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Revolutionizing
          organizational cultures for
           the knowledge economy
                                 ■ ■ ■
         Lessons in innovation and collaboration
Professor Mark Mueller-Eberstein
The Knowledge Economy Research Institute
CEO of Adgetec Corporation
Bestselling Author
Twitter: @MarkMEberstein
Radical Transformation
               -
causes or requires revolutions?
Interaction and connection

 New and more Knowledge ….

      Transformation
The last Knowledge Revolution …
Awesome Library
         Bede:
          History from Julius
           Caesar to 730 A.D.
          Made “A.D.” popular
          Access to “massive”
           250 books
And then came “Herr Gutenberg”…
… and society never was the same …
200 years of chaos




Feudal                     Nation
3 casts                    classes
Radical transformation, again
Isn’t this cool?
The power in your hand in 10 years




                   looks like this today
Chaos and high complexity…
for at least 20 years to come
Growth markets and global trends
The knowledge economy
More knowledge has been
     created in the last 5 years
     than in the 5,000 years of
       human history before.
                 
          And its doubling
           every 5 years.
(in some fields even much faster)
Competing requires dramatic increases in...



PRODUCTIVITY                     CREATIVITY



                    AND
The Playstation generation...




          ...is the biggest top talent pool
Future power will be web based
                                   Young people in one country are
                                   more like young people in another
                                   than older people in their own
 Country A      Cybercommunity X

                                   As networks become more mature
                                   non-geographic politics will start to
 Country B      Cybercommunity Y   dominate


                                   People will belong to a number of
Country C       Cybercommunity Z   network tribes and will identify
                                   other members via their
Real World      Cyberspace         augmented reality
CHANGE   Tomorrow will be very different…

              The world has
               changed and
                                Information,
                                collaboration and
                will change     knowledge sharing
                even faster     are essential

              Organizations     Flexibility is a
                      secure    success factor in
               opportunities    the transforming
             for their future   world
Radical Transformation

 New forms of organization!
Fundamental changes happen
     in weeks, days or even hours
    Situation impacts many & people want information
    Social networks and friends trusted more than
     traditional media and government
Facebook users in Thailand

  168,720 users in January 2009
  2 million users in January 2010
  13.25 million users in December 2011
 … And today (10/2012) the highest % of
 people on Facebook
Leadership lessons
     from global leaders

Agile success in a complex world
Building killer products and
        organizations
                -
Continuous improvement and
       customer dialog
The “right” way or the “practical” way
From design phase to constant innovation
The $10 Billion Lesson from “Angry Birds”
                 Experienced and motivated team
                  (52nd game)
                 Simplicity in execution and
                  communication
                 Opportunity Aware
                     “Goodbye distribution channel”…
                     “Welcome global reach & social networking”
ROVIO’s Approach
   Total Customer focus—Fans are everything
   Franchise and expansion: VERY CAREFULLY!
       Angry Birds: Rio, Seasons, Space
       Amazing Alex
       Bad Piggies
Boomzap
   Completely virtual         Total transparency
    from the start             Consistently top supplier
   Best talent                 of casual games for 7 years
Digital philosophy is a
new way of doing business
    across all functions
(from recruiting to selling)
….. Including marketing ….
Traditional advertising…


 YOUR AD
   HERE                YOUR AD
                         HERE




…is like “Homeless Marketing.”
   At best, you get a glance.
The evolution of media


                                             Always on
                                          Always connected
                Banner ads   Search ads



One-way media       Two-way media         Many-way media
And even companies like Nestle or Dell
              get it
Still going to the office…?



                  M&Ms
are biggest productivity and creativity killers
Technologies and strategies for
  unleashing the workforce’s
           potential
Trends    Mobile work
          Remote access
          Data and capabilities in cloud
          Internet access everywhere
What if you could…

 Save 50+% of facility costs
 Have employees never
  want to leave you.
 Increase innovation by 10X

How do you do this???
Mobile work: I love my iPad
In a car
73%                                      On vacation
                            In the tub
                                                92%
                               21%

    Have you
   ever used    On a date                     Naked
   your iPad…   17%                            34%
Where do you begin?
         Start with People, Place & Technology
    7 “levers” and how ICT can “move the needle”
        Office space                              Productivity
                            Place    People
        Travel                                       Sick Leave

Cost of communication         Technology          Attract and retain
  and collaboration                                the right people

