To be a winner in the New Game requires an understanding from the bottom to the top of an organisation that if you are going to make best use of people’s talents to provide the goods and services folks want, in the way they want, you will - sooner or later - have to embrace three key concepts:
- Openness (of information, innovation and internal/external communication);
- Collaboration (among diverse groups of people including employees, customers and communities);
- Sustainability (since this is the only viable future for business and civilisation).
The web and advances in technology allow us to organise ourselves in a fundamentally different, and more productive way - bringing people and information beyond old boundaries together to solve the challenges we face as businesses, societies and an interdependent planet. Some sectors will have to face this challenge sooner than others, but the direction of change is now clear and even those who feel they have some years’ breathing space need to accept that change will hit every sector eventually, as nimbler competitors who “get it” emerge to challenge the status quo.
But among senior and not-so-senior people in traditional organisations who can see or sense the arrival of these changes, many feel they are a “generational thing”. They believe their current senior management and overarching culture just aren’t ready for these ideas, so they do not push the agenda, preferring instead to wait until some mythical young turk steps up to take the reins of the business. But push we must. Because even in organisations where change is likely to be slower, decisions you make now could impede your ability to succeed in future.
One reason many are reluctant to take on the mantle of ‘change agent’ is that they don’t feel they have appropriate ammunition or language to persuade sceptical boards and colleagues of the need to move in this direction. Well, here are five talks which provide a good primer on the key rules of the New Game. They do so with clarity and passion, as well as containing some great quotations and examples to counter detractors’ arguments, bring waverers on board and inspire.
Business thinker Leadbeater explains back in 2005 why decentralisation, collaboration and openness are key to successful innovation, and why incremental innovation is not enough.
In another prescient 2005 talk, social media guru Shirky talks about how the social web will bring vast changes to the organisational landscape.
Floor-tile entrepreneur and former environmental offender Anderson provides a compelling business, as well as moral, case for pursuing sustainable business. It’s worth watching in full, but those turned off by equations might like to forward to his conclusions, which start at the 9min 10sec mark.
Author and journalist Jarvis gives a comprehensive talk on how businesses need to change, based on his book “What Would Google Do?”. There are some great concrete examples of game-changing ideas for different sectors.
The fact the inventor of the web has thrown his weight so passionately behind the idea of open, linked data is crucial - particularly since those you’re trying to convince will likely have heard of him. In other words, his is a highly credible name to drop when you’re making that New Game business case.