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Hdl talk final

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  • 1. Indy Johar PLATFORM FUTURESREFLECTIONS FROM PRACTICE TEAM DOCUMENT 00 @HDL2010 09.06.13
  • 2. Indy Johar Institution - Corporate >>> Platform - Network TEAM DOCUMENT 00 @HDL2010 09.06.13
  • 3. Indy Johar TEAM DOCUMENT 00 @HDL2010 09.06.13 1800 1890 1980 1810 1820 1830 1840 1850 1860 1870 1880 1900 1910 1920 1930 1940 1950 1960 1970 2010 2000 1990 Royal Institute 1799 < Royal Society of the Arts 1754 Royal Academy of the Arts 1768 Royal Institute of British Architects 1834 Royal Academy of Music 1822 Royal Society 1850 Royal College of Art 1837 Reform Club 1836 Atheneum 1824 Royal Academy of Dramatic Arts 1904 National Health Service 1948 PeabodyTrust 1862 Royal Institute of Chartered Surveyors 1862 The National Gallery 1824 Victoria & Albert Musuem 1852 Tate 1897 Wikipedia 2001 Octavia Hill Housing 1865 Zoological Society of London 1824 Scouting Movement 1907 CarnegieTrust 1913 Institute of Mechanical Engineers 1847 The Football Association 1863 English Heritage 1983 Natural History Museum 1856 The British Museum 1753 YMCA 1844 The NationalTrust 1884 Royal Society of Medicine 1834 Open University 1969
  • 4. ARCHITECTURE BY ARCHITECTS Monetary Economy ARCHITECTURE BY EVERYONE ELSE Social Economy Led by the many Platform economy Led by the few Corporate economy
  • 5. Indy Johar PLATFORM_MAKING THE WIKIHOUSE> THE OPEN INSTITUTE> THE HUB> THE HUBLAUNCHPAD> PROJECT FIELDCLOUD> 00 @HDL2010 09.06.13
  • 6. THE WIKIHOUSE
  • 7. End/I4 Fl/2 Fl/1 End/I1 F2/B F2/F F1/C F1/G F1/E F1/D F1/A F2/B F2/D F2/E F2/G F2/C F1/F F1/B HC/2 HC/1 VC/1 VC/2 WikiHouse F2/B F2/D F2/E F2/B F2/F F1/C F1/G
  • 8. 2+
  • 9. 2+
  • 10. ?
  • 11. London Gwangju Chelmsford Yorkshire Milan Haiti WikiHouseNZ WikiHouseRIO TED Cities 2.0 ? Paris
  • 12. 1 2 3 4 1. Standard triple glazed unit. 2. CNC cut ‘sandwich’ frame. 18mm Birch plywood. 3. Capacity to use many different kinds of hinges, handles and seals. 4. No manufactured flashings required. SECURITY HEATING / COOLING WATER HEALTH STRUCTURES ENERGY CONSTRUCTION SANITATION FURNITURE .............................. PLAY GROWING
  • 13. THEOPEN INSTITUTE
  • 14. 1. CYCLE NETWORK Safe, delightful cycling infrastructure 1. OPEN SURFACE Digital surface 2. OPEN SPACES Open access workspace, labs, incubators 4. OPEN EDUCATION Peer-to-peer university 3. OPEN RIG Events, exhibition, bazaar 5. OPEN STREETS Serviced public realm for pop-ups, markets 9. OPEN DATA Public, corporate data commons 10. OPEN FUND Civic booster / incubator fund 6. OPEN BUSINESS Opt-in open business charter 7. OPEN NET Free neighbourhood wi-fi, mapping, concierge 8. OPEN FORUM Town hall, Hackney+ Open Institute LDN
  • 15. BROADCASTING SUITE LAB GARDEN DIGITAL AD SANDBOX PLATFORMS FUTURE UPGRADES TICKETING & BARRIERS PERFORMANCE EXPO MICRO WORKSPACES MICRO RETAIL RETAIL SANDBOX 24 HR EATING VIRTUAL RETAIL INSTALLATIONS MUSIC PUBLIC SPACE UPGRADE CROSSINGS MESSY / WET LAB FAB LAB MEDIA LAB CRÈCHE OPEN DATA LAB SHARED RESOURCES GAMING FOOD LAB MICRO PERFORMANCE AUDITORIUMHACKATHONS LAUNCH PAD EXPO MASS GAMING HALL DRINKABOUTS GARDEN GARDEN BOARD ROOMS LIVING ROOM STUDIOS VIDEOCONFERENCING SUITE MEETING GARDENS OPEN DATA OPEN DIGITAL SURFACE DIGITAL ADVERTISING MICRO RETAIL SEATING LANDSCAPE
