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Taking things forward
This document discusses taking connections and networks forward in three key areas: 1. It outlines changes in various sectors driven by digitization and calls for better network management. 2. It recommends starting with identifying needs and curating existing solutions, rather than creating new ones. Negative brainstorming can identify challenges to tackle. 3. It proposes two models that release creativity - establishing rules and incentives to mobilize communities around a shared vision in a self-organizing way. Communication of why change is needed, rather than what tools will be used, is also emphasized.
Taking things forward
- 1. Taking Things Forward -Making Connections -
- 2. ABOUT ME TODAY’S TRENDS WHERETO START? MOVE TO DELIVER EXAMPLES
- 3. About Me 3 sectors 4 Associations 1 EP 1 Office 1 Office ME 3 Sectors 2 Sectors 1 Network 1 Person 1 Office 53 Countries
- 4.
- 5. The Need forConnections What’s changed? • In-house to out-of-house • Information explosion • Nimble outflank large • And now shrinking of budgets • The rise of fluctuating, short term, networks
- 6. What’s changed? Flanker Traditional Digitally enabled New business model
- 7. What’s changed? Napster Music Shops iTunes (P2P)
- 8. What’s changed? Games Workshop 3D Printing Thingiverse
- 9. What’s changed? NHS Patient.co.uk ??
- 10. What’s changed? TED YouTube EDU Universities Online video iTunes U A global accredition?
- 11. The Need forConnections What’s changed? Fixmystreet Government Social Media Twitter hashtags Another way??
- 12. The need for better network management • People in a room = serendipity • Hope = lack of planning and vision • Miscommunication = fault of the broker • Different tasks = need different actors
- 13. The need for betternetwork management What’s the one thing you want out of today’s meeting? I’ll write them down #mc1611
- 14. The current explosions •Information • Connectivity • Technology
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- 16. Curation is upand coming • The creator creates • The curator curates Stop creating, start curating –> start with the need Assume that what you need exists (it probably does) We’re talking a shift from tech dev to social innovation and social curation
- 17. The need for better network management The old way, Created Better Practice Ageing and practice and Service Later Life and service Delivery Research delivery The new way, Curated Better Research Practice and practice and (some from Service service Ageing and Delivery delivery Later Life )
- 18. Why, How, What •Know why you are acting – vision • Think how best to achieve this – strategy • What is needed – Tools and mechanisms
- 19. Negative Brainstorming givesus the Challenges to be tackled Rising Relative Costs Better practice Over Demand and service delivery Patient data
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- 21. Two models thatrelease creativity
- 22. What the modelsshare • Create the rules of the game around a vision • Not all actors need to know how it works – it works • All actors are outside the organisation but agree to play • Self-selecting processes filter the system • The FA and Apple are the home of the ecosystem
- 23. The cow inthe room • Some see head some see a leg • The owner knows it’s a cow • Some see revenue, some see prestige • The owner knows the big vision and why they want to play • The owner thinks big but reveals small
- 24. From Vision toEngagement • Think through what you want to achieve • Take out the principles involved • Benchmark off others that share the same principles • Find the incentives that mobilise each community and use them • Harness the crowd for ideas • Check for new tech and flankers • KISS – avoid the obvious barriers • Go with the willing not always the ones you want
- 25. How to engage Rising Relative Costs • What are the principles of rising rel. costs? • Who share the same principles? • What are the incentives that mobilise each community? • Design your interaction – Any flankers? • Obvious barriers identified – can they be ignored? • Who’s willing and able?
- 26. How to engage Over Demand • What are the principles of over demand? • Who share the same principles? • What are the incentives that mobilise each community? • Design your interaction – Any flankers? • Obvious barriers identified – can they be ignored? • Who’s willing and able?
- 27. How to engage Patient data • What are the principles of patient data? • Who share the same principles? • What are the incentives that mobilise each community? • Design your interaction – Any flankers? • Obvious barriers identified – can they be ignored? • Who’s willing and able?
- 28. Comms is essential •Communicate the Why not the tools (become your vision) • Forge interactions by design • The broker must be multi-lingual (so a new common language is created) • Use self-selecting marketing • Decisions taken together, convinced separately
Editor's Notes
- #13 What is the point of this meeting?Who do you want to speak with whom?What I can do to remedy the situation?
- #18 What is the point of this meeting?Who do you want to speak with whom?What I can do to remedy the situation?
- #20 Brainstorm ne
- #22 FrameworksFootball AssociationPlatforms Apple
- #23 What is the vision for the meeting?
- #37 Serve the communityReduce rentsSaving schemeJapan
- #38 50% from outside the company