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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 http://www.flickr.com/photos/redvers/532076662/
  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 http://www.flickr.com/photos/jurvetson/17095584/
  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 http://www.flickr.com/photos/kiwinz/3386588455/
  6. 6. Leveraging Opportunities Creative Built-in Destruction Resilience Transformation Cycle Continuous loop Aligns people, process, tech with change, innovation, growth http://www.flickr.com/photos/chefranden/193555854/
  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; http://www.flickr.com/photos/arenamontanus/2849737658/ 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... http://www.flickr.com/photos/shanta/3031425568/
  15. 15. http://www.flickr.com/photos/parksy/2934000145/ 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 http://infinityoneironaut.deviantart.com/art/People-I-met-139085271
  17. 17. http://www.flickr.com/photos/honan/3972478030/ 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 http://www.seefloridago.com/Photos/Detail.aspx?pid=2664
  19. 19. The more > Corporate Interaction The greater > Product Suitability The greater > Product Evaluation The greater > Corporate Evaluation http://www.flickr.com/photos/consumerist/411352724/ 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 stephen.danelutti@netociety.com

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