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Planning for Disruption
The document outlines a framework for agile online governance amidst disruptive innovations, emphasizing the transformation of markets through simplicity and accessibility. It presents nine steps to maintain organizational agility, including monitoring, defining goals, and iterating processes. Additionally, it examines the roles of innovation leadership and communities of practice in fostering a nimble organizational environment.
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Planning for Disruption
- 1. Planning for Disruption: Ninesteps toward agile online governance J. Boye Philadelphia 2011 May 5, 2011 Jay Collier • [email protected] B. S. Wise
- 2. Emerging media forlearning organizations • WGBH Educational Foundation • Public Broadcasting Service • Massachusetts Institute of Technology • Dartmouth College • Bates College • Maine Department of Education • The Compass LLC B. S. Wise
- 3. House calls Ted Kerwin
- 4. Movable type Wikipedia
- 5. Batch processing Pargon
- 6. Replacement cartidges Ollie Svenson Pargon
- 7. Horizontal hold Mandy Goldberg
- 8. Chalk and erasers Wikipedia
- 9. Your product orservice here?
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- 11. Clayton Christensen “A ‘disruptiveinnovation’ ... transforms an existing market or sector — or creates a new one — by introducing simplicity, convenience, accessibility, reliability, and affordability”
- 12. Digital MEDIA Personal computer Digital networks Electronic World Wide Web MEDIA Telegraph Printed Telephone MEDIA Radio Written Television Movable type Physical MEDIA Printing press EXPERIENCE Cave walls Photograph Bamboo slips Motion pictures Verbal Parchment Visual Paper mashdnart nate mightyboybrian wilhei schizoform mauricedb zest-pk wonderlane
- 13. Web 3.0? Evolution of the online ecosystem (or other buzzword?) (Simplified) ~2014 The Live Web “IS” Web 2.0 Online experiences will be assembled Web 1.0 ~2007 automatically and securely, based on personal and social interests, from The next Web was “ME” and“US” services and systems hosted in the ~2000 “IT” The first Web was Knowledge about an organization started moving virtual cloud. Standard exchange methods are critical. out into the “cloud.” Services, too. Most knowledge Facebook Share knowledge about an organization was on “the” Web site. Delicious Flickr Web media and content WordPress Media Google Docs hosted locally and content Use services hosted locally Enterprise Enterprise data data Wikipedia LinkedIn Enterprise Phone Television data Email YouTube NetVibes Twitter Build connections Range of organizational IT governance and infrastructure v0.99 - Jay Collier, 12/2/08 Questions/comments? <mailto:[email protected]> Authorized access across services
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- 15. Who is responsiblefor disrupting markets or industries? 50 Investors 6% 37.5 Agile incumbents 13% 25 Early adopters 34% 12.5 Scrappy upstarts 47% 0 Juniper Research for Wired Magazine
- 16. Warren Bennis Skunk works:“a project typically developed by a small and loosely structured group of people who research and develop a project primarily for the sake of innovation.”
- 17. Twentieth-century examples • Walt Disney animation studios • Black Mountain College • Lockheed's Skunk Works • Xerox's Palo Alto Research Center • Apple Computer
- 18. John Seely-Brown Communities ofPractice ... offer the core of a large organization a means and a model to examine the potential of alternative views of organizational activity Wikipedia
- 19. Disruptive innovation teams INFORMAL• Type: Community of practice • Membership: Self-selected • Charge: Informal FORMAL • Type: Business unit • Membership: Appointed • Charge: Formal
- 20. Who is thesponsor? Innovation Leadership Group Innovation Management Group Innovation Operations Group
- 21. What is therelationship to core governance? Marc Smith, Colin Project Perfect, Level Five Solutions
- 22. How to staynimble? Monitor, model, mentor, make meaning
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- 24. 2. Define goals 30 Lines, David Carrington, Wesley Fryer
- 25. 3. Listen toconstituents Pelle Sten, Tim Pierce, Kristen Wolff
- 26. 4. Prioritize needs Eliatt, Jay Collier
- 27. 5. Prototype Text
- 28. 6. Standardize Rob Enslin, Babak Fakhamzadeh, Daniel Panev
- 29. 7. Operationalize Robert Higgins, Perhapstoopink, UMass, EDUCAUSE
- 30. 8. Evaluate s Benefits (revenue, lead generation) - Costs (people, materials) = ROI Bill McChesney, TopRankBlog
- 31. 1996 9. Iterate 2001 2006 Awareness Knowledge Selection Satisfaction Loyalty Advocacy Wikipedia, Robin Corps
- 32. Are you planningfor disruption? How do you stay nimble? jaycollier.net • [email protected] B. S. Wise GE Healthcare