This week’s TEDGlobal2012 event is themed Radical Innovation. The opening presentation, very fittingly, was by Don Tapscott, who spoke about Four principles for the open world. Do take the 18 minutes to see his exceptional presentation.
The four principles for openness that Don offers are:
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MIT Sloan Management Review together with Deloitte have just launched 2012 Social Business Global Executive Study and Research Project, drawing out some very interesting insights from a survey of almost 3,500 executives from 115 countries.
Below the slides of the report I have selected several of the interesting slides with brief commentary.
Last week I had an early evening meeting set up with Indy Johar, the inspiring co-founder of Hub Westminster. When I arrived I found that Indy had invoked an ‘Open Meeting Protocol’, offering £10 to Matt Sevenoaks of KPMG to join the meeting, who in turn invited Shelley Kuipers, the CEO of Chaordix, who as it happens I had conversed with on email as reecently as a few days before but had never met in real-life. Another Hub Westminster member Pamela joined us.
To be frank I don’t completely understand the protocol, even after viewing the very interesting Prezi explanation below from David Pinto. In essence it is a structure for inviting people to join a meeting by paying them (nominally) £10, and thus participating in a value-creating structure.
[This post first appeared on the Getting Results From Crowds book website]
Over the last two weeks I have delivered 8 keynotes or workshops on crowdsourcing across Western Europe. Most of them have been highly interactive sessions, bringing out new ideas or highlighting common issues or concerns. Part of the intent has been to gather input from many participants on what to cover in
There is much to share. For now, I will quickly review the events I’ve run so far and highlight just one insight that was prominent in the questions or discussions from each event. Many of themes mentioned were in fact echoed across several events. I will write soon in more detail about a number of these topics.
– Ketchum Pleon Amsterdam client presentation
Insight 1: Know when to use open calls and managed crowds.
A question that frequently arises when you discuss crowdsourcing is how to manage the sheer quantity of input you can get. Of course the best approach depends on what type of crowdsourcing you are doing, but the first answer is in the filtering mechanisms that you use, which enable the most valuable input to become visible. However another approach is to use a closed crowd, where participants are selected by quality or profile. In this case you can take a ‘managed crowd’ approach in which a more individualized approach optimizes outcomes. While many definitions of crowdsourcing refer to an ‘open call’, in fact in many siutations restricting the pool of contributors will lead to better results.
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I’m at the Melbourne Google Enterprise Atmosphere on Tour event, the first of 25 events around the world. I am doing the keynote on The Evolution of Business at the Melbourne and Sydney events, giving an external perspective which happens to be highly aligned with the Google vision.
The event included a Google Apps demo. Since in my organizations we have used Google Apps for several years the demo initially seemed very straightforward to me, though in fact I did see a number of features that we are not yet using that would be useful.
The demo seemed to be over-emphasizing the concurrent editing and collaboration features of Google Docs, which I think of as pretty basic. However it struck me that in fact the vast majority of organizations represented in the audience still store most of their business documents on a hard disk somewhere. The number of documents being emailed between people inside companies today is still massive.
That is crazy. Emailing documents back and forth is fraught with staggering problems, not least version control.
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Yesterday I ran Getting Results From Crowds and Crowd Business Models workshops in Sydney, the first in a global series of crowdsourcing workshops.
In opening the Crowd Business Models workshop, I ran through some of the driving forces that are shifting business models to crowds. I had quickly drawn up the list the evening before the workshop, with the first coming to mind Distributed Attention.
During the workshop we had an awesome panel of three of Sydney’s top entrepreneurs: Rebekah Campbell of Posse, Sebastien Eckersley-Maslin of BlueChilli and Phil Morle of Pollenizer.
Each one of them spoke about how much harder it is to get people’s attention than even a year or two ago. For each of them, one of the fundamental reasons that business models need to start with crowds is that individual attention is increasingly fleeting. You can’t bolt on crowds to a business model as an afterthought – it must be at the center.
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[Originally posted on Getting Results From Crowds book website]
As awareness of crowdsourcing increases, there is a rapidly increasing appetite for learning how to do it well.
Yesterday I spoke at the City of Sydney’s Let’s Talk Business event on Outsourcing: Costs Down + Revenues Up, alongside highly experienced executives such as Matt Barrie, CEO of Freelancer.com and Wai Hong Fong, CEO of OzHut.
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These are frantically busy days, which is squeezing my ability to blog and capture some of the fascinating stuff flying by. In coming months I think I’ll try to do more ‘mini-blogging’, just capturing quick thoughts and impressions rather than writing up every interesting speaking engagement or media appearance I do.
Yesterday I gave three presentations, and I’d love to write (at least) a full blog post about what we covered for each one. However that’s not possible, so I’ll just share quick thoughts about each topic and what I will try to write more about later.
The day started by giving the keynote at a Consumerization of IT event run by CIO Magazine, supported by HP and Microsoft.
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I caught up with some of the Yammer team this morning, including Chief Customer Officer David Obrand, while they are in town for the Yammer on Tour series.
I was particularly interested in talking with them about Yammer’s shift to activity streams. In the massive convergence of enterprise social platforms that we’ve seen over the last years, one of the major emerging spaces is activity streams.
Last year I wrote about activity streams in the context of Tibbr’s launch. Tibbr put activity streams squarely on the map, by integrating status messages from people with notifications generated by enterprise software including ERP, CRM, and HR systems. Employees are able to follow their colleagues and they can also follow updates on any activity, including events, projects, or even invoices. Tibbr was very well positioned to do that given Tibco’s history in providing enterprise integration middleware.
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Our Social Media Strategy Framework has been one of our most popular frameworks, with well over 100,000 views, as well as more for the translations into 12 languages.
I have used the framework extensively as a starting point to help executives understand the space and clients to develop social media strategies. Many people have told me that they have used the framework with their own organizations or clients to develop effective social media strategies, or have shared it in presentations or online. I’m delighted that it has proved so useful.
However the visual still can be hard for people to make sense of, particularly in terms of how it should be applied to their own organization. To help that I have made a brief video explaining and going through the Social Media Strategy Framework. It simply provides a high-level overview of the framework, but for many people it will probabl ybe more useful to watch the video than spend time looking at the diagram. Feel free to use the video however you want if it is helpful.
