WECREATE @ INTEL
-
Upload
wecreate-worldwide -
Category
Technology
-
view
479 -
download
3
description
Transcript of WECREATE @ INTEL
![Page 1: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/1.jpg)
OPENINGUP
JUNE 2012, INTEL CORP
TO THE COLLABORATIVE ECONOMY
@NICKWECREATE
NICK JANKEL, WECREATE
![Page 2: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/2.jpg)
SOME CLIENTS
![Page 3: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/3.jpg)
BIG IDEAOF THE FUTURE THAT IS ENERGIZING YOU
![Page 4: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/4.jpg)
GLOBAL O.S.HAS CHANGED OVER THE LAST 5,000 YEARS
![Page 5: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/5.jpg)
“Operating systems provide a platform on top of which other software works. Your choice of operating system, therefore, determines to a great extent the applications you can run.”WEBOPEDIA
![Page 6: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/6.jpg)
TRIBES
HUNTER-GATHERER
![Page 7: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/7.jpg)
TRIBESKITH & KIN POWER & WEALTH GIVEN TO THE STRONGHEROS & CHIEFTAINS WINTRIBE FIGHTS & ENSLAVES
![Page 8: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/8.jpg)
TRIBAL O.S. IS UNDERPINNED BY
GROUP IDENTITY, GIFT EXCHANGE, SHAMENS &
SPIRIT WORLDS
![Page 9: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/9.jpg)
TRIBES
HUNTER-GATHERER
HIERARCHIES / BUREAUCRACIES
![Page 10: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/10.jpg)
HIERARCHYSTATUS & PRIVILEGEPOWER & WEALTH TAKEN BY THE TOPAUTOCRATS & ARISTOCRATS WINCONQUER NATIONS TO EXPAND TRADE
![Page 11: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/11.jpg)
HIERARCHY O.S. IS UNDERPINNED BY PAGEANTRY, FEALTY, ARMIES, PRIESTS, NATIONALISM,
IDEOLOGIES
![Page 12: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/12.jpg)
TRIBES HUNTER-
GATHERER HIERARCHIES /
BUREAUCRACIES
MARKETS
![Page 13: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/13.jpg)
MARKETIDEAS & EFFICIENCIESPOWER & WEALTH EARNED BY INVESTMENTINGENIOUS & INDUSTRIOUS WINCREATE & DEFEND MARKETS
![Page 14: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/14.jpg)
MARKET O.S. IS UNDER-PINNED BY CAPITAL, DEBT & INTEREST,
CORPORATIONS, STOCKS & SHARES
![Page 15: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/15.jpg)
NOW WHAT?
![Page 16: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/16.jpg)
INTHE LAST24HOURS
![Page 17: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/17.jpg)
1BILLION CONTENT PIECES ADDED TO FACEBOOK
![Page 18: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/18.jpg)
70,000HOURSYOUTUBE VIDEOS UPLOADED
![Page 19: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/19.jpg)
1 EACH
![Page 20: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/20.jpg)
400MILLIONSKYPE CALLS
![Page 21: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/21.jpg)
86,000NEW LINKEDIN MEMBERS
![Page 22: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/22.jpg)
16BILLIONSMS MESSAGES SENT
![Page 23: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/23.jpg)
AS WE SPEAK
![Page 24: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/24.jpg)
6BILLIONMOBILE SUBS
![Page 25: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/25.jpg)
1BILLIONBROADBAND MOBILE SUBS
![Page 26: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/26.jpg)
900 MILLIONFACEBOOK USERS
![Page 27: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/27.jpg)
200 MILLIONFACEBOOK USERS IN 2011
![Page 28: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/28.jpg)
600BILLION MINUTES PER MONTH SPENT ON FACEBOOK
![Page 29: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/29.jpg)
600MILLION MINUTES IN ALL THE MOVIES THAT HAVE EVER BEEN MADE
![Page 30: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/30.jpg)
225MILLIONTWITTER USERS
![Page 31: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/31.jpg)
250MILLIONTWEETS PER DAY
![Page 32: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/32.jpg)
18MILLIONFOLLOWERS OF LADY GAGA
18 MILLION FOLLOWERS
(AND NO-ONE MEDIATING THE RELATIONSHIPS)
![Page 33: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/33.jpg)
“SOWHAT?”
