The document discusses how enterprise customers are thinking about innovation, design thinking, building talent, and discipline. It focuses on driving innovation through collaboration, understanding customer experiences, engaging teams, and leveraging investments. The document also discusses lessons learned from social media platforms and how immersive media can help cross the social media adoption chasm. Finally, it addresses overcoming barriers to new technologies through change management practices.

1. From Main Street to
Wall Street

2. Inside Enterprise:
Below the C-Suite
What motivates folks with (a bit of) budget (brands
and marketing) to adopt innovative approaches to
training and collaboration?
How do we create value propositions for the
“simmularity”?
What have we learned from Metanomics and from
selling the model to an institution (FASRI)?

3. Inside Enterprise:
Below the C-Suite
Our context:
Healthcare brand managers and directors
Cause marketers
Military
Institutions

4. So....what are our
customers thinking?
C-Suite Vision
D-Suite Execution

5. Inside Enterprise:
The C-Suite
Driving an innovation agenda through radical
collaboration.
Design thinking as today’s equivalent of TQM.
Building a talent pool through innovative training and
retention and thinking outside the organization.
AND
Highly metrics driven. Highly process oriented.
Highly skeptical of enterprise-wide technology.

6. Inside Enterprise:
The C-Suite
Driving an innovation agenda through radical
collaboration.
Design thinking as today’s equivalent of TQM.
Building a talent pool through innovative training and
retention and thinking outside the organization.
AND
Highly metrics driven. Highly process oriented.
Highly skeptical of enterprise-wide technology.
But not all companies focus on these goals.

7. Inside Enterprise:
Below the C-Suite
“We need to deal with this social media stuff. Hey,
I’m on Facebook, and I kind of get it.”
“We need to stand out. We’re really big on
innovation.”
“Tell me a little about ‘design’ as a way to think
about our business.”
“I need to engage more with our stakeholders. But
we also need to do more with less. And by more I
mean something that will get me promoted but not
cost a lot.”

8. So....what are our
customers thinking?
C-Suite Vision
D-Suite Execution

9. So....what are our
customers thinking?
Innovation through radical collaboration
How can I get opinion leaders on board?
How do I source ideas from my customers?
How do I get the attention of stakeholders and
partners?

10. So....what are our
customers thinking?
Design thinking
How do I focus on creating and understanding
customer experiences?
How do I move from product benefit to customer
need?
How do I deploy lots of ideas and rapidly prototype?

11. So....what are our
customers thinking?
Building talent
How do I get my teams charged up and engaged?
How do I gain competitive advantage through
knowledge?
How do I manage the ‘wired demographic’?

12. So....what are our
customers thinking?
Discipline
How do I leverage “project” into “process”?
How are we going to measure this?
Can I show how I’m leveraging investments?
(Contain risk)

13. Value Proposition for
Immersive Media
Deepen the impact of your investments
In a world of Twitter and Wikipedia and youTube,
immersive media provides an ‘island of calm’ and
end-point deliverables
Part of a change management agenda that breaks
dogma.

14. Inside Enterprise:
The C-Suite
Driving an innovation agenda through radical
collaboration.
Design thinking as today’s equivalent of TQM.
Building a talent pool through innovative training and
retention and thinking outside the organization.
AND
Highly metrics driven. Highly process oriented.
Highly skeptical of enterprise-wide technology.

15. From Wall Street to Silicon Valley
and Back Again

20. Metanomics and FASRI
Community
Content
Celebrity

21. Lessons from Social Media
Harvard Business Review Model for Social
Media
Nodes
Celebrities
Causes

22. Immersive Media is Only
Part Way There
Social media is media designed to be disseminated through
social interaction, created using highly accessible and scalable
publishing techniques. Social media supports the human need
for social interaction with technology, transforming broadcast
media monologues (one to many) into social media dialogues
(many to many). It supports the democratization of knowledge
and information, transforming people from content consumers
into content producers.
- Wikipedia

23. BUT...Immersive Media
Helps to Cross the Social Media
Chasm
Social media is media designed to be disseminated through
social interaction, created using highly accessible and scalable
publishing techniques. Social media supports the human need
for social interaction with technology, transforming broadcast
media monologues (one to many) into social media dialogues
(many to many). It supports the democratization of knowledge
and information, transforming people from content consumers
into content producers.
- Wikipedia

24. The “Money Slide”

26. Crossing the Chasm
Link to Other Chasms
Social media adoption
Distance collaboration
Rapid prototyping
Human-centered and design thinking

27. Create Migration Paths for
Change Management
Metanomics
Virtual world-based events
Web-based content distribution
Social media promotion
Community-based collaboration
Community-based learning

28. Create Migration Paths for
Change Management
Learning Communities (Lymphoma)
Sharing content via social media
Collaborating on problems
Event-based data exchange (RL conferences)
Peer-to-peer support system
Clinical data visualization

29. Create Migration Paths for
Change Management
Internal Training (Sales)
Virtual world event (“celebrity” driven)
Internal collaboration (goal-driven)
Immersive training
Team collaboration (‘department’ driven)

32. The Challenge of Measurement:
The Language of Brands
Social Media Ad Metrics
Definitions
Released May 2009

33. IAB Social Media Metrics
(Blogging)
• Conversion size (Conversation relevant sites,
links, reach)
• Site relevance (Conversation density)
• Author credibility (Post relevance, links, earliest
post date, latest post date, duration)
• Content freshness and relevance (By date, mean
time)

36. A Few Counter-Intuitive Claims
Avatar identity and names - 70% decide not to
adopt real names
Difficulty in learning new technology is a platform
VALUE (internal training and collaboration)
Your technology barriers are an important output of
this process

37. Overcoming Barriers
Financial: Change management, lessons learned, go/
no go and measurement
Technology: shift to external stakeholders as proving
ground. Document the barriers as an important
corporate lesson.
Security: it’s actually about control.

38. Discussion
There is more than one chasm to cross. What are
your customers/stakeholders struggling with?
There are macro trends in measurement and
control, how does immersive media fit in?
What does the ‘experience process’ of the future
look like?
How do we map immersive media to a change
management agenda?