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The door the web is opening
How the web changes the business of
organisation and the organisation of business
David Cushman, 90:10 Group
@davidcushman
                    FasterFuture.blogspot.com

         david@ninety10group.com
                    The Power of the Network



•   20+ years in traditional media – 12 of which in digital
•   Blogging since 1999.
•   Author of The Power of the Network and the
    forthcoming Platform Thinking: How the web
    changes the business of organisation and the
    organisation of business.
•   Ex Digital Development Director Bauer Media
•   Ex Director of Social Media at Brando Social
•   Board Trustee Citizens Online
•   Co-Founder 90:10 Group – a global business                           lulu.com
    consultancy focused on inspiring Open Business to
    deliver effective engagement, insight, innovation and
    change with the tools and techniques of social
    media
•   Dad, Husband, Father, Brother
•   www.Ninety10group.com 
•   linkedin.com/in/davidcushman
What am I talking about?



•   I’d like us to think about how
    and why the web is such a
    disruptive, unstoppable, force
•   How it means so much about
    the world we know is changing
    and must change
•   How it opens a door to a better
    way of being a business

•   The crucial differences between
    social and open business
Why am I talking about this?


• Because you must prepare to
  change – not simply how you
  do things, but what you do and
  WHY you do them.
• The how of implementation
  should be your last
  consideration right now – not
  the tech-solution driven first.
• Why buy a screwdriver if you
  don’t know what you are
  building or why?
The future isn’t digital





Not books, but renaissance, end of feudalism, 
Changes in the way information flowed changed the
way society was organised
What’s the next tool?
What’s the next tool?
What’s the next tool?
What’s the next tool?
What’s the next tool?
What’s the next tool? The next device?
What’s the next tool? The next device?
Don’t need to worry about that


• Worry less about
  what the tech is
• Understand what
  people are doing,
  with each other,
  with the tech
The future is self-organised


• The social technologies we now
  have bring people together;
  people who care about the
  same things.
• They lower the cost of group
  forming.
• Groups (Communities of
  Purpose, less of friends) lower
  the cost of action.
• They find each other, they
  create their own content, they
  distribute it to each other.
Keep Aaron Cutting
£35k raised and back in business




Not by an age-related charity... But by people who cared. 
And could.
#Riotcleanup
Conversation – aggregation - action


•  #riotcleanup, was started shortly
   after midnight by Dan Thompson,
   who runs a social initiative aimed
   at encouraging people to use
   empty shops and open spaces.
• By 10am Monday, the tag was
   the top trending topic in the UK,
   and the second worldwide.
• Can centrally organised,
   monolithic hierarchies: 
1. Adapt to need as accurately,
2. Allocate resource as
   appropriately
                     How can organisations seek to match
3. Act to create change as fast?
     this? What is their role in the context of
                                    the self-organising future?
The new reality 3D printing (desktop factories) reveals

Home factories to have the impact and reach of PCs

•   3D printing is a few short years away from having
    the impact and reach of the home pc*

•   Those who thought the disruption delivered by
    the web ends at movies, music and paid-for
    content, must take a deep breath and imagine
    this:


   “(We) may be heading to a world in
    which people do not buy consumer
    goods but download them from the
    web to print them themselves... 

                                                           *S Bradshaw, A Bowyer and P

 “The ability of a 3D printer to print a copy of itself   Haufe, "The Intellectual Property
  suggests the cost of 3D printing may rapidly fall to     Implications of Low-Cost 3D
                                                           Printing", (2010)
  become a widely-available technology.”
What about economies of scale?

The future is a more widely distributed, less centrally organised place

•   What of economies of scale? That's
    the howl heard against serving of
    micro-niches (in which users shape
    products to their fitness landscape,
    compared to the often wasteful ill-fit of
    the lowest-common-denominators of
    mass production).

    The future is a more
    widely distributed, less
    centrally organised
    place...
                                                *S Bradshaw, A Bowyer and P Haufe, "The
•   Economies of scale are not                  Intellectual Property Implications of Low-Cost 3D
    universal: eg laundries vs washing          Printing", (2010)
    machines; Electricity in power stations
    vs generated by individual
    photovoltaics on everyone’s roof.
    Home printer vs photo-processing
    factories.
Niche and decentralised doesn’t mean alone

Our social nature drives our desire to connect




  • Our preference, as social beings, is to
     work with others. We are not silos and
     we will not produce, customise or
     replicate in silos.
   
