Presentation given by Parker Lee, VP Marketing and Business Development for XPLANE at the Apple Media Summit in Lucerne, Switzerland, October 2010. The presentation was entitled, Managing the human capital in the digital world and examined the impact of the digital environment on the skills or today's employee and employment culture. Additional subjects addressed were: • Cultivating a culture of design and innovation • How are employee skills changing today? • What can a company do to recruit, engage and retain employees? • With the media world changing so rapidly, what is the profile of future media content creators?

1. Thursday, October 28, 2010
Hi. (c)
I’m Parker Lee.
Thanks for having me here. (c)

2. Thursday, October 28, 2010
Hi. (c)
I’m Parker Lee.
Thanks for having me here. (c)

3. Thursday, October 28, 2010
I work at a little company called XPLANE. We work with enormous companies like Microsoft, Intel,
Oracle, Cisco — even Apple once or twice — doing collaborative consulting, design thinking, social
media technology and incredibly effective visual communications.
All of which require us to have some pretty amazing people on staff — so I know something about this.
About what? (c)

4. Thursday, October 28, 2010
Well, today we’re going to talk about some of the wonderfully modern challenges to managing
human capital in a digital world.
What’s this mean? (c)

5. Thursday, October 28, 2010
It means workers’ skills are drastically changing. (c)

6. Thursday, October 28, 2010
Technology is rapidly
advancing. (c)

7. Thursday, October 28, 2010
And the culture of digital workers is constantly evolving.

8. Thursday, October 28, 2010
We’ll also talk about today’s media creators, your employees — who they are and what do they do.
(c)

9. Thursday, October 28, 2010
And, of course, we’ll talk about how you can recruit, (c) engage (c) and retain (c) the best of these new
workers. (c)

10. Thursday, October 28, 2010
And, of course, we’ll talk about how you can recruit, (c) engage (c) and retain (c) the best of these new
workers. (c)

11. Thursday, October 28, 2010
And, of course, we’ll talk about how you can recruit, (c) engage (c) and retain (c) the best of these new
workers. (c)

12. Thursday, October 28, 2010
And, of course, we’ll talk about how you can recruit, (c) engage (c) and retain (c) the best of these new
workers. (c)

13. Thursday, October 28, 2010
But first, some context. (c)

14. Thursday, October 28, 2010
The context is... change. This is especially true in any field involving content creation. (c)

15. Thursday, October 28, 2010
For example, the print newspaper world has been rocked in recent years, losing ad revenue to the
Internet. In 2000, there were 1,480 daily newspapers in the U.S., where I live. We’ve lost almost 200
in the last decade.
Interestingly, the number of newspaper titles worldwide went up 1.7% last year.
And Asia and Africa are actually seeing increases in circulation.
While the rest of the world — Europe, the Americas, Australia — is down.
The fact is that the good old days of print journalism and its large advertising profits — something
Rupert Murdoch once called “a river of gold” — are over.
Journalism will continue, but the format and revenue models are changing. (c)

16. Thursday, October 28, 2010
For example, the print newspaper world has been rocked in recent years, losing ad revenue to the
Internet. In 2000, there were 1,480 daily newspapers in the U.S., where I live. We’ve lost almost 200
in the last decade.
Interestingly, the number of newspaper titles worldwide went up 1.7% last year.
And Asia and Africa are actually seeing increases in circulation.
While the rest of the world — Europe, the Americas, Australia — is down.
The fact is that the good old days of print journalism and its large advertising profits — something
Rupert Murdoch once called “a river of gold” — are over.
Journalism will continue, but the format and revenue models are changing. (c)

17. Thursday, October 28, 2010
But the blog boom is still rising on a 10-year upswing.
In 1999 there were a few hundred blogs. A year later there were 12,000. Now there are 141 million.
That’s more than a movement — (c) that’s a media revolution.

18. Thursday, October 28, 2010
But the blog boom is still rising on a 10-year upswing.
In 1999 there were a few hundred blogs. A year later there were 12,000. Now there are 141 million.
That’s more than a movement — (c) that’s a media revolution.

19. Thursday, October 28, 2010
Part of what’s fueling that revolution is the sheer amount of information now available — and
accessible.
Ten years ago Google handled several million searches a day — today it’s in the billions.
It’s no wonder — Google says more than a trillion web pages out there, growing by several billion
pages every day. (c)

20. Thursday, October 28, 2010
Part of what’s fueling that revolution is the sheer amount of information now available — and
accessible.
Ten years ago Google handled several million searches a day — today it’s in the billions.
It’s no wonder — Google says more than a trillion web pages out there, growing by several billion
pages every day. (c)

21. Thursday, October 28, 2010
And the way we communicate is changing, too. (c)
While postal mail delivery is down everywhere, email and SMS messaging is rising meteorically.
Today there are (c) 1.4 billion email users in the world.
And 3.6 billion global users of SMS — (c) sending 4.5 trillion messages globally per year.
Compare that to 1.2 billion PC users and 1.3 billion landline users (which is about 1/3 of the SMS
users).
Massive, worldwide, change.

22. Thursday, October 28, 2010
And the way we communicate is changing, too. (c)
While postal mail delivery is down everywhere, email and SMS messaging is rising meteorically.
Today there are (c) 1.4 billion email users in the world.
And 3.6 billion global users of SMS — (c) sending 4.5 trillion messages globally per year.
Compare that to 1.2 billion PC users and 1.3 billion landline users (which is about 1/3 of the SMS
users).
Massive, worldwide, change.

23. Thursday, October 28, 2010
And the way we communicate is changing, too. (c)
While postal mail delivery is down everywhere, email and SMS messaging is rising meteorically.
Today there are (c) 1.4 billion email users in the world.
And 3.6 billion global users of SMS — (c) sending 4.5 trillion messages globally per year.
Compare that to 1.2 billion PC users and 1.3 billion landline users (which is about 1/3 of the SMS
users).
Massive, worldwide, change.

24. Thursday, October 28, 2010
And the way we communicate is changing, too. (c)
While postal mail delivery is down everywhere, email and SMS messaging is rising meteorically.
Today there are (c) 1.4 billion email users in the world.
And 3.6 billion global users of SMS — (c) sending 4.5 trillion messages globally per year.
Compare that to 1.2 billion PC users and 1.3 billion landline users (which is about 1/3 of the SMS
users).
Massive, worldwide, change.

25. Thursday, October 28, 2010
All media is seeing massive change.
In fact, just in the U.S., video game revenue has doubled in the last 10 years (c) while CD sales revenue
has been cut in half.
The trend of moving from analog to digital is happening everywhere, all the time — at home, at work,
at play. (c)

26. Thursday, October 28, 2010
All media is seeing massive change.
In fact, just in the U.S., video game revenue has doubled in the last 10 years (c) while CD sales revenue
has been cut in half.
The trend of moving from analog to digital is happening everywhere, all the time — at home, at work,
at play. (c)

27. Thursday, October 28, 2010
Which means our lives are going digital: In 2000 we spent less than 3 hours a week online. (c) Today
it’s 18 hours.
And that’s because the world is going digital. But the workforce isn’t just along for the ride — they’re
(c) steering the change.

28. Thursday, October 28, 2010
Which means our lives are going digital: In 2000 we spent less than 3 hours a week online. (c) Today
it’s 18 hours.
And that’s because the world is going digital. But the workforce isn’t just along for the ride — they’re
(c) steering the change.

