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@HelenBevan #HealthPrato
Source of image:
Buildingchangetrust.org
Helen Bevan
@HelenBevan
#HealthPrato
@Health_ARC
#Health
Improvement programmes
are yesterday’s news: it’s the
era of the improvement
platform
@HelenBevan #HealthPrato
This talk is bought to you by the
Horizons team
We tune into and engage with the best change thinking and
practice in healthcare and other industries around the world
and seek to translate this learning into practical approaches to
change
The team has emerged through years of supporting change in
the NHS and wider health and care system
A small team of people within the
English NHS who support improvement and change
@HelenBevan #HealthPrato
Change is changing
@HelenBevan #HealthPrato
Kinthi Sturtevant, IBM
13th annual Change Management
Conference June 2015
We rarely see two, three or four
year change projects anymore.
Now it’s 30-60-90 day change
projects
@HelenBevan #HealthPrato
Source: Bromford P (2015), ”What’s the difference between a test and a pilot?”
@HelenBevan #HealthPrato
Change is changing
@HelenBevan #HealthPrato
@HelenBevan #HealthPrato
@HelenBevan #HealthPrato
How does the NHS improvement community
prefer to communicate?
@HelenBevan #HealthPrato
Change is changing
@HelenBevan #HealthPrato
@HelenBevan #HealthPrato
Change is changing
@HelenBevan #HealthPrato
@HelenBevan #HealthPrato
@HelenBevan #HealthPrato
@HelenBevan #HealthPrato
Change is changing
Change from the edge
@HelenBevan #HealthPrato
http://www.slideshare.net/Openpolicymaking/policy-lab-slide-
share-introduction-final
@HelenBevan #HealthPrato
Why go to the edge?
“ Leading from the edge brings us
into contact with a far wider range
of relationships, and in turn, this
increases our potential for diversity
in terms of thought, experience
and background. Diversity leads to
more disruptive thinking, faster
change and better outcomes
Aylet Baron
@HelenBevan #HealthPrato
Jeremy Heimens TED talk “What new power looks like”
https://www.youtube.com/watch?v=j-S03JfgHEA
old power new power
Currency
Held by a few
Pushed down
Commanded
Closed
Transaction
Current
Made by many
Pulled in
Shared
Open
Relationship
@HelenBevan #HealthPrato
The Network Secrets of Great Change Agents
Julie Battilana &Tiziana Casciaro
As a change agent, my centrality in the
informal network is more important
than my position in the formal
hierarchy
@HelenBevan #HealthPrato
WHO makes change happen in your organisation?
Source: adapted by Helen Bevan
from Leandro Herrera
List A
• The Transformation
Programme Board [or
alternative title]
• The programme sponsor
• The Programme Management
Office
• The leads of the [insert
number] transformation work
streams
• The Project Manager
• The Team Leader /Unit
Manager
• The Change Facilitator
@HelenBevan #HealthPrato
WHO makes change happen in your organisation?
List A
• The Transformation
Programme Board
• The programme sponsor
• The Programme Management
Office
• The leads of the [insert
number] transformation work
streams
• The Project Manager
• The Team Leader /Unit
Manager
• The Change Facilitator
List B
• The mavericks and rebels
• The deviants (positive). Who do
things differently and succeed
• The contrarians, because they can
• The nonconformists who see
things through glasses no one else
has
• The hyper-connected. Good or
bad, they spread behaviours, role
model at a scale, set mountains
on fire and multiply anything they
get their hands on
• The hyper-trusted. Multiple
reasons, doesn’t matter which
ones Source: adapted by Helen Bevan
from Leandro Herrera
@HelenBevan #HealthPrato
WHO makes change happen in your organisation?
