What Does Corporate America Think of 2.0?
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Slides for a talk I gave at SXSWi 2010
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What Does Corporate America Think of 2.0?
- 1. What Does Corporate America Think of 2.0? (#CorpAmericaThink) Andrew McAfee Principal Research Scientist, MIT @amcafee, amcafee@mit.edu andrewmcafee.org
- 2. Definition of “2.0” Good news: a tipping point? Bad news: personal experience Oversimplification: the corporate mindset Advice-giving: how to talk to your bosses about technology Discussion
- 3. 2.0: freeform, visible, emergent, non-credentialist approaches to getting group work done (collaboration, innovation, search, coordination, etc.), as well as the technologies that support them.
- 10. a tipping point?
- 11. a tipping point?
- 12. a tipping point?
- 13. personal experience: why aren’t they getting facebook?
- 14. the corporate mindset Risk-averse
- 15. the corporate mindset Risk-averse; enamored of status quo;
- 16. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype;
- 17. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical;
- 18. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty;
- 19. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy;
- 20. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained;
- 21. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution;
- 22. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence,
- 23. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence; ROI-seeking;
- 24. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness.
- 25. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches
- 26. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches; aware of organizational dysfunctions
- 27. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic
- 28. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory
- 29. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory, evidence
- 30. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory, evidence, narratives
- 31. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory, evidence, narratives, peers
- 32. the corporate mindset Risk-averse; enamored of status quo; burned by technology hype; skeptical; unimpressed by features & novelty; busy; budget constrained; uninterested in social revolution; hostile to auto-obsolescence, ROI-seeking; convinced of their own uniqueness Aware of new tools and approaches; aware of organizational dysfunctions; pragmatic; swayed by theory, evidence, narratives, peers; afraid of being left behind.
- 33. how to talk to your bosses about technology Comparisons instead of demos
- 46. how to talk to your bosses about technology Comparisons instead of demos Present theories and frameworks, not jargon - Grounded in bullet-proof previous work
- 47. None A Knowledge Worker’s View of the Enterprise Potential Weak Strong Ties
- 48. how to talk to your bosses about technology Comparisons instead of demos Present theories and frameworks, not jargon - Grounded in bullet-proof previous work Present data, case studies, narratives - Not about Google, Amazon, etc.
- 49. Source: “How companies are benefiting from Web 2.0: McKinsey Global Survey Results”
- 51. how to talk to your bosses about technology Comparisons instead of demos Present theories and frameworks, not jargon - Grounded in bullet-proof previous work Present data, narratives, case studies - Not about Google, Amazon, etc. Activate peer effects
- 52. “If only HP knew what HP knows, we would be three times more productive.” - Lew Platt, former CEO of HP
- 55. how to talk to your bosses about technology Comparisons instead of demos Present theories and frameworks, not jargon - Grounded in bullet-proof previous work Present data, narratives, case studies - Not about Google, Amazon, etc. Activate peer effects Anticipate and allay concerns
- 56. how to talk to your bosses about technology Comparisons instead of demos Present theories and frameworks, not jargon - Grounded in bullet-proof previous work Present data, narratives, case studies - Not about Google, Amazon, etc. Activate peer effects Anticipate and allay concerns Show that you understand their problems
- 57. how to talk to your bosses about technology Comparisons instead of demos Present theories and frameworks, not jargon - Grounded in bullet-proof previous work Present data, narratives, case studies - Not about Google, Amazon, etc. Activate peer effects Anticipate and allay concerns Show that you understand their problems Don’t treat them like geeks, or dopes
- 58. learn morehttp://www.20adoptioncouncil.com/ case studies coming