The document introduces the concept of Open Business, which is a framework for adapting organizations to the rapidly changing demands of the digital world. Traditional reactive approaches are no longer sufficient. Open Business utilizes principles of openness, transparency, and collaboration to make partners of customers. It provides a holistic strategic solution to help organizations become future-ready by leapfrogging past simple social media implementation.
Social Enterprise By Design | Intersection Conference 2014 | Keynote by Dion ...Dion Hinchcliffe
How should we design our enterprises for a new future? I explore the topic of how to adapt our organizations to today's technological and network realities at Intersection 2014 this week in Paris.
By deliberately engaging in design thinking while applying social business, change management, and transformation, we can create new sustainable, community-oriented businesses that can outperform. Here's how.
This report from the Danish We-economy project sees the collaborative economy as part of a wider change driven by increasing connectivity, empowered users, coordination of resources with greater precision, and a shift from products to highly contextualized services.
The report examines how companies can adjust to fit the new economy, and presents relevant considerations based on the Business Model Canvas method.
The report introduces the concept of instances; contextualized solutions, generated to suit a specific user's needs in the current context.
ASAE Tech Conference 2012 Closing Keynote on Disruptive TechDion Hinchcliffe
The deck I used for the closing address in Washington, DC on December 6th, 2012 at the ASAE Annual Conference. It explores the challenges and opportunities of the "Big Five" trends happening today: Smart Mobile, Social Media, the Cloud, Big Data, and Consumerization.I also included some non-profit trends for this audience.
Current State of Social Engagement Inside The Large Enterprise | Engagement @...Dachis Group
Established in 2009, the Social Business Council (SBC) is a member-driven peer forum of business professionals from large organizations that are engaged in an enterprise-wide social business initiative. Members share best practices, advice, encouragement and experiential insights regarding every aspect of social business transformation. The SBC includes industry representation from a variety of G2000 sectors.
Social business or social enterprise needs careful planning. This slide series was developed and presented for the Social Business Launch Pad seminars by William P. Kittredge, PhD. The Social Business Launch Pad is a joint education seminar series co-sponsored by the Yunus Center at AIT and the Thai Social Enterprise Office http://www.tseo.or.th/
Social Enterprise By Design | Intersection Conference 2014 | Keynote by Dion ...Dion Hinchcliffe
How should we design our enterprises for a new future? I explore the topic of how to adapt our organizations to today's technological and network realities at Intersection 2014 this week in Paris.
By deliberately engaging in design thinking while applying social business, change management, and transformation, we can create new sustainable, community-oriented businesses that can outperform. Here's how.
This report from the Danish We-economy project sees the collaborative economy as part of a wider change driven by increasing connectivity, empowered users, coordination of resources with greater precision, and a shift from products to highly contextualized services.
The report examines how companies can adjust to fit the new economy, and presents relevant considerations based on the Business Model Canvas method.
The report introduces the concept of instances; contextualized solutions, generated to suit a specific user's needs in the current context.
ASAE Tech Conference 2012 Closing Keynote on Disruptive TechDion Hinchcliffe
The deck I used for the closing address in Washington, DC on December 6th, 2012 at the ASAE Annual Conference. It explores the challenges and opportunities of the "Big Five" trends happening today: Smart Mobile, Social Media, the Cloud, Big Data, and Consumerization.I also included some non-profit trends for this audience.
Current State of Social Engagement Inside The Large Enterprise | Engagement @...Dachis Group
Established in 2009, the Social Business Council (SBC) is a member-driven peer forum of business professionals from large organizations that are engaged in an enterprise-wide social business initiative. Members share best practices, advice, encouragement and experiential insights regarding every aspect of social business transformation. The SBC includes industry representation from a variety of G2000 sectors.
Social business or social enterprise needs careful planning. This slide series was developed and presented for the Social Business Launch Pad seminars by William P. Kittredge, PhD. The Social Business Launch Pad is a joint education seminar series co-sponsored by the Yunus Center at AIT and the Thai Social Enterprise Office http://www.tseo.or.th/
Dreamforce 12: The Future of Social in the Enterprise with Dion Hinchcliffe a...Dion Hinchcliffe
Slides from the Dreamforce 2012 session that Constellation's Alan Lepo and I gave at The Palace Hotel on Thursday, September 20th, 2012. We go over the past, present, and future of social business in all its many forms.
Inspiration truly does come in all shapes, sizes and forms – as evident from the stories shared with us by 25 Global Social Business Leaders. Their stories help us better understand how organizations are using social business practices to build a more engaged workforce and develop stronger, more collaborative relationships.
While diverse, all their stories embody personal journeys with one common thread: All of these leaders used social business strategies, technologies, and practices to make a significant impact on their business and community. Through the joint efforts of IBM and the EIU we were able to bring the stories of the 25 Inspiring Global Social Business Leaders to life – giving them a platform to be heard.
This presentation was given at the 2012 Online Research Methods Conference in London, UK. The content focuses on an overview of crowdsourcing as a possible research methodology when appropriate.
This presentation was from the webinar "Crowdsourcing for Product Managers" held on May 31/11. It looks at crowdsourcing as an option for product managers to help build better products, stay in tune with the market, and create stickiness with prospects and customers.
Social Business: Frameworks for Next-Gen Organizational Structure | Enterpris...Dion Hinchcliffe
This month in Paris at Enterprise 2.0 SUMMIT I explored what we've learned about social business and how we can use frameworks and heuristics to capture and communicate lessons learned.