List A
• The Transformation
Programme Board
• The programme sponsor
• The Programme Management
Office
• The leads of the [insert
number] transformation work
streams
• The Project Manager
• The Team Leader /Unit
Manager
• The Change Facilitator
List B
• The mavericks and rebels
• The deviants (positive). Who do
things differently and succeed
• The contrarians, because they can
• The nonconformists who see
things through glasses no one else
has
• The hyper-connected. Good or
bad, they spread behaviours, role
model at a scale, set mountains
on fire and multiply anything they
get their hands on
• The hyper-trusted. Multiple
reasons, doesn’t matter which
ones Source: adapted by Helen Bevan
from Leandro Herrera
@HelenBevan #HealthPrato
People who are highly connected
have twice as much power to
influence change as people with
hierarchical power
Leandro Herrero
http://t.co/Du6zCbrDBC
@HelenBevan #HealthPrato
Is your change process a cathedral or a bazaar?
http://www.unterstein.net/su/docs/CathBaz.pdf
@HelenBevan #HealthPrato
We have a lot of cathedrals
Source: Sewell (2015) : Stop training our project managers to be process junkies
@HelenBevan #HealthPrato
The power of the platform
“Facebook, YouTube, Twitter and their lesser cousins have
proved the power of the platform. They have shown that if
your average 21st century citizen is given the tools to
connect and the freedom to create, they will do so with
enthusiasm, and often with an originality that blindsides
the so-called creative industries. …..
Good leadership is no longer about ‘taking charge’ or
imposing a strategic vision but about creating the
platforms that allow others to flourish and create”
Ashoka
http://www.virgin.com/unite/entrepreneurship/what-does-leadership-mean-in-
the-21st-century
@HelenBevan #HealthPrato
• systematic “change
management”
• too often, leaders
prescribe outcome
and method of change
in a top-down way
• change is experienced
by people at the front
line as “have to”
(imposed) rather than
“want to” (embraced)
Change
Programmes
• everyone (including
service users and families)
can help tackle the most
challenging issues
• value diversity of thought
• connect people, ideas and
learning
• Role of formal leaders is to
create the conditions and
get out of the way
Change
Platforms
“Tear down the walls”
@HelenBevan #HealthPrato
Why platforms?
Platforms today power learning and innovation
at the speed of change by providing
collaborative and sometimes exponentially
productive spaces for people to create value
John Hagel
Source of image: Pinipa
@HelenBevan #HealthPrato
Evolving kinds of change platforms:
They overlap!
1. Connecting platforms
2. Mobilising platforms
3. Learning platforms
4. Knowledge platforms
5. Crowdsourcing platforms
@HelenBevan #HealthPrato
Example platforms
Source of image: @JenniferClemo
@HelenBevan #HealthPrato
http://biggerboat.org/exploring-moodocs/
MOODOCs
(Massive, Online, Open, Disease Oriented Communities)
@HelenBevan #HealthPrato
@HelenBevan #HealthPrato
The Academy of Fabulous Stuff
• Half a million page views
• Over 700 fab shares
• 1,500 to 4,000 page views
a day
• Nottingham Safe staffing
app: 2,500 views
• Dovetailing vaccinations
Scheme: 160 direct queries
@HelenBevan #HealthPrato
@HelenBevan #HealthPrato
Knowledge platforms
@HelenBevan #HealthPrato
Because there’s a problem….
Source of quote: Harold Jarche
Source of image: http://gotcll.com/about-2/
Getting
information off the
internet is like taking a
drink from a fire hydrant
Mitchell Kapor
@HelenBevan #HealthPrato
@HelenBevan #HealthPrato
What is the best way to spread new
knowledge?
Source of data: Nick Milton
http://www.nickmilton.com/2014/10
/why-knowledge-transfer-
through.html
Social connection/discussion is
14 times more effective
than
written word/best practice
databases/toolkits etc.
Source of image: www.happiness-one-quote-time.blogspot.com
@HelenBevan #HealthPrato
Platforms as the new documentation
Source of image:
Flickr user acaben
@HelenBevan #HealthPrato Source: Oliver Benson
If you’re a programmer, you don’t even
bother reading the manual, you simply
use stackoverflow to answer all your
questions”
@HelenBevan #HealthPrato
@HelenBevan #HealthPrato
@HelenBevan #HealthPrato
Source: http://www.slideshare.net/alwynlau/learning-theories-learner-needs
@HelenBevan #HealthPrato
Nearly
10,000
@HelenBevan #HealthPrato
The School was formally evaluated by the Chartered
Institute for Personnel & Development
#EdgeTalks WebEx
http://theedge.nhsiq.nhs.uk/expert
/how-has-the-school-for-health-
and-care-radicals-made-a-
difference/
How has the School for Health and Care
Radicals made a difference?