  •   The web is not for taking from (ie searching for a product
      to download and print out). It is for connecting us, for
      making with (others).
  •   Through it we connect with people aiming to solve the
      same problem as us in real-time. 
  •   Through those relationships our preferences are shaped.
  •   When we find each other we need effective ways of
      surfacing our best ways forward - and support in reducing
      the cost of delivering those solutions/fixes/next steps.
We want to make together

The space for the organisation


•   Even a world in which we all have a home
    factory leaves a role for the organisation –
    provided it is one which takes a supporting –
    platform approach.
•   The very process of making together delivers
    better results for those with shared purpose
    (none of us is as clever as all of us, after all...)
• Platform Organisations bring us
  together and help us discover
  successful collective solutions.
•   The expertise they contribute will be another
    value-add. 
•   Their ability to bring us together to source raw
    materials at a collective price, another.
Where does the means of production reside?

3D printing is the new delivery truck

•   3D printing is one of the ways in which the
    outcome is delivered. It's the new delivery truck.
    The web - and the relationships it enables -
    retains its role as means of production. 

    

    Means of production = the machinery to
    produce... but that does not mean the device.

    

    In a mass production world the connection
    between the machinery and the process is
    clearer.
 
• A newspaper owner needed to own a printing
   press. They also needed to employ writers,
   photographers, editors etc to produce the
   content. 
• Which was the means of production? The
   printing press or the producers of the content?
   The two were so tightly connected it didn't
   matter.

   

The org isn’t the maker – it’s the supporter of makers

3D printing reveals the need for platform thinking

•   On the web the owner of the means of production is the
    person who creates the content. This was always so. In
    the past the owner of the means of production of content
    had no access to the printing press. Now they have the
    web and everyone is a publisher. 

•   The same is true of factories where the production line is
    the equivalent of the printing press. In a world in which
    everyone has access to their own production line (a home
    3D printer) the real means of production is revealed as
    those coming up with the ideas, process and required
    designs.

• 3D printing throws into sharp relief the
  need for organisations to think of
  themselves far less as the makers of,
  and far more the supporters of the
  makers of, 'their' products.

  

    

The role of the organisation – a platform for ‘making with’

 Purpose drives the ‘why’ someone would choose to make with you.



 
 A platform organisation uses its available resources to
   find, connect and support those who share its Purpose.

                                                                      Value
                Discover and                                       innovation
 Understand       introduce     Surface what                        Better-fit
 and express     those who        the group      Act to fix it      solutions
your Purpose     share your      wants to fix                       Efficient
                   Purpose
                                                                   marketing
Platforms lower the cost of relevant action
Making use of what we have in abundance – the desire to connect



•   They bring together people who
    believe in a cause – in a purpose.

•   When they gather they may find
    they have more than cash to give;
    skills, ideas, suggestions for
    improvements

•   They may find they care enough
    about those ideas that they are
    prepared not only to give but to act
    to make things better.
The journey
Three Steps



•   Traditional orgs are not               Operational
                                       Operational
                                        Operational
    best adapted to accessing
                                Learning | Processes | Guides
    the riches of the
    networked world.

                                          Strategic
•   To win you must become
    more like an Open                 Principles | Rules
    Business – built on the
    principles of platform
    thinking.
                                       Organisational
                                       Open | Platform
Step 1: Operational


A self-sustaining model for delivering
direct insights, best-fit products and
services and efficient social media
marketing.
Typical platform deliverables include: 

• Process for understanding online
conversation and deriving insight from it,
• A toolkit selected for monitoring online
conversation, (learning faster)
• Improved internal information flows and
workflows (speeding response).
• Bespoke training, guidelines and
governance (with documentation),
• Support for internal evangelists
• An org-specific way of co-creation
designed to deliver best-fit social media
tactics with relevant communities (building
relevance).
Step 2: Strategic - rules of success



 1.    Have something to believe
  in. What else have you got?

  2.    Don’t do stuff to people.
  Make stuff with people. That way
  it’ll be a better fit and matter more.

  3.    We don’t connect to be
  marketed to. No one forms groups
  or resides in communities to be
  marketed to. Ask yourself why
  groups DO form.

  4.    We do what the other
  monkeys around us do. Then
  post rationalise. This matters.

  5.    There are powerful
  connections between
  circumstances and behaviour.
  Do not ignore them.
Step 3: Organisational: 

Become an Open Business – a platform to achieve - with people



 A platform organisation uses its available
  resources to find, connect and support those who
  share its Purpose.
Not just a marketing solution

It’s a way of making better business



                                       • It’s about much more
                                         than message delivery,
                                         more even than changing
                                         behaviour.
                                       • It is the future of the
                                         business of business;
                                       • For the way things get
                                         made and made better,
                                         for how services get
                                         created and how ideas
                                         get shared 
                                       • It is the new way the
                                         world gets changed
Don’t manage channels, create value
Even governments can play...