Optimising Digital Collaboration From the Inside OutMSL
Companies have come a long way using social media, collaborative tools and social networks to connect people, information and company assets in more effective ways. With many seeing significant improvements in operations, people satisfaction and bottom line results. Among the lessons learned is that it’s not just about technology. Determining digital collaboration’s role, how it will be used and how to incorporate it into company culture are what really matters.
My IPA Diploma thesis. This piece examines a new operating system for a modern communications agency, a system which fuses old hierarchical models so familiar to us with newer models and systems borrowed from software companies and technology startups.
I believe not in an answer which promotes one over the other, but one which adopts a mix of the two.
Workplace 2020 Keynote at Leadership Summit 2013Dion Hinchcliffe
My keynote deck on what organizations will have to design for in the next 7 years as they update their structure and processes to deal with high-velocity technological change in a deeply digital, social, mobile, data-centric, cloud-based world.
The key: To design our organizations for a more network-centric and participatory model employing the latest digital tools, in an environment designed around constant change and learning.
Presented at the Jive, IDC, PwC Leadership Summit at #JiveWorld on October 23rd, 2013 in Las Vegas, Nevada.
Baby Boomer Online Demographics, Internet Usage & Digital Marketing Opportunities. Presentation presented on webinar hosted by Kates-Boylston Publications for Death Care Professionals.
Dreamforce 12: The Future of Social in the Enterprise with Dion Hinchcliffe a...Dion Hinchcliffe
Slides from the Dreamforce 2012 session that Constellation's Alan Lepo and I gave at The Palace Hotel on Thursday, September 20th, 2012. We go over the past, present, and future of social business in all its many forms.
Inspiration truly does come in all shapes, sizes and forms – as evident from the stories shared with us by 25 Global Social Business Leaders. Their stories help us better understand how organizations are using social business practices to build a more engaged workforce and develop stronger, more collaborative relationships.
While diverse, all their stories embody personal journeys with one common thread: All of these leaders used social business strategies, technologies, and practices to make a significant impact on their business and community. Through the joint efforts of IBM and the EIU we were able to bring the stories of the 25 Inspiring Global Social Business Leaders to life – giving them a platform to be heard.
This presentation was given at the 2012 Online Research Methods Conference in London, UK. The content focuses on an overview of crowdsourcing as a possible research methodology when appropriate.
This presentation was from the webinar "Crowdsourcing for Product Managers" held on May 31/11. It looks at crowdsourcing as an option for product managers to help build better products, stay in tune with the market, and create stickiness with prospects and customers.
Social Business: Frameworks for Next-Gen Organizational Structure | Enterpris...Dion Hinchcliffe
This month in Paris at Enterprise 2.0 SUMMIT I explored what we've learned about social business and how we can use frameworks and heuristics to capture and communicate lessons learned.
Optimising Digital Collaboration From the Inside OutMSL
Companies have come a long way using social media, collaborative tools and social networks to connect people, information and company assets in more effective ways. With many seeing significant improvements in operations, people satisfaction and bottom line results. Among the lessons learned is that it’s not just about technology. Determining digital collaboration’s role, how it will be used and how to incorporate it into company culture are what really matters.
My IPA Diploma thesis. This piece examines a new operating system for a modern communications agency, a system which fuses old hierarchical models so familiar to us with newer models and systems borrowed from software companies and technology startups.
I believe not in an answer which promotes one over the other, but one which adopts a mix of the two.
Workplace 2020 Keynote at Leadership Summit 2013Dion Hinchcliffe
My keynote deck on what organizations will have to design for in the next 7 years as they update their structure and processes to deal with high-velocity technological change in a deeply digital, social, mobile, data-centric, cloud-based world.
The key: To design our organizations for a more network-centric and participatory model employing the latest digital tools, in an environment designed around constant change and learning.
Presented at the Jive, IDC, PwC Leadership Summit at #JiveWorld on October 23rd, 2013 in Las Vegas, Nevada.
Baby Boomer Online Demographics, Internet Usage & Digital Marketing Opportunities. Presentation presented on webinar hosted by Kates-Boylston Publications for Death Care Professionals.
Making Ads Suck Less (Or Why Brands Should be More Like Bill Murray)Digiday
Originally typecast early in his career, Bill Murray has blossomed into one of the most respected and versatile comedic talents in the world today. Along the way, he's developed a passionate and dedicated following due in part to an attribute of consistent unpredictability. Simply put, the Bill Murray brand has reached legendary status, and brands would be wise to learn from this. Rather than relying on re-hashing old ideas into new ones or patterning your advertising off of what competitors are already doing, brands should develop their own sense of unpredictability and work that into their overarching strategy. This talk focuses on some good examples of brands gone awesome and how going with your gut can sometimes change the world.
The New CIO Mandate | ASAE Tech Conference 2013 Keynote By Dion HinchcliffeDion Hinchcliffe
How can CIOs and the C-Suite reshape service delivery and get out ahead of the rapid pace of technology change?
I explored the issues and strategies of grappling -- in scale -- with digital engagement, social media, smart mobility, big data, and consumerization in my CIO Pathway keynote at the ASAE @TechConf at the Washington Convention Center on December 4th, 2013.
Requirements Gathering for Project Management SuccessWG Consulting
Ever wonder why your project isn't going as smoothly as it could be? Do you know the 5 key components of a successful requirements gathering process? This presentation will help ensure your project gets started on the right foot.
THE SHARING ECONOMY LACKS A SHARED DEFINITION: GIVING MEANING TO THE TERMSCollaborative Lab
You may have noticed the terms ‘sharing economy’, ‘ peer economy’, ‘collaborative economy’ and ‘collaborative consumption’ being used synonymously. Do these terms have different meanings? Yes. Are their common core ideas that explain the overlap? Absolutely.
