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Business Transformation and the Social Web


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1. Innovation and change efforts are very high on senior executive's agenda yet most companies fail in their efforts
2. Building a capability to constantly adapt to changing circumstances through innovation leads to continuous transformation
3. The social web with its ability to engage people, facilitate idea creation and aid collaboration is a key catalyst

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Business Transformation and the Social Web

  1. 1. Business Transformation and the Social Web March 2010 | Stephen Danelutti
  2. 2. For most senior executives, innovation is a critical success factor Yet most companies fail at innovating successfully
  3. 3. Likewise, change is a critical success factor and most companies fail at managing change successfully
  4. 4. Source: Gary Hamel, Aug 2009 Pace of Change past century past decades today Deming McGregor Source: Gary Hamel, Aug 2009 Inflection point Sloan for much needed boost? Rate of McCollum Taylor Innovation 1860 1890 1920 1950 1980 2010
  5. 5. With mostly failures, something needs to change :) Change is the only constant - constantly changing is key Constant innovation - good way of coping with change
  6. 6. Leveraging Opportunities Creative Built-in Destruction Resilience Transformation Cycle Continuous loop Aligns people, process, tech with change, innovation, growth
  7. 7. The key new catalyst: Social Web Facilitating ideas and serendipity Engaging people and encouraging participation Collaborating and listening
  8. 8. Social Wikis and networking Blogs tools collaborative Mashups profiling and visualization and data authoring / connecting integration storytelling Prediction markets forecasting and identifying risks Hyperlinks, tags, bookmarks, forms folksonomies Idea banks ideation (idea Peer-based generation) project RSS and management microblogging Task Delivery signalling
  9. 9. Internal wikis and micro/blogs “Live-Intranets” Communication 1 Knowledge & information exchange Collaboration - activity centered Finding expertise
  10. 10. Employee and supply chain networks... secure corporate extranets 2 Joint development - co-creation Cost optimisation and efficiency savings Enhanced inventive problem solving
  11. 11. 3 Open Innovation Public forums, wikis, blogs, ideas platforms Crowdsourcing Large scale innovation events
  12. 12. Innovation requires experimenting and prototyping Innovation arises from knowledge creation in firm Innovation on a regular basis can prevent inertia Innovation relies on recognition of opportunities Leonard-Barton, 1995; Nonaka & Takeuchi, 1995; O'Connor & Rice, 2001; Tushman & O'Reilly, 1997
  13. 13. Idea source and success factor Trend following and mental inventions 3 failures for every success Congratulations! Need spotting You and your friend have 2 successes for every failure just come up with the next multi million Pound company! Market research 4 successes for every failure Solution spotting 7 successes for every failure Taking advantage of random events 13 successes for every failure Goldenberg, Lehmann and Mazursky, 2001
  14. 14. Serendipity and social software a heady mix...
  15. 15. Structure is needed! Idea Idea Idea Technology Process People Rating Comments Idea Lifecycle Projects Action Tasks Knowledge
  16. 16. Engaging for Change personally committed reformers Co-creation: adding value if included in front end decision forming and change/strategy versus hooligans or spectators Telling the many what has been decided by the few (instructional with little sell) Source: McKinsey 2005
  17. 17. Kotter’s change model with a social twist Communicate early, frequently, directly - Bring more on board and empower to act build urgency through immediacy Short-term wins, share, build momentum Source team by expertise and participation Don’t stop with the short-term wins Co-create vision, strategy Create new culture - inculcate learning in new Start without perfect plan, iterate fast way of work
  18. 18. The S Curve - Adoption Internalisation Commitment Institutionalisation Adoption Trial Use Understanding Awareness Contact Time
  19. 19. The more > Corporate Interaction The greater > Product Suitability The greater > Product Evaluation The greater > Corporate Evaluation Study carried out by Stephen Danelutti 1996
  20. 20. Use technology to “listen”, understand, quickly respond to preferences Integrate marketing with design/ manufacturing - involve customers early in development Customer becomes “co-producer” and Corporate loyal Interaction Study carried out by Stephen Danelutti 1996
  21. 21. Corporate Initiatives ES Product Ideas crowdsourcing P&G Open Innovation Challenge Ideas4Unilever Dell IdeaStorm PL My Startbucks Idea Branding & Design crowdsourcing LEGO Factory Peer Production Peugeot Muji Electrolux Design Lab Creative M CrowdSpirit Linux Wikipedia XA Co-creation Public Crowdsourcing Spreadshirt zazzle iBridge Network Quirky Science Commons Eureke medical
  22. 22. Intermediary Platforms ES Research & Development platforms Innocentive TekScout Innoget PL Marketing & Design platforms RedesignMe HR & Freelancers platforms crowdSPRING TopCoder LeadVine Spudaroo M Collective Intelligence & Prediction platforms HumanGrid Open innovation software Inkling Markets spigit XA Intrade Imaginatik NewsFutures Fellowforce Intermediary open innovation services Big Idea Group Idea Crossing Pharmalicensing
  23. 23. @netociety