![Page 34: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/34.jpg)
NO.1 #TAG...OF 2011
![Page 35: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/35.jpg)
#EGYPT
![Page 36: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/36.jpg)
REVOLUTION
![Page 37: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/37.jpg)
WITH GREATER LONG-TERM & FAR-REACHING IMPACTS THAN THE POLITICAL REVOLUTIONS
THAT SHOOK THE WORLD
![Page 38: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/38.jpg)
“A revolution doesn't happen when society adopts new tools. It happens when society adopts new behaviours.”CLAY SHIRKY
![Page 39: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/39.jpg)
BY THE WEB
DRIVEN
![Page 40: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/40.jpg)
BY THE WEB
INSPIRED
![Page 41: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/41.jpg)
INTRINSIC HUMAN NATURE TO CREATE, SHARE, CONNECT
LIBERATING
![Page 42: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/42.jpg)
10,000 WATTS / DAY + 1010 TOOLS
5 MILLENNIA100 WATTS / DAY+ A FEW TOOLS
![Page 43: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/43.jpg)
TRIBES, HIERARCHIES AND MARKETS ARE BEING DISSOLVED
IN A GLOBALISED PARTICIPATORY NETWORKED
SOCIETY
![Page 44: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/44.jpg)
“Predicting the future of the Internet is easy: anything it hasn’t yet dramatically transformed, it will. People, companies, investors and even countries can’t stop this transformation. The only choice you have is whether you join the side of innovation and progress or you don’t.”
CHRIS DIXON
![Page 45: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/45.jpg)
LIES INCREASINGLY AT THE EDGES
POWER
![Page 46: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/46.jpg)
SOFTPEER POWER DISPLACES HIERARCHICAL POWER TO BECOME THE MOST IMPORTANT FORCE IN SOCIETY
![Page 47: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/47.jpg)
“Soft power – getting others to want the outcomes that you want – co-opts people rather than coerces them.”JOSEPH NYE JR.
![Page 48: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/48.jpg)
SOFT, PEER POWER DRIVES EVERYTHING FROM THE
OCCURRENCE OF OBESITY TO RISINGS OF THE ARAB
SPRING
![Page 49: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/49.jpg)
FROM THE FALL OF BLOCKBUSTER TO THE IPO
OF FACEBOOK
![Page 50: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/50.jpg)
WILLKOMMENET BIENVENUE
![Page 51: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/51.jpg)
AGE OFCO-CREATION
![Page 52: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/52.jpg)
TRIBES HUNTER-
GATHERER HIERARCHIES /
BUREAUCRACIES
MARKETS
NETWORKS
![Page 53: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/53.jpg)
NETWORKVALUES & AFFINITIESPOWER & WEALTH SHARED BY NETWORKOPEN & CONNECTED WINPARTICIPATE IN & CO-CREATE PROJECTS
![Page 54: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/54.jpg)
NETWORK O.S. IS UNDER-PINNED BY
THE NET, P2P, COLLECTIVE IQ, CO-OPERATION,
COMMON PURPOSE
![Page 55: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/55.jpg)
“If you want to go fast,go alone. If you want to go far, go with a group.”
AFRICAN PROVERB
![Page 56: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/56.jpg)
LAWOF REQUISITE VARIETY
![Page 57: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/57.jpg)
FIT THE CONTEXTOR FAIL
![Page 58: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/58.jpg)
58
GM - INVENTOR OF LINE MANAGEMENT & THE KPI - WENT
BUST IN THE NETWORK
![Page 59: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/59.jpg)
59
KODAK INVENTED THE DIGITAL CAMERA BUT COULDN’T UNDERSTAND WHERE VALUE
RESIDES FOR THE NETWORKED CONSUMER
![Page 60: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/60.jpg)
60
14 MILLION ACCOUNTS
CREATED IN 2011 60 PHOTOS
UPLOADED PER SECOND. A BILLION
DOLLARS.
![Page 61: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/61.jpg)
PRINCIPLESOF HOW WE DO BUSINESS MUST CHANGE
![Page 62: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/62.jpg)
ORGANISESYSTEMS, VALUE & PROFIT CENTRES AROUND THE NET(WORK)
![Page 63: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/63.jpg)
DO WORK!