In this presentation, we have defined and visualized the terms and core ideas that connect the likes of Airbnb, Taskrabbit, Lyft and Zipcar.
From Idea to Execution: Spotify's Discover WeeklyChris Johnson
Discover Weekly is a personalized mixtape of 30 highly personalized songs that's curated and delivered to Spotify's 75M active users every Monday. It's received high acclaim in the press and reached 1B streams within its first 10 weeks. In this slide deck we dive into the narrative of how Discover Weekly came to be, highlighting technical challenges, data driven development, and the Machine Learning models used to power our recommendations engine.
Success in the "Pull Economy" means understanding that a number of significant business principles have changed. In a hyper connected world information flows much faster and more freely. Organisations as a result are subjected to a growing level of collective intelligence and value creation from outside the company's walls brought on by the increased collaboration of customer/consumers, consumers, employees and suppliers in what is now a much larger ecosystem of data, conversation, innovation and participation. There needs to be a knowledge framework to help companies manage this transformational change and maximise as much value from it in a way that benefits the business and the customer/consumer.
Social Business Design is the intentional creation of dynamic and socially calibrated systems, process, and culture.
Its goal: helping organizations improve value exchange among constituents.
Social Business Design is a registered service mark of the Dachis Group.
Be a better business with a better output. Be an Open BusinessGianluigi Cuccureddu
Guest lecture at the Hogeschool van Amsterdam, University of Applied Sciences for Business Administration students, course Business Development.
Inspiration session on Open Business.
Driving Repeatable Business Innovation: The Vision to Action LifecycleMindjet
The current generation of Social Business tools has missed
a huge opportunity to impact business innovation and
results. By focusing on functionality that emphasizes
communications, they’ve omitted the required structure
and process needed to meaningfully affect the business.
In this presentation, we take you through the Vision to Action Lifecycle, and explain why a holistic approach to innovation can create repeatable, tangible results for your business.
Human-Centred Organisations prevent shareholders from feeling overwhelmed by structure. They’re obsessed with the journeys taken by their customers, employees, partners, and those taken by “citizens”, and so they’re better able to create shared value for the company shareholders as well as society at large.
Businesses are moving beyond traditional industry silos and coalescing into richly networked ecosystems, creating new opportunities for innovation alongside new challenges for many incumbent enterprises.
Explore how organizations can thrive in a world of ecosystems by reading the full report: http://deloi.tt/2flFYxX
The Innovation Game: Why & How Businesses are Investing in Innovation Centers Capgemini
With tech startups rapidly eating into traditional sectors, large organizations face an increased pressure to innovate. The challenge is that traditional innovation approaches are broken. A recent study revealed that only 5% of R&D staff feel highly motivated to innovate. In certain sectors, more than 85% of new products fail and an overwhelming 90% of companies consider they are too slow in launching new products and services.
The weaknesses of traditional innovation approaches have led some organizations to explore different avenues and seek new inspiration. These organizations have launched innovation centers in major technology hubs with the explicit mandate to accelerate digital innovations. These innovation centers, comprising teams of people and often physical sites, are established in a global tech hub. The goal is to leverage the ecosystem of startups, venture capitalists, accelerators, vendors, and academic institutions that these hubs provide.
We interviewed leaders of innovation centers and conducted an extensive research study of the 200 largest companies in the world to identify best practices and critical success factors.
Global technology hubs are the preferred destinations for setting up innovation centers. 60% of companies that have set up these centers have a presence in the Silicon Valley but many more hubs are emerging – the top 10 cities in our analysis represent only 33% of total innovation centers. The US had the largest share with 31% of total innovation centers closely followed by Europe at 30% & Asia at 22%. Penetration varies significantly between sectors; manufacturing is a clear leader at 58%, but despite facing increasing pressures from digital disruptions, Financial Services lags at only 28%.
Innovation centers offer a range of benefits. They:
• Accelerate the speed of innovation
• Provide a fresh source of ideas
• Enhance risk-taking ability
• Attract talent
• Drive employee engagement
• Build a culture of innovation.
It is extremely challenging to make a success of innovation centers. The long list of critical success factors is a testimony to the size of the challenge. These factors range from clarity on the role of the innovation center to governance for innovation implementation. For example, innovation centers should not peer so far out into the future that it becomes disconnected from current realities. But, it should not confine itself too closely to the parent’s current operations to make breakthrough innovation impossible.
The advent of thriving technology hubs has created an innovation ecosystem that traditional organizations can tap into. By combining the culture and approach of innovation centers with their budget firepower and access to markets and customers, traditional organizations have an excellent opportunity to re-energize their innovation capability.
Many of the major disruptions in media and communications have been driven by nimble, entrepreneurial companies, coming out of nowhere to completely decimate established business models. Companies that spin into existence to solve one problem or commercialize a single idea can scale almost instantly if they find a solution that sticks. That’s what’s happening all over the marketing industry today: hundreds of tech-savvy startups are reinventing business from the bottom up.
Disruptive Intermediaries; how start-ups disrupt established businessesBen Gilchriest
In this report we focus on, and examine in detail, the ways in which start-ups change the way value is created and organized in different markets and in so doing disrupt established businesses. This report will help you understand how these companies disrupt the norm., provide you a framework to assess how vulnerable your industry and company is to disruption, and how to find new opportunities within it.
Social businesses are arguably the next generation of business; a new model of operating, and interacting. They are businesses where success is based on the participation of all, rather than the outputs of a few. Strategists Maggie...