  • 16. 1. FELLOWS ‘Professors’ as generous thematic knowledge aggregators. Seeds projects, curates networks, open IP. 2. OPEN CURATORS ‘Broadcasters’ - processing raw data and knowledge and disseminating meaning. 3. OPEN FUND Investors activating investment both in entrepreneurs and intrapreneurs (innovators within existing corporations & public sector) 4. OPEN LIBRARIAN Processing open IP, data, and making it useful. 5. OPEN AUDITORS Data collection, impact analysis, feedback and ethics commentator. 6. HOSTS Approachable operator in ‘concierge’ role, helping by co-ordinating, suggesting, introducing and responding to need. THEMATICS Design Law Governance Markets Technology Finance Ethics Science Medicine Behaviour . . . Open OS. The platform is conceived not unlike a typical smartphone. It will consist of: 1. Hardware The physical kit 2. Operating system (rules and running software) 3.‘Apps’ by third parties, such as programmes, uses, events or software. (e.g Hackspace) ‘APPS’ BY THIRD PARTIES Labs Incubators Businesses Organisations Education programmes Events Lectures Civic surface Web Mobile . . . EXECUTIVE TEAM Operating team responsible for management, operation & maintenance.
  • 17. OPENGOVERNANCE Community-interest company constitution OPENINFRASTRUCTURE Shared space & resources OPEN INSTITUTEA new open commons in East London: a civic platform acting both as a cultural platform and a kind of ‘open source university’ – owned by and for everyone. An extension of the pavement. OPENBUSINESSMODEL Sustainable use / revenue OPENOPERATINGSYSTEM Open platform software > OPENLICENSE Open brand / license to support replication OPENLIBRARY Curating the commons > > > > > >
  • 18. EXPERT INTERVIEWS X30-40 (Tech/Education/Policy/ Science/Design/Community) 90% COLLECTING COLLECT DEEP KNOWLEDGE INVITE TO PARTICIPATE (WRITTEN) 7 PLATFORM 1 DIGITAL 90% SHARING 10% COLLECTING PLATFORM 2 LIVE EVENT MINI ‘MASSIVE CHANGE’ 2 DAY WEEKEND 70% SHARING ANALYSE SYNTHESISE 1 BLOG FILM TOP 10 OPEN SOURCES ARTICLES QUOTES DIGESTIBLE COMMONS DIAGRAM MATERIAL COLLECT LIGHT KNOWLEDGE [IDEAS/COMMENTS] INTRO MATERIAL DESIGN INVITE TO PARTICIPATE (LIVE) TALK PANEL FILM EXHIBITION - Interactive elements Designed with ideas and content from the experts TALKS AND PANELS [6] WORKSHOPS [2] MAKE/HACK [2] E.G. Iconathon - open source LAUNCH PERMANENT OI FORUMS OPEN PLATFORM For people to add their own conversation topics (30 mins) INVITE TO PARTICIPATE (COMMITTED) STRONG ADVISORY CO-BUILDERS INFRASTRUCTURE CONTENT KNOWLEDGE & INSIGHT WHAT HOW (OUTPUTS?) PROOF OF SUPPORT EVIDENCE OF ENGAGEMENT ANALYSE SYNTHESISE 2 COLLECT LIGHT KNOWLEDGE [IDEAS/COMMENTS] INVITATION TO PARTICIPATE START PROJECT/FORUM KNOWLEDGE COLLECT BUILD/DESIGN SHARE OBJECTS/ MATERIAL PARTICIPATION RELATIONSHIP BUILDING KNOWLEDGE BUILDING Seedingthe open economy.