NETS
![Page 64: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/64.jpg)
<TRANSACTION COSTS, OPPORTUNITY COSTS
![Page 65: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/65.jpg)
>FLOW OF IDEAS & INTENTIONS
![Page 66: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/66.jpg)
AS UNUSUAL
BUSINESS
![Page 67: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/67.jpg)
ONE LETTER AWAY FROM NOT WORKING
NETWORKING
![Page 68: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/68.jpg)
OPEN UPTO RESOURCES & SOURCES OF VALUE OUTSIDE OF THE ORGANISATION
![Page 69: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/69.jpg)
SHARE RISKSSHARE REWARDS
![Page 70: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/70.jpg)
www.wecreate.cc 70
TAKE PART IN COMING TOGETHER TO SOLVE OUR MOST
PRESSING CHALLENGES
![Page 71: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/71.jpg)
ONEPERSON, ENTERPRISE OR STATE CANNOT ACHIEVE AIMS ALONE
![Page 72: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/72.jpg)
YOU NEED TO COLLABORATE & CO-CREATE
AMBITION
![Page 73: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/73.jpg)
COLLABORATION TAKES A SIGNIFICANT INVESTMENT OF
ENERGY
AND A DIFFERENT WAY OF WORKING
WITH VERY DIFFERENT MINDSETS
![Page 74: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/74.jpg)
RISKYBUSINESS TO OPEN UP?
![Page 75: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/75.jpg)
HOLDING ONTO THE OLD WAY OF DOING
BUSINESS IS FAR MORE DANGEROUS
THAN RISKING OPENING UP
![Page 76: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/76.jpg)
$80 BILLION TO $0
![Page 77: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/77.jpg)
$0 BILLION TO $6
A PEER-ENABLED, SELF-ORGANISING BUSINESS MODEL
![Page 78: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/78.jpg)
“In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed.”CHARLES DARWIN
![Page 79: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/79.jpg)
WECREATE.CC: SWITCHED ON INNOVATION & LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON
![Page 80: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/80.jpg)
BOOSTING
@NICKWECREATE
THE POTENTIAL TO COLLABORATE
![Page 81: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/81.jpg)
AGE OFCO-CREATION
![Page 82: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/82.jpg)
TRIBES HUNTER-
GATHERER HIERARCHIES /
BUREAUCRACIES
MARKETS
NETWORKS
![Page 83: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/83.jpg)
THE CO-CREATION GAME
![Page 84: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/84.jpg)
1
Co-Creative
Collaborative
Cooperative
Closed
![Page 85: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/85.jpg)
HOW
KNOW
![Page 86: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/86.jpg)
WHAT, WHEN, WHO & WHY
KNOW
![Page 87: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/87.jpg)
FIRSTTHEN RELATIONSHIPS, THEN TRANSACTIONS
CHAT
![Page 88: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/88.jpg)
GIVEBEFORE WE GET
![Page 89: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/89.jpg)
GIVEUP ASSUMPTIONS / CONVENTIONS OF HOW TO LEAD
![Page 90: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/90.jpg)
THE MOST IMPORTANT SKILL OF THE 21ST CENTURY
CIQ
![Page 91: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/91.jpg)
BACTERIA BETTER ABLE TO COLLABORATE THAN
MOST OF US!
