WECREATE @ INTEL

@NICKWECREATE

OPENING
UP
TO THE COLLABORATIVE ECONOMY

NICK JANKEL, WECREATE
JUNE 2012, INTEL CORP

BIG IDEA
OF THE FUTURE THAT IS ENERGIZING YOU

GLOBAL O.S.
HAS CHANGED OVER THE LAST 5,000 YEARS

“Operating systems
provide a platform on
top of which other
software works. Your
choice of operating
system, therefore,
determines to a great
extent the applications
you can run.”
WEBOPEDIA

TRIBES
KITH & KIN
POWER & WEALTH GIVEN TO THE STRONG
HEROS & CHIEFTAINS WIN
TRIBE FIGHTS & ENSLAVES

TRIBAL O.S. IS
UNDERPINNED BY
GROUP IDENTITY, GIFT
EXCHANGE, SHAMENS &
SPIRIT WORLDS

TRIBES
HUNTER- HIERARCHIES /
GATHERER BUREAUCRACIES

HIERARCHY
STATUS & PRIVILEGE
POWER & WEALTH TAKEN BY THE TOP
AUTOCRATS & ARISTOCRATS WIN
CONQUER NATIONS TO EXPAND TRADE

HIERARCHY O.S. IS UNDERPINNED BY PAGEANTRY,
FEALTY, ARMIES, PRIESTS, NATIONALISM,
IDEOLOGIES

TRIBES MARKETS
HUNTER-
HIERARCHIES /
GATHERER
BUREAUCRACIES

MARKET
IDEAS & EFFICIENCIES
POWER & WEALTH EARNED BY INVESTMENT
INGENIOUS & INDUSTRIOUS WIN
CREATE & DEFEND MARKETS

MARKET O.S. IS UNDER-PINNED
BY CAPITAL, DEBT & INTEREST,
CORPORATIONS, STOCKS &
SHARES

1
BILLION
CONTENT PIECES ADDED TO FACEBOOK

70,000
HOURS
YOUTUBE VIDEOS UPLOADED

1
BILLION
BROADBAND MOBILE SUBS

200
MILLION
FACEBOOK USERS IN 2011

600
BILLION
MINUTES PER MONTH SPENT ON FACEBOOK

600
MILLION
MINUTES IN ALL THE MOVIES THAT HAVE
EVER BEEN MADE

18
MILLION 18 MILLION FOLLOWERS

(AND NO-ONE MEDIATING THE
FOLLOWERS OF LADY GAGA
RELATIONSHIPS)

WITH GREATER LONG-TERM &
FAR-REACHING IMPACTS THAN
THE POLITICAL REVOLUTIONS
THAT SHOOK THE WORLD

“A revolution doesn't
happen when society
adopts new tools. It
happens when society
adopts new
behaviours.”
CLAY SHIRKY

LIBERATING
INTRINSIC HUMAN NATURE TO CREATE,
SHARE, CONNECT

5 MILLENNIA
100 WATTS / DAY+ A FEW TOOLS
10,000 WATTS / DAY + 1010 TOOLS

TRIBES, HIERARCHIES AND
MARKETS ARE BEING DISSOLVED
IN A GLOBALISED
PARTICIPATORY NETWORKED
SOCIETY

“Predicting the future of the
Internet is easy: anything it
hasn’t yet dramatically
transformed, it will. People,
companies, investors and
even countries can’t stop this
transformation. The only
choice you have is whether
you join the side of
innovation and progress or
you don’t.”
CHRIS DIXON

POWER
LIES INCREASINGLY AT THE EDGES

SOFT
PEER POWER DISPLACES HIERARCHICAL
POWER TO BECOME THE MOST IMPORTANT
FORCE IN SOCIETY

“Soft power – getting
others to want the
outcomes that you want
– co-opts people rather
than coerces them.”
JOSEPH NYE JR.

SOFT, PEER POWER DRIVES
EVERYTHING FROM THE
OCCURRENCE OF OBESITY TO
RISINGS OF THE ARAB
SPRING

FROM THE FALL OF
BLOCKBUSTER TO THE IPO
OF FACEBOOK

TRIBES MARKETS
HUNTER-
HIERARCHIES /
GATHERER NETWORKS
BUREAUCRACIES

NETWORK
VALUES & AFFINITIES
POWER & WEALTH SHARED BY NETWORK
OPEN & CONNECTED WIN
PARTICIPATE IN & CO-CREATE PROJECTS

NETWORK O.S.
IS UNDER-
PINNED BY
THE NET, P2P,
COLLECTIVE IQ,
CO-OPERATION,
COMMON
PURPOSE

“If you want to go fast,
go alone. If you want to
go far, go with a group.”

