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Exploring Internal Corporate Communications 2020

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Insights about Internal Corporate Communications 2020

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Exploring Internal Corporate Communications 2020

  1. 1. EXPLORINGINTERNAL CORPORATECOMMUNICATIONS2020<br />
  2. 2.
  3. 3. Relations<br />Perceptions<br />Society<br />Attitudes<br />Processes<br />Behaviour<br />People<br />Challenges<br />SHIFTSWE CAN SEE<br />
  4. 4. People<br />Business<br />Technology<br />CATALYTIC INTERACTIONOF TRENDS<br />
  5. 5. People<br />Business<br />Technology<br />CATALYTIC INTERACTIONOF TRENDS<br />
  6. 6. TRENDSTECHNOLOGY<br />Real-Time<br />Mobile Apps<br />Internet of Things<br />Cloud Computing<br />Battery Life<br />Services<br />Location Awareness<br />Augmented Reality<br />Media Convergence<br />MOBILITY<br />
  7. 7. YESTERDAY<br />
  8. 8. TODAY<br />
  9. 9. TOMORROW<br />
  10. 10. TRENDSPEOPLE <br />Collaboration<br />Community<br />Crowdsourcing<br />Membership<br />Dialogue<br />Sharing<br />Influence<br />Engagement<br />TRIBE<br />
  11. 11. YESTERDAY<br />
  12. 12. YESTERDAY<br />
  13. 13. TODAY<br />
  14. 14.
  15. 15. TOMORROW<br />
  16. 16.
  17. 17. TOMORROW<br />
  18. 18. Doing Business in an <br />Integrated<br />World<br />TRENDSBUSINESS <br />Innovation<br />Speed<br />Globalization<br />Coordination<br />Operational Excellence<br />The Creative Class<br />Self Organization<br />
  19. 19. THE EDGE<br />OF CHAOS<br />
  20. 20. ...problems are interconnected;<br />they cross-organizational and jurisdictional boundaries, and they are inter-organizational. No single agency, organization, jurisdiction, or sector has enough authority, influence, or resources to dictate visionary solutions.<br />Some problems are interconnected; they cross-organizational and jurisdictional boundaries, and they are inter-organizational.<br />No single agency, organization, jurisdiction, or sector has enough authority, influence, or resources to dictate visionary solutions...<br />Inspired from Jeffrey S. Luke, 1998<br />
  21. 21. THE COST OF MANAGING<br />Value of managing<br />Activities whose costs are higher than the potential value for both firms and markets simply do not happen.<br />VALUE<br />Current cost <br />of managing<br />”MOST THINGS REMAIN UNDONE”<br />Clay Shirky<br />”Here Comes Everybody” 2008<br />
  22. 22. ...we have generated a fantastic creative potential but lack the social and economic systems to maintain and harvest...<br />Inspired from<br />Richard Florida<br />The Rise of the Creative Class (2001)<br />
  23. 23. Most good ideas came from people who were bridging ”structural holes”, which is to say people whose immediatesocial network included employees outside their department….<br />Ronald Burt <br />The social origin of good ideas<br />
  24. 24. THE LONG TAIL<br />Most smart people do not work for you...<br />The wisdom <br />of crowds...<br />
  25. 25.
  26. 26. The moving of <br />Knowledge Velocity<br />Viscosity<br />When tacit <br />and explicit <br />Knowledge meet<br />Conditions for Knowledge Management and <br />Knowledge Work<br />
  27. 27. SELF ORGANIZING SYSTEMS AND PROCESSES<br />
  28. 28. A SCHOOL<br />OF FISH<br />
  29. 29.
  30. 30. Successful leadership in an integrated world has the difficult challenge of solving complex, boundariless problems in highly interconnected political and interorganizational contexts in which authority is shared and power is fragmented. Such leadership is essentially nonhierarchical and occurs outside organizational boundaries.<br />Inspired from Jeffrey S. Luke, <br />Catalytic Leadership 1998<br />
  31. 31. The solutions meant to meet the requirements of tomorrow is unfortunately often meet by the criteria of yesterday. What got the job done will not get the job done.<br />”If you always do what you always did, you will always get what you always got!”<br />
  32. 32. People<br />Business<br />Technology<br />CATALYTIC INTERACTIONOF TRENDS<br />
  33. 33. Things we do a lot of in 2020 are things we do today, but we do more, more often, with more people, in more situations, for more purposes, <br />and effortless<br />
  34. 34.
  35. 35. HERE<br />THERE<br />SYNCH.<br />ASYNCH.<br />
  36. 36. One2Many<br />One2One<br />Many2One<br />Many2Many<br />Com<br />munica<br />tion<br />
  37. 37.
  38. 38. 7 INSIGHTS<br />FOR A 20/20 VISION<br />
  39. 39. PROVIDING<br />not finding<br />
  40. 40. PROVIDING<br />not finding<br />
  41. 41. WORK SPACE<br />not work place<br />
  42. 42. WORK SPACE<br />not work place<br />
  43. 43.
  44. 44. CONTEXT<br />not the media<br />
  45. 45.
  46. 46. COOR<br />DINATING<br />not ordinating<br />
  47. 47.
  48. 48. INVITING<br />not excluding<br />
  49. 49.
  50. 50. CROWD PLEASING<br />not crowd control<br />
  51. 51.
  52. 52. OMNIPRESENCE<br />TECHNOLOGY PEOPLE BUSINESS<br />CORPORATE COMMUNICATIONS<br />

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