![Page 92: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/92.jpg)
TO COMPETE
TRAINED
![Page 93: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/93.jpg)
OF MANY COLLABORATIONS
FAILURE
![Page 94: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/94.jpg)
www.wecreate.cc
DOMINATION
![Page 95: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/95.jpg)
www.wecreate.cc
DISSIPATION
![Page 96: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/96.jpg)
www.wecreate.cc
DISINTEGRATION
![Page 97: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/97.jpg)
TO COLLABORATE
BORN
![Page 98: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/98.jpg)
YOURSELF & OTHERS
TRUST
![Page 99: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/99.jpg)
SEEKWIN WINS
![Page 100: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/100.jpg)
SEEKWIN WIN WINS
![Page 101: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/101.jpg)
ALWAYSEXIST IF WILLING TO ABANDON ASSUMPTIONS
![Page 102: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/102.jpg)
STATUS QUOMAINTAINED BY OUTDATED ASSUMPTIONS
![Page 103: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/103.jpg)
DIVERSETEAMS MORE CREATIVE THAN INDIVIDUAL GENIUSES
![Page 104: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/104.jpg)
DISRUPTIVEINNOVATION IS MORE LIKELY TO BE CO-CREATED
![Page 105: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/105.jpg)
CIQ COACHING
![Page 106: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/106.jpg)
Resilient
Possibility Focused
Empathic
Networked
Open
Responsive
Coachable
![Page 107: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/107.jpg)
WECREATE.CC: SWITCHED ON INNOVATION & LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON
![Page 108: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/108.jpg)
BREAKTHROUGH
@NICKWECREATE
INNOVATION
![Page 109: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/109.jpg)
WARNINGNOTHING IN HERE IS ‘TRUE’
(BUT IT MIGHT SERIOUSLY SWITCH YOU ON)
![Page 110: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/110.jpg)
WHATDO YOU SEE?
![Page 111: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/111.jpg)
![Page 112: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/112.jpg)
![Page 113: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/113.jpg)
“He was a bold man that first ate an oyster.”
JONATHAN SWIFT
![Page 114: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/114.jpg)
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
![Page 115: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/115.jpg)
NBASUPER HERO
![Page 116: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/116.jpg)
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
![Page 117: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/117.jpg)
DOLLAR COMPANY
6 BILLION
![Page 118: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/118.jpg)
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
![Page 119: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/119.jpg)
ROOMS BOOKED
5 MILLION
![Page 120: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/120.jpg)
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
![Page 121: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/121.jpg)
70% GROWTH OVER 8 YEARS
CLOSE TO CHINA
![Page 122: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/122.jpg)
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
![Page 123: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/123.jpg)
(AND A POP UP SHOP)
4 PRISONS
![Page 124: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/124.jpg)
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
![Page 125: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/125.jpg)
“If I had not been in prison I would not have been able to achieve the most difficult task in life, and that is changing yourself... Prison itself is a tremendous education in the need for patience and perseverance. It is above all a test of one's commitment.”
NELSON MANDELA
![Page 126: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/126.jpg)
‘Switched on’ people are either delusional or visionary.
Either way, they see a breakthrough where no-one else can see one.
![Page 127: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/127.jpg)
INNOVATIONSEEING PROBLEMSSWITCHING THEM INTO POSSIBILITIES
AND BRINGING THEM TO LIFE BRILLIANTLY, NO MATTER WHAT
![Page 128: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/128.jpg)
INNOVATORSCREATE NEW MARKETSTHROUGH (THOUGHT) LEADERSHIP
![Page 129: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/129.jpg)
INNOVATION & LEADERSHIP ARE THE DOUBLE HELIX OF
ALL BREAKTHROUGH
![Page 130: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/130.jpg)
“Innovation distinguishes between a leader and a follower.”
STEVE JOBS
![Page 131: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/131.jpg)
INCREMENTALEVOLUTIONARY
![Page 132: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/132.jpg)
![Page 133: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/133.jpg)
BREAKTHROUGHDISRUPTIVE
![Page 134: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/134.jpg)
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
![Page 135: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/135.jpg)
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
![Page 136: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/136.jpg)
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
![Page 137: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/137.jpg)
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
![Page 138: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/138.jpg)
WHAT IS A BREAKTHROUGH INNOVATION IN YOUR WORLD?
![Page 139: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/139.jpg)
BREAKTHROUGHINNOVATIONS
![Page 140: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/140.jpg)
DESTABILISESTATUS QUO
![Page 141: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/141.jpg)
CREATEA GREATER SHARE OF THE FUTURE
![Page 142: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/142.jpg)
CURRENT BUSINESS DRIVEN BY OLD RULES
![Page 143: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/143.jpg)
CURRENT LEADERS SUCCEEDED WITH THE OLD RULES
![Page 144: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/144.jpg)
BUSINESS WIRED TO RESIST CREATIVITY IN FAVOUR OF EFFICIENCY & CONTROL
![Page 145: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/145.jpg)
“There is deep institutional and cultural resistance to real change. And, as the forces of disruption increase, often the resistance of organizations under threat does not abate but intensifies, until flailing against this unknown or misunderstood enemy they exhaust themselves - take your pick from the slew of industry and organizational failures.”