                        Total cost of workplace
Lower costs & higher productivity
                               Attract /retain right people
                              -5%                    -15%
        Office space                                                     Productivity
      -15%             -50%                                          +10%               +40%



       Travel                       Place    People                             Sick Leave
-5%             -30%                                                      -2%                -20%




      TCO workplace                  Technology                     Cost of communication
 +15%                  -25%                                           and collaboration

                                                                      +10%                 -30%
                                                              *Rotterdam University & Microsoft
Loving 520 and I-90?
          -
 during rush hour?
Commuting sucks
“Home is where the job is”
  Home-based workers in the USA: from 7.8% to 9.5%
  Median Income: $74K (remote only) vs. $65K (on-site)
  vs. $96K (combination)

People work more effectively from home

Ecology: Energy (commute and office space)

Society: family and friends; social fabric
Reorganisation. Restructuring.
        Consultants
                      Customers
    Rethinking. Networking
Support
                      Your Business




                                         Headquarters
Suppliers
          Old School Industrial Organization
                      Advisors
Revolutions can be painful…
   Transformation is worth it but not easy
   Know & understand the
               cultural , historical, hierarchical,
    obstacles: medical, technology
    Be clear on goals
   Manage transformation process
    end to end
The Knowledge Economy

  REQUIRES
  creative approaches
It’s not about manufacturing “things”
 It’s about the creation of ideas at all levels




Innovate the product   Innovate the marketing   Innovate the business
The job of a leader is
getting maximum output
 from limited resources
Easy…
People as machines
-> Pay people more
    and they will
      do more
Or…. The more radical….
The “MBT” approach…
“Management By Terror”
SHORT-TERM   Getting Maximum Performance
             Management by terror…”gun at head”
             Existential threat creates total focus and
             commitment
             AND extremely high stress levels that lower
             mid-term creativity, motivation, promoting a
             high likelihood of “escape attempts”
But what about
       Innovation….?

  Do people innovate more
if we pay (or threaten) them
           more?
Creative problem solving: The Individual
   Different job types:
    a) perform specific tasks
    b) find creative solutions
   People are coin operated if just “tasks” are required
   Left and right brain are required to find creative
    solutions
Want prove?
Experiment: does money make people
    find creative solutions faster?
    GROUP A                  GROUP B

  “Experiment to            “Top 25% get
 measure average         reward; Top 5% get
 time to solution”         larger reward”

      Which group had better average?
Duncker’s Candle problems




Rewards and motivation can serve as blinders for our vision.
Candle Problem “Easy”
Team motivation & success




                                 Toddlers versus chimps
Source: Hare et al, Science Sept 2007
Teamwork beats individual excellence
   Great individual minds (mostly a myth…)
   Human knowledge and inventions are build on
    previously created knowledge
   Access to more knowledge, creative capabilities
    and the ability to communicate drive innovation
    and creative thinking
Building an organizational culture

              People like to be:
                Part of groups
                Get recognized
                Compete (with other groups)
Revolutionary Management?
                   -
Willing to consider scientific evidence
         and change yourself?
No evidence this increases performance
Statistical distribution of performance
              is a bell curve
                      -
     who performs poorly now is
   (statistically) likely to be at least
          mediocre next time
Building a motivational structure
  Performance discussions don’t really
   improve performance
  Internal competition kills willingness to take
   risks and collaboration

 BAD PERFORMER
                          GOOD PERFORMER
Do we
 measure the
right things in
our businesses
  and in our
    lives?
The world we all want?
8.5

 8

7.5

 7

6.5

 6
      Happiness   Wealth   Love   Health
       Importance Ratings Worldwide
                                      Source: Diener & Scollon
Money matters…
 Huge “Happiness difference” between
  $5,000 and $50,000 per year
But…..
 Hardly any difference between
   $50,000 and $5 Million
How are people motivated?




“What constituted positive mental health?”: Abraham Maslow 1908 - 1970
Human Motivation
          Self-actualization
       Personal growth, fulfillment

            Esteem Needs
     Achievement, status, reputation

     Love and Belonging Needs
 Family, friendship, affection, relationships

    Security and Safety Needs
 Protection, security, order, law, stability


Biological and Physiological Needs
      Food, water, shelter, clothing
MOTIVATION
             Motivators in
             the Knowledge Economy
                Independence
                Self-fulfillment
                Recognition
                Mastery
                Friendship
Is a “internal
              – non -
   competitive” culture
       the “right” culture
for organizational success in the
  Knowledge Economy?
The Playstation generation...




