Summary of a talk I did at Beyond The Smart City June 25th 2015 in Devon for the Devon Node of the ODI. It includes examples of some of the work we do at Visceral Business.

1. Data and Meaning. What’s Going On?
@Annemcx @VisceralBiz @Emergecode

2. Data and value
Data and participation
Data lessons
Data and Meaning. What’s Going On?

3. ‘Open data is data that is made available by organisations, businesses
and individuals for anyone to access, use and share’.

4. A connected ecosystem?

5. Connecting and making sense of data

6. Connecting and making sense of data
Source:
Kumu.io
@csageland

7. “Devonness”
Resource mapping
Data Inventory
Cultural Identity
Dynamic data
Insights
Points of difference

8. Developing value through data
Open data also includes
engagement with data. It makes
possible the purposeful development
of an area - geographically, socially
and commercially.

9. Data within data
The key to value
development is being
able to find data
within the data.
Linked data and trend
data are particularly
important elements of
open data.
They enable semantic
improvements.

10. The journey we take towards meaning

11. Understanding the issues better

13. Transport data
Population data
Economic data
Food data
Housing data
Health data
Environmental data

14. Hard data
Metrics
Trends
Linked data
Soft data
Images
Sounds
Stories

16. “It's expensive and time-consuming to take an approach that doesn't deliver on what happens tomorrow.
Tomorrow, the network is either more productive or less.
Tomorrow, the network is either trusting or suspicious. Tomorrow, the network is either healthier or sick.”
Seth Godin

17. Resource mapping
Data Inventory
Cultural Identity
Dynamic data
Insights
Points of difference

18. Data and value
Data and participation
Data lessons
Data and Meaning. What’s going on?

19. Data and participation

20. We’re in a networked
world, but the subject
of public collaboration
has been kicking
around for a long time
not very successfully.
Low engagement
rates in data make
open data limited in
potential. To be truly
open, data flows must
go beyond ‘read-only’.
They must offer the
possibility of read/
write options.
How can we think
about open data in
ways that can develop
crowdsourcing and
public collaboration
successfully?

21. Public services and social business - a new world of involvement?

22. Inventory

23. Inventory

24. The Internet of Things (IOT)
Objects, animals or people that are connected to the internet
Cloud
- Information storage, software and linked data, on-demand
Computing Everywhere
- Hand held devices and wearable becoming key computers
Invisible Analytics
- Embedding analytics into devices to get data quicker and faster
3D Printing
- ‘Maker’ solutions
The ‘Future Five’

25. More inventory

26. Real Needs

27. Data that speaks to people

28. Mapping the social and emotional landscape
Finding the leaders
Meeting needs
The ‘tyranny’ of open versus
New collaborations for the commons

29. Working with the network

30. Public services and social business - a new world of innovation?

31. The business value of open data

32. Public services and social business - a new world of sustainability?

33. The business value of open data

34. The business value of open data

35. Data and value
Data and participation
Data lessons
Data and Meaning. What’s going on?

36. The Connected Housing study
Accelerated learning

37. Accelerated learning
The Connected Housing study

38. Accelerated learning
The Connected Housing study

39. Performance data
The Connected Housing study

40. Performance data
The Connected Housing study

41. Assessing cultural readiness
• Board & Exec
• Fundraising
• Volunteering
• Marketing
• IT
• HR
• Policy
• Finance
• Regions
• Supporters/Staff
Macmillan Network Strategy

42. Assessing cultural readiness
• Assess cultural readiness.
• Signal change around a ‘New 100’. Enable
integrated digital performance.
Macmillan Network Strategy

43. Developing purpose
Macmillan Network Strategy

44. Based on human needs
Macmillan Network Strategy

45. To make a difference
Macmillan Network Strategy

46. Developing a coherent experience
Macmillan Network Strategy

47. Cultivating a digital and networked culture
Macmillan Network Strategy

48. Journey mapping
The User Journey - 19m People plus Companies
Macmillan Network Strategy

49. A networked ecosystem
Macmillan Network Strategy

50. Sustainable performance and impact
• £140m gross income target for 2017 set in 2011. (£90m in 2011).
• £190m achieved in 2014.
Macmillan Network Strategy

51. A digital framework for meaning, performance and
sustainable impact through data for Devon

52. SUCCESS!

53. About Visceral Business
Started September 2008
Specialists in networked organisation and digital business strategy
Data strategy across business case, user experience analytics and the quantified
organisation.
Member of the Business Model Generation Hub and a contributing author,
Business Model Generation
The Work Foundation, Macmillan Cancer Support, The Web Science Institute, Thames
Valley Housing, Cafe Direct, Child’s i Foundation

54. Connected Housing
Social Food
Social Charity
Emergent Code
2012
2013
2014
235 organisations analysed in depth
Looking at digital adoption and evolution
Integrated view of digital business development

55. Connected Housing
Social Food
Social Charity
Emergent Code
85 national businesses
Focused on the
customer experience
How food on the High
Street impacts local
living

56. Connected Housing
Social Food
Social Charity
Emergent Code
285 organisations
How charities work
to create and measure
impact
Mapping trends and
strengths across various
types of charities to
accelerate learning

57. Connected Housing
Social Food
Social Charity
Emergent Code
What’s next for the digital human
Stories examining cultural identity, code and data

58. @Annemcx @VisceralBiz @Emergecode
Thank you
www.visceralbusiness.com