Shaping the social enterprise: CEBIT 23 May2012
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Transcript of Shaping the social enterprise: CEBIT 23 May2012
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A culture for the future
Annalie Killian Catalyst for Magic, AMP
Annalie Killian Social Enterprise Conference @ CeBIT Australia 2012 1 of 27
@maverickwoman, @amplifyfest
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“Architecture is the will of an epoch translated into space”
~Ludwig Mies van der Rohe
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5 drivers of change 5 generations in one workplace
Abundance Scarcity
System journey
Patriarchy Partnership Consumerisation of IT & instruments of production Open, global sourcing
Ubiquitous connectivity & collaboration
Radical transparency and social responsibility
Culture model for the future Principles Practice
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A model for culture of the future
Practice Principles Innovation
Collaboration
Connection
Personalization
Authenticity
Values, Brand CSR
Uber-connection
Accelerated Leadership practices
Learning eco-systems
As demonstrated by:
Adapted from original source: Future workplace
Social recruiting & talent
management
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Innovation eco-system
Internal Crowd Open Innovation
AMP Innovation Board
Creatively Restless Culture
Passion | Persistence | Patience
Pipeline of Growth
Opportunities
Learning Experiments, Development
Value Created
How? Implementation rate Staff innovation engagement
FOR 1. Customer/
Clients 2. Partners 3. Staff 4. Shareholder 5. Community
Design methodology Start-up Incubators
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Uber-connection
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Learning eco-systems
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Sub,tle
Authenticity, diversity
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• Sub,tle
Participation, markets
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Collaboration, personalization
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Uber - connection
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Feedback & recognition
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Social recruiting, talent
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Contemporary brand, values & social purpose
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Shared value
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5 drivers of change 5 generations in one workplace
Abundance Scarcity
System journey
Patriarchy Partnership Consumerisation of IT & instruments of production global Open sourcing Ubiquitous connectivity & collaboration
Radical transparency and social responsibility
Interdependent Dependent - complying
Personal journey Expansive controlling Free agent-self-managing
Principles Practice
Culture model for future
Personal journey
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Leadership practices
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Patriarchy
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Partnership
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Measurable
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Fogg Behavior Change Model
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Maslow’s Hierarchy of Internet Needs
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Ad Hoc • No management • No budget • No structure / resources • Experiments
Engaged • Executive awareness • Some management engagement • Pilots • Volunteer / part-time resources
Managed • Active executive sponsorship • Daily management • Program office • Professional staff • Well-defined roles and responsibilities • Requirements driven
Optimised • Strategic executive focus • Significant budget • Multi-channel initiatives • Social business unit/centre of
excellence • Guidance by business intelligence
Unified Social Business Strategy
Internal Social Business
External Social Business Customer/partner facing
Structured • Dedicated budgets • Management Responsibility • Formal projects • High-level formal roles
Adapted from original by: The Dachis Group
Social Business Maturity Model
Business Intelligence / collaboration architecture
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B=ƒ(P,E)
Lewin’s equation