The Public Sector and the Social Organization

Public services and social business ‐ a new world of involvement?

Anne McCrossan ‐ Visceralbusiness.com ‐ @Annemcx

Increasing employee saAsfacAon

Decreasing travel costs

Increasing customer saAsfacAon

Increasing speed of access to internal experts

Increasing effecAveness of markeAng

Reducing communicaAon costs

Increasing speed of access to knowledge

35%

40%

43%

43%

52%

54%

68%

20% 40% 60% 80% 100%

Business returns being seen from Web 2.0 Benefits acknowledged by survey respondents (%) Source: McKinsey September 2009

Close to seven out of ten respondents (69%) report that their companies “have gained measurable business benefits, including more innovaAve products and services, more effecAve markeAng, be[er access to knowledge, lower cost of doing business, and higher revenues”.

easy to feel unanchored from what is known

old boundaries may not be so relevant

things change

‘I’ becomes the boundary

walls can become blurred

What does this mean for how public service organizaAons define internal collaboraAon?

80% tacit communicaAon

Source: Karen Stephenson Neaorm

80% tacit communicaAon

hubs

gatekeepers

pulsetakers


80%

learning

strategy

advice

innovaAon

social

decision making

tacit communicaAon


80% strategy

advice

innovaAon

decision making

How can we make the most of untapped tacit informaAon and establish effecAve networks?

tacit communicaAon

‘The people formerly known as the audience’

read favourite comment subscribe network collaborate moderate lead

Copyright © 2009 Visceral Business

pa[erns of evoluAon political, psychological, commercial, behavioural

monarchy absolute rule oligarchy democracy commune mulAtude

poliAcal evoluAon

then now

Maslow’s hierarchy of needs


physiological needs safety love and belonging esteem self‐actualizaAon

psychological evoluAon


physiological needs safety love and belonging esteem self‐actualizaAon

The ‘me’ society and individual idenAty

‘affinity is stronger than structure’

tangible assets intangible assets

posiAoning spectrum


posiAoning spectrum

who you are and

what you do

products and

services

skills and

approach

culture and

personality

mission and

cause

1 2 3 4 5


industrial organiza5ons

commercial organiza5ons

social organiza5ons

who you are and

what you do

products and

services

skills and

approach

culture and

personality

mission and

cause

1 2 3 4 5

u5li5es causes

a commercial evoluAon




social organiza5ons

who you are and

what you do

products and

services

skills and

approach

culture and

personality

mission and

cause

1 2 3 4 5

u5li5es causes

mining retail mining


housing

energy charities

pharma trade guilds

councils and public services transport auto travel and leisure

food and beverages membership organizations

financial services

consumer electronics

fmcg media and cultural institutions

technology government




social organiza5ons

who you are and

what you do

products and

services

skills and

approach

culture and

personality

mission and

cause

1 2 3 4 5

u5li5es causes


housing

energy charities

pharma trade guilds



financial services





less factory, more behaviours and relaAonships

‘social parAcipaAon is the new medium’ David Armano




social organiza5ons

who you are and

what you do

products and

services

skills and

approach

culture and

personality

mission and

cause

1 2 3 4 5

u5li5es causes


housing

energy charities

pharma trade guilds



financial services




commercial evoluAon

a bio‐logical kind of organizaAon

extrapolated, individualized, mission‐oriented forms of organizaAon

cultural idenAty and dna are vital (literally)

bio‐logical organizaAon

Yochai Benkler Berkman Professor of Entrepreneurial Legal Studies at

Harvard & Faculty co-director of the Berkman Center for Internet and Society

‘The personal computer changed the basic model of capitalizaAon of informaAon, knowledge, and cultural producAon.

ComputaAon, communicaAons, storage, sensing, and capture devices are now widely distributed.

These, in turn, enable the effecAve deployment of the other core input into the global informaAon economy ‐ human creaAvity, wisdom, insight, and perspecAve.’