  • 19. Anopen business model. Pay for access Free, pay for exclusivity From To Closed & regulated. Open & peer-to-peer.
  • 20. Open License. The institution’s model and brand is itself entirely open, including legal documents, software and operating model. This means that other groups can more easily replicate it in other cities under the same constitution.
  • 21. THEHUB WESTMINSTER
  • 22. Hub Kolkata | Proposition 9/16 15,000 sqft facility Incubator space for startups to work, meet, learn and launch their business. HUB Westminster Accelerator Fund Mentoring and investment to catalyse startups HUB Launchpad Birmingham Village Capital Accelerator HUB Launcher Trade- school Global Hub Network HUB Academy Top up learning programmes for startups IIT & ISI Education partnerships with world class institutions Big Data Publication LDN <> KOL LAUNCHPAD HUB Westminster Hub Community
  • 23. Hub Kolkata | Proposition 9/16 15,000 sqft facility Incubator space for startups to work, meet, learn and launch their business. HUB Westminster Accelerator Fund Mentoring and investment to catalyse startups HUB Launchpad Birmingham Village Capital Accelerator HUB Launcher Trade- school Global Hub Network HUB Academy Top up learning programmes for startups IIT & ISI Education partnerships with world class institutions Big Data Publication LDN <> KOL LAUNCHPAD HUB Westminster Hub Community
  • 24. LKX LWE LIS SFO AMS STO JNB DXB MEL TLV SIN BRI BGO BRU BUH HEL CPH MAD MIL PRG RTM ROM ROV SIR TMP VIE ZRH HFX LAX OAX BHO CBA SPO OTW BKY SEA Asia | Pacific Melbourne Singapore Tel Aviv Africa Johannesburg Europe Amsterdam Bergen Brussels Bucharest Copenhagen Helsinki London Islington London Kings Cross London Westminster Madrid Milan Prague Rome Rotterdam Rovereto Stockholm Tampere Vienna Zurich North America Berkeley Halifax Los Angeles Oaxaca Ottawa Seattle San Francisco South America Belo Horizonte Curitiba Sao Paulo HUB Initiatives Bari Bogota Boulder Boston Dubai Mexico City Caracas Munich Rome Seoul Syracuse Tokyo Washington Zagreb FLorence Geneva Lima Luxemburg Miami Moscow Nice Portland Raleigh Recife San Sebastian SantaCruzdeTenerife Oakland HUB Candidates Athens Barcelona Beirut Berlin Network HUB Islington, the original HUB opened in January 2005. Today there are 38 Hubs + 14 initiatives across 5 continents. A global network of 6500 + members and 6million+ EUR revenue
  • 25. THEHUB LAUNCHPAD
  • 26. HUB LAUNCHPAD PROGRAMMETHEMATIC DELIVERY PARTNERS (with local networks, social capital in sector) SPECIALIST MICRO ACCELERATORS PUBLIC SERVICES INNOVATION (2013) NURTURING EARLY STAGE TALENT AT PRE START UP STAGE FUTURE MANUFACTURING (2015) PUBLIC SERVICES INNOVATION (2014) BIRMINGHAM PROGRAMME : PUBLIC SERVICE INNOVATION & FUTURE MANUFACTURING LONDON PROGRAMME: PUBLIC SERVICE INNOVATION & FINANCE INNOVATION FINANCE INNOVATION (2014) 4 YEAR PROGRAMME £1.5M TOTAL INVESTMENT AWARDS 100 SOCIAL VENTURES 200 CO- FOUNDERS 4000 ENTREPRENEURS TECHNICAL PARTNERS - MAVENS ACADEMY 100 NIGHT SCHOLARSHIPS X 4 PROGRAMMES 44 2 + £25,000 3 MONTH EVENING MEMBERSHIPS TO HUBS PROVIDING ACCESS TO PEER STARTUP COMMUNITY, STARTUP RESPIRCES AND EVENTS RAISES AWARENESS ON THEMES & BUILD A COMMUNITY CLUSTER & RAPID PROTOTYPE YOUR TEAM HOUR HACK EVENT FORMAT £46,000 INVESTMENT AWARDS EACH PROGRAMME TOTAL £1.5 MILLION INVESTMENT AWARD TOTAL 140 SOCIAL VENTURE FOUNDERS £ PEER INVESTMENT PRIZES INVESTMENT COMMITTEE PRIZE £2350 MONTHLY STIPEND / FOUNDER MIN. 2 CO-FOUNDERS PER TEAM FULL TIME 14 WEEK ACCELERATORS 2 48 X 35 = IN BIRMINGHAM 2 IN LONDON £ FINANCEMANUFACTURING #1 #2 #3 #4 200 BIRMINGHAM SCHOLARS 200 LONDON SCHOLARS HIGH PROFILE HACK CAMPS AS MARKET MAKING FOR EACH PROGRAMME 8 TOTAL CAMPS OVER 4 PROGRAMMES PUBLIC SERVICES X 2 X 2 HUB LAUNCHPAD FOUNDING PARTNERS DO LABORATORIES 00
  • 27. PLATFORM_MAKING