29. Thursday, October 28, 2010
Because it’s not just media that’s changing — we are as well. (c)

30. Thursday, October 28, 2010
For the first time ever, we have four generations working side by side who’ve grown up with very
different ways of working and communicating. (c)

31. Thursday, October 28, 2010
These generations even grew up playing differently.
It’s not all that cut and dry, but the truth is that these profoundly different mediums of
communication, work and play have shaped today’s workforce in very different ways. (c)

32. Thursday, October 28, 2010
You can see how today’s workforce is more different yet more blended than ever before.
This is important, because the traditional hierarchy just won’t work for managing Millennials.
A recent Accenture report said that senior leaders will actually need to restructure their organizations
in ways that harness the creativity of young employees, yet won’t impair productivity.

33. Thursday, October 28, 2010
The report goes on to say, “In the excitement about new technologies and fresh ideas, it’s too easy to
dismiss the experiences and knowledge (c) of older employees as irrelevant.
That would be a mistake. Enlisting the participation of more senior staff is essential, as is transferring
their institutional and market knowledge (c) to the younger generation.
Companies will want to (c) create opportunities for senior employees and Millennials to work together.
For instance, “co-coaching” through year-long pairings can provide a structure for senior employees
to transfer knowledge about processes and Millennials to demonstrate all the uses of new
technologies. (c)
Two-way coaching, as distinct from one-way mentoring, can also function as a safe forum for
discussing career issues.” (c)

34. Thursday, October 28, 2010
The report goes on to say, “In the excitement about new technologies and fresh ideas, it’s too easy to
dismiss the experiences and knowledge (c) of older employees as irrelevant.
That would be a mistake. Enlisting the participation of more senior staff is essential, as is transferring
their institutional and market knowledge (c) to the younger generation.
Companies will want to (c) create opportunities for senior employees and Millennials to work together.
For instance, “co-coaching” through year-long pairings can provide a structure for senior employees
to transfer knowledge about processes and Millennials to demonstrate all the uses of new
technologies. (c)
Two-way coaching, as distinct from one-way mentoring, can also function as a safe forum for
discussing career issues.” (c)

35. Thursday, October 28, 2010
The report goes on to say, “In the excitement about new technologies and fresh ideas, it’s too easy to
dismiss the experiences and knowledge (c) of older employees as irrelevant.
That would be a mistake. Enlisting the participation of more senior staff is essential, as is transferring
their institutional and market knowledge (c) to the younger generation.
Companies will want to (c) create opportunities for senior employees and Millennials to work together.
For instance, “co-coaching” through year-long pairings can provide a structure for senior employees
to transfer knowledge about processes and Millennials to demonstrate all the uses of new
technologies. (c)
Two-way coaching, as distinct from one-way mentoring, can also function as a safe forum for
discussing career issues.” (c)

36. Thursday, October 28, 2010
The report goes on to say, “In the excitement about new technologies and fresh ideas, it’s too easy to
dismiss the experiences and knowledge (c) of older employees as irrelevant.
That would be a mistake. Enlisting the participation of more senior staff is essential, as is transferring
their institutional and market knowledge (c) to the younger generation.
Companies will want to (c) create opportunities for senior employees and Millennials to work together.
For instance, “co-coaching” through year-long pairings can provide a structure for senior employees
to transfer knowledge about processes and Millennials to demonstrate all the uses of new
technologies. (c)
Two-way coaching, as distinct from one-way mentoring, can also function as a safe forum for
discussing career issues.” (c)

37. Thursday, October 28, 2010
The report goes on to say, “In the excitement about new technologies and fresh ideas, it’s too easy to
dismiss the experiences and knowledge (c) of older employees as irrelevant.
That would be a mistake. Enlisting the participation of more senior staff is essential, as is transferring
their institutional and market knowledge (c) to the younger generation.
Companies will want to (c) create opportunities for senior employees and Millennials to work together.
For instance, “co-coaching” through year-long pairings can provide a structure for senior employees
to transfer knowledge about processes and Millennials to demonstrate all the uses of new
technologies. (c)
Two-way coaching, as distinct from one-way mentoring, can also function as a safe forum for
discussing career issues.” (c)

38. Thursday, October 28, 2010
So while it’s clear there are many differences, there are also many things in common:
• In the U.S., 60% of the workforce has a job that requires a college degree.
• 26% speak a second language.
• 77% have a Facebook account.
• 93% use a cell phone. (c)

39. Thursday, October 28, 2010
And in Europe:
• Workers in the EU stay in the same job for an average of 10.6 years, compared to 6.7 years in the
U.S., but this is changing with the Millennials.
• 1 in 2 Europeans speak a second language.
• In the last two years Facebook usage in Italy has increased more than 3000%
• 80% of Europeans communicate with text messaging.

40. Thursday, October 28, 2010
This is how the new workers live — and internet usage, social media and technology allow them to
create and share instead of just consume and communicate. (c)

41. Thursday, October 28, 2010
For example, in barely two years, ambitious individuals, organizations and businesses have conceived,
designed, built and put up for sale more than a quarter million apps in the App Store. (c)

42. Thursday, October 28, 2010
That’s not all that’s being created, or shared.
The photo/video community site, Flickr, launched in 2004 and a few years later hosted 3.5 million
photos
Now they host (c) more than 5 billion images. (c)

43. Thursday, October 28, 2010
That’s not all that’s being created, or shared.
The photo/video community site, Flickr, launched in 2004 and a few years later hosted 3.5 million
photos
Now they host (c) more than 5 billion images. (c)

44. Thursday, October 28, 2010
YouTube launched in 2005 and just a couple years later was hosting 6 million videos.
Today (c) the number is 150 million, with 24 hours of new videos uploaded to the site every minute —
3/4 coming from outside the United States. (c)

45. Thursday, October 28, 2010
YouTube launched in 2005 and just a couple years later was hosting 6 million videos.
Today (c) the number is 150 million, with 24 hours of new videos uploaded to the site every minute —
3/4 coming from outside the United States. (c)

46. Thursday, October 28, 2010
Facebook started with a bang, too. After a couple years it had 35 million users. Today, (c) there are
500 million active users.
If Facebook were a country it would be the 3rd largest on the planet, behind only China and India. (c)

47. Thursday, October 28, 2010
Facebook started with a bang, too. After a couple years it had 35 million users. Today, (c) there are
500 million active users.
If Facebook were a country it would be the 3rd largest on the planet, behind only China and India. (c)

48. Thursday, October 28, 2010
And people aren’t just creating content — (c) they’re making connections. (c)

49. Thursday, October 28, 2010
And people aren’t just creating content — (c) they’re making connections. (c)

50. Thursday, October 28, 2010
Today about (c) 30% of Europeans use social networks on an ongoing basis, while more than (c) 60%
engage with social media very regularly (in the Netherlands it’s as high as 74%).
In fact, time spent on social networks is growing at (c) three times the overall internet rate, accounting
for 10% of all time spent on the internet.
This will only continue. (c)

51. Thursday, October 28, 2010
Today about (c) 30% of Europeans use social networks on an ongoing basis, while more than (c) 60%
engage with social media very regularly (in the Netherlands it’s as high as 74%).
In fact, time spent on social networks is growing at (c) three times the overall internet rate, accounting
for 10% of all time spent on the internet.
This will only continue. (c)

52. Thursday, October 28, 2010
Today about (c) 30% of Europeans use social networks on an ongoing basis, while more than (c) 60%
engage with social media very regularly (in the Netherlands it’s as high as 74%).
In fact, time spent on social networks is growing at (c) three times the overall internet rate, accounting
for 10% of all time spent on the internet.
This will only continue. (c)