ALAN MOORE, HUFFINGTON POST
![Page 146: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/146.jpg)
PEOPLEOFTEN CAN’T OR WON’T SEE THE FUTURE
![Page 147: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/147.jpg)
UNTIL IT IS TOO LATE
![Page 148: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/148.jpg)
$80 BILLIONTO $0
![Page 149: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/149.jpg)
WHY?ACCESS TO SAME IF NOT MORE TECHNOLOGY, RESOURCES, CAPITAL, STAR HIRES, RESEARCH ETC.
![Page 150: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/150.jpg)
PROBLEMPEOPLE TAKE OUT TOO FEW MOVIES, TOO INFREQUENTLY
![Page 151: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/151.jpg)
DOOMEDTO SOLUTION FAILURE
![Page 152: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/152.jpg)
WHY?
![Page 153: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/153.jpg)
![Page 154: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/154.jpg)
![Page 155: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/155.jpg)
MODELSALL ARE PREMISED ON ASSUMPTIONS
![Page 156: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/156.jpg)
STATUS QUOMAINTAINED BY OUTDATED ASSUMPTIONS
![Page 157: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/157.jpg)
SHAPE OUR SUCCESS AND DELINEATE OUR FAILURE
ASSUMPTION
![Page 158: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/158.jpg)
ASSUMPTIONVIDEOS ARE SCARCEWE CONTROL ACCESS (TIME & RANGE)YOU MUST COME INTO A STORELATE FEES ARE PART OF LIFE (AND OUR BUSINESS MODEL)
![Page 159: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/159.jpg)
SWITCH!
![Page 160: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/160.jpg)
ASSUMPTIONVIDEOS ARE ABUNDANTWE ENABLE ACCESSYOU CAN INTERACT & TRANSACT ONLINENO LATE FEES ARE A RIGHT THE COMMUNITY IS BETTER TOGETHER
![Page 161: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/161.jpg)
SOLUTIONA FLEXIBLE, ACCESSIBLE, ENJOYABLE PEER-POWERED ONLINE COMMUNITY WHERE WE CAN ALL SEE, RATE AND EXPLORE MOVIES TOGETHER
![Page 162: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/162.jpg)
![Page 163: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/163.jpg)
![Page 164: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/164.jpg)
BREAKTHROUGHINNOVATIONS CHANGE THE RULES FOREVER
BY SWITCHING THE ASSUMPTIONS THAT DRIVE THE SPACE
![Page 165: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/165.jpg)
SURFACEASSUMPTIONS, BIASES, BELIEFS
![Page 166: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/166.jpg)
SHARE AN ASSUMPTION THAT NO LONGER SERVES YOUR WORK
![Page 167: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/167.jpg)
Breakthrough Opportunity
© wecreate 2012
Breakthrough Proposition
Problem
What is the problem, in human terms?
Proposition
What is the current proposition that results inthis probelm?
Assumptions
What do we have to believe to generateand validate this proposition?
Breakthrough Insight
What kind of headline ideas couldseize this opportunity?
What proposition emerges from thisinsight?
What is a more insightful, future-positivebelief?
BREAKTHROUGH
167THE BREAKTHROUGH SWITCH
![Page 168: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/168.jpg)
IN 1983, ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
![Page 169: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/169.jpg)
Breakthrough Opportunity
© wecreate 2012
Breakthrough Proposition
Problem
What is the problem, in human terms?
Proposition
What is the current proposition [product offer, business model, org process] that leads to this problem?
Assumptions
What do we have to believe to generate and validate this proposition?
Breakthrough Insight
What kind of headline ideas could seize this opportunity?
What proposition maximises accessibility, usability and enjoyability?
What is a more powerful, liberating and abundant view ofhuman nature /life?
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win.
Everyday people are not buying or using computers as much as they could.
Productivity is the goal of life. Technology helps us be more productive cogs in the
business machine (growing profits, GDP etc.)
We design and sell ‘computers’ as creativity maximisers - they help people thrive.
Think different with a Mac... (and its ecosystem)
Creativity is the goal of life. Technology can help liberate us, empower us and inspire us.