          ...is the biggest top talent pool
Digital Cowboys
the super stars of the PlayStation Generation

                       Born after 1985 (1990 in China)
                       Grew up with the Internet
                       Globally connected & willing to
                        move
                       Access “data” anywhere &
        More & more     anytime
                        older people
         are behaving like them… & test leaders
                    Openly question
NO FEAR: The PlayStation Generation
                  Early
                adapters &   Networked   Innovative
                 adopters

               Community-
                          International Expect more
                oriented

          They are of vital importance
     to companies, organizations and leaders
How Digital Cowboys Make Decisions




    Cowboys are      Commanders are     Digital cowboys are
   independent,        centralized          connected,
   decentralized     decision makers.      decentralized
  decision makers.                       decision makers.
Someone goes outside the process
            Process-oriented
              environment
                                              Rome
                                                                         Helsinki
                                   Beijing                    New York
                                                     Vienna

                               London
                                                                Prague
  If…then
                                                                         Munich




                               Social collaboration environment
Gamification and the cowboy
Human Motivation
          Self-actualization
       Personal growth, fulfillment

            Esteem Needs
     Achievement, status, reputation

     Love and Belonging Needs
 Family, friendship, affection, relationships

    Security and Safety Needs
 Protection, security, order, law, stability


Biological and Physiological Needs
      Food, water, shelter, clothing
Why “gamification” works?
        Perfection                  Effortlessness
        Completion                  Playfulness
        Justice                     Truth
        Aliveness                   Self-sufficiency
        Richness                    Wholeness (unity;
        Simplicity                   integration;
        Beauty                       interconnectedness;
                                      simplicity; structure;
        Goodness                     order)
        Uniqueness

Delivers on “Being experiences” and a sense of “Self-actualization”
Agility:
Developing and driving
 an agile organization

 Embracing business
 flexibility and speed
Or applying old school industrial
management to new challenges and
         opportunities?
Industrial
Management
 Excellence
Applicable
   to an
innovative
 industry?
Old School Industrial Management
or Agile Leadership?                                     Dec ‘02   May ‘05   Oct ‘12

                                             Apple           $5B      $34B     $589B
Computer Companies Market Cap 2002 to 2012   Google          $0B      $50B     $243B

                                             Microsoft    $276B      $263B     $245B

                                             IBM          $131B      $149B     $234B
CHANGE   Tomorrow will be very different…

              The world has
               changed and
                                Information,
                                collaboration and
                will change     knowledge sharing
                even faster     are essential

              Organizations     Flexibility is a
                      secure    success factor in
               opportunities    the transforming
             for their future   world
A language for culture
Culture transformation?
The 5 stages of creating major change
                  or
        managing a revolution
Change is difficult….
                and sometimes scary…
The Pace of Change
Natural change point
                                                  Decline



                 Acceptance or “The New Normal”


       Slow adoption
Theory of Transition
             Endings                             Exploration                  New Beginnings

                                                                                      Enthusiasm
   Denial                                                                          Energy
            Anxiety                                                            Hope
Productivity
                 Shock                                                      Impatience
Morale                  Fear                                               Acceptance
                         Anger
                                                                      Skepticism
                       Frustration
                                                                  Creativity
                           Confusion
                                       Stress        Approach-Avoidance
          Reconciliation                        Reorientation                 Recommitment

                                                                            Schlossberg; 1981 & 1995
Organizations are people, too
Five Stages of Creating Major Change
1. Establish change is needed & why


    2. Develop & communicate vision & strategy for change


        3. Plan & the change team


            4. Manage change by following & rhythm of the business


                5. Stimulate continual improvement & change the culture
The Rythm of Change
             Dramatic change


                  ZONE OF
                 REVOLUTION

Systematic
             ZONE OF
  change     REFORM
                         ZONE OF
                       REJUVENATION




                Organic change
Communication


Simplify key messages
                         Amplify
What about Leadership
           and Management?
Are you shouting
commands from a
  safe distance?