53. Thursday, October 28, 2010
Today about (c) 30% of Europeans use social networks on an ongoing basis, while more than (c) 60%
engage with social media very regularly (in the Netherlands it’s as high as 74%).
In fact, time spent on social networks is growing at (c) three times the overall internet rate, accounting
for 10% of all time spent on the internet.
This will only continue. (c)

54. Thursday, October 28, 2010
Mobile technology is making that so much easier. Today we’re at the beginning of a new wireless era.
Smartphones, at least in the U.S., (c) are projected to overtake feature phones in 2011.
Again, this is a huge change in a short period of time, with huge impacts on workflows and digital
culture in general. (c)

55. Thursday, October 28, 2010
Mobile technology is making that so much easier. Today we’re at the beginning of a new wireless era.
Smartphones, at least in the U.S., (c) are projected to overtake feature phones in 2011.
Again, this is a huge change in a short period of time, with huge impacts on workflows and digital
culture in general. (c)

56. Thursday, October 28, 2010
In fact, no matter what the type of phone or handheld unit, mobile devices will be the world’s #1
connection to the internet by 2020. (c)

57. Thursday, October 28, 2010
It’s just staggering, but this is the world we’re living and working in.
It’s filled with technology and these technologies require not just a massive variety of new skills, but a
new outlook. (c)

58. Thursday, October 28, 2010
The generation now entering the workforce will be the first to have grown up completely surrounded
by these technologies and the possibilities they enable.
They won’t just be digital natives, they’ll be digital workers. (c)
Here’s what Accenture says about the new digital worker... (c)

59. Thursday, October 28, 2010
The generation now entering the workforce will be the first to have grown up completely surrounded
by these technologies and the possibilities they enable.
They won’t just be digital natives, they’ll be digital workers. (c)
Here’s what Accenture says about the new digital worker... (c)

60. Thursday, October 28, 2010
“The Millennial generation is joining the workplace, with attitudes and expectations that are different
from prior generations. (c)
Nowhere are the differences between new workers and their colleagues more apparent than with the
use of technology.” (c)
Source: “Millenials at the Gates,” Accenture, 2009.

61. Thursday, October 28, 2010
“The Millennial generation is joining the workplace, with attitudes and expectations that are different
from prior generations. (c)
Nowhere are the differences between new workers and their colleagues more apparent than with the
use of technology.” (c)
Source: “Millenials at the Gates,” Accenture, 2009.

62. Thursday, October 28, 2010
But with all those devices and screens, user experience will always be key, probably more so for digital
workers who didn’t grow up as digital natives. A recent Gartner report said,
“Easy-to-use products help users feel in control of technology rather than in fear of being controlled
by it. Consider the long-term effects of this on employee satisfaction, productivity and morale.”
User experience is always a worthwhile investment. And for digital natives it’s a basic expectation. (c)

63. Thursday, October 28, 2010
OK — let’s benchmark what we’ve just learned about today’s workforce.
They are...
• Growing (c)
• Connecting (c)
• Mobilizing (c)
• Aging (c) and obviously,...
• Evolving (c)

64. Thursday, October 28, 2010
OK — let’s benchmark what we’ve just learned about today’s workforce.
They are...
• Growing (c)
• Connecting (c)
• Mobilizing (c)
• Aging (c) and obviously,...
• Evolving (c)

65. Thursday, October 28, 2010
OK — let’s benchmark what we’ve just learned about today’s workforce.
They are...
• Growing (c)
• Connecting (c)
• Mobilizing (c)
• Aging (c) and obviously,...
• Evolving (c)

66. Thursday, October 28, 2010
OK — let’s benchmark what we’ve just learned about today’s workforce.
They are...
• Growing (c)
• Connecting (c)
• Mobilizing (c)
• Aging (c) and obviously,...
• Evolving (c)

67. Thursday, October 28, 2010
OK — let’s benchmark what we’ve just learned about today’s workforce.
They are...
• Growing (c)
• Connecting (c)
• Mobilizing (c)
• Aging (c) and obviously,...
• Evolving (c)

68. Thursday, October 28, 2010
OK — let’s benchmark what we’ve just learned about today’s workforce.
They are...
• Growing (c)
• Connecting (c)
• Mobilizing (c)
• Aging (c) and obviously,...
• Evolving (c)

69. Thursday, October 28, 2010
And today’s digital workers — the media creators — are... (c)
• Sharing (c)
• Collaborating (c)
• Listening (c)
• Blogging (c)
• Crowdsourcing
All the time, and as a result they have different expectations. (c)

70. Thursday, October 28, 2010
And today’s digital workers — the media creators — are... (c)
• Sharing (c)
• Collaborating (c)
• Listening (c)
• Blogging (c)
• Crowdsourcing
All the time, and as a result they have different expectations. (c)

71. Thursday, October 28, 2010
And today’s digital workers — the media creators — are... (c)
• Sharing (c)
• Collaborating (c)
• Listening (c)
• Blogging (c)
• Crowdsourcing
All the time, and as a result they have different expectations. (c)

72. Thursday, October 28, 2010
And today’s digital workers — the media creators — are... (c)
• Sharing (c)
• Collaborating (c)
• Listening (c)
• Blogging (c)
• Crowdsourcing
All the time, and as a result they have different expectations. (c)

73. Thursday, October 28, 2010
And today’s digital workers — the media creators — are... (c)
• Sharing (c)
• Collaborating (c)
• Listening (c)
• Blogging (c)
• Crowdsourcing
All the time, and as a result they have different expectations. (c)

74. Thursday, October 28, 2010
And today’s digital workers — the media creators — are... (c)
• Sharing (c)
• Collaborating (c)
• Listening (c)
• Blogging (c)
• Crowdsourcing
All the time, and as a result they have different expectations. (c)

75. Thursday, October 28, 2010
Just look at the discrepancy between the digital worker’s wishes (c) — and reality. (c)
So how can we, as company leaders, expect people to do their best, most creative work?
What does it says when basic tools are just a dream for most digital workers? (c)

76. Thursday, October 28, 2010
Just look at the discrepancy between the digital worker’s wishes (c) — and reality. (c)
So how can we, as company leaders, expect people to do their best, most creative work?
What does it says when basic tools are just a dream for most digital workers? (c)

77. Thursday, October 28, 2010
Just look at the discrepancy between the digital worker’s wishes (c) — and reality. (c)
So how can we, as company leaders, expect people to do their best, most creative work?
What does it says when basic tools are just a dream for most digital workers? (c)

78. Thursday, October 28, 2010
So in today’s business climate, where the heavy focus is on maintaining the bottom line, how can
creative media companies (c) innovate, (c) inspire and (c) grow their people?
How do we leverage today’s digital revolution to successfully manage global teams with varying
workflows, processes and cultures?
How do we foster a creative culture and sustain a world-class team?
Our supposition is that by using of technology and social media tools we can re-engineer and optimize
the operations and culture of our companies.
We need a plan and a framework for design and implementation. (c)

79. Thursday, October 28, 2010
So in today’s business climate, where the heavy focus is on maintaining the bottom line, how can
creative media companies (c) innovate, (c) inspire and (c) grow their people?
How do we leverage today’s digital revolution to successfully manage global teams with varying
workflows, processes and cultures?
How do we foster a creative culture and sustain a world-class team?
Our supposition is that by using of technology and social media tools we can re-engineer and optimize
the operations and culture of our companies.
We need a plan and a framework for design and implementation. (c)

