This afternoon I am giving a keynote on Social Media and the Future at the Australian CIO Summit in the Gold Coast.
Here are the slides from my presentation. As always, my keynote slides are shared with the proviso that they are designed to accompany my presentation and are NOT intended to be useful on their own. However you might find them of interest.
To provide just a little context on the flow of my keynote:
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Trevor Young, aka PR Warrior, is launching a new site Micro Domination which covers the “Global Microbrand Revolution”.
The site already includes an excellent free e-book The Micro Maven Revolution. You can download it from here or by clicking on the cover below.
Trevor opens the book by practising what he preaches, highlighting his capabilities and brand in a low-key way in front of excellent content. He then describes the core idea:
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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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I was just interviewed by Martin Metzmacher as part of his Netrepreneurs series. The 30 minute video interview is below.
While the broad topic of the conversation was about how to use crowds effectively, Martin focused through the interview on my motivations for what I do. At the end of the interview he asked me to summarize what I felt was most important in what we’d covered.
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I’m currently doing a five-city speaking tour for Canon, speaking about the future of workspace. In my keynote I talk about the driving forces of change in work and organizations, the changing nature of the workspace, and the leadership required to create the next phase of work.
Until recently there were two major workspaces for knowledge work: offices and field work. Communication technologies, economic shifts, and changing corporate attitudes have enabled the rapid rise of home workers. In addition, co-working facilities or what I call the cloud workplace are becoming prominent in providing many of advantages to workers of office work without requiring commuting into a central office.
When we think about the future of workspace, given the massive shift to distributed work, the question arises of whether centralized office will still have a reason to exist in the future.
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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.
In my keynotes and executive sessions I often use the analogy of ant colonies, in which the collective intelligence of the colony is far greater than that of its individuals.
Since the collective intelligence of many – or even most – human organizations is significantly less than the intelligence of many of its participants, there are no doubt lessons we can learn.
In my book Living Networks I included a small section on Creating adaptive systems in Chapter 6 on Network Presence. The company I mention, CompanyWay, was subsequently acquired by AskMe and in turn by HiveMine, by name at least keeping to the spirit of the initial concept.
The underlying concepts described in the passage below are now being implemented into some of the most interesting crowdsourcing platforms of today, building the mechanisms whereby we can create value – and hopefully intelligence – from many.
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Marshall McLuhan very often provides an instructive reference point for how we understand our changing world. As I wrote in my Chapter 1 of Living Networks:
The brilliant visionary Marshall McLuhan accurately described the media as an extension of our senses. Your eyes can see what’s happening in your immediate vicinity, your ears can hear what people are saying in the same room as you, but with television and radio as an adjunct to your senses, you can see and hear anywhere around the world. All of the cameras and microphones of the world’s media are an extension of your eyes and ears, and journalists are your personal emissaries to report on their findings and impressions.
In my keynote on The Future of Crowds at TheNextWeb conference shown below I built on this perspective to suggest that:
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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