Taking things forward
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Taking things Forward - how to become a platform for innovation
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Taking things forward
- 1. Taking Things Forward - Making Connections -
- 2. ABOUT ME TODAY’S TRENDS WHERE TO START? MOVE TO DELIVER EXAMPLES
- 3. About Me 3 sectors 4 Associations 1 EP 1 Office 1 Office ME 3 Sectors 2 Sectors 1 Network 1 Person 1 Office 53 Countries
- 5. The Need for Connections What’s changed? • In-house to out-of-house • Information explosion • Nimble outflank large • And now shrinking of budgets • The rise of fluctuating, short term, networks
- 6. What’s changed? Flanker Traditional Digitally enabled New business model
- 7. What’s changed? Napster Music Shops iTunes (P2P)
- 8. What’s changed? Games Workshop 3D Printing Thingiverse
- 9. What’s changed? NHS Patient.co.uk ??
- 10. What’s changed? TED YouTube EDU Universities Online video iTunes U A global accredition?
- 11. The Need for Connections What’s changed? Fixmystreet Government Social Media Twitter hashtags Another way??
- 12. The need for better network management • People in a room = serendipity • Hope = lack of planning and vision • Miscommunication = fault of the broker • Different tasks = need different actors
- 13. The need for better network management What’s the one thing you want out of today’s meeting? I’ll write them down #mc1611
- 14. The current explosions • Information • Connectivity • Technology
- 15. WHERE TO START?
- 16. Curation is up and coming • The creator creates • The curator curates Stop creating, start curating –> start with the need Assume that what you need exists (it probably does) We’re talking a shift from tech dev to social innovation and social curation
- 17. The need for better network management The old way, Created Better Practice Ageing and practice and Service Later Life and service Delivery Research delivery The new way, Curated Better Research Practice and practice and (some from Service service Ageing and Delivery delivery Later Life )
- 18. Why, How, What • Know why you are acting – vision • Think how best to achieve this – strategy • What is needed – Tools and mechanisms
- 19. Negative Brainstorming gives us the Challenges to be tackled Rising Relative Costs Better practice Over Demand and service delivery Patient data
- 20. MOVE TO DELIVER
- 21. Two models that release creativity
- 22. What the models share • Create the rules of the game around a vision • Not all actors need to know how it works – it works • All actors are outside the organisation but agree to play • Self-selecting processes filter the system • The FA and Apple are the home of the ecosystem
- 23. The cow in the room • Some see head some see a leg • The owner knows it’s a cow • Some see revenue, some see prestige • The owner knows the big vision and why they want to play • The owner thinks big but reveals small
- 24. From Vision to Engagement • Think through what you want to achieve • Take out the principles involved • Benchmark off others that share the same principles • Find the incentives that mobilise each community and use them • Harness the crowd for ideas • Check for new tech and flankers • KISS – avoid the obvious barriers • Go with the willing not always the ones you want
- 25. How to engage Rising Relative Costs • What are the principles of rising rel. costs? • Who share the same principles? • What are the incentives that mobilise each community? • Design your interaction – Any flankers? • Obvious barriers identified – can they be ignored? • Who’s willing and able?
- 26. How to engage Over Demand • What are the principles of over demand? • Who share the same principles? • What are the incentives that mobilise each community? • Design your interaction – Any flankers? • Obvious barriers identified – can they be ignored? • Who’s willing and able?
- 27. How to engage Patient data • What are the principles of patient data? • Who share the same principles? • What are the incentives that mobilise each community? • Design your interaction – Any flankers? • Obvious barriers identified – can they be ignored? • Who’s willing and able?
- 28. Comms is essential • Communicate the Why not the tools (become your vision) • Forge interactions by design • The broker must be multi-lingual (so a new common language is created) • Use self-selecting marketing • Decisions taken together, convinced separately
Notes de l'éditeur
- What is the point of this meeting?Who do you want to speak with whom?What I can do to remedy the situation?
- What is the point of this meeting?Who do you want to speak with whom?What I can do to remedy the situation?
- Brainstorm ne
- FrameworksFootball AssociationPlatforms Apple
- What is the vision for the meeting?
- Serve the communityReduce rentsSaving schemeJapan
- 50% from outside the company