80. Thursday, October 28, 2010
So in today’s business climate, where the heavy focus is on maintaining the bottom line, how can
creative media companies (c) innovate, (c) inspire and (c) grow their people?
How do we leverage today’s digital revolution to successfully manage global teams with varying
workflows, processes and cultures?
How do we foster a creative culture and sustain a world-class team?
Our supposition is that by using of technology and social media tools we can re-engineer and optimize
the operations and culture of our companies.
We need a plan and a framework for design and implementation. (c)

81. Thursday, October 28, 2010
So in today’s business climate, where the heavy focus is on maintaining the bottom line, how can
creative media companies (c) innovate, (c) inspire and (c) grow their people?
How do we leverage today’s digital revolution to successfully manage global teams with varying
workflows, processes and cultures?
How do we foster a creative culture and sustain a world-class team?
Our supposition is that by using of technology and social media tools we can re-engineer and optimize
the operations and culture of our companies.
We need a plan and a framework for design and implementation. (c)

82. Thursday, October 28, 2010
Let’s apply the classic and appropriate business considerations:
• (c) Who is involved?
• (c) What are the costs and benefits?
• (c) What is the roadmap to success?
• (c) What is the level of difficulty for integration and use? (c)

83. Thursday, October 28, 2010
Let’s apply the classic and appropriate business considerations:
• (c) Who is involved?
• (c) What are the costs and benefits?
• (c) What is the roadmap to success?
• (c) What is the level of difficulty for integration and use? (c)

84. Thursday, October 28, 2010
Let’s apply the classic and appropriate business considerations:
• (c) Who is involved?
• (c) What are the costs and benefits?
• (c) What is the roadmap to success?
• (c) What is the level of difficulty for integration and use? (c)

85. Thursday, October 28, 2010
Let’s apply the classic and appropriate business considerations:
• (c) Who is involved?
• (c) What are the costs and benefits?
• (c) What is the roadmap to success?
• (c) What is the level of difficulty for integration and use? (c)

86. Thursday, October 28, 2010
Let’s apply the classic and appropriate business considerations:
• (c) Who is involved?
• (c) What are the costs and benefits?
• (c) What is the roadmap to success?
• (c) What is the level of difficulty for integration and use? (c)

87. Thursday, October 28, 2010
Here’s the lens we use for understanding complex business issues involving People, Process and
Technology.
We call it The 4C framework: (c) Connections, (c) Culture, (c) Collaboration and (c) Communications.
(c)

88. Thursday, October 28, 2010
Here’s the lens we use for understanding complex business issues involving People, Process and
Technology.
We call it The 4C framework: (c) Connections, (c) Culture, (c) Collaboration and (c) Communications.
(c)

89. Thursday, October 28, 2010
Here’s the lens we use for understanding complex business issues involving People, Process and
Technology.
We call it The 4C framework: (c) Connections, (c) Culture, (c) Collaboration and (c) Communications.
(c)

90. Thursday, October 28, 2010
Here’s the lens we use for understanding complex business issues involving People, Process and
Technology.
We call it The 4C framework: (c) Connections, (c) Culture, (c) Collaboration and (c) Communications.
(c)

91. Thursday, October 28, 2010
Here’s the lens we use for understanding complex business issues involving People, Process and
Technology.
We call it The 4C framework: (c) Connections, (c) Culture, (c) Collaboration and (c) Communications.
(c)

92. Thursday, October 28, 2010
Connections: Map and monitor your organizational ecosystem.
What are your real world and technology connections and networks? (c)

93. Thursday, October 28, 2010
Connections: Map and monitor your organizational ecosystem.
What are your real world and technology connections and networks? (c)

94. Thursday, October 28, 2010
Culture: Promote collaboration driving toward common, measurable goals.
• Share desired behaviors among employees
• Create learning /training using collaborative, knowledge shoring social media platforms.
• Socialize product info internally - in design, development, production and customer service
• Build collective intelligence with a knowledge management platform (c)

95. Thursday, October 28, 2010
Culture: Promote collaboration driving toward common, measurable goals.
• Share desired behaviors among employees
• Create learning /training using collaborative, knowledge shoring social media platforms.
• Socialize product info internally - in design, development, production and customer service
• Build collective intelligence with a knowledge management platform (c)

96. Thursday, October 28, 2010
Collaboration: Build systems and incentives for relevant content creation.
• Create content to drive understanding and alignment on policies, issues and and content
generation by using social media platforms
• Form groups within business units, shared interests & business functions who will carry on
conversations
• Build systems to actively input, see, use and respond to customer/client information and data
• Build the same systems for market information
• Promote community engagement for your employees (c)

97. Thursday, October 28, 2010
Collaboration: Build systems and incentives for relevant content creation.
• Create content to drive understanding and alignment on policies, issues and and content
generation by using social media platforms
• Form groups within business units, shared interests & business functions who will carry on
conversations
• Build systems to actively input, see, use and respond to customer/client information and data
• Build the same systems for market information
• Promote community engagement for your employees (c)

98. Thursday, October 28, 2010
Communications: Collect, categorize, analyze and share data to create meaningful information/
intelligence.
• Generate and acquire content, but apply filters to avoid information overload
• Build the systems that garner information flow, content feeds, and enable ambient listening (c)

99. Thursday, October 28, 2010
Communications: Collect, categorize, analyze and share data to create meaningful information/
intelligence.
• Generate and acquire content, but apply filters to avoid information overload
• Build the systems that garner information flow, content feeds, and enable ambient listening (c)

100. Thursday, October 28, 2010
But, let’s get more specific — how are we going to meet the needs of our new digital workers? (c)

101. Thursday, October 28, 2010
According to Roy Krause of SFN Group, the new rules of attracting, cultivating and retaining talent
center on intangibles such as (c) respect, (c) career growth, (c) clarity of mission and (c) employer
brand values.
Social media offers an ideal delivery option and stands to be a game changer in the ability to compete
successfully. (c)

102. Thursday, October 28, 2010
According to Roy Krause of SFN Group, the new rules of attracting, cultivating and retaining talent
center on intangibles such as (c) respect, (c) career growth, (c) clarity of mission and (c) employer
brand values.
Social media offers an ideal delivery option and stands to be a game changer in the ability to compete
successfully. (c)

103. Thursday, October 28, 2010
According to Roy Krause of SFN Group, the new rules of attracting, cultivating and retaining talent
center on intangibles such as (c) respect, (c) career growth, (c) clarity of mission and (c) employer
brand values.
Social media offers an ideal delivery option and stands to be a game changer in the ability to compete
successfully. (c)

104. Thursday, October 28, 2010
According to Roy Krause of SFN Group, the new rules of attracting, cultivating and retaining talent
center on intangibles such as (c) respect, (c) career growth, (c) clarity of mission and (c) employer
brand values.
Social media offers an ideal delivery option and stands to be a game changer in the ability to compete
successfully. (c)

105. Thursday, October 28, 2010
According to Roy Krause of SFN Group, the new rules of attracting, cultivating and retaining talent
center on intangibles such as (c) respect, (c) career growth, (c) clarity of mission and (c) employer
brand values.
Social media offers an ideal delivery option and stands to be a game changer in the ability to compete
successfully. (c)

106. Thursday, October 28, 2010
One of the most important ways we compete is with our talent.
But recruiting isn’t just posting an ad. Social media allows businesses to recruit persistently, to build
their brand and even their stable in an ongoing way. (c)