•    Instead of using digital to
     ‘channel manage’ use it to
     create value.
•    1m-plus jobs lost in the UK
•    We can manage their
     relationship with welfare more
     efficiently
OR
• We can support them to find
  others who share their
  ambitions and need each
  others’ skills to build new
  businesses they all believe in



    A fundamental 21st century choice: To join the new -
    or make the old more efficiently. One has a future.
The revolution will not be automated

Look beyond tools


• The revolution will not be
  automated. 
• It will not be delivered as a
  turn-key solution or As A
  Service. 
• There will be no button to hit,
  switch to throw or command
  centre from which to run it. 
• The revolution will be hard,
  human, challenging, changing
  work.
Prepare to change what you do and WHY you do it

How you do it should be the last consideration, not the first


• Without the will to undergo cultural change all the tech
  will do is smear a little make up on the corpse of the past
  and prop it up in a chair. That won't fool anyone for long. 
• Treat me like a customer and I will buy your stuff. Treat
  me like a partner and I will help you make it. 
• No console has a 'treat me like a partner', button. 
• No console has an 'understand behavioural change'
  function. 
• Show me the console with 'make better messages' on it -
  let alone 'make better products and services'.
Why Open, not ‘Social’ business

        3 key distinctions focus on making with, not doing to


 1. It's not about the tools - it is about behaviours: 

  Often social business conversations focus on implementing
  software. Open Business urges you to think Behaviours first.
  What are people doing, what can and will they do? Start with
  tools and you’ll start in the wrong place - giving the old ways a
  little more life


    2. Think less about messages and more about products:
    Open Business makes things with the people for whom they are
    intended; for the best possible fit with real need; for efficiency; for
    results people care about. Messages are an outcome of this - not
    its purpose. Talk 'social' and all roads will lead you back to
    messages. 

    
                                                                          Tools vs Behaviours 


 3. Ditch the customer (love your partner)

  No, really. Stop thinking about customers. Customers are people
                                                                              Messages vs Products

  you do things to. Open Business urges you to think about                    Customers vs Partners
  partners to work with instead, to join with and be supported by
  the org in delivering the things all parties want - all partners want. 

Scaling your resources
It’s why we’re called 90:10


• The people who can make the biggest difference to your
  company or organisation don’t work for it.
• Adapting to the connected world means that they can
Summary


• The future isn’t digital, it is self-organised.
• When people can self-organise, the role of
  the organisation has to change.
• Your role is to become a supporting, open
  business platform to make change with
  those who believe as you do.
• Your first step is to understand WHY you
  are building something, then what that
  something is. 
• Only then should you consider how you
  will do it.
Contact


David Cushman
Co-Founder 90:10 Group
Managing Director 90:10 UK

46-47 Britton St, 
London EC1 M5UJ
T. +44 (0)207 253 0354
M. +44 (0)7736 353590

david@ninety10group.com
Thank you




Twitter: @davidcushman
Linkedin.com/in/
davidcushman
FasterFuture.blogspot.com

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How the web changes the organisation of business and the business of organisation

