This document discusses social business pioneers and how to succeed in a world disrupted by the internet. It covers topics like democracy and empowerment in organizations, conscious leadership, organizational openness, adapting to rapid change, integrating technology into business models, and cultivating a culture of innovation. The overall message is that businesses need to embrace openness, empowerment, and technological innovation in order to thrive in a digital world where customers have high expectations for connected experiences.
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We are a social business consultancy
Social media
strategy and
implementation
We help our clients thrive through
digital disruption, in two ways:
Business
innovation for
the digital world
9. Page 9 | Social Business Pioneers Mickey Smith „Dark side of the lense‟ on Vimeo.
“The Internet isn‟t really a
technology. It‟s a belief system,
a philosophy about the
effectiveness of decentralized,
bottom-up innovation.”
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1. Purpose & Meaning
2. Democracy & Empowerment
3. Progressive People
4. Conscious Leadership
5. Organisational Openness
6. Change Velocity
7. Tech DNA
8. Fair Finances
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Chapter 2.
Democracy & Empowerment
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$575k prizes
100 targets
80% successful
8 million ounces of gold mined
Company value from $100 million to $9 billion
21. Page 21 | Social Business Pioneershttp://www.flickr.com/photos/gore-tex-products/5983679913/
150 people per building
Lattice structure
„Followership‟
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Chapter 5.
Organisational
Openness
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•Timely
•Vast sample (60% of UK adults use the internet daily)
• Collected as a by-product of normal activity
• Avoids problems with non-response and inaccuracy
• Information is continually collected around a wider range of
issues, including unexpected ones
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Barclays
“Look at Twitter or Facebook, their teams don‟t
work in a segregated way. You have cohesive
teams, some more operational, some more
technical, but they‟re together and they make
interesting trick shots by working that way.”
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1. Piloting
By NASA. Photo taken by either Harrison Schmitt or Ron Evans (of the Apollo 17 crew).[see page for license], via Wikimedia Commonshttp://en.wikipedia.org/wiki/File:The_Earth_seen_from_Apollo_17.jpg
Wikipedia is easy to take for granted. How many of you used it in the last few weeks? But let us think about how it is created, about the organisation behind the website.
19th March, 2004.
So wikipedia is in fact a stack of millions of volunteer, of hundreds of millions micro-contributions, a fluid network of people, a worthy purpose.http://www.flickr.com/photos/59171001@N00/417943111/sizes/l/in/photostream/
In March 2000, GoldCorp made available a wide variety of geological data to the general public. There was a prize of $575,000 for anyone who could find or suggest potential spots where gold could be found. The result of this mass collaboration effort was over 100 targets that were approximately 80% successful bringing over 8 million ounces of gold. Because of their use of crowdsourcing, GoldCorp’s value skyrocketed from $100 million to $9 billionhttp://www.fastcompany.com/magazine/59/mcewen.html?page=0%2C0
But what is digital anyway?And where does the network stop?How do you account for this in role descriptions, in review processes?
Ceo of Valve, personal net worth of $1.5 bn, can’t get his own game ideas made at his video game company.
“Look at Twitter or Facebook, their teams don’t work in a segregated way. You have cohesive teams, some more operational, some more technical, but they’re together and they make interesting trick shots by working that way.”Read more: http://www.computing.co.uk/ctg/interview/2165737/interview-barclays-banks-innovation#ixzz26jSUepZqComputing - Insight for IT leaders Claim your free subscription today.
http://www.flickr.com/photos/spunter/2907888414/
We developed social media guidelines for Speedo, and the tone and design reflect the nature of the brand, and also have fun with the swimming link
Ceo of Valve, personal net worth of $1.5 bn, can’t get his own game ideas made at his video game company.
“Look at Twitter or Facebook, their teams don’t work in a segregated way. You have cohesive teams, some more operational, some more technical, but they’re together and they make interesting trick shots by working that way.”Read more: http://www.computing.co.uk/ctg/interview/2165737/interview-barclays-banks-innovation#ixzz26jSUepZqComputing - Insight for IT leaders Claim your free subscription today.