‘Capital, Power, and the Next Step in Decentralization’ Essay, Sept 16th 2009

The driving power of the internet comes from how it’s giving people the tools to self-actualize, turning intentions and desires into attention and ideas.

The potenAal opportunity

‘you can’t fake community, you can’t force it, either’ Chris Brogan

credible and compelling

geek

loser poser

hero

credible and compelling

cred

ible

compelling

broadcast is being replaced by involvement…

‘People will forget what you said, they’ll forget what you did, but they’ll never forget how you made them feel and what you

inspired them to do.’

New ethics, blatant integrity

be authenAc not persuasive IPA Social Principle #6

collaboraAon is an opportunity to redefine purpose

# security

# safety

# local knowledge

# neighbourhood

# efficiency

# listening ear

What be:er place to care about than where people live?

# process

new management styles

amiable expressive

analyAcal driver

task

peo

ple

ask tell Source: Keirsey Temperament Sorter

selecAves

mavens

wallflowers

bu[erflies

frequency of use

num

ber

of

chan

nels

lo

w

high

low high Source: AlAmeter Group

bystanders

weak links

emotional commitment

inte

llec

tual

und

erst

andin

g

champions

loose cannons

low

hi

gh

low high

communicaAon can become richer

Empathic listening Factual listening

Downloading GeneraAve listening

1

2 3

4

quick fixes, reacAons

redesigning policies reframing values and beliefs

regeneraAng sources of self and purpose

Source: C. O[o Scharmer Prescencing InsAtute

Wealth created through the

division of labour

Wealth created through sustainable

social benefit

CollaboraAon creates new dimensions of value within an organizaAon

Your organizaAon has a unique DNA and culture worth culAvaAng

Get up the curve by connecAng with what ma[ers and go beyond tools and channels

There is no internal and external in the social organizaAon; leadership skills and management capabiliAes are valuable throughout

Establish networks capable of harnessing a[enAon, contribuAon and wanAng to connect.

becoming social

Photos and credits Slide 1 : London Street Art Waterloo by londonstreetart2 h[p://bit.ly/cN3l2 Slide 2 : Ker‐Plunk by Dr Craig h[p://bit.ly/pS8Iz Slide 4 : Fall to Heaven by Sharham Sharif h[p://bit.ly/4jyyQj Slide 5 : City boundaries by Citymuso h[p://bit.ly/13SjyH Slide 8 : Phra Sumen Fort by Michael Layefsky h[p://bit.ly/zX8am Slide 38: New spectacles by Steve Green h[p://bit.ly/LvyNa Slide 38: Time to play by qcomplex5 h[p://bit.ly/e0qsD Slide 38: 4 by 3li[leboyz h[p://bit.ly/2R5asI Slide 38: My Name is Not Clark Kent! Carlos Norbero h[p://bit.ly/JFlIl Slide 43: Smile by jiggskykeken h[p://bit.ly/2cvjqJ Slide 43: Work in Progress by Katherine Treffinger h[p://bit.ly/FfT0u Slide 43: Post Office by Suzy Pym h[p://bit.ly/FW8nD Slide 43: Driving light by Crankydragon h[p://bit.ly/19jNBC Slide 44: I ate 6 by Farl h[p://bit.ly/4sMMZQ Slide 44: Bu[erflies in my head by Kees Straver h[p://bit.ly/ooIpN Slide 44: Wallfower by CogniAve AmbiAon h[p://bit.ly/YcOjV Slide 44: Rainbow Coloured 319 by CrashCalloway h[p://bit.ly/2sTaGJ Slide 45: Passively bystanding by Lo Li h[p://bit.ly/odsab Slide 45: The weakest link by Darwin Bell h[p://bit.ly/FAPcN Slide 45: Target Day 2 by Mikey Sachs h[p://bit.ly/O09Os Slide 49: Maurício Chileno by Marcelo Mug h[p://bit.ly/ztYsC

McKinsey Business Survey details can be found here h[p://bit.ly/10OccC

The Public Sector and the Social Organization

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