Entrepreneurial Strategy and Competitive DynamicsAfter reading t.docxSALU18
Entrepreneurial Strategy and Competitive Dynamics
After reading this chapter, you should have a good understanding of the following learning objectives:
LO8.1 The role of opportunities, resources, and entrepreneurs in successfully pursuing new ventures.
LO8.2 Three types of entry strategies—pioneering, imitative, and adaptive—commonly used to launch a new venture.
LO8.3 How the generic strategies of overall cost leadership, differentiation, and focus are used by new ventures and small businesses.
LO8.4 How competitive actions, such as the entry of new competitors into a marketplace, may launch a cycle of actions and reactions among close competitors.
LO8.5 The components of competitive dynamics analysis—new competitive action, threat analysis, motivation and capability to respond, types of competitive actions, and likelihood of competitive reaction.
Learning from Mistakes
Digg was an early social network pioneer. In 2004, its founder, Kevin Rose, had an innovative idea. Rather than allow major news services to decide what the big news stories of the day were, Rose figured that people could make that choice. He founded Digg, a news-sharing site, to give them that choice.1 Users would post news articles they found interesting. Other users would then vote the story up or down and also post comments about the article. Articles that were voted up moved up in prominence on the site. Those voted down sank and eventually disappeared. The business took off and served as a front page article on BusinessWeek in 2006. Notable venture capitalists like Marc Andreessen, Ron Conway, and Greylock Partners invested $45 million in Digg. It was rumored that Google was interested in buying Digg in 2008 for a reported $200 million.
But the deal never happened, and Digg quickly fell from favor. It struggled due to two major issues—new competition and poor operational decisions. As we’ll discuss later in this chapter, innovative business ideas are typically quickly imitated. Digg faced two forms of imitation. First, Reddit and other sites came online to challenge Digg by implementing similar business models. Second, other social network sites,
247
such as Facebook and Twitter, ate away at Digg’s business by letting users share news articles they found interesting with their friends and followers. This seemed much more personalized to many, since they would be more interested in what their friends recommended than how the general population voted on Digg.
Digg also suffered by not building the resource set needed to serve their users effectively. They struggled to handle the volume of traffic on their site, leaving users frustrated when the site kept going down. When they finally went to a wholesale upgrade of their systems in 2010, there were a number of technical glitches that drove users away. They also didn’t make the site as easy to use as they should have or as easy as their competitors’ sites. As Rose himself noted, “It took eight steps to post a li ...
We all know that the world is changing quicker than ever before, and that businesses are always looking for new ways to create advantages for themselves. Cerys will explore the market dynamics that are combining to create a volatile, uncertain, complex and ambiguous operating environment for businesses and the new types of organisational risk that these are creating. Then, looking at some of the most innovative businesses in the world, highlight some of the new business models, organisational structures and ways of working that are coming together to help transform companies for the 21st century.
Similar to Introducing The Open Business Program (20)
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
2. Open Business Program
Our framework for change
• We adapt organisations to the needs of a rapidly changing world;
one which demands ever greater connectedness, openness and
meaningful relationships with customers.
• Too often the seismic shift we are experiencing is being dealt with
on an issue-by-issue basis. Reactive piece-meal tactics create a
permanent state of panic-ridden catch-up. Learnings are lost in
silos, failures are swept under carpets.
• We believe there is an holistic strategic solution which provides a
framework for change, leap-frogging the tick-box exercise of simple
implementation of social technologies. It makes organisations
future-ready like never before.
• That solution is our Open Business Program.
01/08/2012 2
3. Contents
1. Introducing the Open Economy (Slides 4-15)
2. Defining Open Business and its Principles: (Slides 16-28)
3. How does your organisation measure up? (Slides 29-32)
4. Starting your journey : (Slides 33-42)
5. Why partner with us: (Slides 43-47)
01/08/2012 3
4. Introduction
The Open Economy & Open Business
• Social media has shown people are willing to engage with brands;
share, discuss, create and offer ideas
• It has given birth to new platforms dedicated to opening innovation
to the crowd
• Most believe this can deliver value across the whole organisation
from marketing to product and service innovation
• But few know how to move beyond experimentation to scale into
business transformation
• As big firms struggle to overcome their legacy issues market forces
become more open, connected, and social
• This means big disruptions and challenges to them and their
agencies
• We call this environment The Open Economy and our framework
for response to it is Open Business.
01/08/2012
5. The Open Data Movement
We now expect data to be shared and open
Companies such as Facebook
are valued on the data of its
users – who trade it in return
for utility
API: The idea of
organisations making
their data easily
accessible to outsource
and derisk innovation or
offer for public good
Hacktivism at its roots is about
exposing hidden truths; be that
how poorly companies protect
your data or the secret
dealings of super powers and
shady corporations.
01/08/2012
6. Open Capital
The democratisation of capital means increased competition
• There are more than 450 crowd-funding platforms around the world
• With 5 white-label crowd-funding platforms introduced this year
• To date $1.5 billion dollars has funded more than 1 million projects
• 55% in Europe, 44% in the US and 1% in other regions
• The average crowd-funding project takes 10 weeks from beginning-to-end
01/08/2012
7. Open Innovation Scaled
Co-creation is being applied across all business innovation gates
Open Innovation has existed since the 1960s, a term
promoted by Henry Chesbrough, but with the recent
advent of affordable and widely used collaborative
technologies, it can be applied at scale.
There are now hundreds of co-creation and idea
crowd-sourcing platforms and case-studies across
almost every sector from FMCG to Automotive. With
brands like Proctor & Gamble driving 60% of all
innovation from partnerships outside their
organisation.
