The social business 101 seminar

  1. What do I do next to empower collaboration in the business I love?
  2. What is all this social media stuff, is it real and how can I use it?
  3. Who can I become in my business in creating a culture that enables graceful success?

I am offering this seminar to provide you with practical guidance on how to manage your business in our new Social era. Primarily, we will look at the future of what it means to be a Social Business and what you can do to make the most of all the time and trouble-saving ideas, products and services that are out there to drive your business and your life to greater freedom, fun and financial success! If you’re a small business, solo practitioner or even a go-getter in a bigger team then this seminar is the one for you.

We will explore the next step for your business across the 4 key areas of:

  • Business processes (selling value, building efficiency)
  • Technology usage (social media, mobile, web)
  • Leadership development (losing the fear – aware, bold, clear)
  • Cultural awareness (exploring the invisible context of your business)

To achieve this we will use my new model (10+ years in the baking, based on my broad international business experience) which we call: Xovation – innovation focused outwards, where people are the next technology™

AGENDA: The event has 4 parts:

  1. Networking with me and other business professionals facing similar challenges
  2. Main presentation around Xovation and what that means to your business
  3. Review of a few select businesses in light of the Xovation methodology
  4. Question & Answer session

Leadership: Inventing the future

Stimulating people to act and giving them the power to do so is one of the most important differences between companies that stagnate and those that develop and sustain a competitive edge.

Designed for individuals at all levels from top executives to emerging leaders, Leadership: Inventing the Future is a three-day program that expands leadership capacity, improving corporate performance and positioning organizations to thrive.

You will:

  • gain a direct access to being an effective, action-oriented leader
  • address the critical factors that drive human performance and creating value
  • move beyond hidden assumptions that block personal and organizational agility
  • create a climate of innovation and informed risk taking
  • mobilize people to generate and implement far-reaching, substantive change

Participants gain fresh perspectives and enhanced ability to lead people successfully in taking on the company’s future as their own—creating the generative force of the organization.

Chief Culture Officer – what IS that? His most recent book is Chief Culture Officer. McCracken argues that every company needs a chief cultural officer to anticipate cultural trends rather than passively waiting and reacting. CCOs should have the ability to process massive amounts of data and spot crucial developments among an array of possibilities; they will be able to see the future coming, no matter which industry they serve, and create value for shareholders, move product, create profit and increase the bottom line.

Transforming education

Via the blog of:

Often the rhetoric concerning higher education reform is so heated that it becomes unhealthy. After all, there’s a lot of money riding on the outcome.

But for those who want a thoughtful, reasoned—even gentle—approach to the extraordinary opportunities (and massive problems) facing higher education, there’s Clayton Christensen and Henry Eyring’s new book, The Innovative University.

I’ve had the honor of knowing Clay—one of the finest business minds since Peter Drucker—through serving on various Harvard Business School committees and boards for the last sixteen years. Clay’s simply one the finest, most inspiring people I’ve ever known, as both a scholar and a human being. I’ve only known of Henry Eyring through his work with former Harvard Dean and now BYU-Idaho President Kim Clark. But what I do know is that both Henry and Kim are extraordinary leaders, and have worked wonders at BYU-I.

The Innovative University is beautifully written, and based on Clay’s work ondisruptive innovation. Any serious follower of the modern university who reads this book will realize that the status quo is in deep trouble.

Sadly, I predict that few traditional universities will be bold enough to seize the opportunities Clay and Henry describe. The incumbents in an industry usually cling to their failing paradigm all the way to collapse, a tragedy described years ago by my former professor (and the world’s best Socratic teacher) Ben Shapiro in Why Bad things Happen to Good Companies.

My guess is that academia will face an even darker future than other disrupted industries, simply because of its governance problems. It’s as if US Steel, when trying to respond to the disruptive threat of mini-mills, not only had to face its unions, but had to contend with management at all levels elected by the unions—just as the tenured faculty effectively elect its Department Heads, Deans, and Presidents.