107. Thursday, October 28, 2010
You can apply the power of social networks and the 4Cs framework in order to find those new workers.
In fact, at this stage in the game it will really set you apart.
Did you know (c) that in a recent study of HR leaders only 4% of the companies surveyed use social
media to recruit? Four businesses out of every 100! (c)

108. Thursday, October 28, 2010
You can apply the power of social networks and the 4Cs framework in order to find those new workers.
In fact, at this stage in the game it will really set you apart.
Did you know (c) that in a recent study of HR leaders only 4% of the companies surveyed use social
media to recruit? Four businesses out of every 100! (c)

109. Thursday, October 28, 2010
You can apply the power of social networks and the 4Cs framework in order to find those new workers.
In fact, at this stage in the game it will really set you apart.
Did you know (c) that in a recent study of HR leaders only 4% of the companies surveyed use social
media to recruit? Four businesses out of every 100! (c)

110. Thursday, October 28, 2010
Here’s how to get have an impact when using social networks to recruit:
• (c) Expose best practices through your web site, media outlets and communities.
• (c) Showcase thought leadership.
• (c) Demonstrate breadth and scope.
• (c) Create templates for employees to use in social media.
• (c) Build contests for college recruits and reward peer recruiting.
• (c) Show flexibility in hours and location and incentivize with up-to-date technologies.
• (c) And finally, simply show passion for using social media tools. (c)

111. Thursday, October 28, 2010
Here’s how to get have an impact when using social networks to recruit:
• (c) Expose best practices through your web site, media outlets and communities.
• (c) Showcase thought leadership.
• (c) Demonstrate breadth and scope.
• (c) Create templates for employees to use in social media.
• (c) Build contests for college recruits and reward peer recruiting.
• (c) Show flexibility in hours and location and incentivize with up-to-date technologies.
• (c) And finally, simply show passion for using social media tools. (c)

112. Thursday, October 28, 2010
Here’s how to get have an impact when using social networks to recruit:
• (c) Expose best practices through your web site, media outlets and communities.
• (c) Showcase thought leadership.
• (c) Demonstrate breadth and scope.
• (c) Create templates for employees to use in social media.
• (c) Build contests for college recruits and reward peer recruiting.
• (c) Show flexibility in hours and location and incentivize with up-to-date technologies.
• (c) And finally, simply show passion for using social media tools. (c)

113. Thursday, October 28, 2010
Here’s how to get have an impact when using social networks to recruit:
• (c) Expose best practices through your web site, media outlets and communities.
• (c) Showcase thought leadership.
• (c) Demonstrate breadth and scope.
• (c) Create templates for employees to use in social media.
• (c) Build contests for college recruits and reward peer recruiting.
• (c) Show flexibility in hours and location and incentivize with up-to-date technologies.
• (c) And finally, simply show passion for using social media tools. (c)

114. Thursday, October 28, 2010
Here’s how to get have an impact when using social networks to recruit:
• (c) Expose best practices through your web site, media outlets and communities.
• (c) Showcase thought leadership.
• (c) Demonstrate breadth and scope.
• (c) Create templates for employees to use in social media.
• (c) Build contests for college recruits and reward peer recruiting.
• (c) Show flexibility in hours and location and incentivize with up-to-date technologies.
• (c) And finally, simply show passion for using social media tools. (c)

115. Thursday, October 28, 2010
Here’s how to get have an impact when using social networks to recruit:
• (c) Expose best practices through your web site, media outlets and communities.
• (c) Showcase thought leadership.
• (c) Demonstrate breadth and scope.
• (c) Create templates for employees to use in social media.
• (c) Build contests for college recruits and reward peer recruiting.
• (c) Show flexibility in hours and location and incentivize with up-to-date technologies.
• (c) And finally, simply show passion for using social media tools. (c)

116. Thursday, October 28, 2010
Here’s how to get have an impact when using social networks to recruit:
• (c) Expose best practices through your web site, media outlets and communities.
• (c) Showcase thought leadership.
• (c) Demonstrate breadth and scope.
• (c) Create templates for employees to use in social media.
• (c) Build contests for college recruits and reward peer recruiting.
• (c) Show flexibility in hours and location and incentivize with up-to-date technologies.
• (c) And finally, simply show passion for using social media tools. (c)

117. Thursday, October 28, 2010
Here’s how to get have an impact when using social networks to recruit:
• (c) Expose best practices through your web site, media outlets and communities.
• (c) Showcase thought leadership.
• (c) Demonstrate breadth and scope.
• (c) Create templates for employees to use in social media.
• (c) Build contests for college recruits and reward peer recruiting.
• (c) Show flexibility in hours and location and incentivize with up-to-date technologies.
• (c) And finally, simply show passion for using social media tools. (c)

118. Thursday, October 28, 2010
Here’s an example of a way to use social media to connect prospective employees with mentors and
managers to build an affinity relationship with the company, and enable easy recruiting. (c)
XPLANE sister company, Headshift, based in London, advised and created a social careers site for
BP, creating a video-based site called, BP Lab, where potential graduates could follow live projects
and communicate directly with real people in the roles they were looking to fill after graduation.
The approach, whilst centered originally on a web platform, quickly spread as an overarching
philosophy throughout their entire graduate recruitment strategy, creating direct links between
potential hires and their future peers, mentors and managers. It’s a creative, collaborative way to
recruit.

119. Thursday, October 28, 2010
Communication and collaboration goes a long way in engaging today’s workers. But it is not just talk,
it is also the environment where we work. You can’t do much better in stifling creativity then by
sticking someone in a cubicle at the workplace.
For engaging your workforce, in fact, the Emerging Workforce Study found that for 75% of employees,
their job means more than just a way to make a living. They want to be engaged in meaningful ways.
(c)

120. Thursday, October 28, 2010
How? Well, we can apply social media tools to:
• Encourage workforce collaboration. (c)
• Reward participation. (c)
• Build an online employee portal to learn about career options, paths for advancement, sharing of
concerns, etc. (c)
• Begin doing reputation management. (c)
• Enable two-way interaction via extranets. (c)
• Facilitate personalized, timely intelligence-sharing. (c)
• Help turn content creators into curators, editors and analysts in order to grow interest and audience
not just inside your company, but outside as well.
Just look at how social all those verbs are. That’s exactly what the new generation of workers expects.

121. Thursday, October 28, 2010
How? Well, we can apply social media tools to:
• Encourage workforce collaboration. (c)
• Reward participation. (c)
• Build an online employee portal to learn about career options, paths for advancement, sharing of
concerns, etc. (c)
• Begin doing reputation management. (c)
• Enable two-way interaction via extranets. (c)
• Facilitate personalized, timely intelligence-sharing. (c)
• Help turn content creators into curators, editors and analysts in order to grow interest and audience
not just inside your company, but outside as well.
Just look at how social all those verbs are. That’s exactly what the new generation of workers expects.

122. Thursday, October 28, 2010
How? Well, we can apply social media tools to:
• Encourage workforce collaboration. (c)
• Reward participation. (c)
• Build an online employee portal to learn about career options, paths for advancement, sharing of
concerns, etc. (c)
• Begin doing reputation management. (c)
• Enable two-way interaction via extranets. (c)
• Facilitate personalized, timely intelligence-sharing. (c)
• Help turn content creators into curators, editors and analysts in order to grow interest and audience
not just inside your company, but outside as well.
Just look at how social all those verbs are. That’s exactly what the new generation of workers expects.