9. The Open Economy
The new market reality
The Open Economy
Open
Open Data Open Innovation Open Capital
Organisation
Movement Scaled (Crowdfunding)
(Crowdsourcing)
Powered by: Social Media + Internet Culture of Openness x People
01/08/2012
10. Untangling the buzzwords
Open Business is the structured application of the strands of Open Economics
Crowd-sourcing Open Data Crowd-funding Co-Creation
Netnography
Open Business
01/08/2012
11. Market Forces are now; Connected, Open & Lean
Becoming an Open Business is not optional just a matter of time
Tomorrow’s Customers Activists
Competition
Barrier to entry Almost every Organisations like
for competition purchase cycle Greanpeace see
has never been now involves a themselves as a
lower. Crowd- Google Search or platform for their
funding and Community advocates to lead
white-label API Reach-out in both change. Activist
tech dominate. B2B and B2C attacks have
increased YOY.
01/08/2012
12. Open Business
For communication, product & service innovation
• We think of social media as a door to
the outside world.
• A door to; listen, ask, connect and
create with people outside both
partners, customers and experts.
• All for the purpose of competitive
advantage in marketing, service and
product innovation.
• Over the last 3 years we have
developed a frame-work to deliver
open business at an Enterprise level
for blue-chip companies
13. Closed businesses can’t compete
Open equals a better fit with the networked world
• Many of the success stories of the 21st Century are built on
multiple Open Business Principles. Google, Apple and Amazon are
among the more famous.
• According to IBM’s CEO survey in May 2012, companies that
outperform their sector are 30% more likely to identify ‘Openness’
as a key factor in their success with particular benefits for
collaboration and innovation.
• Businesses starting today build on the Principles of Open Business
from the word go. They do so because the principles are self-
evident to those growing up in a networked world.
• They know they are simply the most effective way of taking greatest
advantage of the world as it exists today.
• This places them at significant competitive advantage over those
who are not seeking to apply the principles for legacy or other
reasons.
01/08/2012
14. Challenges of the Open Economy
Issues for today’s corporations to address to survive
Corporate Declining & Exponential Data
Glocal Needs
Citizenship Migrating Trust Sets
The combination of It is no longer acceptable to Trust in large media More and more data is
Globalisation in an internet just make a donation to companies and brands is in available for companies to
age requires multinationals charity or speak of good decline. It is migrating to mine - and make sense of.
to be consistent globally but intentions through your CSR peers but in a complex and From big data, to real-time
reflect local cultural department. Our ever shifting way. The days and behavioural data from
nuances in a real-time way. connectedness means you of control advertising or mobile, social and other
This challenges traditional can’t just say, you have to clever PR are over. new sources. The desire to
organisational structures do. If you want to be part of simplify the complexity is
and requires a breaking the online community you increasingly difficult to
down of silos and market are expected to actively resist. But this reductionism
divisions. participate in the world risks destroying the true
around you as a good citizen value.
Community
People / System Influence Insight
Culture
01/08/2012 14
15. Minimum demanded in an Open Economy
New entrants are emerging with these attributes as their default
1. Transparency
2. Openness
3. Connectedness
4. Purpose
01/08/2012 15
16. Open Business Definition:
Making partners of customers
• An Open Business is one
which uses its available
resources to;
-Discover people who share its
Purpose
-Brings them together to
realise that Purpose.
• It is designed from the
outset to scale through
participation.
• It makes partners of
customers.
17. 10 Principles
Of Open Business
1. Purpose
2. Open Capital
3. Networked Organisation
4. Sharability
5. Connectedness
6. Open Innovation
7. Open Data
8. Transparency
9. Member-Led
10. Trust
01/08/2012 17
18. Applying the Principles in general offers...
• Better market and customer knowledge
• Better fit with customer need,
• Accelerated more successful innovation,
• Evidence-based decision making
• New access to capital,
• More effective knowledge management
• Improved internal and external collaboration and idea generation
• Lower (distributed) risk through networks of partners,
• A greater sense of doing business that benefits the society in which you
operate
• A greater sense of customer and employee ‘ownership’ through the
democratisation of business
• Raised levels of trust – and customer and employee loyalty and
satisfaction which derives from this
• More attraction and retention for the right talent and customers.
Applying them in particular delivers >>>
01/08/2012 18
19. 1. Purpose
The market for something to believe in is infinite – Hugh MacLeod
Purpose is the why, it is the belief which all
your stakeholders share and to which all
your organisations actions are aligned
without compromise. Your products /
services are proof of that shared purpose.
• Organisations driven by purpose outperform the
general market 15:1 and comparison companies
6:1.
• They deliver greater retention of staff and
customers
• They achieve greater advocacy and therefore rely
less on interruptive marketing
• They become as important to people’s lives as a
cause-based organisation. Relationships go
beyond the transactional
• More resilient in an economic down-turn
• They have greater ability to enter new markets as
they are not defined by their products but by
their beliefs
20. 2. Open Capital
Lowering the risk of testing new markets
Using crowd-funding platforms or
principles to raise capital through micro-
investments
• Lowers cost of innovation and marketing
• De-risks innovation; delivers proof of concept
and pre-qualifies markets
• Generates pre-sales and order book
• Primes advocate platform pre-launch
• Opens the innovation process early
• Democratises innovation
• Enables the scaling of niche innovation
21. 3. Networked Organisation
Distributing the risk of doing business
The organisation functions as a platform
connecting internal networks to the
external for a common purpose
• Links people and teams across conventional
boundaries (e.g. departments and
geographies)
• Enables pragmatic scaling with a more
flexible workforce
• Allows greater capacity efficiently
• Closer to market and customer
• Maximises the knowledge potential and flow
of an enterprise;
• Minimises threat of disruption; a network
has greater resilience, responsiveness and
adaptiveness.