PERSONAL COMPUTING
![Page 170: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/170.jpg)
![Page 171: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/171.jpg)
© Wecreate 2012
Impact
Professionalism
Culture Change
Availability (Reach)
Accessibility (Cost)
Usability
Enjoyability
ELEMENTS OF THE VALUE PROPOSITION
OPTIMAL
EXECCOACHING
![Page 172: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/172.jpg)
© Wecreate 2012
THE SWITCH
C H A O S
ORDER
ORDER
THE EXTENT OF THEBREAKTHROUGH
DEPENDS ON HOW DEEPWE ARE WILLING TO GOTO MAKE THE SWITCH
ORDER FROM CHAOS
![Page 173: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/173.jpg)
“One must have chaos in order to give birth to a dancing star.”
NIETZSCHE
![Page 174: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/174.jpg)
![Page 175: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/175.jpg)
WORLDSTARTS TO CHANGE, ASSUMPTIONS HAVE TO CHANGE WITH IT
![Page 176: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/176.jpg)
![Page 177: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/177.jpg)
![Page 178: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/178.jpg)
PROBLEMSCONTAIN WITHIN THEM THE ESSENCE OF THEIR CREATIVE SOLUTION
![Page 179: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/179.jpg)
IF...WE HAVE THE COURAGE, CURIOSITY & CREATIVITY TO FIND THEM
![Page 180: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/180.jpg)
EMBRACE THE CHAOS
AND GET COMFORTABLE WITH UNCERTAINTY
![Page 181: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/181.jpg)
FAILEDCOMPANIES HAVE ACCESS TO SAME (MORE!) TECHNOLOGY, CONSUMERS, CONSULTANTS, RESOURCES AS THE DISRUPTORS...
![Page 182: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/182.jpg)
TRAINEDNOT TO QUESTIONTO AVOID UNCERTAINTY & CHAOSNEVER CHALLENGE THE ‘WAY WE DO THINGS’NOT TO SEARCH FOR THE POSSIBLE
![Page 183: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/183.jpg)
REWIRETO QUESTIONTO EMBRACE UNCERTAINTYTO THINK DIFFERENTLYTO SEARCH FOR THE POSSIBLE
![Page 184: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/184.jpg)
SWITCH ONREWIRE OUR MINDS, TEAMS & ORGS TO SEE POSSIBILITIES IN PROBLEMS
![Page 185: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/185.jpg)
If we want breakthrough outcomes, we must have breakthrough thoughts.
![Page 186: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/186.jpg)
“Problems cannot be solved by the same level of consciousness that created them.”ALBERT EINSTEIN
![Page 187: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/187.jpg)
RISKY?TO MAKE THE SWITCH
![Page 188: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/188.jpg)
SURE!CREATIVITY IN LIFE AND WORK IS RISK INCARNATE
![Page 189: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/189.jpg)
![Page 190: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/190.jpg)
SWITCHED ONPEOPLE & BUSINESSES THRIVE IN THE GLOBALISED, NETWORKED, PARTICIPATORY WORLD
![Page 191: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/191.jpg)
You are only ever one (major) assumption away from a (massive) breakthrough.
![Page 192: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/192.jpg)
Impact Model Canvas
Growth Systems
What systems do we need to have in place to reach maximum scale? What people structures do we need to service this delivery model? How can we deploy these over
time to achieve our goals?
Growth Systems
What systems do we need to have in place to reach maximum scale? What people structures do we need to service this delivery model? How can we deploy these over
time to achieve our goals?
Growth Systems
What systems do we need to have in place to reach maximum scale? What people structures do we need to service this delivery model? How can we deploy these over
time to achieve our goals?
Growth Systems
What systems do we need to have in place to reach maximum scale? What people structures do we need to service this delivery model? How can we deploy these over
time to achieve our goals?
Brand StrategyWhat over-arching and engaging story are we going to tell to engage people? How do
we appeal to heard, heart and hand in a distinctive and authentic way How are we going to start and maintain conversations?
Brand StrategyWhat over-arching and engaging story are we going to tell to engage people? How do
we appeal to heard, heart and hand in a distinctive and authentic way How are we going to start and maintain conversations?
