Live sessions streamed across the globe
IBTM Knowledge Virtual Centre will provide education on demand following shows

EIBTM (http://www.eibtm.com), the leading global event for the meetings and event industry, is set to launch its first Hybrid Conference at the show this year. The virtual conference will stream five key education sessions on Wednesday the 28th November from 9am (CET) as they happen live at EIBTM, allowing virtual delegates to join over 150 physical attendees for a dedicated interactive experience.

In addition to the live-streamed education sessions, The Hybrid Conference will also feature a virtual exhibition hall, resource centre and networking lounge.
Participants joining the live streamed keynote and interactive panel discussions will be able to ask questions live to the conference hall via a virtual MC, network real time with other participants within the communications centre and earn CEU credits for each seminar they attend.

The virtual event centre will be available to access for 12 months following the show. Participants will be able to view sessions on-demand, network with other participants and gain access to various white papers, which have been produced through research in association with EIBTM. In addition, content from the other IBTM events – AIME, GIBTM, CIBTM, AIBTM and BTM will all be available in the centre after each show.

The Hybrid Event will commence with a session delivered by Doug Keeley, CEO & Chief Storyteller, The Mark of a Leader, (9:00am EST). Keeley will use live storytellers and powerful videos, referring to case studies including Cirque du Soleil, Dabbawala, Zappos and the Shackleton’s Endurance to inspire meetings industry professionals and demonstrate that new strategies and innovative plans are needed, in times of great uncertainty and change.

At 11:00am (EST), Sally Greenhill, Managing Director, The Right Solution and Rob Davidson, Senior Lecturer – Event Management, Greenwich University will combine forces in the The IBTM Research findings: A discussion. This dynamic session will take the existing global research findings one step further by providing a summary and interactive discussion platform of the industry-wide research.

The Hybrid Event will also include a session dedicated to Making Digital Events Happen at 1:45pm (EST). This session will commence with an outline of key building blocks essential for hybrid events, Presented by Paul Cook, Managing Director, Planet Planit. The session will then provide an interactive forum for both the physical and remote participants discussing what creates comfort at a hybrid event.

The last segment of this session will include an ‘on the couch’ question session facilitated by Paul Cook, Ruud Janssen, Founder, The New Objective Collective (TNOC) and Mike Clanton, Head of Global Corporate Event Solutions, My Meeting Professional (MMP) as they share some of their observations and experiences of what happens next with developing digital content, how to make the most of it and where your social media/communications strategy needs to go next.

To view the full programme or register for the EIBTM Hybrid Conference please visit http://engage.vevent.com/rt/re~ibtm or go to the EIBTM website http://www.eibtm.com. Participants can log in to the event from 8:30am (CET) on November 28, 2012.

See the updated 3×3 grid below with the learnings summarized into 3 key takeaways per hangout.

Grid and updates courtesy of courtesy of @sannejolles

Liz King was integral as our remote host, joining us from New York, and collected the twitter highlights for us here.

Sarah Vining of the NCC has a great comparison (as well as similarities) between ECDC and ECV here

MediaSite by Sonic Foundry made it possible for this event to be hybrid, and their thoughts as well as quick links can be found here

We hope you find these as useful as we do!

Egham, UK, , August 4, 2010 —   The world of today is dramatically different from 20 years ago and with the lines between work and non-work already badly frayed, Gartner, Inc.  predicts that the nature of work will witness 10 key changes through 2020. Organizations will need to plan for increasingly chaotic environments that are out of their direct control, and adaptation must involve adjusting to all 10 of the trends.

“Work will become less routine, characterized by increased volatility, hyperconnectedness, ‘swarming’ and more,” said Tom Austin, vice president and Gartner fellow. By 2015, 40 percent or more of an organization’s work will be ‘non-routine’, up from 25 percent in 2010. “People will swarm more often and work solo less. They’ll work with others with whom they have few links, and teams will include people outside the control of the organization,” he added. “In addition, simulation, visualisation and unification technologies, working across yottabytes of data per second, will demand an emphasis on new perceptual skills.”

 Organizations will need to determine which of the 10 key changes in the nature of work will affect them, and consider whether radically different technology governance models will be required.

1. De-routinization of Work
The core value that people add is not in the processes that can be automated, but in non-routine processes, uniquely human, analytical or interactive contributions that result in words such as discovery, innovation, teaming, leading, selling and learning. Non-routine skills are those we cannot automate. For example, we cannot automate the process of selling a life insurance policy to a skeptical buyer, but we can use automation tools to augment the selling process.