                    …or leading in the
                       front line?
The heart of helicopter ability

 The ability to see things from high enough
 The ability to land quickly at any time
 The ability to raise up again rapidly
New requirements for
LEADERS   today’s leaders
             Frontline management
             Transparency
             Efficient communication
             Information sharing
             Celebrate failure
             Knowledge is powerful when shared
The “digital” organization
   Takes advantage of innovation & technology
   Continuously optimizes & re-invents
   Is authentic & trustworthy
   Has all levels & functions engaged with the
    frontline
   Is “always on & responsive”
   Leverages the best resources for a given
    task or project
   Attracts the best people
What does success look like?
   People want to work for and with you
   Employees feel like entrepreneurs
   Low level of negative attrition
   Your org is a thought leader
   Employees at every level and in every
    function are engaging with clients &
    partners.
THANK YOU!

        Mark Mueller-Eberstein
The Knowledge Economy Research Institute
                 and
       CEO of Adgetec Corporation
           Bestselling Author

    MarkME@adgetec.com
    Twitter: MarkMEberstein
    US +1 855.423.4383

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“Organizational Culture Revolution for the Next Generation, Innovation and the Digital World” - 2012 SIC

  • 1. Revolutionizing organizational cultures for the knowledge economy ■ ■ ■ Lessons in innovation and collaboration Professor Mark Mueller-Eberstein The Knowledge Economy Research Institute CEO of Adgetec Corporation Bestselling Author Twitter: @MarkMEberstein
  • 2. Radical Transformation - causes or requires revolutions?
  • 3. Interaction and connection  New and more Knowledge ….   Transformation
  • 4. The last Knowledge Revolution …
  • 5. Awesome Library Bede:  History from Julius Caesar to 730 A.D.  Made “A.D.” popular  Access to “massive” 250 books
  • 6. And then came “Herr Gutenberg”… … and society never was the same …
  • 7. 200 years of chaos Feudal Nation 3 casts classes
  • 10. The power in your hand in 10 years looks like this today
  • 11. Chaos and high complexity… for at least 20 years to come
  • 12. Growth markets and global trends
  • 14. More knowledge has been created in the last 5 years than in the 5,000 years of human history before.  And its doubling every 5 years. (in some fields even much faster)
  • 15. Competing requires dramatic increases in... PRODUCTIVITY CREATIVITY AND
  • 16. The Playstation generation... ...is the biggest top talent pool
  • 17. Future power will be web based Young people in one country are more like young people in another than older people in their own Country A Cybercommunity X As networks become more mature non-geographic politics will start to Country B Cybercommunity Y dominate People will belong to a number of Country C Cybercommunity Z network tribes and will identify other members via their Real World Cyberspace augmented reality
  • 18. CHANGE Tomorrow will be very different… The world has changed and Information, collaboration and will change knowledge sharing even faster are essential Organizations Flexibility is a secure success factor in opportunities the transforming for their future world
  • 19. Radical Transformation  New forms of organization!
  • 20. Fundamental changes happen in weeks, days or even hours  Situation impacts many & people want information  Social networks and friends trusted more than traditional media and government
  • 21. Facebook users in Thailand  168,720 users in January 2009  2 million users in January 2010  13.25 million users in December 2011 … And today (10/2012) the highest % of people on Facebook
  • 22. Leadership lessons from global leaders Agile success in a complex world
  • 23. Building killer products and organizations - Continuous improvement and customer dialog
  • 24. The “right” way or the “practical” way
  • 25. From design phase to constant innovation
  • 26. The $10 Billion Lesson from “Angry Birds”  Experienced and motivated team (52nd game)  Simplicity in execution and communication  Opportunity Aware  “Goodbye distribution channel”…  “Welcome global reach & social networking”
  • 27. ROVIO’s Approach  Total Customer focus—Fans are everything  Franchise and expansion: VERY CAREFULLY!  Angry Birds: Rio, Seasons, Space  Amazing Alex  Bad Piggies
  • 28. Boomzap  Completely virtual  Total transparency from the start  Consistently top supplier  Best talent of casual games for 7 years
  • 29. Digital philosophy is a new way of doing business across all functions (from recruiting to selling)
  • 31. Traditional advertising… YOUR AD HERE YOUR AD HERE …is like “Homeless Marketing.” At best, you get a glance.
  • 32. The evolution of media Always on Always connected Banner ads Search ads One-way media Two-way media Many-way media