  • 28. Indy Johar PLATFORM_MAKING.THE SHIFT 1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE 2.FROM CONSUMER TO COMMUNITY CO_GENERATION 3.FROM MANAGEMENT TO CURATION & CULTURE 4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN 6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE 7.FROM DECISION POWER TO DOING POWER 00 @HDL2010 09.06.13
  • 29. Indy Johar PLATFORM_MAKING.THE SHIFT 1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE 2.FROM CONSUMER TO COMMUNITY CO_GENERATION 3.FROM MANAGEMENT TO CURATION & CULTURE 4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN 6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE 7.FROM DECISION POWER TO DOING POWER 00 @HDL2010 09.06.13
  • 30. Indy Johar PLATFORM_MAKING.THE SHIFT 1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE 2.FROM CONSUMER TO COMMUNITY CO_GENERATION 3.FROM MANAGEMENT TO CURATION & CULTURE 4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN 6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE 7.FROM DECISION POWER TO DOING POWER 00 @HDL2010 09.06.13
  • 31. Indy Johar PLATFORM_MAKING.THE SHIFT 1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE 2.FROM CONSUMER TO COMMUNITY CO_GENERATION 3.FROM MANAGEMENT TO CURATION & CULTURE 4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN 6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE 7.FROM DECISION POWER TO DOING POWER 00 @HDL2010 09.06.13
  • 32. Indy Johar PLATFORM_MAKING.THE SHIFT 1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE 2.FROM CONSUMER TO COMMUNITY CO_GENERATION 3.FROM MANAGEMENT TO CURATION & CULTURE 4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN 6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE 7.FROM DECISION POWER TO DOING POWER 00 @HDL2010 09.06.13
  • 33. Indy Johar PLATFORM_MAKING.THE SHIFT 1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE 2.FROM CONSUMER TO COMMUNITY CO_GENERATION 3.FROM MANAGEMENT TO CURATION & CULTURE 4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN 6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE 7.FROM DECISION POWER TO DOING POWER 00 @HDL2010 09.06.13
  • 34. Indy Johar PLATFORM_MAKING.THE SHIFT 1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE 2.FROM CONSUMER TO COMMUNITY CO_GENERATION 3.FROM MANAGEMENT TO CURATION & CULTURE 4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN 6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE 7.FROM DECISION POWER TO DOING POWER 00 @HDL2010 09.06.13
  • 35. Indy Johar PLATFORM_MAKING.THE SHIFT 1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE 2.FROM CONSUMER TO COMMUNITY CO_GENERATION 3.FROM MANAGEMENT TO CURATION & CULTURE 4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN 6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE 7.FROM DECISION POWER TO DOING POWER 00 @HDL2010 09.06.13
  • 36. Indy Johar PLATFORM_MAKING.THE CHALLENGES 1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT 2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED 3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE 4. AUTHORSHIP & REPUTATION MANAGEMENT 5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS 6. GOVERNANCE PLATFORM ECOSYSTEMS 7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO. 8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK TEAM DOCUMENT 00 @HDL2010 09.06.13
  • 37. Indy Johar PLATFORM_MAKING.THE CHALLENGES 1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT 2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED 3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE 4. AUTHORSHIP & REPUTATION MANAGEMENT 5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS 6. GOVERNANCE PLATFORM ECOSYSTEMS 7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO. 8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK TEAM DOCUMENT 00 @HDL2010 09.06.13
  • 38. Indy Johar PLATFORM_MAKING.THE CHALLENGES 1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT 2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED 3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE 4. AUTHORSHIP & REPUTATION MANAGEMENT 5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS 6. GOVERNANCE PLATFORM ECOSYSTEMS 7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO. 8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK TEAM DOCUMENT 00 @HDL2010 09.06.13