@HelenBevan #HealthPrato
The School was formally evaluated by the Chartered
Institute for Personnel & Development
• Change knowledge
• Sense of purpose & motivation to improve
practice
• Ability to challenge the status quo
• Rocking the boat & staying in it
• Connecting with others to build support for
change
Statistically significant positive effect on at
both individual and organisational level
@HelenBevan #HealthPrato
Nearly
100,000
connections
(defined as a viewing, a
download of material or
an original tweet)
• Latest no-cost
solutions
• 150 speakers
• 28 topics
• Live broadcast and
on-demand
@HelenBevan #HealthPrato
@HelenBevan #HealthPrato
NHS Transformathon: the maker movement
@HelenBevan #HealthPrato
Should we undertake routine radiology
investigations overnight for all our inpatients?
How to build a
change
platform in an
hour
@HelenBevan #HealthPrato
• Platform established and presented to global audience in
less than three days
• 60 minute sprint followed by a two week window for
further ideas and discussion
• 3,000+ connections
• good level of support for a 24/7 service for inpatients
• consensus that the decision to receive a scan during
unsocial hours was patient led
• yet many participants commented that it should be a
joint decision between clinician and patient
• Panel at Nottingham University Hospitals is reviewing
findings, ideas and agreeing next steps for
implementation
Help create a change platform in an hour
Rather than a consultation exercise that can take weeks,
we set up a crowdsourcing platform to get an answer in
an hour
@HelenBevan #HealthPrato
The Change Challenge
Tapping the collective brilliance
of the NHS
@HelenBevan #HealthPrato
14,000 contributions identified
10 barriers to change:
Confusing strategies
Over controlling
leadership
Perverse incentivesStifling innovation
Poor workforce
planning
One way
communication
Inhibiting
environment
Undervaluing staff
Poor project
management
Playing it safe
@HelenBevan #HealthPrato
14,000 contributions identified
11 building blocks for change:
Inspiring & supportive
leadership
Collaborative working
Thought diversityAutonomy & trust
Smart use of resources
Flexibility &
adaptability
Long term thinking
Nurturing our people
Fostering an open
culture
A call to action
Source: Health Service Journal, Nursing Times, NHS Improving
Quality, “Change Challenge” March 2015
Challenging the
status quo
@HelenBevan #HealthPrato
Project Aristotle: http://qz.com/625870/after-years-of-intensive-
analysis-google-discovers-the-key-to-good-teamwork-is-being-nice/
After years of intensive analysis, Google
discovers that the key to high performing,
innovative teams is psychological safety
@HelenBevan #HealthPrato
Some lessons
1. You can’t control the outputs of the crowd
2. People want a relationship
3. Always, always, follow up
@HelenBevan #HealthPrato
The Natural Environment Research Council asked the
crowd to name its new £200 million polar research vessel
@HelenBevan #HealthPrato
TEN
TIMES as
many
votes as
the next
most
popular
answer
@HelenBevan #HealthPrato
@HelenBevan #HealthPrato
”If people give to a cause,
they expect a relationship,
not a transaction”
Nilofer Merchant
Once you start down this path, you
have to follow up and continue
@HelenBevan #HealthPrato
Ways to connect!
1. Follow us on Twitter
@HelenBevan @TheEdgeNHS @School4Radicals
2. Subscribe to
theedge.nhsiq.nhs.uk
3. Get materials from
theedge.nhsiq.nhs.uk/school
…and sign up for our monthly #EdgeTalks
theedge.nhsiq.nhs.uk/edgetalks
Or from an earlier era: email me at helen.bevan2@nhs.net
@HelenBevan #HealthPrato
Ashoka (2014) What does leadership mean in the 21st century?
Berg O (2014) The Collaboration Pyramid revisited
Bevan H (2015) From change programmes to platforms
Briggs D (2015) The elements of council as a platform
Bromford P (2015) What’s the difference between a test and a pilot?
Chesbrough H et al (2016) Why does open innovation work?
