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Rawn Shah's profile photoDave Gray's profile photoJack Vinson's profile photoJoachim Stroh's profile photo
Awesome article, Rawn. Blog post coming up this evening.
Thanks Jack. More to come on this. I think there's a lot to talk about here. One hypothesis I have which I'd like to test out is to reconsider which goes through the pipeline of the value chain. Currently its all about the product. Everything in the model exists to maximize how to more efficiently bring a product to market. What if it was something else? What else could it be that would work commonly across many types of companies, size, industry, etc.?
I suspect "efficiency" focus is part of the problem. Social business gets away from that and into "how can we help" or "what is the problem." Providing the good answers is much more interesting (and valuable) than doing it efficiently.
I'm also thinking its short-termism or narrow/blinders view towards efficiency and value creation. The next post will feature the Dashboard Elf/Troll story (per my convo with +Dave Gray last month). You'll see what I mean :)

Looking forward to your post too.
Most definitely a lot to talk about here.
When I started on this story, I was reflecting on how much emphasis that is on the argument "social business improves productivity of processes", which made me look at why we look at biz process productivity measures. Which in turn led to looking at why it was focused to improving efficiency in a single process area, and then what strategy was reinforcing that. In the end it led back to organizational structures, why silos looked the way they do now, and why we keep pushing for efficiency within silos, yet talk about cross-org productivity. The reinforcing high-level model behind many of them = Porter's Value Chain model. It's not solely to blame but it has shaped thinking for several decades as companies look to scale and gain competitive edge
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