What is social enterprise?

What is social enterprise?

what is social enterprise?
If you are new to social enterprise, read some of the frequently asked questions below

What is a social enterprise?
How are social enterprises different from other types of businesses?
Are all social enterprises nonprofits?
Where do “social entrepreneurs” fit in?
What about corporate social responsibility?
What kinds of business models do social enterprises use?
Why do people launch social enterprises?

What is a social enterprise?
A social enterprise is an organization or venture that achieves its primary social or environmental mission using business methods. The social needs addressed by social enterprises and the business models they use are as diverse as human ingenuity. Social enterprises build a more just, sustainable world by applying market-based strategies to today’s social problems. Back to top.


How are social enterprises different from other types of businesses?
Two distinct characteristics differentiate social enterprises from other types of businesses, nonprofits and government agencies:

·        Social enterprises directly address social needs through their products and services or through the numbers of disadvantaged people they employ.  This distinguishes them from “socially responsible businesses,” which create positive social change indirectly through the practice of corporate social responsibility (e.g., creating and implementing a philanthropic foundation; paying equitable wages to their employees; using environmentally friendly raw materials; providing volunteers to help with community projects).

·        Social enterprises use earned revenue strategies to pursue a double or triple bottom line, either alone (as a social sector business, in either the private or the nonprofit sector) or as a significant part of a nonprofit’s mixed revenue stream that also includes charitable contributions and public sector subsidies.  This distinguishes them from traditional nonprofits, which rely primarily on philanthropic and government support. Back to top.


Are all social enterprises nonprofits?
The social enterprise movement includes both nonprofits that use business models to pursue their mission and for-profits whose primary purposes are social. Social mission is primary and fundamental; the organizational form depends on what will best advance the social mission. Back to top.


Where do “social entrepreneurs” fit in?
Social entrepreneurs are individuals who pursue opportunities to create pattern-breaking change in inequitable systems, whether through social enterprises or other means. “Social enterprise” is different from “social entrepreneurship”, which broadly encompasses such diverse players as B Corp companies, socially responsible investors, “for-benefit” ventures, Fourth Sector organizations, CSR efforts by major corporations, “social innovators” and others. All these types of entities grapple with social needs in a variety of ways, but unless they directly address social needs through their products or services or the numbers of disadvantaged people they employ, they do not qualify as social enterprises. Back to top.


What about corporate social responsibility?
Many companies whose primary purpose is to create value for ownership are also committed to adopting a wide range of socially and environmentally responsible practices in their operations. Because their social missions are not primary, they are not considered social enterprises. Back to top.


What kinds of business models do social enterprises use?
Social enterprises use an endless array of business models for the common good. Samples include: retail, service and manufacturing businesses that help people overcome employment barriers; contracted providers of social and human services; fee-based consulting and research services; community development and financing operations; and even technology enterprises. Chances are you already do business with social enterprises without even knowing it. Back to top.


Why do people launch social enterprises?
Many nonprofit organizations see social enterprise as a way to reduce their dependence on charitable donations and grants while others view the business itself as the vehicle for social change. Whether structured as nonprofits or for-profits, social enterprises are simply launched by social entrepreneurs who want to improve the common good and solve a social problem in a new, more lasting and effective way than traditional approaches. They are conceived and operated by visionary entrepreneurs who recognize potential where others may not see it and who apply discipline, pragmatism, courage and creativity to pursue their solution in spite of all obstacles, toward a world that is more abundant, secure and inclusive for all.

International Journal of Sociotechnology and Knowledge Development (IJSKD)

The International Journal of Sociotechnology and Knowledge Development (IJSKD) wishes to publish papers that offer a detailed analysis and discussion on sociotechnical philosophy and practices which underpin successful organizational change thus building a more promising future for today’s societies and organizations. It will encourage interdisciplinary texts that discuss current practices as well as demonstrating how the advances of – and changes within – technology affect the growth of society (and vice versa). The aim of this journal is to bring together the expertise of people who have worked practically in a changing society across the world for people in the field of organizational development and technology studies including information systems development and implementation.