Choudray P (2015) The platform manifesto: 16 principles for digital transformation
Dawson R (2015) The future of work and organisations
Deloitte University Press (2014) A movement in the making
Deloitte University Press (2015) Business ecosystems come of age
Hagel J (2015) The power of platforms
Hagel J (2015) John Hagel at SXSW 2015: Narratives, platforms and movements
Hagel J (2014) Platforms are not created equal: harnessing the full potential of platforms
Hamel G, Zanini J (2014) Build a change platform not a change program
Health Services Journal, Nursing Times, NHS Improving Quality (2015) ‘Change Challenge’
interactive toolkit
Heimans J (2014) What new power looks like [YouTube]
References cited in the slide deck (1/2)
@HelenBevan #HealthPrato
Heimens J, Timms J (2014) Understanding “New Power”
Innovations- Kontor Väst (2013) Open innovation – a handbook for Researchers
Little J (2016) Change management is dead
Milton N (2014) Why knowledge transfer through discussion is 14 times more effective
than writing
O’Reilly T (2010) Government as a platform
Pearce D (2013) Social business discussions are the new documentation
Raymond E S (2001) The Cathedral and the Bazaar
Satell G (2015) 4 things you should know about platforms
Satell G (2012) How power is shifting from corporations to platforms
Satell G (2015) Leaders must do more than inspire – we must shape networks
Schillinger C (2015) Forget social networks, think social impact [YouTube]
Scrivens J (2015) Enabling the experience of wholeness within enterprise social networks
Sewell S (2015) Stop training our project managers to be process junkies
Shaw K (2015) Placing a digital platform at the heart of organisational change with Oxfam
Simon P (2011) The Age of the Platform
Van Alstyne et al (2016) Pipelines, platforms, and the new rules of strategy
References cited in the slide deck (2/2)

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It's the era of the improvement platform

  • 1. @HelenBevan #HealthPrato Source of image: Buildingchangetrust.org Helen Bevan @HelenBevan #HealthPrato @Health_ARC #Health Improvement programmes are yesterday’s news: it’s the era of the improvement platform
  • 2. @HelenBevan #HealthPrato This talk is bought to you by the Horizons team We tune into and engage with the best change thinking and practice in healthcare and other industries around the world and seek to translate this learning into practical approaches to change The team has emerged through years of supporting change in the NHS and wider health and care system A small team of people within the English NHS who support improvement and change
  • 4. @HelenBevan #HealthPrato Kinthi Sturtevant, IBM 13th annual Change Management Conference June 2015 We rarely see two, three or four year change projects anymore. Now it’s 30-60-90 day change projects
  • 5. @HelenBevan #HealthPrato Source: Bromford P (2015), ”What’s the difference between a test and a pilot?”
  • 9. @HelenBevan #HealthPrato How does the NHS improvement community prefer to communicate?
  • 16. @HelenBevan #HealthPrato Change is changing Change from the edge
  • 18. @HelenBevan #HealthPrato Why go to the edge? “ Leading from the edge brings us into contact with a far wider range of relationships, and in turn, this increases our potential for diversity in terms of thought, experience and background. Diversity leads to more disruptive thinking, faster change and better outcomes Aylet Baron
  • 19. @HelenBevan #HealthPrato Jeremy Heimens TED talk “What new power looks like” https://www.youtube.com/watch?v=j-S03JfgHEA old power new power Currency Held by a few Pushed down Commanded Closed Transaction Current Made by many Pulled in Shared Open Relationship
  • 20. @HelenBevan #HealthPrato The Network Secrets of Great Change Agents Julie Battilana &Tiziana Casciaro As a change agent, my centrality in the informal network is more important than my position in the formal hierarchy
  • 21. @HelenBevan #HealthPrato WHO makes change happen in your organisation? Source: adapted by Helen Bevan from Leandro Herrera List A • The Transformation Programme Board [or alternative title] • The programme sponsor • The Programme Management Office • The leads of the [insert number] transformation work streams • The Project Manager • The Team Leader /Unit Manager • The Change Facilitator
