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Succeeding in a disrupted world by Will McInnes
This document discusses social business pioneers and how to succeed in a world disrupted by the internet. It covers topics like democracy and empowerment in organizations, conscious leadership, organizational openness, adapting to rapid change, integrating technology into business models, and cultivating a culture of innovation. The overall message is that businesses need to embrace openness, empowerment, and technological innovation in order to thrive in a digital world where customers have high expectations for connected experiences.
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Succeeding in a disrupted world by Will McInnes
- 1. Page 1 |Social Business Pioneers Succeeding in a world disrupted by the internet @willmcinnes
- 2. Page 2 |Social Business Pioneers
- 3. Page 3 |Social Business Pioneers We are a social business consultancy Social media strategy and implementation We help our clients thrive through digital disruption, in two ways: Business innovation for the digital world
- 4. Page 4 |Social Business Pioneers
- 5. Page 5 |Social Business Pioneers
- 6. Page 6 |Social Business PioneersBy NASA. Photo taken by either Harrison Schmitt or Ron Evans (of the Apollo 17 crew), via Wikimedia Commons
- 7. Page 7 |Social Business Pioneers
- 8. Page 8 |Social Business Pioneers
- 9. Page 9 |Social Business Pioneers Mickey Smith „Dark side of the lense‟ on Vimeo. “The Internet isn‟t really a technology. It‟s a belief system, a philosophy about the effectiveness of decentralized, bottom-up innovation.”
- 10. Page 10 |Social Business Pioneers 1. Purpose & Meaning 2. Democracy & Empowerment 3. Progressive People 4. Conscious Leadership 5. Organisational Openness 6. Change Velocity 7. Tech DNA 8. Fair Finances
- 11. Page 11 |Social Business Pioneers Chapter 2. Democracy & Empowerment
- 12. Page 12 |Social Business Pioneers
- 13. Page 13 |Social Business Pioneers
- 14. Page 14 |Social Business Pioneers
- 15. Page 15 |Social Business Pioneers $575k prizes 100 targets 80% successful 8 million ounces of gold mined Company value from $100 million to $9 billion
- 16. Page 16 |Social Business Pioneers
- 17. Page 17 |Social Business Pioneers
- 18. Page 18 |Social Business Pioneers Chapter 4. Leadership
- 19. Page 19 |Social Business Pioneers • Edelman trust barometer
- 20. Page 20 |Social Business Pioneers
- 21. Page 21 |Social Business Pioneershttp://www.flickr.com/photos/gore-tex-products/5983679913/ 150 people per building Lattice structure „Followership‟
- 22. Page 22 |Social Business Pioneers Chapter 5. Organisational Openness
- 23. Page 23 |Social Business Pioneers
- 24. Page 24 |Social Business Pioneers
- 25. Page 25 |Social Business Pioneers
- 26. Page 26 |Social Business Pioneers Social business Chapter 6. Change Velocity
- 27. Page 27 |Social Business Pioneers
- 28. Page 28 |Social Business Pioneers • Amazon • Netflix • Square
- 29. Page 29 |Social Business Pioneers
- 30. Page 30 |Social Business Pioneers •Timely •Vast sample (60% of UK adults use the internet daily) • Collected as a by-product of normal activity • Avoids problems with non-response and inaccuracy • Information is continually collected around a wider range of issues, including unexpected ones
- 31. Page 31 |Social Business Pioneers
- 32. Page 32 |Social Business Pioneers Chapter 7. Tech DNA
- 33. Page 33 |Social Business Pioneers
- 34. Page 34 |Social Business Pioneers
- 35. Page 35 |Social Business Pioneers Barclays “Look at Twitter or Facebook, their teams don‟t work in a segregated way. You have cohesive teams, some more operational, some more technical, but they‟re together and they make interesting trick shots by working that way.”
- 36. Page 36 |Social Business Pioneers 1. Piloting
- 37. Page 37 |Social Business Pioneers
- 38. Page 38 |Social Business Pioneers 2. Bounding
- 39. Page 39 |Social Business Pioneers
- 40. Page 40 |Social Business Pioneers 3. Role modelling
- 41. Page 41 |Social Business Pioneers
- 42. Page 42 |Social Business Pioneers 4. Cultivating
- 43. Page 43 |Social Business Pioneers
- 44. Page 44 |Social Business Pioneers http://michaelcriner.com/
- 45. Page 45 |Social Business Pioneers 5. Integrating
- 46. Page 46 |Social Business Pioneers
- 47. Page 47 |Social Business Pioneers Good luck navigating the future. @willmcinnes
Editor's Notes
- #3 http://www.guardian.co.uk/technology/pda/2011/aug/10/facebook-losing-users
- #7 By NASA. Photo taken by either Harrison Schmitt or Ron Evans (of the Apollo 17 crew).[see page for license], via Wikimedia Commonshttp://en.wikipedia.org/wiki/File:The_Earth_seen_from_Apollo_17.jpg
- #9 Wikipedia is easy to take for granted. How many of you used it in the last few weeks? But let us think about how it is created, about the organisation behind the website.
- #10 19th March, 2004.
- #15 So wikipedia is in fact a stack of millions of volunteer, of hundreds of millions micro-contributions, a fluid network of people, a worthy purpose.http://www.flickr.com/photos/59171001@N00/417943111/sizes/l/in/photostream/
- #16 In March 2000, GoldCorp made available a wide variety of geological data to the general public. There was a prize of $575,000 for anyone who could find or suggest potential spots where gold could be found. The result of this mass collaboration effort was over 100 targets that were approximately 80% successful bringing over 8 million ounces of gold. Because of their use of crowdsourcing, GoldCorp’s value skyrocketed from $100 million to $9 billionhttp://www.fastcompany.com/magazine/59/mcewen.html?page=0%2C0
- #18 But what is digital anyway?And where does the network stop?How do you account for this in role descriptions, in review processes?
- #21 Ceo of Valve, personal net worth of $1.5 bn, can’t get his own game ideas made at his video game company.
- #34 http://www.flickr.com/photos/theuntrainedeye/283950450/
- #35 “Look at Twitter or Facebook, their teams don’t work in a segregated way. You have cohesive teams, some more operational, some more technical, but they’re together and they make interesting trick shots by working that way.”Read more: http://www.computing.co.uk/ctg/interview/2165737/interview-barclays-banks-innovation#ixzz26jSUepZqComputing - Insight for IT leaders Claim your free subscription today.
- #39 http://www.flickr.com/photos/spunter/2907888414/
- #40 We developed social media guidelines for Speedo, and the tone and design reflect the nature of the brand, and also have fun with the swimming link
- #42 Ceo of Valve, personal net worth of $1.5 bn, can’t get his own game ideas made at his video game company.
- #47 “Look at Twitter or Facebook, their teams don’t work in a segregated way. You have cohesive teams, some more operational, some more technical, but they’re together and they make interesting trick shots by working that way.”Read more: http://www.computing.co.uk/ctg/interview/2165737/interview-barclays-banks-innovation#ixzz26jSUepZqComputing - Insight for IT leaders Claim your free subscription today.
- #48 nixonmcinnes.co.uk@nixonmcinnesRoss’ contact detail: ross.breadmore@nixonmcinnes.co.uk / 01273 764 024