From the Leigh Bureau: “Don Tapscott is an enthralling and inspiring orator. Don is often described by customers as the most effective speaker they have ever had. He is an internationally renowned authority on the strategic impact of information technology on innovation, marketing and talent. He consistently identifies and explains the next business imperatives and defines the business models and strategies required for success.” These imperatives include:
- a bold and creative response for growth in the global economic crisis: how new media, the new economy and a new generation of digital natives are driving change and opening opportunity, even in the face of the current recession;
- the social and business impact of the Net Generation: how the first generation to grow up with the Internet is transforming the workplace, the marketplace, schools, family and government, and how business can turn the NetGeners’ talents and worldview into competitive advantage;
- the strategic value of information technology: how wikinomics, mass collaboration and business 2.0 are the future for innovation and growth.
The technology likely to have the greatest impact on the enterprise and the global economy has arrived, and it’s not big data, artificial intelligence, self-driving cars or solar energy. It’s the Blockchain.
In this Digital Age, technology has become the foundation for a new economy: the Digital Economy. The last 20 years has taken a giant leap in networked intelligence, resulting in the growth of new species of businesses that offer both promise and peril.
Due to deep changes in technology, demographics, business, the economy and the world, we are entering a new age where people participate in the economy like never before. This new participation has reached a tipping point where new forms of mass collaboration are changing how goods and services are invented, produced, marketed, and distributed on a global basis. This change does not wreck corporate profit. If understood, it presents far-reaching opportunities for every company and for every person who gets connected, in both the developed and developing world.
The industrial age has come to an end. What’s next for science, education, government, business, cities? People everywhere are collaborating like never before. From education and science and to new approaches to citizen engagement and democracy, sparkling new initiatives are underway, embracing a new set of principles for the 21st century — collaboration, openness, sharing, interdependence and integrity.
The Net-Generation has come of age. The children of the baby boom, aged 13-30, are not only the largest generation ever — they are the first generation to come of age in the digital age. These two factors are causing companies to rethink recruiting, compensation, training, collaboration, retention and the management of talent.
Governments can become a stronger part of the social ecosystem that binds individuals, communities, and businesses—not by absorbing new responsibilities or building additional layers of bureaucracy, but through their willingness to open-up formerly closed processes and data to broader input and innovation.
The world is broken and the industrial economy and many of its institutions have finally run out of gas—from industries in crisis, governments that can’t get things done, failing newspapers and old models of financial services to our energy grid, transportation systems and institutions for global cooperation and problem solving. Enabled by the digital revolution, multi-stakeholder, self-governing networks are transforming how we solve global problems.
The Transformation of Education
Without fundamental reform, universities will not be able to compete with cheaper and more effective online education providers.
For 20 years, Don Tapscott has been arguing that the digital revolution will challenge many fundamental aspects of the University. He has not been alone. In 1998, none other than, Peter Drucker predicted that big universities would be “relics” within 30 years.
Don Tapscott, who more than any other thinker has invented this topic shares insights about how this revolutionary new philosophy is affecting every facet of our society, from the way we do business and how we manage talent to whom we chose to govern us.
Transparency applies to organizations, not people. Organizations are increasingly obliged to communicate pertinent information to their customers, shareholders, business partners and so on. This is not the case for individuals.
Rethinking the Media Industries (Music, Film, Television) requires a three-pronged approach: listen, create, and develop. Media executives must embrace collaborative innovation to create new sources of value.
Don Tapscott discusses how cities can transform themselves around 10 axes: Economic Development; Public Safety; Open Government; Transportation and Managing Traffic congestion, Powering the City, Clean air and water, Human Services; Education; Government Operations; and Transforming Democracy.
Don Tapscott argues that now is the time to rethink HR and management. A new paradigm in management – Talent 2.0 – is changing how every winning company will harness the power of human capital, and companies that miss this opportunity will fall far behind.
Soon, up to a trillion computing devices will be embedded in everything from toasters, light bulbs and bicycles to factory tools will converging into a vast global network that will fuel exponential change in business model innovation.
Don Tapscott explains the challenges of leadership, the new model of the collaborative leader and uses breath-taking footage of “The Mumuration” to discuss the idea of networked Intelligence and leadership for a new age.
Jazz as a Metaphor for the New Model of the Enterprise
If there is a musical metaphor for the new enterprise it’s not the military band, or the symphony, it’s jazz. Both the new enterprise and jazz are based on 10 principles of similarity.
Restoring long-term confidence in the financial services industry in the U.S. and other industrialized nations will require more than government intervention and new rules. If the investment community and the broader public understand the true causes of the financial disaster, perhaps they can protect themselves against financial adventurers in the future.
To be competitive in this new environment, organizations need to analyze complex business environments in enough time to respond effectively— and that requires a better approach to the explosion of data and information.