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Shaping the social enterprise: CEBIT 23 May2012

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Shaping te social enterprise and Future Workplace - designing for a culture of innovation, collaboration, creativity

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Shaping the social enterprise: CEBIT 23 May2012

  1. 1. A culture for the futureAnnalie KillianCatalyst for Magic, AMP @maverickwoman, @amplifyfestSocial Enterprise Conference @ CeBIT Australia 2012    Annalie  Killian   1 of 27
  2. 2. “Architecture is the will of an epochtranslated into space”~Ludwig Mies van der Rohe
  3. 3. System journeyScarcity Abundance 5 drivers of change 5 generations in one workplace Patriarchy Consumerisation of IT & instruments Partnership of production Open, global sourcing Ubiquitous connectivity & collaboration Radical transparency and social responsibility Culture model for the future Principles Practice
  4. 4. A model for culture of the future Principles Practice Innovation Values, Brand CSR As demonstrated by: Collaboration Learning Uber-connection eco-systems Personalization Social recruiting Accelerated Authenticity & talent Leadership management practices ConnectionAdapted from original source: Future workplace
  5. 5. Innovation eco-system FOR 1. Customer/ Pipeline of Learning Clients Value Growth Experiments, 2. Partners Opportunities Development Created 3. Staff 4. Shareholder Implementation rate Staff innovation engagement 5. Community How?Internal Crowd Open Innovation Design methodology Start-up Incubators AMP Innovation Board Creatively Restless Culture Passion | Persistence | Patience
  6. 6. Uber-connection
  7. 7. Learning eco-systems
  8. 8. Authenticity, diversity Sub,tle  
  9. 9. Participation, markets•  Sub,tle  
  10. 10. Collaboration, personalization
  11. 11. Uber - connection
  12. 12. Feedback & recognition
  13. 13. Social recruiting, talent
  14. 14. Contemporary brand, values & social purpose
  15. 15. Shared value
  16. 16. System journey Scarcity Abundance 5 drivers of change 5 generations in one workplace Consumerisation of IT & instruments of Personal journey Patriarchy production global Partnership Open sourcing Ubiquitous connectivity & collaboration Radical transparency and social responsibility Culture model for future Principles Practice Expansive controlling Free agent-self-managing Personal journeyDependent - complying Interdependent
  17. 17. Leadership practices
  18. 18. Patriarchy
  19. 19. Partnership
  20. 20. Measurable
  21. 21. Merci!annalie_killian@amp.com.au @maverickwoman @amplifyfest
  22. 22. Fogg Behavior Change Model
  23. 23. Maslow’s Hierarchy of Internet Needs
  24. 24. Social Business Maturity Model Internal Social Business Unified SocialBusiness Intelligence / collaboration architecture Business Strategy External Social Business Customer/partner facing Optimised Managed •  •  Strategic executive focus Significant budget •  Multi-channel initiatives Structured •  •  Active executive sponsorship Daily management •  Social business unit/centre of •  Dedicated budgets •  Program office excellence Engaged •  •  Management Responsibility Formal projects •  •  Professional staff Well-defined roles and responsibilities •  Guidance by business intelligence Ad Hoc •  •  Executive awareness Some management engagement •  High-level formal roles •  Requirements driven •  No management •  Pilots •  No budget •  Volunteer / part-time resources •  No structure / resources •  ExperimentsAdapted from original by: The Dachis Group
  25. 25. Lewin’s equationB=ƒ(P,E)

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