  • 1. The door the web is opening How the web changes the business of organisation and the organisation of business David Cushman, 90:10 Group
  • 2. @davidcushman
 FasterFuture.blogspot.com
 david@ninety10group.com
 The Power of the Network
 • 20+ years in traditional media – 12 of which in digital • Blogging since 1999. • Author of The Power of the Network and the forthcoming Platform Thinking: How the web changes the business of organisation and the organisation of business. • Ex Digital Development Director Bauer Media • Ex Director of Social Media at Brando Social • Board Trustee Citizens Online • Co-Founder 90:10 Group – a global business lulu.com consultancy focused on inspiring Open Business to deliver effective engagement, insight, innovation and change with the tools and techniques of social media • Dad, Husband, Father, Brother • www.Ninety10group.com • linkedin.com/in/davidcushman
  • 3. What am I talking about?
 • I’d like us to think about how and why the web is such a disruptive, unstoppable, force • How it means so much about the world we know is changing and must change • How it opens a door to a better way of being a business • The crucial differences between social and open business
  • 4. Why am I talking about this? • Because you must prepare to change – not simply how you do things, but what you do and WHY you do them. • The how of implementation should be your last consideration right now – not the tech-solution driven first. • Why buy a screwdriver if you don’t know what you are building or why?
  • 5. The future isn’t digital
 Not books, but renaissance, end of feudalism, Changes in the way information flowed changed the way society was organised
  • 11. What’s the next tool? The next device?
  • 12. What’s the next tool? The next device?
  • 13. Don’t need to worry about that • Worry less about what the tech is • Understand what people are doing, with each other, with the tech
  • 14. The future is self-organised • The social technologies we now have bring people together; people who care about the same things. • They lower the cost of group forming. • Groups (Communities of Purpose, less of friends) lower the cost of action. • They find each other, they create their own content, they distribute it to each other.
  • 15. Keep Aaron Cutting £35k raised and back in business Not by an age-related charity... But by people who cared. And could.
  • 16. #Riotcleanup Conversation – aggregation - action • #riotcleanup, was started shortly after midnight by Dan Thompson, who runs a social initiative aimed at encouraging people to use empty shops and open spaces. • By 10am Monday, the tag was the top trending topic in the UK, and the second worldwide. • Can centrally organised, monolithic hierarchies: 1. Adapt to need as accurately, 2. Allocate resource as appropriately How can organisations seek to match 3. Act to create change as fast? this? What is their role in the context of the self-organising future?
  • 17. The new reality 3D printing (desktop factories) reveals
 Home factories to have the impact and reach of PCs • 3D printing is a few short years away from having the impact and reach of the home pc* • Those who thought the disruption delivered by the web ends at movies, music and paid-for content, must take a deep breath and imagine this: “(We) may be heading to a world in which people do not buy consumer goods but download them from the web to print them themselves... *S Bradshaw, A Bowyer and P “The ability of a 3D printer to print a copy of itself Haufe, "The Intellectual Property suggests the cost of 3D printing may rapidly fall to Implications of Low-Cost 3D Printing", (2010) become a widely-available technology.”
  • 18. What about economies of scale?
 The future is a more widely distributed, less centrally organised place • What of economies of scale? That's the howl heard against serving of micro-niches (in which users shape products to their fitness landscape, compared to the often wasteful ill-fit of the lowest-common-denominators of mass production).
 The future is a more widely distributed, less centrally organised place... *S Bradshaw, A Bowyer and P Haufe, "The • Economies of scale are not Intellectual Property Implications of Low-Cost 3D universal: eg laundries vs washing Printing", (2010) machines; Electricity in power stations vs generated by individual photovoltaics on everyone’s roof. Home printer vs photo-processing factories.
  • 19. Niche and decentralised doesn’t mean alone
 Our social nature drives our desire to connect • Our preference, as social beings, is to work with others. We are not silos and we will not produce, customise or replicate in silos. • The web is not for taking from (ie searching for a product to download and print out). It is for connecting us, for making with (others). • Through it we connect with people aiming to solve the same problem as us in real-time. • Through those relationships our preferences are shaped. • When we find each other we need effective ways of surfacing our best ways forward - and support in reducing the cost of delivering those solutions/fixes/next steps.
  • 20. We want to make together
 The space for the organisation • Even a world in which we all have a home factory leaves a role for the organisation – provided it is one which takes a supporting – platform approach. • The very process of making together delivers better results for those with shared purpose (none of us is as clever as all of us, after all...) • Platform Organisations bring us together and help us discover successful collective solutions. • The expertise they contribute will be another value-add. • Their ability to bring us together to source raw materials at a collective price, another.
  • 21. Where does the means of production reside?
 3D printing is the new delivery truck • 3D printing is one of the ways in which the outcome is delivered. It's the new delivery truck. The web - and the relationships it enables - retains its role as means of production. 
 
 Means of production = the machinery to produce... but that does not mean the device.
 
 In a mass production world the connection between the machinery and the process is clearer. • A newspaper owner needed to own a printing press. They also needed to employ writers, photographers, editors etc to produce the content. • Which was the means of production? The printing press or the producers of the content? The two were so tightly connected it didn't matter.
 

  • 22. The org isn’t the maker – it’s the supporter of makers
 3D printing reveals the need for platform thinking • On the web the owner of the means of production is the person who creates the content. This was always so. In the past the owner of the means of production of content had no access to the printing press. Now they have the web and everyone is a publisher. • The same is true of factories where the production line is the equivalent of the printing press. In a world in which everyone has access to their own production line (a home 3D printer) the real means of production is revealed as those coming up with the ideas, process and required designs. • 3D printing throws into sharp relief the need for organisations to think of themselves far less as the makers of, and far more the supporters of the makers of, 'their' products.
 
