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An election day special edition of Work like the Network. Now with case studies!
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Losing Control:8 Steps to Success in a post 2.0 World
WORKLIKETHE
NETWORK
BUSINESSES THRIVE ON THE NETWORKWHEN THEY ADAPT TO THE NETWORK
NOT THE OTHER WAY AROUND
Huge assumptions. Huuuuge.
From an industrial era
To a networked one
From core competencies
To edge competencies
Networks are nothing new
It was about moving goods
HIERARCHIESBECAME
NECESSARY TOMANAGE SCALE
A new kind of network
The economics of information have inverted
Linking = infinite value chains
http://www.flickr.com/photos/takomabibelot/
Value exists externally
Change happens faster thanorganizations can process
What makes Google Google?
“Don’t
fight th
e inter
net.”
Eric Sc
hmidt, se
mi-CEO
,
Predictability, control, process, rules
Booooooring!
What’s the opposite of those?
http://www.flickr.com/photos/bachmont/
WAYSTO
REFRAMETHE
ORGANIZATION
FROMCONTROL
TOCHAOS
(1)
YOU’REJUSTA
NODE(1)
http://www.flickr.com/photos/generated/
Home sweet home
Customers lead the conversation
Even Disney’s doing it
We can handle it
“They walk fast and they walk adroitly. They give and they take, at once aggressive and accommodating. With the subtlest of motions they signal their intention to one another.”
William Whyte, City (1969)
Iteration Iteration Iteration
http://www.flickr.com/photos/oskay/
FROMPROCESS
TOFLOW
(2)
From hierarchy
To something a little more improvisational
Waterfall to washing machine
http://www.slideshare.net/leisa/
Wikipedia
New rules and regulations
FROMDOCUMENTATION
TOCOLLABORATION
(3)
“The Incredibles” DVD Set, Disc 2
Pixar is a community in the true sense of the word. We think that lasting relationships matter, and we share some basic beliefs: Talent is rare. Management’s job is not to prevent risk but to build the capability to recover when failures occur. It must be safe to tell the truth.
-Ed Cartmill, President, Pixar (Harvard Business Review)
FROMFEARTO
CONFIDENCE(4)
Fear of competition
Impossible to hide
Embracing critics and whistleblowers
Youa Culpa
FROMHIDDEN
TOSHARED
(5)
Secrecy is obsolete
It’s not clear where your interests endand others begin
Honey I forgot the copyright
Edges everywhere
Edges everywhere
Edges everywhere
Edges everywhere
FROMOWNERSHIP
TOSTEWARDSHIP
(6)
In the service of a higher purpose
When we try to pick out anything by itself, we find it hitched to everything else in the universe. - John Muir
“About week 3, I realized I wasn’t in charge anymore.” -Ted Rheingold, CEO, Dogster
Google aims to be a steward for the Internet’s decentralized nature,
its core social good.
CASE STUDYGet Satisfaction
Defaulting to public
Shock treatment
Outside innovation
Negotiating transparency and control
Networks of companies/products/customers
Networks of companies, products, and customers
CASE STUDYElection Day Special
A VOLUNTEER ARMY FED BY OPENNESS
• Voter ID Database
• iPhone App
• My.barackobama.com
• Neighborhood team leaders
• Connectedness via multiple
touchpoints (SMS, email, facebook, twitter, etc)
Hyper-networked fundraising
Foreign policy network
Bottom-up energy policy
Government as platform
SUCCESS=NUMBER OF MEANINGFUL CONNECTIONS