123. Thursday, October 28, 2010
How? Well, we can apply social media tools to:
• Encourage workforce collaboration. (c)
• Reward participation. (c)
• Build an online employee portal to learn about career options, paths for advancement, sharing of
concerns, etc. (c)
• Begin doing reputation management. (c)
• Enable two-way interaction via extranets. (c)
• Facilitate personalized, timely intelligence-sharing. (c)
• Help turn content creators into curators, editors and analysts in order to grow interest and audience
not just inside your company, but outside as well.
Just look at how social all those verbs are. That’s exactly what the new generation of workers expects.

124. Thursday, October 28, 2010
How? Well, we can apply social media tools to:
• Encourage workforce collaboration. (c)
• Reward participation. (c)
• Build an online employee portal to learn about career options, paths for advancement, sharing of
concerns, etc. (c)
• Begin doing reputation management. (c)
• Enable two-way interaction via extranets. (c)
• Facilitate personalized, timely intelligence-sharing. (c)
• Help turn content creators into curators, editors and analysts in order to grow interest and audience
not just inside your company, but outside as well.
Just look at how social all those verbs are. That’s exactly what the new generation of workers expects.

125. Thursday, October 28, 2010
How? Well, we can apply social media tools to:
• Encourage workforce collaboration. (c)
• Reward participation. (c)
• Build an online employee portal to learn about career options, paths for advancement, sharing of
concerns, etc. (c)
• Begin doing reputation management. (c)
• Enable two-way interaction via extranets. (c)
• Facilitate personalized, timely intelligence-sharing. (c)
• Help turn content creators into curators, editors and analysts in order to grow interest and audience
not just inside your company, but outside as well.
Just look at how social all those verbs are. That’s exactly what the new generation of workers expects.

126. Thursday, October 28, 2010
How? Well, we can apply social media tools to:
• Encourage workforce collaboration. (c)
• Reward participation. (c)
• Build an online employee portal to learn about career options, paths for advancement, sharing of
concerns, etc. (c)
• Begin doing reputation management. (c)
• Enable two-way interaction via extranets. (c)
• Facilitate personalized, timely intelligence-sharing. (c)
• Help turn content creators into curators, editors and analysts in order to grow interest and audience
not just inside your company, but outside as well.
Just look at how social all those verbs are. That’s exactly what the new generation of workers expects.

127. Thursday, October 28, 2010
How? Well, we can apply social media tools to:
• Encourage workforce collaboration. (c)
• Reward participation. (c)
• Build an online employee portal to learn about career options, paths for advancement, sharing of
concerns, etc. (c)
• Begin doing reputation management. (c)
• Enable two-way interaction via extranets. (c)
• Facilitate personalized, timely intelligence-sharing. (c)
• Help turn content creators into curators, editors and analysts in order to grow interest and audience
not just inside your company, but outside as well.
Just look at how social all those verbs are. That’s exactly what the new generation of workers expects.

128. Thursday, October 28, 2010
And here’s how to do it. Let’s look at a couple examples of how to more fully engage digital workers.
International teams are common today, so building global communication and connectivity is a
requirement. (c) Headshift built this open, transparent platform to bring a large, multi-national team
together, especially their ability to securely share important legal documents (the company name
cannot be disclosed publicly).
Our solution: (c) Create a platform that allows team members to post blog entries, as well as share
emails and documents with each other. The platform has both secure and public areas, allowing
confidential documentation to be kept private and general information to be more readily accessible.
The platform was designed to be transparent, open and easy to use — it’s a great user experience. The
department has eagerly adopted the new tool and subsequently experienced much-improved team
connectivity. (c)

129. Thursday, October 28, 2010
And here’s how to do it. Let’s look at a couple examples of how to more fully engage digital workers.
International teams are common today, so building global communication and connectivity is a
requirement. (c) Headshift built this open, transparent platform to bring a large, multi-national team
together, especially their ability to securely share important legal documents (the company name
cannot be disclosed publicly).
Our solution: (c) Create a platform that allows team members to post blog entries, as well as share
emails and documents with each other. The platform has both secure and public areas, allowing
confidential documentation to be kept private and general information to be more readily accessible.
The platform was designed to be transparent, open and easy to use — it’s a great user experience. The
department has eagerly adopted the new tool and subsequently experienced much-improved team
connectivity. (c)

130. Thursday, October 28, 2010
And here’s how to do it. Let’s look at a couple examples of how to more fully engage digital workers.
International teams are common today, so building global communication and connectivity is a
requirement. (c) Headshift built this open, transparent platform to bring a large, multi-national team
together, especially their ability to securely share important legal documents (the company name
cannot be disclosed publicly).
Our solution: (c) Create a platform that allows team members to post blog entries, as well as share
emails and documents with each other. The platform has both secure and public areas, allowing
confidential documentation to be kept private and general information to be more readily accessible.
The platform was designed to be transparent, open and easy to use — it’s a great user experience. The
department has eagerly adopted the new tool and subsequently experienced much-improved team
connectivity. (c)

131. Thursday, October 28, 2010
It’s a cliché that change is the only constant, but it’s true. And lots of companies — even entire
industries — are changing dramatically these days. For example, Cox Media is a subsidiary of Cox
Communications and is responsible for the sale and creation of advertising products. Its primary
activity today is production, sale, and insertion of the 30-second spot (traditional TV commercial) on
the 70 channel line-up of cable channels in 20 markets across the U.S.
We all know the 30-second spot is declining in marketing relevance. Cox Media knew they needed to
change; they needed a new strategy and method of going to market — (c) moving from an advertising
sales firm to a company that more broadly pursues responsibility for converting marketing spend to
increased sales for its clients.
The solution: XPLANE created a set of visual communication tools that outlined industry challenges,
Cox’s situation and the company’s options for action and future direction. (c)

132. Thursday, October 28, 2010
It’s a cliché that change is the only constant, but it’s true. And lots of companies — even entire
industries — are changing dramatically these days. For example, Cox Media is a subsidiary of Cox
Communications and is responsible for the sale and creation of advertising products. Its primary
activity today is production, sale, and insertion of the 30-second spot (traditional TV commercial) on
the 70 channel line-up of cable channels in 20 markets across the U.S.
We all know the 30-second spot is declining in marketing relevance. Cox Media knew they needed to
change; they needed a new strategy and method of going to market — (c) moving from an advertising
sales firm to a company that more broadly pursues responsibility for converting marketing spend to
increased sales for its clients.
The solution: XPLANE created a set of visual communication tools that outlined industry challenges,
Cox’s situation and the company’s options for action and future direction. (c)

133. Thursday, October 28, 2010
We made sure everyone understood what was going on and how they fit in: That’s context.
(c) Then we built an employee knowledge portal to enable workers to access more information about
the transformation and participate in the conversation.
The tools are completely employee-focused — they give context, explain the vision and connect
people, completely aligning the business on the future strategy, while fully understanding the current
state. This helped everyone understand how critical the new vision was for the business and it
energized the entire staff. (c)

134. Thursday, October 28, 2010
We made sure everyone understood what was going on and how they fit in: That’s context.
(c) Then we built an employee knowledge portal to enable workers to access more information about
the transformation and participate in the conversation.
The tools are completely employee-focused — they give context, explain the vision and connect
people, completely aligning the business on the future strategy, while fully understanding the current
state. This helped everyone understand how critical the new vision was for the business and it
energized the entire staff. (c)

