Date post: | 13-Aug-2015 |
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‘Open data is data that is made available by organisations, businesses and individuals for anyone to access, use and share’.
“Devonness”
Resource mapping Data Inventory Cultural Identity Dynamic data Insights Points of difference
Developing value through data
Open data also includes engagement with data. It makes possible the purposeful development of an area - geographically, socially and commercially.
Data within data
The key to value development is being able to find data within the data.
Linked data and trend data are particularly important elements of open data.
They enable semantic improvements.
“It's expensive and time-consuming to take an approach that doesn't deliver on what happens tomorrow.
Tomorrow, the network is either more productive or less.
Tomorrow, the network is either trusting or suspicious. Tomorrow, the network is either healthier or sick.”
Seth Godin
We’re in a networked world, but the subject of public collaboration has been kicking around for a long time not very successfully.
Low engagement rates in data make open data limited in potential. To be truly open, data flows must go beyond ‘read-only’. They must offer the possibility of read/write options.
How can we think about open data in ways that can develop crowdsourcing and public collaboration successfully?
The Internet of Things (IOT) Objects, animals or people that are connected to the internet
Cloud - Information storage, software and linked data, on-demand
Computing Everywhere - Hand held devices and wearable becoming key computers
Invisible Analytics - Embedding analytics into devices to get data quicker and faster
3D Printing - ‘Maker’ solutions
The ‘Future Five’
Mapping the social and emotional landscape
Finding the leaders
Meeting needs
The ‘tyranny’ of open versus
New collaborations for the commons
Assessing cultural readiness
• Board & Exec • Fundraising • Volunteering • Marketing • IT • HR • Policy • Finance • Regions • Supporters/Staff
Macmillan Network Strategy
Assessing cultural readiness
• Assess cultural readiness. • Signal change around a ‘New 100’. Enable
integrated digital performance.
Macmillan Network Strategy
Sustainable performance and impact
• £140m gross income target for 2017 set in 2011. (£90m in 2011). • £190m achieved in 2014.
Macmillan Network Strategy
About Visceral Business Started September 2008
Specialists in networked organisation and digital business strategy
Data strategy across business case, user experience analytics and the quantified organisation.
Member of the Business Model Generation Hub and a contributing author,Business Model Generation
The Work Foundation, Macmillan Cancer Support, The Web Science Institute, Thames Valley Housing, Cafe Direct, Child’s i Foundation
Connected Housing
Social Food
Social Charity
Emergent Code
2012
2013
2014
235 organisations analysed in depth
Looking at digital adoption and evolution
Integrated view of digital business development
Connected Housing
Social Food
Social Charity
Emergent Code
85 national businesses
Focused on the customer experience
How food on the High Street impacts local living
Connected Housing
Social Food
Social Charity
Emergent Code
285 organisations
How charities work to create and measure impact
Mapping trends and strengths across various types of charities to accelerate learning
Connected Housing
Social Food
Social Charity
Emergent Code
What’s next for the digital human
Stories examining cultural identity, code and data
@Annemcx @VisceralBiz @Emergecode
Thank you
www.visceralbusiness.com