  • 33. And even companies like Nestle or Dell get it
  • 34. Still going to the office…? M&Ms are biggest productivity and creativity killers
  • 35. Technologies and strategies for unleashing the workforce’s potential
  • 36. Trends  Mobile work  Remote access  Data and capabilities in cloud  Internet access everywhere
  • 37. What if you could…  Save 50+% of facility costs  Have employees never want to leave you.  Increase innovation by 10X How do you do this???
  • 38. Mobile work: I love my iPad In a car 73% On vacation In the tub 92% 21% Have you ever used On a date Naked your iPad… 17% 34%
  • 39. Where do you begin? Start with People, Place & Technology 7 “levers” and how ICT can “move the needle” Office space Productivity Place People Travel Sick Leave Cost of communication Technology Attract and retain and collaboration the right people Total cost of workplace
  • 40. Lower costs & higher productivity Attract /retain right people -5% -15% Office space Productivity -15% -50% +10% +40% Travel Place People Sick Leave -5% -30% -2% -20% TCO workplace Technology Cost of communication +15% -25% and collaboration +10% -30% *Rotterdam University & Microsoft
  • 41. Loving 520 and I-90? - during rush hour?
  • 42. Commuting sucks “Home is where the job is” Home-based workers in the USA: from 7.8% to 9.5% Median Income: $74K (remote only) vs. $65K (on-site) vs. $96K (combination) People work more effectively from home Ecology: Energy (commute and office space) Society: family and friends; social fabric
  • 43. Reorganisation. Restructuring. Consultants Customers Rethinking. Networking Support Your Business Headquarters Suppliers Old School Industrial Organization Advisors
  • 44. Revolutions can be painful…
  • 45. Transformation is worth it but not easy  Know & understand the cultural , historical, hierarchical, obstacles: medical, technology  Be clear on goals  Manage transformation process end to end
  • 46. The Knowledge Economy REQUIRES creative approaches
  • 47. It’s not about manufacturing “things” It’s about the creation of ideas at all levels Innovate the product Innovate the marketing Innovate the business
  • 48. The job of a leader is getting maximum output from limited resources
  • 49. Easy… People as machines -> Pay people more and they will do more
  • 50. Or…. The more radical…. The “MBT” approach…
  • 52. SHORT-TERM Getting Maximum Performance Management by terror…”gun at head” Existential threat creates total focus and commitment AND extremely high stress levels that lower mid-term creativity, motivation, promoting a high likelihood of “escape attempts”
  • 53. But what about Innovation….? Do people innovate more if we pay (or threaten) them more?
  • 54. Creative problem solving: The Individual  Different job types: a) perform specific tasks b) find creative solutions  People are coin operated if just “tasks” are required  Left and right brain are required to find creative solutions
  • 56. Experiment: does money make people find creative solutions faster? GROUP A GROUP B “Experiment to “Top 25% get measure average reward; Top 5% get time to solution” larger reward” Which group had better average?
  • 57. Duncker’s Candle problems Rewards and motivation can serve as blinders for our vision.
  • 59. Team motivation & success Toddlers versus chimps Source: Hare et al, Science Sept 2007
  • 60. Teamwork beats individual excellence  Great individual minds (mostly a myth…)  Human knowledge and inventions are build on previously created knowledge  Access to more knowledge, creative capabilities and the ability to communicate drive innovation and creative thinking
  • 61. Building an organizational culture People like to be: Part of groups Get recognized Compete (with other groups)
  • 62. Revolutionary Management? - Willing to consider scientific evidence and change yourself?
  • 63. No evidence this increases performance
  • 64. Statistical distribution of performance is a bell curve - who performs poorly now is (statistically) likely to be at least mediocre next time
  • 65. Building a motivational structure  Performance discussions don’t really improve performance  Internal competition kills willingness to take risks and collaboration  BAD PERFORMER  GOOD PERFORMER
  • 66. Do we measure the right things in our businesses and in our lives?
  • 67. The world we all want? 8.5 8 7.5 7 6.5 6 Happiness Wealth Love Health Importance Ratings Worldwide Source: Diener & Scollon
  • 68. Money matters…  Huge “Happiness difference” between $5,000 and $50,000 per year But…..  Hardly any difference between $50,000 and $5 Million
  • 69. How are people motivated? “What constituted positive mental health?”: Abraham Maslow 1908 - 1970
  • 70. Human Motivation Self-actualization Personal growth, fulfillment Esteem Needs Achievement, status, reputation Love and Belonging Needs Family, friendship, affection, relationships Security and Safety Needs Protection, security, order, law, stability Biological and Physiological Needs Food, water, shelter, clothing