22. 4. Sharability
Sharing the value of what you know
Packaging knowledge for easy and open
sharing both internally and externally
• Taps into peer-to-peer distribution networks
reducing cost to market and of targeting
• Raises thought-leadership profile
• Breaks down internal silos and external /
internal barriers
• Encourages the repurposing of information
• Delivers lateral thinking and new perspectives
• Value exchange reinforces connections and
relationships
• Allows cost and time efficiencies, reduces
duplication
• Ensures an organisation learns collectively and
more quickly
• Improves the spread of internal best practice
23. 5. Connectedness
Leveraging the power of your people
Connecting all employees internally to
one another and externally through
open social media
• Demonstrates openness and accountability
improving customer satisfaction
• Increases the opportunity for serendipity
and innovation
• Humanises your company making business
personal
• Allows employees to; grow, build and
manage relationships with customers and
partners more easily - improving retention
• Connects organisations to their employees’
networks scaling their collective reach
• Enables for two-way flow of information
and intelligence improving market
knowledge
24. 6. Open Innovation
Making better fits, more efficiently, to market needs
Innovating with partners by sharing
risk and reward in the development of
products, services and marketing
• Distributes the risk of innovating
• Reduces the risk that the innovation’s
won’t fit the needs of its intended market
• Develops customer ownership of the
innovation pre-launch
• Allows for external ideas to be surfaced
early on in the process
• Scales idea generation and development
with greater efficiencies
25. 7. Open Data
Ensuring your data is available for reapplication by outside the organisation
Making your data freely available
to those outside your organisation
who can make best use of it
• Externalises and scales R&D while
reducing cost to innovate and market
• Allows for crowd-sourced innovation
and the repurposing of your data to
deliver value in unimagined ways
• Gives birth to new economies and
innovations
• Distributes the management of the
exponential growth in data-sets
• Distributes the risk and reward of data
innovations
26. 8. Transparency
Building trust and affinity
Decisions, and the criteria on which
they are based, are shared openly
• Ensures the organisation makes decisions
consistent with its purpose and in line
with its declared beliefs
• Incrementally improves the performance
of the business through crowd checks and
balances
• Attracts the right employees, partners and
customers
• Softens unpopular decisions by being
honest and open about the rationale
• The act of open decision making builds
affinity and trust
• Corrects imbalances creating a fairer
workplace
27. 9. Member Led
Being a better fit with the networked world
Your organisation is structured
around the formal cooperation of
employees, customers and partners
for their mutual
social, economic, and cultural
benefit
• A more cooperative model is a better fit
with the networked world based upon
community values
• Creates a shared sense of ownership and
responsibility – of belonging
• Views customers as equal stakeholders
• As loyalty to brands and large
organisations decline, member-led
companies offer a reason to continue
relationships
• Provides a feeling of being able to
influence to feel valued
• Removes the tension between employee
and employer (unions and shareholders)
28. 10. Trust
Trust is essential for Open Business
Mutually assured reliance on the
character, ability, strength, or truth of
the partnership
• Partnership, the paradigm of open
business, requires it
• More resilient relationships with
stakeholders
• Trust in corporations and advertising is
decreasing year-on-year (Endleman Trust
Survey) so to excel in it offers a distinct
advantage
• Increases brand equity. A significant
element of shareholder value
• Inspires the default selection of your
offering in competitive environments
• Builds an emotional connection with a
customer, partner and employee lowering
the cost of acquisition and retention
29. How do you measure up?
Benchmark your organisation
• We believe the 10 principles of Open Business are a
benchmark against which the performance of any
organisation could and should be judged.
• For each we offer ‘Goal State’ as the ideal outcome (a
perfect outcome) of our strategy consulting work with
clients.
• In the following slides we also describe the ‘Worst Case’
position – to enable you to quickly benchmark your
organisation’s progress towards each of the Goal States
so far, and against which we can measure your progress
in the future.
01/08/2012 29
30. Score out of 5
• 1. Purpose: ‘big capital’ – VCs, institutional shareholders –
• Goal State (Scores 5/5): You have a clear ‘Why’ of concentrating power over the organisation and its
the organisation – why it exists (what is it about aims in those institutions.
the world you are trying to put right/fix etc).
Everyone who knows of you knows of your 3. Networked organisation
purpose. • Goal state (Scores 5/5): No more than 1 in 10 in
100% of your actions are aligned with and express your organisation’s ecosystem are employees – the
that purpose. rest partner with you from outside the
• Worst Case: (Scores 1/5) The number one reason organisation. Your staff act as an enabling platform
your business exists is to make money. Mission for participation from outside the org.
statements simply enshrine the requirement to • Worst Case (Score 1/5) You employ staff to fulfil
deliver shareholder value. every function of the enterprise.
• 2. Open capital:
Goal State (Scores 5/5): The organisation is 100%
crowd-funded
• Worst Case (Scores 1/5): All funding comes from
01/08/2012 30
31. Score out of 5
4. Sharability: • Worst Case (Scores 1/5) Social media is actively
• Goal State (Score 5/5) Knowledge/thought discouraged during working hours. Internal comms
leadership in all formats is created in such a way are one-way broadcasts from the centre and kept
that it can be easily and readily published strictly internal.
openly, and shared. Share functions are built into
each document/asset. Creative commons is the • 6. Open Innovation:
default. • Goal State (Scores 5/5) 100% of developments in
• Worst Case (Scores 1/5) Knowledge created in the service, product or comms design are made in
organisation stays within the organisation. collaboration with people outside the org in an
Anything published outside is done so with organisationally-appropriate co-creation process.
extensive copyright protections in place. • Worst Case (Score 1/5) All developments are made
in secret and internally.
