historic inevitability of social everything
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T A L E N T I N T E L L I G E N C E
THE HISTORIC INEVITABILITY OF SOCIAL EVERYTHING
David WilkinsVP of Research
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HUMAN CAPACITY AND THE KARDASHEV LENS
Type 0 corporation can harness a portion of its workers talent.Type 1 corporation can harness all the talent of its company. Type 2 corporation can harness the talent of its country. Type 3 corporation can harness the talent of the entire planet.
Wayne ReganHR Technology Conference group on LinkedIn
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PROOF POINT #1TALENT COMPETITIONS
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INNOCENTIVE
›Total Registered SolversApproximately 250,000 from nearly 200 countries
›Total Solver ReachMore than 12 million
›Total Challenges Posted to InnoCentive.comMore than 1,200
›Total Solution Submissions24,256
›Average Success Rate50%
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Besides the sheer thrill of seeing the winner place first by mere minutes after years of work, the Netflix Prize competition has proffered hard proof of a basic crowdsourcing concept: Better solutions come from unorganized people who are allowed to organize organically. But something else happened that wasn’t entirely expected: Teams that had it basically wrong — but for a few good ideas — made the difference when combined with teams which had it basically right, but couldn’t close the deal on their own.http://www.wired.com/epicenter/2009/09/how-the-netflix-prize-was-won/
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The Winning Team“BellKor’s Pragmatic Chaos”
Team members nationalities:
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The Winning Team“BellKor’s Pragmatic Chaos”
Team members nationalities:
Total teams: < 1000Total countries: 100+
COPYRIGHT 2009T A L E N T I N T E L L I G E N C E
The Winning Team“BellKor’s Pragmatic Chaos”
Team members nationalities:
You look at the cumulative hours and you’re gettingPh.D.’s for a dollar an hour.
Total teams: < 1000Total countries: 100+
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SOME IDEAS
› Have members submit L&D related challenges and have other members answer? Maybe even do this across chapters?
› Create relationships to other associations, joint events?
– Horizontals: Marketing? SHRM? ISPI? NASAGA?
– Verticals: Retail? Finance? Manufacturing?
› Create relationships to other ASTD chapters?
– Shared content
– Shared practices
› Break chapter tasks into smaller bits for hyperspecialization practices and to support succession planning
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PROOF POINT #2CROWDSOURCING
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…we multiply our internal innovation capability with a global network of innovation partners outside P&G. More than half of all product innovation coming from P&G today includes at least one major component from an external partner.
http://www.annualreport.pg.com/annualreport2009/letter/strength.shtml
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A small group of enthusiastic gamers on a site called Foldit recently solved the structure of a protein found in an AIDS-like monkey virus. The structure had stumped scientists for over a decade; the gamers, incredibly, cracked it in less than three weeks.
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SOME IDEAS
› Gamefication – badges, awards, recognition for members
› Ideation tools within a chapter and across chapters
› Shared lists of great speakers, killer topics
› Partner with CLOs and CHROs for topic ideas, meeting space
› Partner with business, HR, training professors at local colleges
› Capture member content and expertise
– HD video
– Best practices
– Innovation and new ideas
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PROOF POINT #3OPEN SOURCING
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Co-opsIn US, more in coops than stock marketIN Columbia, 25% of Healthcare
L3C companiesLow profit, limited liability(modest profits, real goal social benefit)
SOCIAL + PURPOSE = RESULTS
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SOCIAL ACTIVATES AND MANIFESTS THIRD DRIVE
› Mastery
› Autonomy
› Self-direction
› Self-actualization
› Purpose
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SOME IDEAS
› Leverage the third drive when you are asking for freebies
– Align to “purpose” and “meaning” drivers of your “mark”
– Software you need is mostly free, focus on services
› Expand membership around a “Give Back” theme
– Chapters create job training for veterans
– Chapters partner with University to support reskilling for structurally unemployed
– Chapters partner with business to tackle skill shortages in particular industries
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CONCLUDING THOUGHTS
› Work is rapidly changing
– Knowledge Work = Social, Global, Virtual, Mobile
–Manual Work = Automated and Off-shored
› Social and mobile tech plays a role
› But the bigger changes are tied to the *way* we work
› We need to consider the role of learning professionals in this
› Core changes flatten and invert knowledge transfer paradigms
› We need to *live* these changes and deeply understand them
› And help our chapter members do the same