  • 22. @HelenBevan #HealthPrato WHO makes change happen in your organisation? List A • The Transformation Programme Board • The programme sponsor • The Programme Management Office • The leads of the [insert number] transformation work streams • The Project Manager • The Team Leader /Unit Manager • The Change Facilitator List B • The mavericks and rebels • The deviants (positive). Who do things differently and succeed • The contrarians, because they can • The nonconformists who see things through glasses no one else has • The hyper-connected. Good or bad, they spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on • The hyper-trusted. Multiple reasons, doesn’t matter which ones Source: adapted by Helen Bevan from Leandro Herrera
  • 23. @HelenBevan #HealthPrato WHO makes change happen in your organisation? List A • The Transformation Programme Board • The programme sponsor • The Programme Management Office • The leads of the [insert number] transformation work streams • The Project Manager • The Team Leader /Unit Manager • The Change Facilitator List B • The mavericks and rebels • The deviants (positive). Who do things differently and succeed • The contrarians, because they can • The nonconformists who see things through glasses no one else has • The hyper-connected. Good or bad, they spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on • The hyper-trusted. Multiple reasons, doesn’t matter which ones Source: adapted by Helen Bevan from Leandro Herrera
  • 24. @HelenBevan #HealthPrato People who are highly connected have twice as much power to influence change as people with hierarchical power Leandro Herrero http://t.co/Du6zCbrDBC
  • 25. @HelenBevan #HealthPrato Is your change process a cathedral or a bazaar? http://www.unterstein.net/su/docs/CathBaz.pdf
  • 26. @HelenBevan #HealthPrato We have a lot of cathedrals Source: Sewell (2015) : Stop training our project managers to be process junkies
  • 27. @HelenBevan #HealthPrato The power of the platform “Facebook, YouTube, Twitter and their lesser cousins have proved the power of the platform. They have shown that if your average 21st century citizen is given the tools to connect and the freedom to create, they will do so with enthusiasm, and often with an originality that blindsides the so-called creative industries. ….. Good leadership is no longer about ‘taking charge’ or imposing a strategic vision but about creating the platforms that allow others to flourish and create” Ashoka http://www.virgin.com/unite/entrepreneurship/what-does-leadership-mean-in- the-21st-century
  • 28. @HelenBevan #HealthPrato • systematic “change management” • too often, leaders prescribe outcome and method of change in a top-down way • change is experienced by people at the front line as “have to” (imposed) rather than “want to” (embraced) Change Programmes • everyone (including service users and families) can help tackle the most challenging issues • value diversity of thought • connect people, ideas and learning • Role of formal leaders is to create the conditions and get out of the way Change Platforms “Tear down the walls”
  • 29. @HelenBevan #HealthPrato Why platforms? Platforms today power learning and innovation at the speed of change by providing collaborative and sometimes exponentially productive spaces for people to create value John Hagel Source of image: Pinipa
  • 30. @HelenBevan #HealthPrato Evolving kinds of change platforms: They overlap! 1. Connecting platforms 2. Mobilising platforms 3. Learning platforms 4. Knowledge platforms 5. Crowdsourcing platforms
  • 34. @HelenBevan #HealthPrato The Academy of Fabulous Stuff • Half a million page views • Over 700 fab shares • 1,500 to 4,000 page views a day • Nottingham Safe staffing app: 2,500 views • Dovetailing vaccinations Scheme: 160 direct queries
  • 37. @HelenBevan #HealthPrato Because there’s a problem…. Source of quote: Harold Jarche Source of image: http://gotcll.com/about-2/ Getting information off the internet is like taking a drink from a fire hydrant Mitchell Kapor
  • 39. @HelenBevan #HealthPrato What is the best way to spread new knowledge? Source of data: Nick Milton http://www.nickmilton.com/2014/10 /why-knowledge-transfer- through.html Social connection/discussion is 14 times more effective than written word/best practice databases/toolkits etc. Source of image: www.happiness-one-quote-time.blogspot.com
  • 40. @HelenBevan #HealthPrato Platforms as the new documentation Source of image: Flickr user acaben
  • 41. @HelenBevan #HealthPrato Source: Oliver Benson If you’re a programmer, you don’t even bother reading the manual, you simply use stackoverflow to answer all your questions”
  • 46. @HelenBevan #HealthPrato The School was formally evaluated by the Chartered Institute for Personnel & Development #EdgeTalks WebEx http://theedge.nhsiq.nhs.uk/expert /how-has-the-school-for-health- and-care-radicals-made-a- difference/ How has the School for Health and Care Radicals made a difference?