Houghton Mifflin – Learning Village

A powerful curriculum management solution that enhances the teaching and learning experience by connecting educators to the best practices, instructional strategies, lesson plans, and resources that enable measurable student achievement. From one central portal, educators tap into a wealth of web-based curricula, and collaborate in the broader district-wide learning community.

Has the tech industry forgotten users? We are in an insider bubble — Scobleizer

You know when I read David Heinemeier Hansson write that all he needs is 10 apps I believe we’ve all lost our minds. Then I look at Techmeme and see all the insider baseball and nothing about real users and I realize we have indeed lost our minds.

See, people keep talking about a bubble. What they usually mean is “oh, my gosh Color got $41 million and LinkedIn stock is nuts.” Wrong bubble to worry about, though.

The real bubble is we’ve stopped understanding users.

See, this is why I took the family out of the valley on vacation. We visited Disneyland and Legoland. I watched how people used their phones. Apps rule.

Not everyone is ignoring users, though. I talk every day with developers who study user behavior.

For instance, AppStoreHQ studied its users and found that apps do indeed matter.

Turns out that if you STUDY THE DATA which DHH didn’t do, you learn that the long tail of apps is very important. Here’s some findings:

“Well, these users actually installed 20,100 distinct apps! Seen another way, among these 5,000 users, on average, they each had over 4 apps of which they were they only user. Out of the 20,100 apps, over 19,000 were installed by fewer than 250 users (5% of the sampled users).”

To continue the trend, GigaOm reports that apps are used more than the Web. Maybe this is why DHH is so anti-app. After all, his whole career is based on building websites and technology to build such (he was the guy who invented Ruby on Rails).

Nielsen says that DHH is wrong by 4x. They report that the average iPhone user has 48 apps loaded. “Heavy” users, like me, have 300 or more.

See, I met a lot of average people at Disneyland. I noticed that most of them were carrying Smartphones. iPhones and Android and RIM, etc. When you talk to these “normal people” they are VERY app centric. Many had the various apps for helping navigate lines at Disneyland or Legoland on their phones. And even if they didn’t have apps loaded, they were quite aware that some phones have lots of apps, while others don’t.

Over and over I understood why people buy certain phones over others. They don’t want to appear stupid. Even if they aren’t going to use many apps themselves. They want to have a phone that has lots of app potential.

I saw this on the retail counter at my camera store in the 1980s. I sold lots of Nikon cameras because that’s what the pros used at the time. Of course only 1% of my customers would ever use pro features of a camera, but they wanted to have the ABILITY to use those pro features. They often avoided “idiot cameras” which only had automatic features.

Or, look at car industry. Do you aspire to own a Toyota Corolla or Prius? Most people don’t. They’d rather have a big block Mustang or an Audi R8 which can do 200 mph. Thing is you’ll get a ticket on 280 for doing more than 80mph, so for most people this extra horsepower is wasted.

But humans don’t want to appear to be idiots. Which is why they won’t buy a system that only has a few apps available and is why the Nokia phones are DOA in most places in the world (I’d argue all places, because we’re all so connected on Twitter and Facebook now).

That all said, look at They make a great app for tablets and mobile phones to help you buy a home. Of course they are going to support all platforms. Why? Because there’s enough economic activity to make that important for them.

Get the CTO of off camera, though, and he starts admitting he uses an iPhone and iPad and that their best work is done on the best two platforms. Note that he didn’t show me a Nokia or a Windows Phone 7 device in the video demo.

Over and over when I meet with developers I see this scenario play out. Developers are actively betting on Android and iOS and not much else.

Will users bet against the developers? My career experience says no.

By the way, for your iPhone I’ve made a list of my must have apps. I have more than 100, not 10. Anyone who uses only 10 apps is very weird, since they use 1/4 as many as the average user. DHH, get with the program!