2. Work Swarms
Swarming is a work style characterized by a flurry of collective activity by anyone and everyone conceivably available and able to add value. Gartner identifies two phenomena within the collective activity; Teaming (instead of solo performances) will be valued and rewarded more and occur more frequently and a new form of teaming, which Gartner calls swarming, to distinguish it from more historical teaming models, is emerging. Teams have historically consisted of people who have worked together before and who know each other reasonably well, often working in the same organization and for the same manager. Swarms form quickly, attacking a problem or opportunity and then quickly dissipating. Swarming is an agile response to an observed increase in ad hoc action requirements, as ad hoc activities continue to displace structured, bureaucratic situations.

3. Weak Links
In swarms, if individuals know each other at all, it may be just barely, via weak links. Weak links are the cues people can pick up from people who know the people they have to work with. They are indirect indicators and rely, in part, on the confidence others have in their knowledge of people. Navigating one’s own personal, professional and social networks helps people develop and exploit both strong and weak links and that, in turn, will be crucial to surviving and exploiting swarms for business benefit.

4. Working With the Collective
There are informal groups of people, outside the direct control of the organization, who can impact the success or failure of the organization. These informal groups are bound together by a common interest, a fad or a historical accident, as described by Gartner as “the collective.” Smart business executives discern how to live in a business ecosystem they cannot control; one they can only influence. The influence process requires understanding the collectives that potentially influence their organization, as well as the key people in those external groups. Gathering market intelligence via the collective is crucial. Equally important is figuring out how to use the collective to define segments, markets, products and various business strategies.

5. Work Sketch-Ups
Most non-routine processes will also be highly informal. It is very important that organizations try to capture the criteria used in making decisions but, at least for now, Gartner does not expect most non-routine processes to follow meaningful standard patterns. Over time, we believe that work patterns for more non-routine work will emerge, justifying a light-handed approach to collecting activity information, but it will take years before a real return on investment for this effort is visible. In the meantime, the process models for most non-routine processes will remain simple “sketch-ups,” created on the fly.

6. Spontaneous Work
This property is also implied in Gartner’s description of work swarms. Spontaneity implies more than reactive activity, for example, to the emergence of new patterns. It also contains proactive work such as seeking out new opportunities and creating new designs and models.

7. Simulation and Experimentation
Active engagement with simulated environments (virtual environments), which are similar to technologies depicted in the film Minority Report, will come to replace drilling into cells in spreadsheets. This suggests the use of n-dimensional virtual representations of all different sorts of data. The contents of the simulated environment will be assembled by agent technologies that determine what materials go together based on watching people work with this content. People will interact with the data and actively manipulate various parameters reshaping the world they’re looking at.

8. Pattern Sensitivity
Gartner has published a major line of research on Pattern-Based Strategy. The business world is becoming more volatile, affording people working off of linear models based on past performance far less visibility into the future than ever before. Gartner expects to see a significant growth in the number of organizations that create groups specifically charged with detecting divergent emerging patterns, evaluating those patterns, developing various scenarios for how the disruption might play out and proposing to senior executives new ways of exploiting (or protecting the organization from) the changes to which they are now more sensitive.

9. Hyperconnected
Hyperconnectedness is a property of most organizations, existing within networks of networks, unable to completely control any of them. While key supply chain elements, for example, may be “under contract,” there is no guarantee it will perform properly, not even if the supply chain is in-house. Hyperconnectedness will lead to a push for more work to occur in both formal and informal relationships across enterprise boundaries, and that has implications for how people work and how IT supports or augments that work.

10. My Place
The workplace is becoming more and more virtual, with meetings occurring across time zones and organizations and with participants who barely know each other, working on swarms attacking rapidly emerging problems. But the employee will still have a “place” where they work. Many will have neither a company-provided physical office nor a desk, and their work will increasingly happen 24 hours a day, seven days a week. In this work environment, the lines between personal, professional, social and family matters, along with organization subjects, will disappear. Individuals, of course, need to manage the complexity created by overlapping demands, whether from the new world of work or from external (non-work-related) phenomena. Those that cannot manage the underlying “expectation and interrupt overloads” will suffer performance deficits as these overloads force individuals to operate in an over-stimulated (information-overload) state.

