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where ideas come fromDeveloping and leveraging a creative culture
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Whats the most importantleadership quality?
2010 Study of 1500 CEOs
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Creativity
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So go make your company creative!
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Why is creativity so important?
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Its becoming a key competitive edge
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And why are creatives so hard to find?
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We are all born artist. The problem isto remain an artist as we grow up
Pablo Picasso
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Think of people you would consider
creative
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Think of people you would consider
creative
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Do these words describe yourorganization? Should it?
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Creative thinkers observe, experiment,take risks, communicate
they are connected
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Creativity requires the courageto let go of certainties
Eric Fromm
seeks to acquire
I am valuable becauseof what I KNOW
HAVING BEINGfocuses on the
experience derives meaning from
exchanging, engagingand sharing
I am valuable because
of what I SHARE
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So how do you define and develop acreative culture in your organization?
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Its not about technologyIts about the culture
Technology is important,but its not the focus
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Where Good Ideas Come From A Natural Historyof Innovation
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The slow hunch Where Good IdeasCome From
by Steven Johnson
Credit graphics to RSA Animatehttp://www.youtube.com/watch?v=NugRZGDbPFU
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The slow hunchsometimes lays dormant
Credit graphics to RSA Animatehttp://www.youtube.com/watch?v=NugRZGDbPFU
Where Good IdeasCome From
by Steven Johnson
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When hunches collide
Credit graphics to RSA Animatehttp://www.youtube.com/watch?v=NugRZGDbPFU
Where Good IdeasCome From
by Steven Johnson
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When hunches collideyou often get breakthroughs
Credit graphics to RSA Animatehttp://www.youtube.com/watch?v=NugRZGDbPFU
Where Good IdeasCome From
by Steven Johnson
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Sowho are the people in yourorganization that have these hunches?
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Dont assume you know where they are They arent obvious
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So if you want their hunches (ideas)how do you enlist them?
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Are they the type to fill out surveys? I dont think so
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Mass mailings or email distribution lists? Wrong again
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Knowledge Accidents You can sparkthe collisions
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Creating Knowledge Incidents
Open up theconversationin the contextof everydaywork and then
listen andlearn
develop a creative culture
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1) Open up the conversation
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When you have a question andsomeone gives you the answer
only the two of you benefit
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Coffee houses and water coolers The birth of GlobalPositioning Systems
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Open conversations require you to hearand be heard
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So how can you createvirtual coffee houses?
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People need to have an identity Profiles
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People need to have an identity Tags
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People need to belong Communities
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People have opinions and ideas Wikis
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People have opinions and ideas Ideation Blogs
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People have opinions and ideas Discussion Forums
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People have opinions and ideas Blogs
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People have opinions and ideas Micro Blogs
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People find things to share Social Bookmarks
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People find things to share Social Bookmarks
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People create things to share Files
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People create things to share Media
This creates an environment where
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This creates an environment whereknowledge accidents can happen
Social solutions are great for sharing but
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Social solutions are great for sharing, butyou need to also consider the next part
2) i h f d k
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2) in the context of everyday work
M d h i l You may even have some
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Many vendors have social apps yof these in yourorganization today
b t th b di t ti g Specific social
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but these can be distracting applications for specificsocial needs
Some business application vendors are Social has become the
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ppattempting to make their apps more social
new e word
but this can create social silos around
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your business applications
Social needs to be integrated in the It has to be part of your
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context of your daily work culture
So how do you do that?
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Lets look at some examples
Where do I start?
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Where do I start?
You talking to me?Email andCollaboration Client
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You talking to me?
You talking to me?Email andCollaboration Client
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You talking to me?
Where is my stuff?Enterprise Content andSharePoint Repositories
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y
Where is my stuff?Enterprise Content andSharePoint Repositories
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y
Whats up? Social Analytics
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p
3) and then listen and learn
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Innovation and good ideasoften doesnt call attention to itself
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often doesn t call attention to itself
Innovation and good ideasoften doesnt call attention to itself
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often doesn t call attention to itself
The Candle Problem
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The Candle Problem
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The Candle Problem
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The Candle Problem
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In open conversations youmay not know where the valuable
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insight is going to come from
You need insight
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You need to tap into the socialconversations
Cognos Consumer Insight
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What are the connections? Atlas
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And back on the subjectof your people with hunches
This is an area where HRmay need some newapproaches
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Weve always recognized the valueof the salespersons rolodex
Customer contacts,relationships,conversations and trust
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Now we need to recognize the businessvalue of your active social users
Social network, customercontacts, relationships,conversations and trust
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So remember:
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If you have an apple and I havean apple and we exchangethese apples then you and I willstill each have one apple.But if you have an idea and Ihave an idea and we exchangethese ideas, then each of us willhave two ideas.
George Bernard Shaw
So if you want your organization to growyoure going to need a creative culture
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So if you want your organization to growyoure going to need a creative culture
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IBMs culture is one that appreciates andencourages innovation and new ideas
We can help you!
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www.ibm.com/social
Anything less would bejust anti-social
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ideas? questions?comments?
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thank you its been my pleasure
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Louis RichardsonSocial Business EvangelistIBM
www.creativitycrisis.comwww.twitter.com/inter_vivoswww.linkedin.com/in/louisrichardsonwww.youtube.com/louisrichardsonjr www.slideshare.net/louisrichardsonabout.me/louisrichardson
disclaimer they make me do it
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IBM Corporation 2012. All Rights Reserved.
The information contained in this publication is provided for informational purposes only. While efforts were made to verify thecompleteness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind,express or implied. In addition, this information is based on IBMs current product plans and strategy, which are subject tochange by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to,
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