5. Connectedness:
• Goal State (Scores 5/5) All employees are using
open social media daily for external connection
and applying it to make best use of the
synchronous/asynchrynous opportunities of the
global web. Internal/external comms are rarely
distinguished.
01/08/2012 31
32. Score out of 5
7. Open data: 9. Member led:
• Goal State (Scores 5/5) Any data generated or • Goal State (Scores 5/5) 100% of all key decisions
collected by the organisation is made publicly (within legal constraints) are made by and with
available where there is a possibility that sharing those charged with implementing them in
this data can create additional public good. Eg collaboration with partner-customers (members)
apis. All data is searchable internally and and/or wider supporters of the organisation.
externally. • Worst Case (Score 1/5) All key decisions are made
• Worst Case (Score 1/5) Data is jealously guarded at board level and imposed downwards on those
and kept secret. Competitive advantage is believed charged with implementing them. Stakeholders
to reside in ownership rather than collaboration. and customers are considered only in the context
of what can be gained from them.
8. Transparency:
• Goal State: (Scores 5/5) Decision making is done • 10. Trust:
openly, with the process exposed to all • Goal State (Scores 5/5). Stakeholders, partner-
employees, stakeholders and anyone wishing to customers (members), employees have 100% trust
hold the org to account. Board meetings (within in your organisation’s mission and motives as
legal constraints) are open to all and offered as a measured in 360-degree surveys. 90% of new
webcast/webinar. business is generated by peer recommendation.
• Worst Case (Scores 1/5) Decisions are made • Worst Case (Scores 1/5). Trust levels are measured
behind closed doors without explanation. Records at sub 10%. 90% of new business is generated
are shared only as required by law. through marketing spend
32
33. What next? You are invited
We are looking for pioneers to partner with on a journey of strategic change
• We have been working
directly with blue-chip
brands for the last 3 years.
• Now we are looking for
pioneering teams to partner
with us to realise Open
Business through the
unique frame-work of
projects and work-streams
we have developed.
01/08/2012 33
34. Open Business Packages
Pragmatic approach to change
Initial Learning/Program preparation Change Program
Exploratory
Open Business Mentoring Customer
Masterclass (Total 11 days per person, over
Open Day
(With up to 10 seats) 3mth program)
Program Committed
We help you prepare your teams, identify
sectors/divisions most at risk of disruption, and
engages them in a clearly defined yet flexible Open
Business program.
Open Business
Council Program
(Annual fee per Client)
35. Open Biz
Open Business Masterclass Masterclass
What’s changed and understanding the impact on your business
What
An exploratory internal masterclass led by one of the Co-founders of 90:10 Group –
an Open Business consultancy with 3+ years of focused experience. Up to 10 client
staff can join us to explore the practical application of Open Business including:
-Open Business principles and practices
-Key trends explained: co-creation, netnography, crowd-sourcing
-Market segmentation and consultancy process
-The Open Business customer road map
-Products and services to move your client along the journey from entry level to
excellence
-People/Skills required to deliver Open Business
-Case studies to bring the day to life
1 day on-site senior consultancy in advance, to tailor requirements based on level of
knowledge of participants and intended goal state.
Collateral developed based on this tailoring – bespoke slide decks, take-away
materials for circulation.
Why?
• Engage your staff with the new business reality and its impact on clients
• Learn how to contextualise and internally pitch Open Business trends
• Untangle buzzwords and understand their application at an Enterprise /
systemic level
• Empower digital leads / change agents
• Hear real world cases of from actual practitioners
• Begin your Open Business journey
36. Open Biz
Open Business Masterclass Timeline Masterclass
What’s changed and understanding the impact on your business
Inputs: Outputs:
Open Business
Principles to apply
today
OB Skill s Roadmap built from
& Gap initial gap analysis
Analysis
Gaps in Skills &
OB Change Roadmap Competencies
Documentation
Creation Market identified
Understanding
Day documented
Needs OB Trends &
Consultation and draw up in
Principles highly sharable
social format
Preparation Workshop Session Post-Support
( 1 Day) (1 Day) Available
01/08/2012 36
37. Open Biz
Open Business Mentoring Mentoring
Managing and supporting change leadership
What
Change needs leaders to drive the agenda and inspire
others. But leading change is a lonely job and especially
challenging in a new and evolving space. We aim to
provide your Open Business change agents with the
one-to-one support of
communicating, learning, championing and delivering
the new reality including understanding the practical
and cultural barriers to adoption. This is with a 90:10
Group founder and is billed at a retained daily rate.
Why?
• Engage your staff with the new business reality
• Learn how to contextualise and communicate
trends
• Untangle buzzwords and understand their
application at an Enterprise / systemic level
• Empower digital leads / change agents
• Hear real world cases of from actual practioners
38. Open Biz £8kpm
Open Business Mentoring Mentoring
What’s changed and understanding the impact to clients
Inputs: Outputs:
Dept position on
Open Business
Opportunity / Project Integration into
Threat Planning company culture
Identification
Partner , New
Hire Selection & Develop processes
Skills Gap and delivery
Engagement
Research Primers Analysis capability
Market
Needs Gap Understanding Begin a change
Analysis program
Orientation 1-1 Mentoring Post-Support
( 1 Day) (3 Month) Available
01/08/2012 38
39. Customer
Open Day: Events without walls Open Day
A social media powered open day
What
• Invite up to 5 of your employees to ask the crowd their most
pressing questions and have them answered in a rich and fun
way.