 

  • 23. The role of the organisation – a platform for ‘making with’
 Purpose drives the ‘why’ someone would choose to make with you. A platform organisation uses its available resources to find, connect and support those who share its Purpose. Value Discover and innovation Understand introduce Surface what Better-fit and express those who the group Act to fix it solutions your Purpose share your wants to fix Efficient Purpose marketing
  • 24. Platforms lower the cost of relevant action Making use of what we have in abundance – the desire to connect • They bring together people who believe in a cause – in a purpose. • When they gather they may find they have more than cash to give; skills, ideas, suggestions for improvements • They may find they care enough about those ideas that they are prepared not only to give but to act to make things better.
  • 25. The journey Three Steps • Traditional orgs are not Operational Operational Operational best adapted to accessing Learning | Processes | Guides the riches of the networked world. Strategic • To win you must become more like an Open Principles | Rules Business – built on the principles of platform thinking. Organisational Open | Platform
  • 26. Step 1: Operational A self-sustaining model for delivering direct insights, best-fit products and services and efficient social media marketing. Typical platform deliverables include: • Process for understanding online conversation and deriving insight from it, • A toolkit selected for monitoring online conversation, (learning faster) • Improved internal information flows and workflows (speeding response). • Bespoke training, guidelines and governance (with documentation), • Support for internal evangelists • An org-specific way of co-creation designed to deliver best-fit social media tactics with relevant communities (building relevance).
  • 27. Step 2: Strategic - rules of success 1.    Have something to believe in. What else have you got?
 2.    Don’t do stuff to people. Make stuff with people. That way it’ll be a better fit and matter more.
 3.    We don’t connect to be marketed to. No one forms groups or resides in communities to be marketed to. Ask yourself why groups DO form.
 4.    We do what the other monkeys around us do. Then post rationalise. This matters.
 5.    There are powerful connections between circumstances and behaviour. Do not ignore them.
  • 28. Step 3: Organisational: 
 Become an Open Business – a platform to achieve - with people A platform organisation uses its available resources to find, connect and support those who share its Purpose.
  • 29. Not just a marketing solution
 It’s a way of making better business • It’s about much more than message delivery, more even than changing behaviour. • It is the future of the business of business; • For the way things get made and made better, for how services get created and how ideas get shared • It is the new way the world gets changed
  • 30. Don’t manage channels, create value Even governments can play... • Instead of using digital to ‘channel manage’ use it to create value. • 1m-plus jobs lost in the UK • We can manage their relationship with welfare more efficiently OR • We can support them to find others who share their ambitions and need each others’ skills to build new businesses they all believe in A fundamental 21st century choice: To join the new - or make the old more efficiently. One has a future.
  • 31. The revolution will not be automated
 Look beyond tools • The revolution will not be automated. • It will not be delivered as a turn-key solution or As A Service. • There will be no button to hit, switch to throw or command centre from which to run it. • The revolution will be hard, human, challenging, changing work.
  • 32. Prepare to change what you do and WHY you do it
 How you do it should be the last consideration, not the first • Without the will to undergo cultural change all the tech will do is smear a little make up on the corpse of the past and prop it up in a chair. That won't fool anyone for long. • Treat me like a customer and I will buy your stuff. Treat me like a partner and I will help you make it. • No console has a 'treat me like a partner', button. • No console has an 'understand behavioural change' function. • Show me the console with 'make better messages' on it - let alone 'make better products and services'.
  • 33. Why Open, not ‘Social’ business
 3 key distinctions focus on making with, not doing to 1. It's not about the tools - it is about behaviours: 
 Often social business conversations focus on implementing software. Open Business urges you to think Behaviours first. What are people doing, what can and will they do? Start with tools and you’ll start in the wrong place - giving the old ways a little more life 
 2. Think less about messages and more about products: Open Business makes things with the people for whom they are intended; for the best possible fit with real need; for efficiency; for results people care about. Messages are an outcome of this - not its purpose. Talk 'social' and all roads will lead you back to messages. 
 Tools vs Behaviours 
 3. Ditch the customer (love your partner)
 No, really. Stop thinking about customers. Customers are people Messages vs Products
 you do things to. Open Business urges you to think about Customers vs Partners partners to work with instead, to join with and be supported by the org in delivering the things all parties want - all partners want. 

  • 34. Scaling your resources It’s why we’re called 90:10 • The people who can make the biggest difference to your company or organisation don’t work for it. • Adapting to the connected world means that they can
  • 35. Summary • The future isn’t digital, it is self-organised. • When people can self-organise, the role of the organisation has to change. • Your role is to become a supporting, open business platform to make change with those who believe as you do. • Your first step is to understand WHY you are building something, then what that something is. • Only then should you consider how you will do it.
  • 36. Contact David Cushman Co-Founder 90:10 Group Managing Director 90:10 UK 46-47 Britton St, London EC1 M5UJ T. +44 (0)207 253 0354 M. +44 (0)7736 353590 david@ninety10group.com