 2011May 5, 2011Jay Collier • B. S. Wise
  2. 2. Emerging media for learning organizations• WGBH Educational Foundation• Public Broadcasting Service• Massachusetts Institute of Technology• Dartmouth College• Bates College• Maine Department of Education• The Compass LLC B. S. Wise
  3. 3. House calls Ted Kerwin
  4. 4. Movable type Wikipedia
  5. 5. Batch processing Pargon
  6. 6. Replacement cartidges Ollie Svenson Pargon
  7. 7. Horizontal hold Mandy Goldberg
  8. 8. Chalk and erasers Wikipedia
  9. 9. Your product or service here?
  10. 10. GE Healthcare
  11. 11. Clayton Christensen“A ‘disruptive innovation’ ...transforms an existing market orsector — or creates a new one — byintroducing simplicity, convenience,accessibility, reliability, andaffordability”
  12. 12. Digital MEDIA Personal computer Digital networks Electronic World Wide Web MEDIA Telegraph Printed Telephone MEDIA Radio Written Television Movable typePhysical MEDIA Printing pressEXPERIENCE Cave walls Photograph Bamboo slips Motion pictures Verbal Parchment Visual Paper mashdnart nate mightyboybrian wilhei schizoform mauricedb zest-pk wonderlane
  13. 13. Web 3.0? Evolution of the online ecosystem (or other buzzword?) (Simplified) ~2014 The Live Web “IS” Web 2.0 Online experiences will be assembled Web 1.0 ~2007 automatically and securely, based on personal and social interests, from The next Web was “ME” and“US” services and systems hosted in the ~2000 “IT”The first Web was Knowledge about an organization started moving virtual cloud. Standard exchange methods are critical. out into the “cloud.” Services, too. Most knowledge Facebook Share knowledge about an organization was on “the” Web site. Delicious Flickr Web media and content WordPress Media Google Docs hosted locally and content Use services hosted locally Enterprise Enterprise data data Wikipedia LinkedIn EnterprisePhone Television data Email YouTube NetVibes Twitter Build connections Range of organizational IT governance and infrastructure v0.99 - Jay Collier, 12/2/08 Questions/comments? <> Authorized access across services
  14. 14.
  15. 15. Who is responsible for disrupting markets or industries? 50 Investors 6% 37.5 Agile incumbents 13% 25 Early adopters 34% 12.5 Scrappy upstarts 47% 0 Juniper Research for Wired Magazine
  16. 16. Warren BennisSkunk works: “a project typicallydeveloped by a small and looselystructured group of people whoresearch and develop a projectprimarily for the sake of innovation.”
  17. 17. Twentieth-century examples• Walt Disney animation studios• Black Mountain College• Lockheeds Skunk Works• Xeroxs Palo Alto Research Center• Apple Computer
  18. 18. John Seely-BrownCommunities of Practice ... offerthe core of a large organizationa means and a model toexamine the potential ofalternative views oforganizational activity Wikipedia
  19. 19. Disruptive innovation teamsINFORMAL • Type: Community of practice • Membership: Self-selected • Charge: Informal FORMAL • Type: Business unit • Membership: Appointed • Charge: Formal
  20. 20. Who is the sponsor? Innovation Leadership Group Innovation Management Group Innovation Operations Group
  21. 21. What is the relationship to core governance? Marc Smith, Colin Project Perfect, Level Five Solutions
  22. 22. How to stay nimble?Monitor, model, mentor, make meaning
  23. 23. 1. Monitor
  24. 24. 2. Define goals 30 Lines, David Carrington, Wesley Fryer
  25. 25. 3. Listen to constituents Pelle Sten, Tim Pierce, Kristen Wolff
  26. 26. 4. Prioritize needs Eliatt, Jay Collier
  27. 27. 5. Prototype Text
  28. 28. 6. Standardize Rob Enslin, Babak Fakhamzadeh, Daniel Panev
  29. 29. 7. Operationalize Robert Higgins, Perhapstoopink, UMass, EDUCAUSE
  30. 30. 8. Evaluate sBenefits (revenue, lead generation) - Costs (people, materials) = ROI Bill McChesney, TopRankBlog
  31. 31. 19969. Iterate 2001 2006 Awareness Knowledge Selection Satisfaction Loyalty Advocacy Wikipedia, Robin Corps
  32. 32. Are you planning for disruption?How do you stay nimble? • B. S. Wise GE Healthcare