• Each external party comes connected to a network of a
minimum of 1,000 people giving a combined network reach
of 10,000 people
• At select points we let them use their preferred social media
channel to open up the day to their followers and fans
• We can use this as an opportunity to scale debate and
opinion, quantify and sense-check conclusions
Why?
• Learn why being open is inspiring
• Deepen brand affinity
• Build & strengthen relationships with key people
• Develop loyalty and understanding
• Ask questions and give answers
• Discover new habits, trends and needs.
01/08/2012
40. Customer
Open Days Timeline Open Day
A social media powered open day
Inputs: Outputs:
3. Influencer Check:
Surfaces & colours
-Google Chat with key issues
2. Network influencers to gauge their
Reach-Out: feed-back & opinions
-Refine and co-create
Co-created possible
-Open doors for conclusions to their
Recruitment of solutions
ideation, sense-check opinion
invitees
1. Group Storming; and colouring
-Prioritisation crowd- Instant Crowd
Invitee
-Why I care? sourced feedback & shared
Discovery -Client filters (openly)
-The problem with X is..
-How can X be better?
Needs Socially sharable
Consultation concepts (internal &
external) - ezine
Preparation Session
(4 Day) (1 Day)
01/08/2012 40
41. Open Biz
Open Business Council Program
Working in partnership to realise transformation & change
What
• We partner with you to install a virtual Open Business Council
charged with putting in place; the people, process, connections
and ecosystem to become an Open Business benchmarking
against the 10 Principles.
• We audit you across 8 work-streams at each step 90:10 provide
mentoring, support and leadership
Why?
• Lead business transformation
• Future proof against digital disruptions
• Allow your dept to become more innovative, efficient and open
• Extend your reach into communities of external stakeholders
building trust and loyalty
• Broaden connectivity across depts
• Build a system to workflow external data real-time for business
planning
• Build crowd-sourcing, co-creation, open data, open innovation
and netnography into the daily DNA of your business
Workstreams:
42. Open Biz
Open Business Council Program
Program 8 Principles Mapped
Outputs:
Greater levels of trust ,
Relationships satisfaction & retention
Realise Open Business
Inputs: transformation
Open Business Technology Better market and
Immersion Session customer knowledge
Open Day (Cultural Better fit with
On-boarding) customer need
Transparency 1. Organisation Information
Open Business Accelerated and
Audit (Internal & 2. Strategy successful innovation
External) 3. Culture
Evidence based
Gap Analysis + decision making
Work-stream
Prioritisation More effective
knowledge
Council Elected & management
Stream Ownership Process
Delegated A greater sense of
doing business of
benefit to society
01/08/2012 42
43. Not Gurus but practitioners
While the rest of the world has been creating Facebook pages..
£3.5 million in consulting fees over 3 years
Over 20 projects for 15 blue-chip brands
(References available on request)
01/08/2012
44. Helping you
90:10 Group’s co-founder: David Cushman
David Cushman
Co-Founder of Open Business Consultancy 90:10 Group.
Former Director of Social Media at Brando Social
Former Digital Development Director at Bauer Media.
Founding member of the Open Business Council.
25 years in business, 13 years in digital business, 5 Years in
Social Media, 3 years in Open Business.
Global thought-leader: Keynote at
CeBit, Hannover, 2012, permanent member of the Financial
Times Judgment Call panel, author The Power of the Network.
Practical experience in delivering Open Business with
Tesco, Bupa, First Capital Connect, Honda Europe, Rolex,
The Co-operative etc.
45. Helping you
90:10 Group’s co-founder: Jamie Burke
Jamie Burke
Co-Founder of Open Business Consultancy 90:10 Group.
Led product and market development across EMEA recruiting
and developing teams to deliver revenues of £3.5m in less than
three years. Founding member of the Open Business Council.
12 years in business, 10 years in digital business, 5 Years in
Social Media, 3 years in Open Business.
Global thought-leader: Respected blogger and regular speaker
at events across Europe.
Practical experience in delivering Open Business with Hermes,
Citrix, Durex, Carlson Wagonlit Travel, Mastercard, Microsoft
Advertising, Honda Europe, Tesco etc
46. 2010-2012, Pioneering Open Business
SCALES
PAN- EURO
2010 LAUNCH 2012 THROUGH
PARTNERSHIP
Contracted to help Contracted to help We have been
Honda Europe open CWT design and roll engaged by a
comms and workflow out Social Enterprise number of Coops to
consumer engagement model globally across realise a truly
and social media data key depts. member-led
flow. networked
organisation.
Q2 Q3 Q2
Contracted to co-create Contracted to help We have been engaged
a consumer vertical Hermes operationalise by Mastercard Europe to
community to inform; customer service and realise their becoming
store-buying, drive new PR in social media an Open / Social
sales and retention business by 2016
Q3 Q2 Q3
Netnography project for Contracted to help Bupa
brand realignment and agencies Co-Launch;
based upon community develop and market a new
needs and perceptions service offering based on
community profiling
EXPANDS
2011 TO MENA
47. For next steps:
David Cushman
Co-Founder & Managing Director
90:10 Group
London
E. David@9010group.com | M. +44 (0)7736 353590 |
W. 9010Group.com | August 2012
Skype: david.cushman | My Blog | My Tweets | LinkedIn | My book: The Power of The Network
01/08/2012 47