135. Thursday, October 28, 2010
We all know how important it is to connect and integrate our people.
In the US, the average employee turnover rate across industries is 26%. The cost of a new hire is
between 50 and 200% of the departing employee’s salary. It’s not hard to do the math to see that
retention is important.
In the Emerging Workforce Study, 88% of workers want to think of new and creative ways to do things,
naming growth potential as the top reason to stay, beyond salary and benefits. And the study found
that less than 20% of companies leverage social media.
Let’s see how we can keep our best employees around. (c)

136. Thursday, October 28, 2010
(HERE) We want them to want to be here, with us. So reward the behavior you’re seeking. Provide the
tools, technology, culture and environment that fosters serious work ethics alongside serious fun. One
of the most effective ways to engage and retain workers is through social media.
• (HEARD) (c) Give employees a voice. Arguably, the reason for the growth of social media is that it
allows people to be heard. Giving workers an outlet to speak their mind can dramatically improve
employee retention.
• (HELPFUL) (c) Demonstrate best practices internally and externally. Make the company something
everyone is proud to be a part of.
• (HAPPY) (c) Ensure effectiveness with employee experience surveys and brown bags meetings with
leaders.
How can you ensure all these things? Build an environment that makes it easy to get creative jobs done
— whiteboards, varied workspaces, the best tools. Encourage employees to have a social media
presence. They are your best ambassadors. Have ways to identify and reward not just achievements,

137. Thursday, October 28, 2010
(HERE) We want them to want to be here, with us. So reward the behavior you’re seeking. Provide the
tools, technology, culture and environment that fosters serious work ethics alongside serious fun. One
of the most effective ways to engage and retain workers is through social media.
• (HEARD) (c) Give employees a voice. Arguably, the reason for the growth of social media is that it
allows people to be heard. Giving workers an outlet to speak their mind can dramatically improve
employee retention.
• (HELPFUL) (c) Demonstrate best practices internally and externally. Make the company something
everyone is proud to be a part of.
• (HAPPY) (c) Ensure effectiveness with employee experience surveys and brown bags meetings with
leaders.
How can you ensure all these things? Build an environment that makes it easy to get creative jobs done
— whiteboards, varied workspaces, the best tools. Encourage employees to have a social media
presence. They are your best ambassadors. Have ways to identify and reward not just achievements,

138. Thursday, October 28, 2010
(HERE) We want them to want to be here, with us. So reward the behavior you’re seeking. Provide the
tools, technology, culture and environment that fosters serious work ethics alongside serious fun. One
of the most effective ways to engage and retain workers is through social media.
• (HEARD) (c) Give employees a voice. Arguably, the reason for the growth of social media is that it
allows people to be heard. Giving workers an outlet to speak their mind can dramatically improve
employee retention.
• (HELPFUL) (c) Demonstrate best practices internally and externally. Make the company something
everyone is proud to be a part of.
• (HAPPY) (c) Ensure effectiveness with employee experience surveys and brown bags meetings with
leaders.
How can you ensure all these things? Build an environment that makes it easy to get creative jobs done
— whiteboards, varied workspaces, the best tools. Encourage employees to have a social media
presence. They are your best ambassadors. Have ways to identify and reward not just achievements,

139. Thursday, October 28, 2010
(HERE) We want them to want to be here, with us. So reward the behavior you’re seeking. Provide the
tools, technology, culture and environment that fosters serious work ethics alongside serious fun. One
of the most effective ways to engage and retain workers is through social media.
• (HEARD) (c) Give employees a voice. Arguably, the reason for the growth of social media is that it
allows people to be heard. Giving workers an outlet to speak their mind can dramatically improve
employee retention.
• (HELPFUL) (c) Demonstrate best practices internally and externally. Make the company something
everyone is proud to be a part of.
• (HAPPY) (c) Ensure effectiveness with employee experience surveys and brown bags meetings with
leaders.
How can you ensure all these things? Build an environment that makes it easy to get creative jobs done
— whiteboards, varied workspaces, the best tools. Encourage employees to have a social media
presence. They are your best ambassadors. Have ways to identify and reward not just achievements,

140. Thursday, October 28, 2010
Here’s an example of how to retain digital workers. The challenge: To get AXA’s employees to buy into
corporate values and really become part of the company.
The solution: (c) We created a tool that truly drives employee adoption of this insurance company’s
core values. They wanted something more collaborative than the typical corporate video promoting
values or HR-driven intranet. XPLANE’s sister company Headshift looked at a variety of enjoyable,
usable ways to create employee engagement, and talked to a test group of AXA employees about what
it would take to integrate these values into their everyday lives.
The end decision was to build a social, collaborative platform (c) where people can submit their own
videos, which are then shared with other users. Today, AXA reports that high percentage of those
employees testing the platform are using it and sharing their own personal videos, driving engagement
and adoption of key values. AXA’s new social network integrates corporate values every day. (c)

141. Thursday, October 28, 2010
Here’s an example of how to retain digital workers. The challenge: To get AXA’s employees to buy into
corporate values and really become part of the company.
The solution: (c) We created a tool that truly drives employee adoption of this insurance company’s
core values. They wanted something more collaborative than the typical corporate video promoting
values or HR-driven intranet. XPLANE’s sister company Headshift looked at a variety of enjoyable,
usable ways to create employee engagement, and talked to a test group of AXA employees about what
it would take to integrate these values into their everyday lives.
The end decision was to build a social, collaborative platform (c) where people can submit their own
videos, which are then shared with other users. Today, AXA reports that high percentage of those
employees testing the platform are using it and sharing their own personal videos, driving engagement
and adoption of key values. AXA’s new social network integrates corporate values every day. (c)

142. Thursday, October 28, 2010
Here’s an example of how to retain digital workers. The challenge: To get AXA’s employees to buy into
corporate values and really become part of the company.
The solution: (c) We created a tool that truly drives employee adoption of this insurance company’s
core values. They wanted something more collaborative than the typical corporate video promoting
values or HR-driven intranet. XPLANE’s sister company Headshift looked at a variety of enjoyable,
usable ways to create employee engagement, and talked to a test group of AXA employees about what
it would take to integrate these values into their everyday lives.
The end decision was to build a social, collaborative platform (c) where people can submit their own
videos, which are then shared with other users. Today, AXA reports that high percentage of those
employees testing the platform are using it and sharing their own personal videos, driving engagement
and adoption of key values. AXA’s new social network integrates corporate values every day. (c)

143. Thursday, October 28, 2010
Here’s one more example: One of our biotechnology clients suffered from poor management
participation with team members to drive behavior to increase retention, despite having a whole series
of traditional tools to empower managers.
So we designed a visual story that (c) depicted multiple manager-team member scenarios, then linked
the appropriate key management messages and supporting tools to those situations.
Here you see the print map that captured, (c) succinctly and visually, the desired management
approach. We also designed an interactive portal. (c)

144. Thursday, October 28, 2010
Here’s one more example: One of our biotechnology clients suffered from poor management
participation with team members to drive behavior to increase retention, despite having a whole series
of traditional tools to empower managers.
So we designed a visual story that (c) depicted multiple manager-team member scenarios, then linked
the appropriate key management messages and supporting tools to those situations.
Here you see the print map that captured, (c) succinctly and visually, the desired management
approach. We also designed an interactive portal. (c)

145. Thursday, October 28, 2010
Here’s one more example: One of our biotechnology clients suffered from poor management
participation with team members to drive behavior to increase retention, despite having a whole series
of traditional tools to empower managers.
So we designed a visual story that (c) depicted multiple manager-team member scenarios, then linked
the appropriate key management messages and supporting tools to those situations.
Here you see the print map that captured, (c) succinctly and visually, the desired management
approach. We also designed an interactive portal. (c)

