Wednesday, January 04, 2012

IBM's evolution of business - expert views

Here's the fifth in the series of videos provided by IBM on the future of 'Social Business'. I'm delighted that this time around they've included at least some reference to OPEN business and to my role not only as a 'thought leader' (ie blogger) but also as a practitioner (Co-Founder of the Ninety10 Group)

You can see the previously released versions here, at least those featuring my contributions.

Just to reiterate - I'm very keen on making the distinction betweeen 'Social' Business and 'Open' Business for positive reasons. This from a previous post on the subject:

"There's little wrong with social business and much that is good. But it rarely inspires business leaders. In fact I know a very senior business journalist who has never even heard the term.
And when I was invited in to IBM to talk about Social Business in London... I made the point that few CEOs will feel comfortable with turning their business into a social one. The term creates unhelpful mental blocks. IBM folk reported similar concerns.
Why make life more difficult when what we all want is change for the better?
"So what's the difference between Social and Open Business?
Here's three distinctions I see:

1. It's not about the tools - it is about Behaviours:

Often social business conversations focus on implementing software. Open Business urges you to think Behaviours first. What are people doing, what can and will they do? If you are starting with tools you'll likely starting in the wrong place.

2. Think less about messages and more about products.
Open Business urges you to consider ways of making things with the people for whom they are intended; for the best possible fit with real need; for efficiency; for results people care about. Messages are an outcome of this process - not its purpose. Talk 'social' and all roads will lead you back to messages.

3. Ditch the customer.

No, really. Stop thinking about customers. Customers are people you intend to do things to. Open Business urges you to think about the long-suffering customer as partners to work with instead. It pushes those people deep into the production process - right to the start, to join with and be supported by the org in delivering the things all parties want - all partners want.



"There are differences: Critical ones in transforming how business is done. "

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The rate of change is so rapid it's difficult for one person to keep up to speed. Let's pool our thoughts, share our reactions and, who knows, even reach some shared conclusions worth arriving at?