  • 47. @HelenBevan #HealthPrato The School was formally evaluated by the Chartered Institute for Personnel & Development • Change knowledge • Sense of purpose & motivation to improve practice • Ability to challenge the status quo • Rocking the boat & staying in it • Connecting with others to build support for change Statistically significant positive effect on at both individual and organisational level
  • 48. @HelenBevan #HealthPrato Nearly 100,000 connections (defined as a viewing, a download of material or an original tweet) • Latest no-cost solutions • 150 speakers • 28 topics • Live broadcast and on-demand
  • 51. @HelenBevan #HealthPrato Should we undertake routine radiology investigations overnight for all our inpatients? How to build a change platform in an hour
  • 52. @HelenBevan #HealthPrato • Platform established and presented to global audience in less than three days • 60 minute sprint followed by a two week window for further ideas and discussion • 3,000+ connections • good level of support for a 24/7 service for inpatients • consensus that the decision to receive a scan during unsocial hours was patient led • yet many participants commented that it should be a joint decision between clinician and patient • Panel at Nottingham University Hospitals is reviewing findings, ideas and agreeing next steps for implementation Help create a change platform in an hour Rather than a consultation exercise that can take weeks, we set up a crowdsourcing platform to get an answer in an hour
  • 53. @HelenBevan #HealthPrato The Change Challenge Tapping the collective brilliance of the NHS
  • 54. @HelenBevan #HealthPrato 14,000 contributions identified 10 barriers to change: Confusing strategies Over controlling leadership Perverse incentivesStifling innovation Poor workforce planning One way communication Inhibiting environment Undervaluing staff Poor project management Playing it safe
  • 55. @HelenBevan #HealthPrato 14,000 contributions identified 11 building blocks for change: Inspiring & supportive leadership Collaborative working Thought diversityAutonomy & trust Smart use of resources Flexibility & adaptability Long term thinking Nurturing our people Fostering an open culture A call to action Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015 Challenging the status quo
  • 56. @HelenBevan #HealthPrato Project Aristotle: http://qz.com/625870/after-years-of-intensive- analysis-google-discovers-the-key-to-good-teamwork-is-being-nice/ After years of intensive analysis, Google discovers that the key to high performing, innovative teams is psychological safety
  • 57. @HelenBevan #HealthPrato Some lessons 1. You can’t control the outputs of the crowd 2. People want a relationship 3. Always, always, follow up
  • 58. @HelenBevan #HealthPrato The Natural Environment Research Council asked the crowd to name its new £200 million polar research vessel
  • 59. @HelenBevan #HealthPrato TEN TIMES as many votes as the next most popular answer
  • 61. @HelenBevan #HealthPrato ”If people give to a cause, they expect a relationship, not a transaction” Nilofer Merchant Once you start down this path, you have to follow up and continue
  • 62. @HelenBevan #HealthPrato Ways to connect! 1. Follow us on Twitter @HelenBevan @TheEdgeNHS @School4Radicals 2. Subscribe to theedge.nhsiq.nhs.uk 3. Get materials from theedge.nhsiq.nhs.uk/school …and sign up for our monthly #EdgeTalks theedge.nhsiq.nhs.uk/edgetalks Or from an earlier era: email me at helen.bevan2@nhs.net
  • 63. @HelenBevan #HealthPrato Ashoka (2014) What does leadership mean in the 21st century? Berg O (2014) The Collaboration Pyramid revisited Bevan H (2015) From change programmes to platforms Briggs D (2015) The elements of council as a platform Bromford P (2015) What’s the difference between a test and a pilot? Chesbrough H et al (2016) Why does open innovation work? Choudray P (2015) The platform manifesto: 16 principles for digital transformation Dawson R (2015) The future of work and organisations Deloitte University Press (2014) A movement in the making Deloitte University Press (2015) Business ecosystems come of age Hagel J (2015) The power of platforms Hagel J (2015) John Hagel at SXSW 2015: Narratives, platforms and movements Hagel J (2014) Platforms are not created equal: harnessing the full potential of platforms Hamel G, Zanini J (2014) Build a change platform not a change program Health Services Journal, Nursing Times, NHS Improving Quality (2015) ‘Change Challenge’ interactive toolkit Heimans J (2014) What new power looks like [YouTube] References cited in the slide deck (1/2)
