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What Does Corporate America Think of 2.0?
1. What Does Corporate America Think of 2.0? (#CorpAmericaThink) Andrew McAfee Principal Research Scientist, MIT @amcafee, amcafee@mit.edu andrewmcafee.org
2. Definition of “2.0” Good news: a tipping point? Bad news: personal experience Oversimplification: the corporate mindset Advice-giving: how to talk to your bosses about technology Discussion
3. 2.0: freeform, visible, emergent, non-credentialist approaches to getting group work done (collaboration, innovation, search, coordination, etc.), as well as the technologies that support them.
16. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype;
17. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical;
18. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty;
19. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy;
20. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained;
21. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution;
22. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence,
23. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence; ROI-seeking;
24. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness.
25. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches
26. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches; aware of organizational dysfunctions
27. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic
28. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory
29. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory, evidence
30. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory, evidence, narratives
31. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory, evidence, narratives, peers
32. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory, evidence, narratives, peers; afraid of being left behind.
33. how to talk to your bosses about technology Comparisons instead of demos
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46. how to talk to your bosses about technology Comparisons instead of demos Present theories and frameworks, not jargon - Grounded in bullet-proof previous work
47. None A Knowledge Worker’s View of the Enterprise Potential Weak Strong Ties
48. how to talk to your bosses about technology Comparisons instead of demos Present theories and frameworks, not jargon - Grounded in bullet-proof previous work Present data, case studies, narratives - Not about Google, Amazon, etc.
51. how to talk to your bosses about technology Comparisons instead of demos Present theories and frameworks, not jargon - Grounded in bullet-proof previous work Present data, narratives, case studies - Not about Google, Amazon, etc. Activate peer effects
52. “If only HP knew what HP knows, we would be three times more productive.” - Lew Platt, former CEO of HP
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55. how to talk to your bosses about technology Comparisons instead of demos Present theories and frameworks, not jargon - Grounded in bullet-proof previous work Present data, narratives, case studies - Not about Google, Amazon, etc. Activate peer effects Anticipate and allay concerns
56. how to talk to your bosses about technology Comparisons instead of demos Present theories and frameworks, not jargon - Grounded in bullet-proof previous work Present data, narratives, case studies - Not about Google, Amazon, etc. Activate peer effects Anticipate and allay concerns Show that you understand their problems
57. how to talk to your bosses about technology Comparisons instead of demos Present theories and frameworks, not jargon - Grounded in bullet-proof previous work Present data, narratives, case studies - Not about Google, Amazon, etc. Activate peer effects Anticipate and allay concerns Show that you understand their problems Don’t treat them like geeks, or dopes