Rawn Shah – What you are willing to share

One of the… one recognition that companies have is that we need to do something for the community. See that’s, that’s at least the first step towards thinking there is more than just the customers, actually it’s not even the customers I think that they work for, it’s I think the shareholders.

Customers sometimes come as second thought. No matter how much they say they are going to be customer focused, in the end it’s more about how can we get more out of that. But, thinking about the community and doing community projects on that, on that sort of “oh we are going to do something for our city” or “we are going to do something for this particular community” and such, it’s just the very first step. But, for individuals I think the purpose is much more… it’s much wider than that. There are things whereas they say we don’t want to know what are your purposes, because that’s your personal life. Your work life and personal life are two different things.

But, like I said in the beginning it’s – they are blending. If you don’t understand the purpose of where this is coming from then you are using that information in the wrong context, so you don’t understand why the relationship with the other person is actually happening, because you just said they don’t want to know about your personal life. It’s not something… you know, if you think of entities, entire company needs to know about you. It is what you, and the people that you work with, need to know about you. So that is… and what you are willing to share and you can’t, not everyone wants to share everything about their life.

Other Videos

Saul Kaplan - We are stuck in these old systems

Saul Kaplan - We are stuck in these old systems

We sit here with systems whether they’re healthcare, or education, or government, or community systems, that have been around forever. And we all know that we can do better in the 21st century and that we could use technology to solve the challenges of citizens, or patients, or students in a different way. The problem we have, is we’re stuck in these old systems, and we have no capacity for R&D to explore new ones. Why aren’t we experimenting with[...]
Saul Kaplan - Find people who know they want to change

Saul Kaplan - Find people who know they want to change

Throughout my whole career, my whole theory of change was… I call it the proselytizing model. We were smart. We were articulate. We could write great Powerpoint decks and we could go out and give great talks to leaders, and the idea was that if we kept talking loud enough, and smart enough that we could convince more people to change. And it didn’t work because the people who didn’t want to change didn’t change. It didn’t matter how smart[...]
Saul Kaplan - These old organization models are really getting in the way

Saul Kaplan - These old organization models are really getting in the way

It's a weird thing we've created. We've got all these people that are working in these large organizations that we've beat them up so much around this is your role, this is what you can do and this is where we value you. We don’t value you, you know, because of… when you're wearing a customer hat; we don’t value you in terms of your ability to share stories about what we're doing, right? We basically tell our employees you're[...]
Saul Kaplan - It's an exciting time

Saul Kaplan - It's an exciting time

You know a handful of people are going to get silly rich and the rest of us are going to be driving cars for Uber part-time or whatever the business model is. And I don't think -- and I like to see us evolve into an era with a constant proliferation of business models that meet the needs of smaller subsets of the population, as opposed to a predominant business model that meets the needs of a lot of people,[...]
Saul Kaplan - How to create purposeful networks

Saul Kaplan - How to create purposeful networks

We grew up in an era where we looked to leaders in those Ivory towers: the big institutions, whether it was academia or corporate or government. We thought they were responsible for driving the change. I’ve come to believe that the change is not likely to happen that way. I mean if we’re waiting for existing institutional leaders that have responsibility for the current models, to come up with the models for tomorrow, and move us there, they’re not going[...]
Saul Kaplan - I don’t care about your organization chart

Saul Kaplan - I don’t care about your organization chart

I don’t even like using the word organization -- that’s why I talk about models, because I think models are just networks of capabilities that come together to get a job done or to solve the challenge in the real world, and I want to be able to access capabilities in my network that come from lots of different places. And I don’t want to be limited only to those capabilities that are sitting in organization A. When somebody shows[...]
Saul Kaplan - We're not enabling people to be more curious

Saul Kaplan - We're not enabling people to be more curious

Nous ne donnons pas aux gens le pouvoir d'être plus curieux, d'être -- d'explorer plus, de renforcer leurs réseaux, d'être plus intelligents, d'essayer de nouvelles choses. Nous revenons à -- nous essayons de forcer les gens à faire une tâche spécifique et ensuite nous sommes frustrés lorsque nous pouvons automatiser ces tâches, et le travail réel que l'être humain devrait accomplir, qui est ce dont vous et moi discutons, nous n'avons pas vraiment donner aux gens l'environnement et les outils[...]
John Hagel - The courage to pursue this change

John Hagel - The courage to pursue this change

I think at one level it’s going to start at the individual level; people will be less and less willing to accept that traditional model so there will be pressure on companies from that side. I think that companies pursuing change, particularly if you are talking about large companies, that bear extremely challenging undertaking, there are very powerful immune systems and antibodies that have been built up in large companies to resist change in very effective ways. And so we have[...]
John Hagel - We all have responsibility to take initiatives

John Hagel - We all have responsibility to take initiatives

In a market system, companies will need to serve the needs of the people in the marketplace, and if the people are just looking for products that are low cost and reasonable value, they will focus at that very narrow level. On the other hand, and I believe that as people in a marketplace we are shifting out what we look for from companies. And again I believe that markets overtime will respond to that changing set of needs on[...]
John Hagel - The power of narratives

John Hagel - The power of narratives

I do not want to underestimate or undervalue the power of stories, stories connect with us in a very emotional level and are very memorable. On the other hand for me the difference is that narratives, stories tend to be very self-contained, they have a beginning in full and a resolution, there is an ending. Narratives are open-ended. There is no resolution yet, they typically identify an opportunity on the horizon, something that’s really exciting and interesting, but its not[...]

Comments over the web

Loading Facebook Comments ...

Leave a Reply

Your email address will not be published. Required fields are marked *