  • 64. @HelenBevan #HealthPrato Heimens J, Timms J (2014) Understanding “New Power” Innovations- Kontor Väst (2013) Open innovation – a handbook for Researchers Little J (2016) Change management is dead Milton N (2014) Why knowledge transfer through discussion is 14 times more effective than writing O’Reilly T (2010) Government as a platform Pearce D (2013) Social business discussions are the new documentation Raymond E S (2001) The Cathedral and the Bazaar Satell G (2015) 4 things you should know about platforms Satell G (2012) How power is shifting from corporations to platforms Satell G (2015) Leaders must do more than inspire – we must shape networks Schillinger C (2015) Forget social networks, think social impact [YouTube] Scrivens J (2015) Enabling the experience of wholeness within enterprise social networks Sewell S (2015) Stop training our project managers to be process junkies Shaw K (2015) Placing a digital platform at the heart of organisational change with Oxfam Simon P (2011) The Age of the Platform Van Alstyne et al (2016) Pipelines, platforms, and the new rules of strategy References cited in the slide deck (2/2)

Editor's Notes

  1. Title Times is changing
  2. Cathedral and Bazaar is an essay, then book, by Eric S. Raymond on software engineering methods Illustrates the struggle between top-down and bottom-up design The Cathedral model: restricted access to code, code only available with each software release – controlled / limited / restricted / closed The Bazaar model, in which the code is developed over the Internet in view of the public Raymond's proposition that "given enough eyeballs, all bugs are shallow" - the more openly and widely available the source code is for public testing, scrutiny, and experimentation, the more rapidly all forms of bugs will be discovered. Raymond claims that an inordinate amount of time and energy must be spent hunting for bugs in the Cathedral model, since the working version of the code is available only to a few developers.
  3. Why platforms are the new power Old power won’t deliver what we need to
  4. Social platforms Social platforms include more tightly defined communities of interest that come together around specific shared interests like certain genres of music, types of sports or academic disciplines like history or economics. They tend to foster mesh networks of relationships rather than hub and spoke interactions E.g. Facebook, Twitter, 2. Mobilisation platforms Mobilization platforms ultimately focus on mobilising participants to engage in some kind of collaborative effort that will take considerable time to accomplish Because of the need for collaborative action over time, these platforms tend to foster longer-term relationships rather than focusing on isolated and short-term transactions or tasks 3. Learning platforms Explicit goal to create environments where participants can learn faster and individually achieve higher and higher levels of performance as more and more participants join the platform E.g. School for Health and Care Radicals, World of Warcraft 4. Aggregation platforms The basic focus of these platforms is to bring together a broad array of relevant resources and help users of the platform to connect with the most appropriate resources.  E.g. EBay Transactional & task focussed (Need > response > deal > move on) Hub & spoke model – all transactions are brokered by platform owner/organiser 
  5. Social Business Discussions Are The New Documentation http://www.informationweek.com/software/social/social-business-discussions-are-the-new-documentation/d/d-id/898942 Gadgets & devices once came with printed user instructions / manuals Inside organisations, the problem is the opposite – very little to no documentation (particularly about tacit knowledge) When employees work out loud in a transparent social platform, they are documenting their tools and processes on the fly as they build them. 
  6. Olly: “If you are a computer programmer you don’t even bother reading the manual; you simply use stackoverflow to answer all your questions: http://stackoverflow.com/” Stack Overflow is a self-moderating question and answer site for professional and enthusiast programmers. It's built and run by you as part of the Stack Exchange network of Q&A sites. With your help, we're working together to build a library of detailed answers to every question about programming. We're a little bit different from other sites. Stack Overflow is run by you! If you want to help us run Stack Overflow, you’ll need reputation first. Reputation is a (very) rough measurement of how much the Stack Overflow community trusts you. Reputation is never given, it is earned by convincing other Stack Overflow users that you know what you’re talking about.