1. Culture Shock: the
future of business
is social
@willmcinnes
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5. Intro
By the champ User:Martinroell [CC-BY-SA-2.5 (www.creativecommons.org/licenses/by-sa/2.5)], via Wikimedia Commons
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By NASA. Photo taken by either Harrison Schmitt or Ron Evans (of the Apollo 17 crew), via Wikimedia Commons

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8. “The Internet isn‟t really a
technology. It‟s a belief system,
a philosophy about the
effectiveness of decentralized,
bottom-up innovation.”
Page 8 | Social Business Pioneers Mickey Smith „Dark side of the lense‟ on Vimeo.

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10. Chapter 2.
Democracy & Empowerment
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12.  $575k prizes
 100 targets
 80% successful
 8 million ounces of gold mined
 Company value from $100 million to $9 billion
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17. So what?
• We get our clients experimenting with
crowdsourcing, internally and externally
• We encourage our clients to experiment with
cross-functional empowered groups
• We experiment ourselves with democratic
approaches to business
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18. Chapter 3.
Progressive People
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19. American19 | Social Survey, U.S. Bureau of Labor Statistics
Page Time Use Business Pioneers
http://www.nytimes.com/interactive/2009/07/31/business/20080801-metrics-graphic.html

20. 1. I wish I'd had the courage to live a life true
to myself, not the life others expected of me.
2. I wish I didn't work so hard.
3. I wish I'd had the courage to express my
feelings.
4. I wish I had stayed in touch with my friends.
5. I wish that I had let myself be happier.
Top Five Regrets of the Dying by Bronnie Ware
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23. So what?
• We encourage our clients to measure happiness
• And to talk about feelings using „check ins‟ at the
start of meetings
• It‟s uncomfortable, but it‟s the future.
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24. Social business
Chapter 6.
Change Velocity
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27. • Amazon
• Netflix
• Square
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30. So what?
• We all need to ensure that we understand
behaviour change and include the mentality and
the tools in any change initiative
• To really walk the talk, we have to consciously
change ourselves and know what that takes
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31. Chapter 7.
Tech DNA
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32. IT manager
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35. “Breton wants a „zero email‟ policy to be in place within 18 months,
arguing that only 10 per cent of the 200 electronic messages his
employees received per day on average turn out to be useful. Instead
he wants them to use an instant messaging and Facebook-style
interface”
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36. “Look at Twitter or Facebook, their teams don‟t
Barclays
work in a segregated way. You have cohesive
teams, some more operational, some more
technical, but they‟re together and they make
interesting trick shots by working that way.”
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37. So what?
• We need Tech DNA everywhere – in all people
and approaches, we must cultivate tech-ness
• IT has to rapidly move from controlling to enabling
• Culture eats Technology for breakfast – so we
have to work on how people work as well as the
tools that are available to them!
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38. Our approach: the OODA loop
Understand external conditions
•Audiences
•Competitors
•Best practice
•Emerging trends
observe
Execute
pilot
Understand internal conditions
•Mission & objectives
•Constraints
Design Review
pilot act &replan
orient •Digital set-up
•Learnings to date
•Power & influence
•Attitudes & characteristics
Define
purpose
decide
Make recommendations
• Processes • Branding considerations
• Organisation design • Platform strategy
• Job roles and responsibilities • Capability (training)
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39. Making it happen
Come and say hello today!
Read the book
Engage our consultancy
Do nothing!
@willmcinnes
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