AFRICAN PROVERB

GM - INVENTOR OF
LINE MANAGEMENT
& THE KPI - WENT
BUST IN THE
NETWORK

58

KODAK INVENTED THE DIGITAL CAMERA BUT
COULDN’T UNDERSTAND WHERE VALUE
RESIDES FOR THE NETWORKED CONSUMER

59

14 MILLION
ACCOUNTS
CREATED IN 2011 60
PHOTOS
UPLOADED PER
SECOND. A BILLION
DOLLARS.

60

PRINCIPLES
OF HOW WE DO BUSINESS MUST CHANGE

ORGANISE
SYSTEMS, VALUE & PROFIT CENTRES
AROUND THE NET(WORK)

<
TRANSACTION COSTS, OPPORTUNITY COSTS

NETWORKING
ONE LETTER AWAY FROM NOT WORKING

OPEN UP
TO RESOURCES & SOURCES OF VALUE
OUTSIDE OF THE ORGANISATION

TAKE PART IN COMING
TOGETHER TO SOLVE OUR MOST
PRESSING CHALLENGES

www.wecreate.cc 70

ONE
PERSON, ENTERPRISE OR STATE CANNOT
ACHIEVE AIMS ALONE

AMBITION
YOU NEED TO COLLABORATE & CO-CREATE

COLLABORATION TAKES A
SIGNIFICANT INVESTMENT OF
ENERGY

AND A DIFFERENT WAY OF
WORKING

WITH VERY DIFFERENT
MINDSETS

HOLDING ONTO THE
OLD WAY OF DOING
BUSINESS IS FAR
MORE DANGEROUS
THAN RISKING
OPENING UP

$0 BILLION TO
$6

A PEER-ENABLED,
SELF-ORGANISING
BUSINESS MODEL

“In the long history of
humankind (and animal
kind, too) those who
learned to collaborate
and improvise most
eﬀectively have
prevailed.”
CHARLES DARWIN

CONNECT
NICK@WECREATE.CC

WECREATE.CC: SWITCHED ON INNOVATION &
LEADERSHIP
NICKJANKEL.COM: LIFE SWITCHED ON

@NICKWECREATE

BOOSTING
THE POTENTIAL TO COLLABORATE

1

Collaborative

Co-Creative

Cooperative

Closed

CHAT
FIRST
THEN RELATIONSHIPS, THEN TRANSACTIONS

GIVE
UP ASSUMPTIONS / CONVENTIONS OF HOW
TO LEAD

CIQ
THE MOST IMPORTANT SKILL OF THE 21ST
CENTURY

BACTERIA BETTER ABLE
TO COLLABORATE THAN
MOST OF US!

FAILURE
OF MANY COLLABORATIONS

DISINTEGRATION

www.wecreate.c

ALWAYS
EXIST IF WILLING TO ABANDON
ASSUMPTIONS

STATUS QUO
MAINTAINED BY OUTDATED ASSUMPTIONS

DIVERSE
TEAMS MORE CREATIVE THAN INDIVIDUAL
GENIUSES

DISRUPTIVE
INNOVATION IS MORE LIKELY TO BE CO-
CREATED

Possibility Focused

Open

Responsive

Networked

Resilient

Empathic

Coachable

@NICKWECREATE

BREAKTHROUGH
INNOVATION

WARNING
NOTHING IN HERE IS ‘TRUE’

(BUT IT MIGHT SERIOUSLY SWITCH YOU ON)

“He was a bold man that ﬁrst ate
an oyster.”

JONATHAN SWIFT

SWITCHED ON LEADERSHIP

BREAKTHROUGH

© Wecreate 201

70%
GROWTH OVER 8 YEARS

CLOSE TO CHINA

SWITCHED ON LEADERSHIP

BREAKTHROUGH

© Wecreate 2012

“If I had not been in prison I would not
have been able to achieve the most
diﬃcult task in life, and that is changing
yourself... Prison itself is a tremendous
education in the need for patience and
perseverance. It is above all a test of
one's commitment.”

NELSON MANDELA

‘Switched on’ people are
either delusional or
visionary.

Either way, they see a
breakthrough where no-
one else can see one.

INNOVATION
SEEING PROBLEMS
SWITCHING THEM INTO POSSIBILITIES

AND BRINGING THEM TO LIFE BRILLIANTLY, NO
MATTER WHAT

INNOVATORS
CREATE NEW MARKETS
THROUGH (THOUGHT) LEADERSHIP

INNOVATION & LEADERSHIP
ARE THE DOUBLE HELIX OF
ALL BREAKTHROUGH

“Innovation distinguishes
between a leader and a
follower.”

STEVE JOBS

WHAT IS A BREAKTHROUGH INNOVATION IN
YOUR WORLD?

CREATE
A GREATER SHARE OF THE FUTURE

CURRENT
BUSINESS DRIVEN BY OLD RULES

CURRENT
LEADERS SUCCEEDED WITH THE OLD RULES

BUSINESS
WIRED TO RESIST CREATIVITY IN FAVOUR OF
EFFICIENCY & CONTROL

“There is deep institutional and
cultural resistance to real change.
And, as the forces of disruption
increase, often the resistance of
organizations under threat does
not abate but intensiﬁes, until
ﬂailing against this unknown or
misunderstood enemy they
exhaust themselves - take your
pick from the slew of industry
and organizational failures.”
ALAN MOORE, HUFFINGTON POST

PEOPLE
OFTEN CAN’T OR WON’T SEE THE FUTURE

WHY?
ACCESS TO SAME IF NOT MORE
TECHNOLOGY, RESOURCES, CAPITAL, STAR
HIRES, RESEARCH ETC.

PROBLEM
PEOPLE TAKE OUT TOO FEW MOVIES,
TOO INFREQUENTLY

MODELS
ALL ARE PREMISED ON ASSUMPTIONS

ASSUMPTION
SHAPE OUR SUCCESS AND DELINEATE OUR
FAILURE

ASSUMPTION
VIDEOS ARE SCARCE
WE CONTROL ACCESS (TIME & RANGE)
YOU MUST COME INTO A STORE
LATE FEES ARE PART OF LIFE (AND OUR
BUSINESS MODEL)

ASSUMPTION
VIDEOS ARE ABUNDANT
WE ENABLE ACCESS
YOU CAN INTERACT & TRANSACT ONLINE
NO LATE FEES ARE A RIGHT
THE COMMUNITY IS BETTER TOGETHER

SOLUTION
A FLEXIBLE, ACCESSIBLE, ENJOYABLE PEER-
POWERED ONLINE COMMUNITY WHERE WE
CAN ALL SEE, RATE AND EXPLORE MOVIES
TOGETHER

BREAKTHROUGH
INNOVATIONS CHANGE THE RULES FOREVER

BY SWITCHING THE ASSUMPTIONS THAT
DRIVE THE SPACE

SURFACE
ASSUMPTIONS, BIASES, BELIEFS

SHARE AN ASSUMPTION THAT NO LONGER
SERVES YOUR WORK

167

THE BREAKTHROUGH SWITCH

Breakthrough Opportunity

What kind of headline ideas could
Problem seize this opportunity?
What is the problem, in human terms?

Breakthrough Proposition

What proposition emerges from this
Proposition
insight?
What is the current proposition that results in
this probelm?

Breakthrough Insight

What is a more insightful, future-positive
Assumptions
belief?
What do we have to believe to generate
and validate this proposition?
BREAKTHROUGH

© wecreate 2012

IN 1983, ONLY
THOSE WHO
COULD USE A
COMMAND LINE
COULD USE A
COMPUTER

PERSONAL COMPUTING

Breakthrough Opportunity
What kind of headline ideas could seize this opportunity?

Problem
What is the problem, in human terms? Think different with a Mac... (and its
ecosystem)

Everyday people are not buying or using
computers as much as they could.
Breakthrough Proposition
What proposition maximises accessibility, usability and enjoyability?

Proposition
We design and sell ‘computers’ as creativity
What is the current proposition [product offer, business model, maximisers - they help people thrive.
org process] that leads to this problem?

We design and sell computers as productivity
maximers - they help businesses win. Breakthrough Insight
What is a more powerful, liberating and abundant view of
human nature /life?
Assumptions
What do we have to believe to generate and validate this proposition?

Creativity is the goal of life. Technology can help
liberate us, empower us and inspire us.
Productivity is the goal of life. Technology
helps us be more productive cogs in the BREAKTHROUGH
business machine (growing profits, GDP etc.)

© wecreate 2012

© Wecreate 2012

y
ilit
ab
COACHING

y
jo
En
EXEC

y
ilit
ab
Us
t)
os
y (C
ilit
ib
ss
ce
Ac
h)
ac
Re
lit y(
bi
a ila
Av
ge
an
Ch
re
ltu
ELEMENTS OF THE VALUE PROPOSITION

Cu
is m
n al
io
ss
o fe
Pr
ct
pa
Im
OPTIMAL

ORDER FROM CHAOS
THE SWITCH

ORDER

ORDER

THE EXTENT OF THE
BREAKTHROUGH
DEPENDS ON HOW DEEP
WE ARE WILLING TO GO
TO MAKE THE SWITCH

CHAOS

© Wecreate 2012

“One must have chaos in
order to give birth to a
dancing star.”

