Tom Peters’ Re-Imagine excellence!



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Wik-i-ped-ia

  • Social Survival Manifesto*
  • Hiding is not an option.
  • Face it, you are outnumbered. (“level playing field, arrogance denied”)
  • You no longer control the message.
  • Try acting like … a human being.
  • Learn to listen, or else. (“REALLY listening to others a must”)
  • Admit that you don’t have all the answers.
  • Speak plainly and seek to inform.
  • Quit being a monolith. (“Your employees, speaking online as individuals, are a crucial resource … can be managed through frameworks that ENCOURAGE participation”)
  • Try being less evil.
  • Pay it forward, now. (“Internet culture largely built on the principal of the Gift Economy … give value away to your online communities”)
  • *Tom Liacas; socialdisruptions.com
  • Teva Canada: Supply chain excellence achieved. Share-Point/troubleshooting/Strategy-Nets/hooked to other functions; Moxie social tools, document editing, etc.
  • IBM: Social business tools/30 percent drop in project completion time/300K on LinkedIn, 200K on Facebook.
  • MillerCoors: Gender imbalance. Women of Sales peer support. Private network. Attrition plummeted.
  • Bloomberg: Mobi social media analytics prelude to stock performance.
  • Intuit: TurboTax struggling against H&R Block temp staffing/customers #1 asset/ Live Community, focused on help with transactions .
  • Social Business By Design: Transformative Social Media Strategies
  • For the Connected Company —Dion Hinchcliffe & Peter Kim
  • Seven Characteristics of the Social Employee
  • 1. Engaged
  • 2. Expects Integration of the Personal and Professional
  • 3. Buys Into the Brand’s Story
  • 4. Born Collaborator
  • 5. Listens
  • 6. Customer-Centric
  • 7. Empowered Change Agent
  • Source: Cheryl Burgess & Mark Burgess, The Social Employee
  • Marbles, a Ball and Social Employees ay IBM
  • “Picture a ball and a bag of marbles side by side. The two items might have the same volume—that is, if you dropped them into a bucket, they would sisplace the same amount of water. The difference, however, lies in the surface area, Because a bag of marbles is comprised of several individual pieces, the combined surface area of all the marbles far outstrips the surface area of a single ball. The expanded surface area represents a social brand’s increased diversity. These surfaces connect and interact with each other in unique ways, offering customers and employees alike a variety of paths toward a myriad of solutions. If none of the paths prove to be suitable, social employees can carve out new paths on their own.” —Ethan McCarty, Director of Enterprise Social Strategy, IBM (from Cheryl Burgess & Mark Burgess, The Social Employee
  • Formal IBM Social Business
  • Policy: Via a “wiki experiment;” IBM employees create crowd-sourced policy.*
  • *Subsequently “Digital IBMer Hub”; “Connections” social
  • media platform, etc. etc.
  • Source: IBM case, in Cheryl Burgess & Mark Burgess, The Social Employee
  • IBM Social Business Markers/2005-2012
  • *433,000 employees on IBM Connection
  • *26,000 individual blogs
  • *91,000 communities
  • *62, ooo wikis
  • *50,000,000 IMs/day
  • *200,000 employees on Facebook
  • *295, 000 employees/800,000 followers
  • of the brand
  • *35,000 on Twitter
  • Source: IBM case, in Cheryl Burgess & Mark Burgess, The Social Employee

SB/SE > SM* *“Social BUSINESS”/“Social EMPLOYEE”/“Social Media”

  • Collaborative Economy/
  • Sharing Economy
  • Collaborative Economy/Sharing Economy
  • (Social Network Driven)
  • *Airbnb
  • *Uber
  • *Taskrabbit*Lyft
  • *Sidecar
  • *CrowdSpring
  • *oDesk
  • *Zirtual
  • *PopExpert
  • **Techshop
  • *Relayride
  • *Etc.
  • *Many, many Etcs.
  • Curing Short Attention Spans: “My Busy Bucket will ship a plastic tub containing two hundred dollars worth of books, CDs, DVDs, puzzles, crafts, and toys (mostly wooden ones from Europe) to your offspring, and after twenty-one
  • or thirty days, depending on your plan,
  • a very nice FedEx man will make the package go bye-bye. The exact assortment of amusements is tailored
  • to the munchkin’s age (newborn to six) and the customer-selected theme (such as dress-up, sports, superheroes, princess/fairy).” —Patricia Marx, “Outsource Yourself,” The New Yorker, 01.14.2013
  • (on Audrey Zardkoohi & Elizabeth Baumgarten, founders of the toy rental company Busy Bucket)
  • The Power of Public Thinking
  • THINKING OUT LOUD: How Successful
  • Networks Nurture Good Ideas
  • —Clive Thompson, Atlantic/10.13
  • Per DAY
  • 154.6 billion emails
  • 400 million tweets
  • 16 billion words on Facebook
  • 52 TRILLION words on
  • email and social media*
  • (*equivalent to 520 million books)
  • —Clive Thompson, “THINKING OUT LOUD: How Successful
  • Networks Nurture Good Ideas,” Atlantic/10.13
  • “Before the Internet, most people rarely wrote for pleasure or intellectual satisfaction after graduating from high school or college. … The fact that so many of us are writing—sharing our ideas, good and bad, for the world to see—has changed the way we think. Just as we now live in public, so do we think in public. And that is accelerating the creation of new ideas and the advancement of global knowledge.”
  • —Clive Thompson, “THINKING OUT LOUD: How Successful
  • Networks Nurture Good Ideas,” Atlantic/10.13
  • “Having an audience can clarify thinking. It’s easy to win an argument inside your head. But when you face a real audience, you have to be truly convincing. … Studies have found that the effort of communicating to someone else forces you to pay more attention and learn more.”
  • —Clive Thompson, “THINKING OUT LOUD: How Successful
  • Networks Nurture Good Ideas,” Atlantic/10.13
  • “Brenda Clark Gray, an instructor at Douglas College in British Columbia, had her English students create Wikipedia entries on Canadian writers to see if it would get them to take the assignment more seriously. She was stunned at how well it worked.
  • ‘Often they’re handing in these essays without any
  • citations, but with Wikipedia they suddenly were staying
  • up till 2 am honing and writing the entries and carefully sourcing everything,’ she tells me. The reason, the
  • students explained to her, was that their audience—the Wikipedia community—was quite gimlet eyed and critical. They were harder ‘graders’ than Gray herself.”
  • —Clive Thompson, “THINKING OUT LOUD: How Successful
  • Networks Nurture Good Ideas,” Atlantic/10.13
  • “Once thinking is public, connections take over. Anyone who’s Googled a favorite hobby, food, or political subject has discovered some teeming site devoted to servicing the infinitesimal fraction of the public that shares their otherwise obscure obsession. (Mine: guitar pedals, modular origami, and the 1970s anime show ‘Battle of the Planets.’) Propelled by the hyperlink, the Internet is a connection-making machine. And making connections is a big deal in the history of thought. … .”
  • —Clive Thompson, “THINKING OUT LOUD: How Successful
  • Networks Nurture Good Ideas,” Atlantic/10.13
  • “Gamification”:
  • Ultimate ENGAGEMENT Tool


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