Brand StrategyWhat over-arching and engaging story are we going to tell to engage people? How do
we appeal to heard, heart and hand in a distinctive and authentic way How are we going to start and maintain conversations?
Brand StrategyWhat over-arching and engaging story are we going to tell to engage people? How do
we appeal to heard, heart and hand in a distinctive and authentic way How are we going to start and maintain conversations?
Culture & Character
How do people have to behave during ‘business as
usual’ to deliver on the Activities, Resources &
Partnerships? How does this connect with our values, vision and org
intent? What ownership structures do you need to ensure congruence and
maximize impact?
Collaboration
Who are our key collaborators without
which we could not achieve our strategy? What power
players can we bring on board to deliver change at
scale? Which Resources and Activities do they bring? What are their
motivations for collabortion? What could
get in the way?
Collaboration
Who are our key collaborators without
which we could not achieve our strategy? What power
players can we bring on board to deliver change at
scale? Which Resources and Activities do they bring? What are their
motivations for collabortion? What could
get in the way?
Actions
What Activities do our Value Propositions
require? Our Delivery Channels? Our Fundraising
Strategy? Our Growth Strategy? What do we have
to do to keep our collaboration and networks
intact? Our culture healthy?
Value Proposition
What value do we deliver to the user? What benefits
are we making more accessible, usable or
enjoyable? How is this different from our
‘competitors’? What are the mission-critical elements of the user
experience?
ChannelsDistribution &
Marketing
Through which Channels are we going to reach and keep in communication with our users? Which ones work best? Which ones are most cost-efficient? How are we integrating them with user habits? How can we reach scale?
Users
For whom are we creating value? What needs are we focused on relieving? What problems are we helping to
solve?
Users
For whom are we creating value? What needs are we focused on relieving? What problems are we helping to
solve?
Locality
What is the local context? What impacts user beliefs,
values and behaviors? What are existing
behaviours & cultural codes we can tap into or piggy-
back on?
Culture & Character
How do people have to behave during ‘business as
usual’ to deliver on the Activities, Resources &
Partnerships? How does this connect with our values, vision and org
intent? What ownership structures do you need to ensure congruence and
maximize impact?
Collaboration
Who are our key collaborators without
which we could not achieve our strategy? What power
players can we bring on board to deliver change at
scale? Which Resources and Activities do they bring? What are their
motivations for collabortion? What could
get in the way?
Collaboration
Who are our key collaborators without
which we could not achieve our strategy? What power
players can we bring on board to deliver change at
scale? Which Resources and Activities do they bring? What are their
motivations for collabortion? What could
get in the way?
Actions
What Activities do our Value Propositions
require? Our Delivery Channels? Our Fundraising
Strategy? Our Growth Strategy? What do we have
to do to keep our collaboration and networks
intact? Our culture healthy?
Value Proposition
What value do we deliver to the user? What benefits
are we making more accessible, usable or
enjoyable? How is this different from our
‘competitors’? What are the mission-critical elements of the user
experience?
ChannelsFunding & Advocacy
Through which Channels are we going to reach and keep in communication with our donors and policy makers? Which ones work best? Which ones are most cost-efficient? How are we integrating them with user habits? How can we reach scale?
Funders
Who are our most important donors and
funders? What needs are they focused on meeting?
Funders
Who are our most important donors and
funders? What needs are they focused on meeting?
Locality
What is the local context? What impacts user beliefs,
values and behaviors? What are existing
behaviours & cultural codes we can tap into or piggy-
back on?
Culture & Character
How do people have to behave during ‘business as
usual’ to deliver on the Activities, Resources &
Partnerships? How does this connect with our values, vision and org
intent? What ownership structures do you need to ensure congruence and
maximize impact?
Collaboration
Who are our key collaborators without
which we could not achieve our strategy? What power
players can we bring on board to deliver change at
scale? Which Resources and Activities do they bring? What are their
motivations for collabortion? What could
get in the way?
Collaboration
Who are our key collaborators without
which we could not achieve our strategy? What power
players can we bring on board to deliver change at
scale? Which Resources and Activities do they bring? What are their
motivations for collabortion? What could
get in the way?
