Peter Drucker (November 19, 1909 – November 11, 2005) was a writer, management consultant, and self-described “social ecologist.” He is in every practical sense the father of modern management strategy.
As a life long Drucker student, I’ve always imagined how he would have taught or wrote about Enterprise 2.0 and its impact on today’s management and companies. So I decided to turn imagination into reality (well… mine at least) and produced a presentation which I believe would have reflected Drucker’s view of Enterprise 2.0:
KEYNOTE, BEVERAGE MARKETING ASSOCIATION GLOBAL SUMMIT • Everyone talks about digital disruption like it's a good thing. The reality is that disruption is challenging for any organization. Teams, talent, processes and tools must be acquired, redesigned, or reimagined - AFTER a basic equilibrium has already been achieved.
In this presentation, which debuted at the global summit for the Beverage Marketing Association, Weaver talks about the art of digital transformation - and the five super-powers needed to effect lasting, positive change. He also gives tips on what to focus on and pay attention to while working to effect this kind of transformation.
2013 #Canneslions Review by DigitasLBiBridget Jung
This year's theme for the Cannes Review is "Risk the Idea". We'll start by looking at how this maps out against some of the grand prix winners from this year. We'll then explore the other themes and trends that fit under this theme :
- Risk ideas with low-tech innovation
- Risk ideas inspired by technology
- Risk ideas that tell stories
- Risk ideas change behaviour
- Risk ideas for open discussion
Let me know your thoughts on this year's review - http://www.twitter.com/bridoo
The Next Generational Shift In Enterprise Infrastructure Has Arrived. If SlideShare is broken, please download report here: https://www.scribd.com/document/352452857/2017-Enterprise-Almanac
KEYNOTE, BEVERAGE MARKETING ASSOCIATION GLOBAL SUMMIT • Everyone talks about digital disruption like it's a good thing. The reality is that disruption is challenging for any organization. Teams, talent, processes and tools must be acquired, redesigned, or reimagined - AFTER a basic equilibrium has already been achieved.
In this presentation, which debuted at the global summit for the Beverage Marketing Association, Weaver talks about the art of digital transformation - and the five super-powers needed to effect lasting, positive change. He also gives tips on what to focus on and pay attention to while working to effect this kind of transformation.
2013 #Canneslions Review by DigitasLBiBridget Jung
This year's theme for the Cannes Review is "Risk the Idea". We'll start by looking at how this maps out against some of the grand prix winners from this year. We'll then explore the other themes and trends that fit under this theme :
- Risk ideas with low-tech innovation
- Risk ideas inspired by technology
- Risk ideas that tell stories
- Risk ideas change behaviour
- Risk ideas for open discussion
Let me know your thoughts on this year's review - http://www.twitter.com/bridoo
The Next Generational Shift In Enterprise Infrastructure Has Arrived. If SlideShare is broken, please download report here: https://www.scribd.com/document/352452857/2017-Enterprise-Almanac
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
Second half of a session with all Hyper Island 2013 students in Stockholm and Karlskrona Sweden. Given during their second week of school - the foundation module.
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Rooted in this original article published on AdAge in 2015:
http://adage.com/article/agency-viewpoint/agencies-transform-a-generation-clients/301541/
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
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11. DRUCKER: Work creates a unique social bond
HmonNst LmployLLs. |t’s Hlso tOL PntLrMHJL Mor
using technology as tools which in turn helps
shape corporate culture and personality.
45. But if implemented, would ENTERPRISE
2.0 STRATEGY AND TECHNOLOGY have
saved Lehman?
46. DRUCKER & E2.0
LESSONS LEARNED
MANAGEMENT
Because they were disconnected from the rest of the organization,
bad news was either ignored (because they could ignore it in
private) or never made it to the 31st floor.
ORGANIZATION & COMMUNITY
The organization became “sick” when management failed to ask
themselves, “how long can this market sustain itself?” or even
“what’s our current position and what happens if this bubble
pops?” Where were the community feedback loops?
TECHNOLOGY RECOMMENDATIONS
MindTouch (Social Intranets) or ThoughtFarmer & Yammer
(Microblogging ) would have given the Lehman community a
social platform to alert the organization to the impending housing
bubble collapse.
47. WOULD E2.0 HAVE SAVED LEHMAN?
POSSIBLY No methodologies or
technologies can replace extremely poor
leadership, but the right E2.0 tools and
resulting community would have caused
DRUCKER enormous pressure to change course.
NO LLOmHn’s demise was a failure of leadership in
multiple areas including strategy, risk management,
organizational culture, integrity and ethics, and possibly
including information systems. Enterprise 2.0 technologies
can certainly enable greater information transparency up
and down the corporate hierarchy but they cannot solve
systemic malfeasance and deception. E2.0 systems would
Jas Dhillon not have been able to overcome this organizational
ThinkPassenger penchant for secrecy and opaqueness as they were too
ingrained in the organizational culture.
54. Only 30,000 cars were needed to
be sold to BREAK EVEN
BREAK EVEN GM ANNUAL
POINT SALES FORECAST
30,000 75,000
PER YEAR PER YEAR
55. But ACTUAL SALES were than
lower than break even
ACTUAL CARS BREAK EVEN GM ANNUAL
SOLD POINT SALES FORECAST
27,332 30,000 75,000
FIRST YEAR PER YEAR PER YEAR
56. But ACTUAL SALES were than
lower than break even
ACTUAL CARS BREAK EVEN GM ANNUAL
SOLD POINT SALES FORECAST
27,332 30,000 75,000
FIRST YEAR PER YEAR PER YEAR
WORSE: Of the cars sold more than
50% were sold to Rental Car fleets
58. Beset by money
woes, the
Manufacturing
Dept. DETHRONED
the legendary
design department
which was blamed
for rolling out cars
that cost too much
to produce.
59. Then manufacturing boss Don Hackworth
& team ordered the design to be
DELIBERATELY HARDENED
WEIRD FRONT SQUARE BODY
END
a tall hatchback
PLASTIC CLAD
SIDING
71. 1 INTERNAL MARKET RESEARCH
went unheeded
2 THE CONCEPT CAR
was changed to a Saccharine
adaptation of the original
72. 1 INTERNAL MARKET RESEARCH
went unheeded
2 THE CONCEPT CAR
was changed to a Saccharine
adaptation of the original
3 MANUFACTURING
made key decisions based
solely on cost
74. DRUCKER & E2.0
LESSONS LEARNED
MANAGEMENT
When the Manufacturing division of Pontiac took “control” they
ignored the concept car data and made decisions based on cost.
These decisions changed the car and thus demand for it.
ORGANIZATION & COMMUNITY
Pontiac either ignored key data or didn’t reach out to potential
prospective customers once the design changes were made. Thus
the build/no build market data was outdated and ultimately
wrong.
TECHNOLOGY RECOMMENDATIONS
ThinkPassenger, Spigit, or Brightidea would have provided a
portal for GM to continuously seek community input (customer &
employee) in order to test different ideas or gain new ones.
75. WOULD E2.0 HAVE CHANGED THE
OUTCOME?
PROBABLY While Manufacturing may
have ignored any data produced by having an
E2.0 organization, at the very least Pontiac would
have seen the weaknesses of the Aztek and
DRUCKER responded more sharply and sooner
PROBABLY If they were able to
measure sentiment of the concept car,
manufacturing may have seen that perhaps a
new cost model was warranted and gone
Mike with original design instead of the design
Puterbaugh that was taken to market
Mindtouch
77. The Central Intelligence Agency (CIA) and
the Federal Bureau of Investigation (FBI)
have been at WAR for decades
78. The reasons behind this war are due to culture,
charter, & INEFFECTIVE communication
79. The Mission of the FBI is
to protect the United States
from FOREIGN
INTELLIGENCE AND
TERRORIST ACTIVITIES;
to provide leadership and
law enforcement
assistance to federal, state,
local, and international
agencies
80. The CIA is charged with
national security,
counterintelligence activities,
special activities, and other
functions related to FOREIGN
INTELLIGENCE AND
NATIONAL SECURITY as
directed by the President.
81. On Feb 26th, 1993 an explosive devise was
planted and DETONATED on the second level
of the World Trade Center parking garage
85. After an investigation both the CIA and FBI were
criticized for how they had communicated
information received about the attack prior to the
occurrence.
Ramzi
YouSef
86. ‚ VP t H l i n fo rm at i o n w a s
ex ch a n ge d w i t h
A m e r i c a n I n t e l l i ge n c e
a n d t h at t h e at t a ck
c o u l d h ave b e e n
Egyptian
P R E V E N T E D i f t h ey President
l i s t e n e d t o o u r a dv i s e ‛ Hosni Mubarak
87. It was assumed by Egyptian
Intelligence that the CIA
would pass this information
along to its domestic
counterpart, the FBI. But due
to past differences the chain
for sharing this information
was not in place.
88. ‚| want coordinated
law enforcement
and interdiction
LMMorts… tOHt mHkL
Senator sLnsL…HnK rPNOt
Orrin Hatch now, tOLy’rL not‛
95. "It's going to look like
a mosaic that was not
put together at the
right time. A lot of
the failures will go
back to the lack of
communication Richard Shelby
between various Senate
agencies." Intelligence
Committee
96. Communication between the FBI and
CIA in the months leading up to 9/11
revealed several instances of
COMMUNICATION FAILURES
97. If the two agencies had been
effectively sharing intelligence the
attacks MAY HAVE BEEN PREVENTED
98. "In terms of whether
or not the FBI and
the CIA were
COMMUNICATING
properly, I think it is
clear that they
weren't"
99. As early as January 2000, CIA agents were tracking
Khalid Almihdhar and Nawaf Alhazmi in Malaysia
at an al-Qaeda conference whom then promptly
returned to a flight school in the United States.
100. But an unnamed
CIA officer was
quoted as saying
‚No onL pPJkLK up
on tOHt‛
102. Worse, that
INFORMATION
was not shared with the
FBI prior to 9/11
Nor did the CIA NOTIFY ANY
GOVERNMENT agencies when Almihdhar
and Alhazmi returned to the United States
after the al-Qaeda conference
103. Thus INS did not
catch them upon
entry into the
United States
104. Shockingly, Almihdhar
and Alhazmi were finally
placed on the State
Department watch list
through CIA
communication on August
23, 2001
The CIA cable warned that
two ‘BPn LHKLn rLlHtLK
PnKPvPKuHls’ OHK HlrLHKy
entered the United States
and that two other
suspected terrorists should
be barred from entering
106. Unfortunately Almihdhar and
Alhazmi had already obtained new
visas by then and had
DISAPPEARED
in the US
They were part of the group that flew
a passenger airliner into the Pentagon.
108. FBI Field Agent Colleen Riley complained
to FBI Director Robert Mueller that her
immediate supervisors discouraged her
Minnesota Field Office to search the
computer hard drive and belongings of
Zacarius Moussaoui (considered to be the
20th terrorist in the hijackings).
109. Worse, the FBI was NOT ALLOWED to
COOPERATE with the CIA nor see the
CIA files on Moussaoui
110. In a separate occurrence, Special
Agent Kenneth Williamson sent a
memo to FBI superiors in the
summer of 2001
“I’m concerned that
suspected al-Qaeda
members are enrolled in
flight schools in
Arizona.”
112. Not only did these concerns fall upon deaf
ears, neither FBI office was aware of the
otOLr’s rLlHtLK JonJLrns KuL to Hn
OUTDATED, INEFFECTIVE INFORMATION
system
Minneapolis Phoenix
113. ‚TOL FB| has no way to
place leads, tips and
other potentially useful
information in an
electronic repository
that agents can sLHrJO‛
114. ‚TOL FB| has no way to
place leads, tips and
other potentially useful
information in an
electronic repository
that agents can sLHrJO‛
In effect, not only was the information
not passed to others at the FBI, it
definitely did not make it to the CIA.
116. DISTRUST
The cultures at the FBI and CIA lead to an
additional level of communication
ineffectiveness and contributed to the inaction
prior to the 9/11 attacks
117. DISTRUST
There are also various institutional constraints,
such as organizational bylaws and even federal
laws that restrict certain aspects of the sharing
of intelligence between the two agencies.
120. If implemented
would ENTERPRISE
2.0 STRATEGY AND
TECHNOLOGY have
changed the culture
and IT systems at
the FBI and CIA and
thus prevented the
9/11 attacks?
121. DRUCKER & E2.0
LESSONS LEARNED
LEADERSHIP
The Government failed the American People by not establishing a
more effective communication system after the 1993 attacks.
They also didn’t act to change the negative impact of FBI/CIA
culture
ORGANIZATION & COMMUNITY
The lack of an organized system, cultural issues, legal restraints
and an inferior information sharing structure led to the
“malfunction in information”.
TECHNOLOGY RECOMMENDATIONS
MindTouch (Secure Social Intranets), SharePoint, Jive Software, or
Atlassian Confluence would have provided a secure information
sharing hub between agencies.
122. WOULD E2.0 HAVE CHANGED 9/11?
POSSIBLY Had the proper information
sharing system been in place prior to 9/11, the
collaborative efforts of the FBI & CIA may have
uncovered the plot. Yet deep cultural issues and
DRUCKER a lack of overall leadership may have rendered
any E2.0 efforts useless
A SKEPTICAL MAYBE while
E2.0 solutions would have certainly
helped and may have allowed the CIA or
FBI connect the dots, I am not convinced
Aaron the US Government would have adopted
Fulkerson a proper E2.0 strategy due to cultural issues
Mindtouch
132. DRUCKER
‚MHnHNLmLnt is about human
beings. Its task is to make
people capable of joint
performance, to make their
strengths effective and their
weaknesses irrelevant. This is
what organization is all about,
and it is the reason that
management is the critical,
determining factor.‛