NIETZSCHE

WORLD
STARTS TO CHANGE, ASSUMPTIONS HAVE TO
CHANGE WITH IT

PROBLEMS
CONTAIN WITHIN THEM THE ESSENCE OF THEIR
CREATIVE SOLUTION

IF...
WE HAVE THE COURAGE, CURIOSITY &
CREATIVITY TO FIND THEM

EMBRACE
THE CHAOS

AND GET COMFORTABLE WITH UNCERTAINTY

FAILED
COMPANIES HAVE ACCESS TO SAME (MORE!)
TECHNOLOGY, CONSUMERS, CONSULTANTS,
RESOURCES AS THE DISRUPTORS...

TRAINED
NOT TO QUESTION
TO AVOID UNCERTAINTY & CHAOS
NEVER CHALLENGE THE ‘WAY WE DO THINGS’
NOT TO SEARCH FOR THE POSSIBLE

REWIRE
TO QUESTION
TO EMBRACE UNCERTAINTY
TO THINK DIFFERENTLY
TO SEARCH FOR THE POSSIBLE

SWITCH ON
REWIRE OUR MINDS, TEAMS & ORGS TO SEE
POSSIBILITIES IN PROBLEMS

If we want
breakthrough
outcomes, we must
have breakthrough
thoughts.

“Problems cannot be
solved by the same
level of consciousness
that created them.”
ALBERT EINSTEIN

SURE!
CREATIVITY IN LIFE AND WORK IS RISK
INCARNATE

SWITCHED ON
PEOPLE & BUSINESSES THRIVE IN THE
GLOBALISED, NETWORKED, PARTICIPATORY
WORLD

You are only ever one
(major) assumption
away from a (massive)
breakthrough.

Impact Model Canvas
Growth Systems Brand Strategy
What systems do we need to have in place to reach maximum scale? What people What over-arching and engaging story are we going to tell to engage people? How do
structures do we need to service this delivery model? How can we deploy these over we appeal to heard, heart and hand in a distinctive and authentic way How are we
time to achieve our goals? going to start and maintain conversations?

Culture & Collaboration Actions Value Channels Users Locality
Character Proposition Distribution &
Marketing
What Activities do our For whom are we creating What is the local context?
Value Propositions Through which Channels are value? What needs are we What impacts user beliefs,
require? Our Delivery we going to reach and keep focused on relieving? What values and behaviors?
Channels? Our Fundraising in communication with our problems are we helping to What are existing
Who are our key Strategy? Our Growth users? Which ones work solve? behaviours & cultural codes
How do people have to collaborators without Strategy? What do we have best? Which ones are most we can tap into or piggy-
behave during ‘business as which we could not achieve to do to keep our cost-efficient? How are we back on?
usual’ to deliver on the our strategy? What power collaboration and networks What value do we deliver integrating them with user
Activities, Resources & players can we bring on intact? Our culture to the user? What benefits habits? How can we reach
Partnerships? How does board to deliver change at healthy? are we making more scale?
this connect with our scale? Which Resources accessible, usable or
values, vision and org and Activities do they enjoyable? How is this
different from our
intent? What ownership
structures do you need to
bring? What are their
motivations for ‘competitors’? What are Channels Funders Globe
ensure congruence and collabortion? What could Resources the mission-critical
elements of the user
Funding & Advocacy
maximize impact? get in the way?
experience? What is the global context
What Resources (stuff, Through which Channels are within which we are
people, infrastructure) does we going to reach and keep Who are our most working? What impacts
out Value Proposition in communication with our important donors and potential and current
require? Our Delivery donors and policy makers? funders? What needs are donor beliefs, values and
Channels? Our Funding Which ones work best? they focused on meeting? behaviors?
Channels? Our Which ones are most cost-
Fundraising Strategy? Our efficient? How are we
Growth Strategy? Our integrating them with user
partnerships? habits? How can we reach
scale?

People, Planet, Financial Costs Revenue Streams & Pricing People, Planet, Play Impacts
Play Costs
What are our revenue streams? What prices are we What outcomes do we value most for our target users?
What are the most important costs inherent in our
charging? What value are our funders / donors / users What behaviours and beliefs do we want to change?
What social and delivery model? Which Key Resources are most
really willing to pay? How much does each Revenue How can we measure these accurately and cost-
environmental costs are a expensive? Which Key Activities are most expensive?
Stream contribute to overall revenues? What is break-even effectively? Is there a way to include measurement
direct or indirect outcome of What do we need to invest in to ensure our purpose is
target? within the user experience?
our Key Activities and Key achieved?
Resources? How can we
mitigate against this?

WECREATE @ INTEL

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WECREATE @ INTEL