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Heartland Lectures

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How to institutions born in the Gutenberg revolution adapt to a Google age?

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Heartland Lectures

  1. 1. Rex Miller<br />April 4, 2011<br />The Wineskins of a Digital Church<br />
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  12. 12. The Rules Have Changed<br />
  13. 13. Have You?<br />
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  17. 17. Changing Mediums – Shifting Reality<br />
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  19. 19. The Medium as Worldview<br />
  20. 20. Oral Age - 3 Mile an Hour World<br />Intimate - Connected<br />Mythic<br />Tribal<br />Organic structures<br />Wisdom leaders<br />Cycles of life<br />
  21. 21. Print Age = The Age of Reason<br />Individual<br />Rational<br />Industrial<br />Organization as machine<br />Command and control leadership<br />Steady and predictable<br />
  22. 22. Broadcast - Tune In Turn On<br />Demographics<br />Experience<br />Entrepreneurial<br />Organization as a brand<br />Visionary leadership<br />Fast and unpredictable<br />
  23. 23. Digital Age - Metcalfe’s Law<br />Network or tribe<br />Immersion – Simulation<br />Creative<br />Organizations as platforms and constellations<br />Rise of the amateur<br />Accelerating, complex and highly unpredictable<br />
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  25. 25. Symbolic<br />3 mile an hour world<br />Intimate<br />Co-terminus<br />Portal<br />Symbolically true<br />
  26. 26. Perspective<br />Rational<br />Outside looking in<br />Abstract geometry<br />As the eye sees<br />Visually true<br />A metaphor for the age<br />
  27. 27. Conceptual<br />There is more than meets the eye<br />Disrupt the senses<br />Underneath is powerful and disturbing<br />Conceptually true<br />
  28. 28. Interactive<br />Accessible<br />Participatory<br />Challenge the art context<br />Common and everyday<br />Living art<br />
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  34. 34. What Is Your Dominant Platform?<br />Circle the description from each row that best describes your organization today.<br />
  35. 35. Rex Miller<br />March 29, 2011<br />GUTENBERG TO GOOGLE<br />
  36. 36. Pie Chart Exercise<br />
  37. 37. Millennial Wave<br />
  38. 38. 2020’s Pie Chart<br />
  39. 39. How are You More…?<br />Connected (network)<br />Interactive<br />Operating in Real Time<br />Iterative (feed loops)<br />Accessible<br />Agile<br />Having exponential impacts<br />Convergent<br />Virtual<br />
  40. 40. More Of AND Less Of<br />
  41. 41. The New Economics<br />
  42. 42. 3 Degrees of Separation<br />
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  44. 44. Mapping Your Social Network<br />List your orbits: work, family, friends, church, club, Facebook, LinkedIn, profession…<br />Name the key relationships in each orbit (average 3 to 6 outside of family)<br />Connect those in multiple orbits<br />Connect those who know each other<br />Is your network dense or distributed?<br />What orbits or people do you want to connect?<br />
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  46. 46. What happened to Oldsmobile?<br />
  47. 47. Michael Vance – The Disney Factor<br />
  48. 48. Clear Purpose and Timeliness<br />Conventional or Clear Purpose<br />Out of Season or Timely<br />
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  59. 59. Rex Miller<br />rmiller@tagconsulting.com<br />214-498-3055<br />www.thecrerevolution.com<br />
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  61. 61. Confronting the Status Quo<br />
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  63. 63. 2006<br />
  64. 64. IBM Global Conference on Innovation<br />15,000 attended<br />Looking for the next big opportunity<br />Healthcare!!!<br />$1.8 trillion <br />15% of GDP<br />And Growing<br />
  65. 65. Source of 80% of Medical Costs<br />
  66. 66. Dr. Edward Miller<br />
  67. 67. Change or Die<br />600,000 heart by-passes each year<br />1.3 million angioplasties<br />Over $30 billion per year<br />When told to change or die what were the results?<br />
  68. 68. CHANGE OR DIE!<br />
  69. 69. After 2 Years<br />1 out of 9!!<br />
  70. 70. What Transformational Change Feels Like<br />
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  74. 74. We help leaders become the CHANGE they want to see<br />
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  76. 76. Michael Vance The Disney Factor - Exercise<br />
  77. 77. Transformational Lessons<br />
  78. 78. Dr. Dean Ornish<br />333 patients<br />3 Keys<br />Positive Vision<br />Radical Change<br /> Cohort of Committed <br />After 5 Years – 70%!!<br />
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  80. 80. 3 Keys for the Transformational Leader<br />The assumed problem is seldom the real problem<br />Finding the fundamental or reframing question<br />Beware of solutions that will become the next problem<br />
  81. 81. Preservation<br />
  82. 82. Balcony View<br />Multi-stakeholder view<br />Look for the dynamics vs. the positions<br />Look for competing values<br />From polarization to negotiating the tension<br />
  83. 83. Crucial Conversations<br />
  84. 84. Creating Light through Friction<br />Create a framework for crucial conversations<br />Look for the hidden contradictions<br />Raise the tough questions<br />Avoid quick solutions<br />
  85. 85. Reducing the Heat<br />Find quick wins<br />Rules of engagement<br />Don’t leave people stuck for too long – throw in a rope<br />Slow down before people shut down<br />Create pilot experiments<br />Create safe ways to handle tough questions<br />
  86. 86. Pacing Change<br />EWSR’s<br />Eager<br />Willing<br />Skeptical <br />Resistant<br />Give people more responsibility than they are comfortable with<br />
  87. 87. Contrast of Leadership<br />
  88. 88. B Squared<br />What is your tolerance for ambiguity?<br />How much failure can you handle in order to learn?<br />How active or removed will you be?<br />How long can you hold back on solving the problem?<br />
  89. 89. Balcony Exercise<br />
  90. 90. Questions to Ask <br />Who are the stakeholders?<br />Who is impacted by this?<br />What are the competing values?<br />What are the uncomfortable questions?<br />What are the common complaints that never seem to get addressed?<br />What are the gaps between our espoused values and behavior?<br />What is the loss involved by the stakeholders?<br />
  91. 91. Contact Information<br />Rex Miller<br />Senior Partner<br />TAG Consulting<br />rmiller@tagconsulting.org<br />214-498-3055<br />@mrexmiller - twitter<br />rex@rexmiller.net<br />

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