Additional information is available in the Gartner report “Watchlist: Continuing Changes in the Nature of Work, 2010-2020.” The report is available on Gartner’s website at http://www.gartner.com/resId=1331623.

Source = http://www.gartner.com/it/page.jsp?id=1416513

After reading this press release, I reflected for a moment and concluded the following.

“On the one hand I realise that ©TNOC is well underway in experimenting and capturing the possibilities on the 10 key changes in the nature of work. The space we occupy is one of innovators and early adoptors of the new media and online collaboration tools & techniques. The power of these new ways of delivering value to the customer makes it fun and engaging to collaborate in a collective (see point 4).  Similar thinkers really get it and we swarm, do work sketchups and are hyperconnected in ways that delivers great new rewarding ways of working together.

Point 10) My Place also rings a bell and I’ve noticed that preferences and productivity are very personal. Having the freedom of choice of platform, systems, workplace and communication preference allows you to multitask and hypershift to work at speeds not deemed possible before. I personally have experienced that my productivity has trippled by selecting the right tools. And also taking the time to learn new ways of working, exploit the new media options and experience the possibilities firsthand. It invigorates me to read the 10 points identified by Gartner and I encourage all to get a taste of these 10 key changes before you have to.”

I welcome your comments below to continue the dialogue on this fascinating change we are undergoing. Which of these 10 changes do you think will influence you and your organisation?

To better retain the content of a recent webinar ” How to better present” I crafted a mindmap using MindManager 8 and am now regularly referring to it when prepapring presentations. As a thank you for offering this free of charge, I thanked Michael by sharing this mindmap and discussing how mindmapping helps retain and learn (as in my case).
I have invited Michael Trigg, to attend an upcoming webinar I am co-hosting with Maria Jacobsson of MPI for the EMEA chapter Presidents & President’s Elect on Tuesday 15 June. Both Maria and I would like to improve our presentation skills pertaining to the webinar format. It requires an even more trained skillset to be effective in delivering the message.

I look forward to working on that collaboration and reporting back the findings for us all to learn from.

Michael Trigg’s free e-book and website can be found here http://www.presentationskillscoaching.co.uk

day1-27 (1).pdf (89 KB)

Posted by John Baldoni on January 5, 2009 11:00 AM

Now more than ever, senior leaders need to be seen and especially heard by the people who are counting on them for direction and focus. Independent businesspeople who represent a corporation’s products and services need to hear how the company is planning for the coming year. Sales people and other employees need to know what they should be doing to buttress the company for the short-term. Both constituencies need to take the measure of their leaders and to discover for themselves if those at the top have the right stuff to lead. Meetings are essential. Here are three tactics to consider for staging a successful meeting:

Be focused. Meetings are an important opportunity for senior leaders to address the economic situation as well as reveal plans for how they are coping. Executives need to demonstrate their knowledge of the situation as well as their command of the situation. Not everything they promise will come to fruition, but they need to present themselves as prepared.

Tell stories. Talk about how people are coping with hard times. Share stories from the field. Cite examples of how vendors and customers are succeeding. Emphasize resilience. Veteran managers have been through hard times before. Take the long-term perspective and create narratives that share that perspective.

Hear from the field. Create panel discussions and breakout sessions for attendees. Allow for the sharing of best practices as well as detailed planning. These get-togethers can provide sales people and vendors with insights into their customers. In turn, customers need to have the opportunity to talk about how they are coping and surviving.

Meetings are far more than a collection of speeches or talking points. They are an opportunity for people of similar interests to come together and share their stories about how they are coping as well as what they are doing to increase business. Customers need to mingle with executives and employees and vice versa. People need to hear each other out.

Tough times are a great time to renew trust. When customers and employees see the leadership team standing front and center and delivering the message, it demonstrates that that management cares about them and considers them essential to weathering the storm. Cancelling such meetings, except when there are no other alternatives, sends the message that employees and even vendors and customers are expendable. Folks will remember that attitude when the good times roll. So use the down time wisely and get together with your people.

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is here to:

• to assist in formulating objectives
• that are measurable
• and attainable
• using experts
• who would normally not work together
• with freelance experts
• and conventional suppliers
• specialised in the hospitality, meeting and event services  industry
• to deliver more effectively
• in less time
• with more fun
• and less effort

Our fast changing environments seeks to formulate simple objectives and deliver on them collectively. 

TNOC delivers on Objectives.

Ruud Janssen – Founder