Actions
What Activities do our Value Propositions
require? Our Delivery Channels? Our Fundraising
Strategy? Our Growth Strategy? What do we have
to do to keep our collaboration and networks
intact? Our culture healthy?
Value Proposition
What value do we deliver to the user? What benefits
are we making more accessible, usable or
enjoyable? How is this different from our
‘competitors’? What are the mission-critical elements of the user
experience?
ChannelsFunding & Advocacy
Through which Channels are we going to reach and keep in communication with our donors and policy makers? Which ones work best? Which ones are most cost-efficient? How are we integrating them with user habits? How can we reach scale?
Funders
Who are our most important donors and
funders? What needs are they focused on meeting?
Funders
Who are our most important donors and
funders? What needs are they focused on meeting?
Globe
What is the global context within which we are
working? What impacts potential and current
donor beliefs, values and behaviors?
Culture & Character
How do people have to behave during ‘business as
usual’ to deliver on the Activities, Resources &
Partnerships? How does this connect with our values, vision and org
intent? What ownership structures do you need to ensure congruence and
maximize impact?
Collaboration
Who are our key collaborators without
which we could not achieve our strategy? What power
players can we bring on board to deliver change at
scale? Which Resources and Activities do they bring? What are their
motivations for collabortion? What could
get in the way?
Collaboration
Who are our key collaborators without
which we could not achieve our strategy? What power
players can we bring on board to deliver change at
scale? Which Resources and Activities do they bring? What are their
motivations for collabortion? What could
get in the way?Resources
What Resources (stuff, people, infrastructure) does out Value Proposition require? Our Delivery Channels? Our Funding Channels? Our Fundraising Strategy? Our Growth Strategy? Our partnerships?
Value Proposition
What value do we deliver to the user? What benefits
are we making more accessible, usable or
enjoyable? How is this different from our
‘competitors’? What are the mission-critical elements of the user
experience?
ChannelsFunding & Advocacy
Through which Channels are we going to reach and keep in communication with our donors and policy makers? Which ones work best? Which ones are most cost-efficient? How are we integrating them with user habits? How can we reach scale?
Funders
Who are our most important donors and
funders? What needs are they focused on meeting?
Funders
Who are our most important donors and
funders? What needs are they focused on meeting?
Globe
What is the global context within which we are
working? What impacts potential and current
donor beliefs, values and behaviors?
People, Planet, Play Costs
What social and environmental costs are a
direct or indirect outcome of our Key Activities and Key
Resources? How can we mitigate against this?
People, Planet, Play Costs
What social and environmental costs are a
direct or indirect outcome of our Key Activities and Key
Resources? How can we mitigate against this?
Financial Costs
What are the most important costs inherent in our delivery model? Which Key Resources are most
expensive? Which Key Activities are most expensive? What do we need to invest in to ensure our purpose is
achieved?
Financial Costs
What are the most important costs inherent in our delivery model? Which Key Resources are most
expensive? Which Key Activities are most expensive? What do we need to invest in to ensure our purpose is
achieved?
Revenue Streams & Pricing
What are our revenue streams? What prices are we charging? What value are our funders / donors / users
really willing to pay? How much does each Revenue Stream contribute to overall revenues? What is break-even
target?
Revenue Streams & Pricing
What are our revenue streams? What prices are we charging? What value are our funders / donors / users
really willing to pay? How much does each Revenue Stream contribute to overall revenues? What is break-even
target?
Revenue Streams & Pricing
What are our revenue streams? What prices are we charging? What value are our funders / donors / users
really willing to pay? How much does each Revenue Stream contribute to overall revenues? What is break-even
target?
People, Planet, Play Impacts
What outcomes do we value most for our target users? What behaviours and beliefs do we want to change?
How can we measure these accurately and cost-effectively? Is there a way to include measurement
within the user experience?
People, Planet, Play Impacts
What outcomes do we value most for our target users? What behaviours and beliefs do we want to change?
How can we measure these accurately and cost-effectively? Is there a way to include measurement
within the user experience?
![Page 193: WECREATE @ INTEL](https://reader031.fdocuments.net/reader031/viewer/2022020306/54b3579c4a79599d3b8b4682/html5/thumbnails/193.jpg)
WECREATE.CC: SWITCHED ON INNOVATION & LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON