37. Open data stimulates greater self-management
Just the simple act of
“publicizing” those numbers
— not in a cruel way, but a
“where are we at as a
group?” way — has kept the
support process on-task and,
I think, made it a bit more like
a video game.
44. Foundations: Pace layering & data streaming
API / Data sharing
Traditional Enterprise systems
CMS DMS RDBs Mail Etc...
45. Foundations: Pace layering & data streaming
Social business platform(s)
Wiki Blogs Groups RSS SNS
API / Data sharing
Traditional Enterprise systems
CMS DMS RDBs Mail Etc...
46. Foundations: Pace layering & data streaming
API / Data sharing
Social business platform(s)
Wiki Blogs Groups RSS SNS
API / Data sharing
Traditional Enterprise systems
CMS DMS RDBs Mail Etc...
47. Foundations: Pace layering & data streaming
Social business apps
Use Use Use Use
API / Data sharing
Social business platform(s)
Wiki Blogs Groups RSS SNS
API / Data sharing
Traditional Enterprise systems
CMS DMS RDBs Mail Etc...
48. Foundations: Pace layering & data streaming
Social business apps
Use Use Use Use
INCREASING WEIGHT
API / Data sharing
Social business platform(s)
Wiki Blogs Groups RSS SNS
API / Data sharing
Traditional Enterprise systems
CMS DMS RDBs Mail Etc...
49. Foundations: Pace layering & data streaming
Social business apps
Use Use Use Use
INCREASING WEIGHT
INCREASING VELOCITY
API / Data sharing
Social business platform(s)
Wiki Blogs Groups RSS SNS
API / Data sharing
Traditional Enterprise systems
CMS DMS RDBs Mail Etc...
50. Foundations: Pace layering & data streaming
Simple, light-weight situated apps built
on capabilities of both social platforms
and existing enterprise systems
Social business apps
Use Use Use Use
INCREASING WEIGHT
INCREASING VELOCITY
API / Data sharing
Social business platform(s)
Wiki Blogs Groups RSS SNS
API / Data sharing
Traditional Enterprise systems
CMS DMS RDBs Mail Etc...
51. On top: we need better signalling tools
Signals apps
52. On top: we need better signalling tools
Signals apps
• Updates manager
and search agent
• topic and project
monitoring tools
71. I am lee@headshift.com and live at
http://www.headshift.com
Except where otherwise stated, photos courtesy of Flickr using Creative
Commons license.
Thanks to the following photographers:
http://www.flickr.com/photos/paul_irish/2379958609/sizes/l/
http://www.flickr.com/photos/thayer18/2473764858/
http://www.flickr.com/photos/ivanatm/2081065914/
http://www.flickr.com/photos/pedrosimoes7/1301014184/sizes/l/
http://www.flickr.com/photos/brianboulos/36957265/
http://www.flickr.com/photos/jurvetson/52581560/sizes/l/
http://www.flickr.com/photos/notionscapital/2328274151/
http://www.flickr.com/photos/brianboulos/36957265/
www.highposition.net/.../ 456556
http://fuckyeahslightlyamusing.tumblr.com/post/430365688/
thesavagelife-hmmm-heres-a-cuter-picture-3
http://www.flickr.com/photos/chibidan/3201849270/sizes/l/
http://www.flickr.com/photos/joi/522208290/
http://www.flickr.com/photos/pushandplay/2968259379/
http://www.panic.com/blog/2010/03/the-panic-status-board/
http://www.flickr.com/photos/thedalogs/3184387156/
http://www.usdesignstudio.co.uk/freerange.html
http://www.flickr.com/photos/cote/54408562/
http://jmobley123.files.wordpress.com/2008/10/blue-screen-of-
death1.jpg
http://en.wikipedia.org/wiki/File:Extent_of_the_Hansa.jpg
Editor's Notes
\n
We have been working inside large organisations for 8 years doing social business consulting and technology and this experience has taught us that we need to engage, educate and enthuse senior leadership if real transformation is to happen. Some people think leaders are obsessed with spreadsheets and ROI, but they are really talking about middle management. Successful leaders have a feel for doing what is right, even if it looks like taking a risk in the short term\n
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There is a recognition that the de-humanising corporate model of managed hierarchies that grew out of the the late C19th corporations is no longer a productive model for organising human endeavour. The internal cost structure and the way large firms harness human endeavour and collaboration are no longer competitive\n
We are learning a lot about how people work individually and collectively. Nudge, behavioural economics: people are motivated by social connections / status / signals, not just carrot and stick or price signals. \nOld Model >> let's fill the gaps with the crap of meetings!!! and then work overtime to do your actual work - the industrial age mindset - knowledge workers, government, teachers and doctors do not have steady work and so we destroy their cognitive surplus\n
Are C20th corporations efficient? NOW WAY!! "Process is an embedded reaction to prior stupidity" (Shirky) and arguably a testament to a lack of trust in people. In a process-driven organisation, exceptions or problems lead to new processes, which creates a gradual inflation of internal costs to the point that it becomes prohibitively expensive to get anything done in many large organisations today.\n
\nTyler Cowen: The Great Stagnation book - this patent application from his blog\nWe have picked the low hanging fruit of the first half of the C20th, and as John Hagel demonstrates and people like Umair Haque talk about all the time, there is a wealth of evidence that we are seeing decreasing returns and decreasing productivity.\n\n
\nTyler Cowen: The Great Stagnation book - this patent application from his blog\nWe have picked the low hanging fruit of the first half of the C20th, and as John Hagel demonstrates and people like Umair Haque talk about all the time, there is a wealth of evidence that we are seeing decreasing returns and decreasing productivity.\n\n
Social business thinking is becoming the new maintream and the way we think about how business works\n
hierarchy that uses snapshots to predict the future - JP\nmoving from knowledge stocks to flows - Hagel\n\n\n
\nTyler Cowen: The Great Stagnation book - this patent application from his blog\nWe have picked the low hanging fruit of the first half of the C20th, and as John Hagel demonstrates and people like Umair Haque talk about all the time, there is a wealth of evidence that we are seeing decreasing returns and decreasing productivity.\n\n
\nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
\n\n
see Sam Ramji’s presentation from 2010 on APIs \n
see Sam Ramji’s presentation from 2010 on APIs\n\nData is not just about dashboards and reporting - it is about real-time feedback loops that can drive business improvement \n
\nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
For example, the more engaged employees are able to talk to each other the better\n
real leaders are not afraid of feedback - they thrive on it\n
We have heard a lot about knowledge flows rather than knowledge stocks today. Rather than allow object-based solutions, leaders should mandate the opening up of data, signals and flow, partly for their own benefit and partly for the health of the organisation.\n
We have heard a lot about knowledge flows rather than knowledge stocks today. Rather than allow object-based solutions, leaders should mandate the opening up of data, signals and flow, partly for their own benefit and partly for the health of the organisation.\n
We have heard a lot about knowledge flows rather than knowledge stocks today. Rather than allow object-based solutions, leaders should mandate the opening up of data, signals and flow, partly for their own benefit and partly for the health of the organisation.\n
\nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
We don’t know how much data we have inside organisations, or how much customer behavioural information we can draw on from the outside. This is the next frontier of behaviour change\n
We don’t know how much data we have inside organisations, or how much customer behavioural information we can draw on from the outside. This is the next frontier of behaviour change\n
see Chris Thorpe’s Open Everything presentation\n
\nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
We have heard a lot about knowledge flows rather than knowledge stocks today. Rather than allow object-based solutions, leaders should mandate the opening up of data, signals and flow, partly for their own benefit and partly for the health of the organisation.\n
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Synaxon story: work in the wiki, managers watch activity streams and intervene only if needed\n
We have heard a lot about knowledge flows rather than knowledge stocks today. Rather than allow object-based solutions, leaders should mandate the opening up of data, signals and flow, partly for their own benefit and partly for the health of the organisation.\n
We need to take the ideas and practices of user experience design and apply them to the strategic level, designing interventions in networks than stimulate activity and energy or influence behaviour in a positive way - you cannot managed CASs but you can influence them\n
\nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
We have heard a lot about knowledge flows rather than knowledge stocks today. Rather than allow object-based solutions, leaders should mandate the opening up of data, signals and flow, partly for their own benefit and partly for the health of the organisation.\n
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\nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
In business, it is usually marketing, customer service and sales that provide routes for information exchange, but they are interested only in certain types of information, and inbound traffic is often throttled to avoid too much contact or feedback.\n
In business, it is usually marketing, customer service and sales that provide routes for information exchange, but they are interested only in certain types of information, and inbound traffic is often throttled to avoid too much contact or feedback.\n
In business, it is usually marketing, customer service and sales that provide routes for information exchange, but they are interested only in certain types of information, and inbound traffic is often throttled to avoid too much contact or feedback.\n
Passion is contagious and because it cuts through the bullshit, it touches peoples sense of purpose and self-worth\n
How do we harness customer feedback, combine it with internal collective intelligence to identify potential actionable insights? Needs data aggregation, analytics and an action framework that lets people claim actions they can take. As Jeff Jonas says, Data is the new physics\n
\nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
