The document discusses how large companies develop ingrained cultures and behaviors that can impede progress, emphasizing the importance of adapting to ecosystem changes rather than focusing solely on devices. It highlights the challenges of corporate decision-making influenced by habits and emotions, noting that successful change often requires eliminating ineffective behaviors. The message underscores the necessity for companies to be self-aware and to accept their inherent nature for effective transformation.

1. Content Analysis: Where is the Story?
© 2011 Valeria
Maltoni, Conversation Agent
www.conversationagent.com @ConversationAge

2. ON AL
P ERS
IT’S
WHY

3. “
Large companies are
somewhat like me — once
they get used to a certain
behavior, they develop a
certain culture and a set
of procedures, processes
and a work environment “
that defines them and
their future.

4. Similarity
DNA

5. “
These instructions are often
so ingrained in a corporate
psyche, that they start to
impede progress — mostly
because they encourage a
type of repeated behavior, “
which becomes a pattern
that is hard to break.
http://www.flickr.com/photos/mrdubyah/5311898687/

6. example*
Core DNA = organizing information + helping people find it

7. “
To be a product manger at Google
“
they love you to have a CS degree,
but people who start social products
are not necessarily engineers.
http://www.sapergalleries.com/Gonsalves.html

8. Lesson:
Social needs sociability
by Effinity Photography • Surrey, BC, Canada

9. story transition
“
And the truly perplexing aspect is that we’re not even fighting with the right
weapons. We are still too often trying to approach each price range on a
device-to-device basis. The battle of devices has now become a war of
ecosystems, where ecosystems include not only the hardware and
software of the device, but developers, applications, ecommerce, advertising,
search, social applications, location-based services, unified communications
and many other things. Our competitors aren’t taking our market share with
devices; they are taking our market share with an entire ecosystem.This
“
means we’re going to have to decide how we either build, catalyse or join an
ecosystem. This is one of the decisions we need to make. In the meantime,
we’ve lost market share, we’ve lost mind share and we’ve lost time.
(Elop’s Memo to Nokia Team)

10. can’t comprehend software-driven
changes

11. Change & Culture
http://www.flickr.com/photos/brizzlebornandbred/5130733677/

12. “ Almost dying doesn’t
change anything. “
Dying changes everything.

13. Lesson:
Successful change = getting rid of bad behaviors

14. how we make decisions

15. reasoning
habits rationalizations
fight memories
flight emotions
freeze
imagined vs. reality known-how + experience know why
can’t tell + can do can know
95% 5%

16. makes decisions
http://www.flickr.com/photos/mischiru/348551209/

17. rationalizes
http://www.flickr.com/photos/instantvantage/5082024009/

18. Lesson:
Companies that fail are not self aware

19. http://www.flickr.com/photos/lauren-dautel/5394439420/

21. Joy

22. corporate DNA takes time to form

23. early on
http://www.flickr.com/photos/johnath/4179884405/

24. how internal systems are built

25. almost never works

26. example*

27. a company must accept its
true nature
http://www.flickr.com/photos/polvero/3405752889/

28. adapt to new combined reality
http://www.flickr.com/photos/lorenzocuppini/2265235956/

29. what it can change
behavior logic
emotions,
memories,
habits
what it cannot change
DNA

30. 39th DAY
behavior
change
http://www.flickr.com/photos/thomashawk/219950975/

31. © 2011 Valeria
Maltoni, Conversation Agent
www.conversationagent.com @ConversationAge
What content behaviors are you going to change?
http://www.flickr.com/photos/brandoncwarren/4172990687/