146. Thursday, October 28, 2010
The interactive version (c) allowed the team to walk through the steps and tools at their own pace, and
remotely if necessary.
My point is that this client identified an issue with staff retention, (c) and acted on it. We worked with
them to solve the problem in a creative, engaging way. (c)

147. Thursday, October 28, 2010
The interactive version (c) allowed the team to walk through the steps and tools at their own pace, and
remotely if necessary.
My point is that this client identified an issue with staff retention, (c) and acted on it. We worked with
them to solve the problem in a creative, engaging way. (c)

148. Thursday, October 28, 2010
The interactive version (c) allowed the team to walk through the steps and tools at their own pace, and
remotely if necessary.
My point is that this client identified an issue with staff retention, (c) and acted on it. We worked with
them to solve the problem in a creative, engaging way. (c)

149. Thursday, October 28, 2010
So, what are you waiting for? Get started now — there’s no shortage of reasons:
• (c) You know the times are a-changing.
• (c) Digital workers have different expectations.
• (c) Technology and social media is the elixir. (c)

150. Thursday, October 28, 2010
So, what are you waiting for? Get started now — there’s no shortage of reasons:
• (c) You know the times are a-changing.
• (c) Digital workers have different expectations.
• (c) Technology and social media is the elixir. (c)

151. Thursday, October 28, 2010
So, what are you waiting for? Get started now — there’s no shortage of reasons:
• (c) You know the times are a-changing.
• (c) Digital workers have different expectations.
• (c) Technology and social media is the elixir. (c)

152. Thursday, October 28, 2010
So, what are you waiting for? Get started now — there’s no shortage of reasons:
• (c) You know the times are a-changing.
• (c) Digital workers have different expectations.
• (c) Technology and social media is the elixir. (c)

153. Thursday, October 28, 2010
Every situation is different, as you saw in the previous examples, but here are the basics:
• (c) Establish a program with clear business goals, owned by the business.
• (c) Split activities into small projects (3-6m max) and decide what to measure ahead of time.
• (c) Avoid projects becoming IT-run technology initiatives — choose software based on needs, not
vice versa.
• (c) Give pilot projects an end-date, set expectations, extend only if successful.
• (c) Rinse and repeat. (c)

154. Thursday, October 28, 2010
Every situation is different, as you saw in the previous examples, but here are the basics:
• (c) Establish a program with clear business goals, owned by the business.
• (c) Split activities into small projects (3-6m max) and decide what to measure ahead of time.
• (c) Avoid projects becoming IT-run technology initiatives — choose software based on needs, not
vice versa.
• (c) Give pilot projects an end-date, set expectations, extend only if successful.
• (c) Rinse and repeat. (c)

155. Thursday, October 28, 2010
Every situation is different, as you saw in the previous examples, but here are the basics:
• (c) Establish a program with clear business goals, owned by the business.
• (c) Split activities into small projects (3-6m max) and decide what to measure ahead of time.
• (c) Avoid projects becoming IT-run technology initiatives — choose software based on needs, not
vice versa.
• (c) Give pilot projects an end-date, set expectations, extend only if successful.
• (c) Rinse and repeat. (c)

156. Thursday, October 28, 2010
Every situation is different, as you saw in the previous examples, but here are the basics:
• (c) Establish a program with clear business goals, owned by the business.
• (c) Split activities into small projects (3-6m max) and decide what to measure ahead of time.
• (c) Avoid projects becoming IT-run technology initiatives — choose software based on needs, not
vice versa.
• (c) Give pilot projects an end-date, set expectations, extend only if successful.
• (c) Rinse and repeat. (c)

157. Thursday, October 28, 2010
Every situation is different, as you saw in the previous examples, but here are the basics:
• (c) Establish a program with clear business goals, owned by the business.
• (c) Split activities into small projects (3-6m max) and decide what to measure ahead of time.
• (c) Avoid projects becoming IT-run technology initiatives — choose software based on needs, not
vice versa.
• (c) Give pilot projects an end-date, set expectations, extend only if successful.
• (c) Rinse and repeat. (c)

158. Thursday, October 28, 2010
Every situation is different, as you saw in the previous examples, but here are the basics:
• (c) Establish a program with clear business goals, owned by the business.
• (c) Split activities into small projects (3-6m max) and decide what to measure ahead of time.
• (c) Avoid projects becoming IT-run technology initiatives — choose software based on needs, not
vice versa.
• (c) Give pilot projects an end-date, set expectations, extend only if successful.
• (c) Rinse and repeat. (c)

159. Thursday, October 28, 2010
If you approach things that way, perhaps you will succeed in attracting, engaging and retaining your
digital workers (c) by...

160. Thursday, October 28, 2010
If you approach things that way, perhaps you will succeed in attracting, engaging and retaining your
digital workers (c) by...

161. Thursday, October 28, 2010
• Creating knowledge: (c) Use collaborative social media technology to foster ideas and
“knowledge.” (c)
• Creating networks: (c) For functional workgroups, business unit work groups and employee alumni.
(c)
• Creating opportunities: (c) For growth and advancement by partnering aspiring juniors with savvy old
timers. (c)

162. Thursday, October 28, 2010
• Creating knowledge: (c) Use collaborative social media technology to foster ideas and
“knowledge.” (c)
• Creating networks: (c) For functional workgroups, business unit work groups and employee alumni.
(c)
• Creating opportunities: (c) For growth and advancement by partnering aspiring juniors with savvy old
timers. (c)

163. Thursday, October 28, 2010
• Creating knowledge: (c) Use collaborative social media technology to foster ideas and
“knowledge.” (c)
• Creating networks: (c) For functional workgroups, business unit work groups and employee alumni.
(c)
• Creating opportunities: (c) For growth and advancement by partnering aspiring juniors with savvy old
timers. (c)

164. Thursday, October 28, 2010
• Creating knowledge: (c) Use collaborative social media technology to foster ideas and
“knowledge.” (c)
• Creating networks: (c) For functional workgroups, business unit work groups and employee alumni.
(c)
• Creating opportunities: (c) For growth and advancement by partnering aspiring juniors with savvy old
timers. (c)

165. Thursday, October 28, 2010
• Creating knowledge: (c) Use collaborative social media technology to foster ideas and
“knowledge.” (c)
• Creating networks: (c) For functional workgroups, business unit work groups and employee alumni.
(c)
• Creating opportunities: (c) For growth and advancement by partnering aspiring juniors with savvy old
timers. (c)

166. Thursday, October 28, 2010
• Creating knowledge: (c) Use collaborative social media technology to foster ideas and
“knowledge.” (c)
• Creating networks: (c) For functional workgroups, business unit work groups and employee alumni.
(c)
• Creating opportunities: (c) For growth and advancement by partnering aspiring juniors with savvy old
timers. (c)

167. Thursday, October 28, 2010
I’ll say it again: Knowledge, networks and opportunities are what your workforce want and need.
It’s what everyone needs — because after all we’re just a bunch of human beings trying to do good work
in an
increasingly digital world.
Again, I’m Parker Lee from XPLANE.
Thank you very much.
I think we have time for some questions now...

168. Thursday, October 28, 2010
I’ll say it again: Knowledge, networks and opportunities are what your workforce want and need.
It’s what everyone needs — because after all we’re just a bunch of human beings trying to do good work
in an
increasingly digital world.
Again, I’m Parker Lee from XPLANE.
Thank you very much.
I think we have time for some questions now...

169. Thursday, October 28, 2010