  • 39. Indy Johar PLATFORM_MAKING.THE CHALLENGES 1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT 2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED 3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE 4. AUTHORSHIP & REPUTATION MANAGEMENT 5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS 6. GOVERNANCE PLATFORM ECOSYSTEMS 7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO. 8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK TEAM DOCUMENT 00 @HDL2010 09.06.13
  • 40. Indy Johar PLATFORM_MAKING.THE CHALLENGES 1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT 2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED 3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE 4. AUTHORSHIP & REPUTATION MANAGEMENT 5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS 6. GOVERNANCE PLATFORM ECOSYSTEMS 7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO. 8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK TEAM DOCUMENT 00 @HDL2010 09.06.13
  • 41. Indy Johar PLATFORM_MAKING.THE CHALLENGES 1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT 2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED 3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE 4. AUTHORSHIP & REPUTATION MANAGEMENT 5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS 6. GOVERNANCE PLATFORM ECOSYSTEMS 7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO. 8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK TEAM DOCUMENT 00 @HDL2010 09.06.13
  • 42. Indy Johar PLATFORM_MAKING.THE CHALLENGES 1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT 2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED 3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE 4. AUTHORSHIP & REPUTATION MANAGEMENT 5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS 6. GOVERNANCE PLATFORM ECOSYSTEMS 7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO. 8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK TEAM DOCUMENT 00 @HDL2010 09.06.13
  • 43. Indy Johar PLATFORM_MAKING.THE CHALLENGES 1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT 2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED 3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE 4. AUTHORSHIP & REPUTATION MANAGEMENT 5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS 6. GOVERNANCE PLATFORM ECOSYSTEMS 7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO. 8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK TEAM DOCUMENT 00 @HDL2010 09.06.13
  • 44. Indy Johar PLATFORM_MAKING.THE CHALLENGES 1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT 2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED 3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE 4. AUTHORSHIP & REPUTATION MANAGEMENT 5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS 6. GOVERNANCE PLATFORM ECOSYSTEMS 7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO. 8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK TEAM DOCUMENT 00 @HDL2010 09.06.13
  • 45. PLATFORM_TOOLMAKING
  • 46. OUTCOME METHOD GOVERNANCE OWNERSHIP INPUTS _.OPENLY_Social
  • 47. _.Ltd _.LLP _.LP _.PLC _.CIC _.CIO + _.OLCOpen Limited Company
  • 48. _.Versionauthoring
  • 49. 15 04/ ADAPT VERSION 2.0 SHARE IMPROVE INVITE<SEED<HOST COMMUNITIES OF INTEREST CROWDMAKE COMPONENT INFRASTRUCTURE VERSION 1.1 IMPROVE SHARE GROW A COMMUNITY OF COMMON PUPOSE SHARE EVIDENCE & SHARE PERSONAL PURPOSE BUILD SHARED A LANGUAGE SEED, IDENTIFY PROTOTYPE SHARED ACCELERATOR INFRASTRUCTURE FOR COMMUNITIES OF INTEREST. SEED AND HOST SHARED A ECOSYSTEM UNDERSTANDING _.OpenlySocialSystemChange
  • 50. 00 ‘Zero Zero ‘ Hub Westminster New Zealand House 80 Haymarket London SW1Y 4TE T 0207 739 2230 www.architecture00.net Contact Click here to contact us. <

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