  • 71. MOTIVATION Motivators in the Knowledge Economy  Independence  Self-fulfillment  Recognition  Mastery  Friendship
  • 72. Is a “internal – non - competitive” culture the “right” culture for organizational success in the Knowledge Economy?
  • 73. The Playstation generation... ...is the biggest top talent pool
  • 74. Digital Cowboys the super stars of the PlayStation Generation  Born after 1985 (1990 in China)  Grew up with the Internet  Globally connected & willing to move  Access “data” anywhere & More & more anytime older people are behaving like them… & test leaders  Openly question
  • 75. NO FEAR: The PlayStation Generation Early adapters & Networked Innovative adopters Community- International Expect more oriented They are of vital importance to companies, organizations and leaders
  • 76. How Digital Cowboys Make Decisions Cowboys are Commanders are Digital cowboys are independent, centralized connected, decentralized decision makers. decentralized decision makers. decision makers.
  • 77. Someone goes outside the process Process-oriented environment Rome Helsinki Beijing New York Vienna London Prague If…then Munich Social collaboration environment
  • 79. Human Motivation Self-actualization Personal growth, fulfillment Esteem Needs Achievement, status, reputation Love and Belonging Needs Family, friendship, affection, relationships Security and Safety Needs Protection, security, order, law, stability Biological and Physiological Needs Food, water, shelter, clothing
  • 80. Why “gamification” works?  Perfection  Effortlessness  Completion  Playfulness  Justice  Truth  Aliveness  Self-sufficiency  Richness  Wholeness (unity;  Simplicity integration;  Beauty interconnectedness; simplicity; structure;  Goodness order)  Uniqueness Delivers on “Being experiences” and a sense of “Self-actualization”
  • 81. Agility: Developing and driving an agile organization Embracing business flexibility and speed
  • 82. Or applying old school industrial management to new challenges and opportunities?
  • 84. Applicable to an innovative industry?
  • 85. Old School Industrial Management or Agile Leadership? Dec ‘02 May ‘05 Oct ‘12 Apple $5B $34B $589B Computer Companies Market Cap 2002 to 2012 Google $0B $50B $243B Microsoft $276B $263B $245B IBM $131B $149B $234B
  • 86. CHANGE Tomorrow will be very different… The world has changed and Information, collaboration and will change knowledge sharing even faster are essential Organizations Flexibility is a secure success factor in opportunities the transforming for their future world
  • 87. A language for culture
  • 89. The 5 stages of creating major change or managing a revolution
  • 90. Change is difficult…. and sometimes scary…
  • 91. The Pace of Change Natural change point Decline Acceptance or “The New Normal” Slow adoption
  • 92. Theory of Transition Endings Exploration New Beginnings Enthusiasm Denial Energy Anxiety Hope Productivity Shock Impatience Morale Fear Acceptance Anger Skepticism Frustration Creativity Confusion Stress Approach-Avoidance Reconciliation Reorientation Recommitment Schlossberg; 1981 & 1995
  • 94. Five Stages of Creating Major Change 1. Establish change is needed & why 2. Develop & communicate vision & strategy for change 3. Plan & the change team 4. Manage change by following & rhythm of the business 5. Stimulate continual improvement & change the culture
  • 95. The Rythm of Change Dramatic change ZONE OF REVOLUTION Systematic ZONE OF change REFORM ZONE OF REJUVENATION Organic change
  • 97. What about Leadership and Management?
  • 98. Are you shouting commands from a safe distance? …or leading in the front line?
  • 99. The heart of helicopter ability  The ability to see things from high enough  The ability to land quickly at any time  The ability to raise up again rapidly
  • 100. New requirements for LEADERS today’s leaders  Frontline management  Transparency  Efficient communication  Information sharing  Celebrate failure  Knowledge is powerful when shared
  • 101. The “digital” organization  Takes advantage of innovation & technology  Continuously optimizes & re-invents  Is authentic & trustworthy  Has all levels & functions engaged with the frontline  Is “always on & responsive”  Leverages the best resources for a given task or project  Attracts the best people
  • 102. What does success look like?  People want to work for and with you  Employees feel like entrepreneurs  Low level of negative attrition  Your org is a thought leader  Employees at every level and in every function are engaging with clients & partners.
  • 103. THANK YOU! Mark Mueller-Eberstein The Knowledge Economy Research Institute and CEO of Adgetec Corporation Bestselling Author  MarkME@adgetec.com  Twitter: MarkMEberstein  US +1 855.423.4383