Rebuilding the World

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Business person looking confused

Sony has demonstrated creative integration in many markets and has lost some markets to innovators who integrated better solutions. Going forward integrating Web 2.0 technology to drive innovation and collaboration should enhance Sony’s ability to innovate ahead of the competition or quickly follow when it makes sense. The ISSA organization is creating a portfolio of new collaboration offerings to enable this looking ahead innovation.

start w/italy and japan (oldest population) and go to china, india, mexico, iran,

* Alan’s breakout session is on InnoCentive

Next step in the programmable web.

Crowdspring (which spells its name as "crowdSPRING") operates an online marketplace for buyers and sellers of creative services . It offers designers, illustrators, writers, or photographers to work on logos, websites, marketing materials, or other creative content needed by the buyers. The company also provides community tools, such as public profiles with feedback, ratings and stats, private messaging, portfolios, and community forums on its website.It offers legal protection for buyers and sellers. It serves the crowdsourced graphic design service market. Due to the fact that designers on Crowdspring submit work on a speculative basis (or Spec), they have recently been receiving a great deal of backlash from the design community. AIGA, the U.S. professional association for design discourages designers from doing work on spec. A few years ago, the NO!SPEC campaign was founded to organize people who object to work on spec.

Or how the company that’s long been entrenched in the photo industry missed the photo sharing opportunity, while an upstart grabbed it?

Or how not a single TV station managed to capitalize on what YouTube is starting to firmly grab a hold of? Not a SINGLE ONE? Many things seem obvious in hindsight… but I bet a lot of companies never saw this coming. Why not? And how can your company be different as the Web and Enterprise 2.0 continue to grow in influence?

One of the industries hit by Facebook is actually web dating services. Outside of a certain “other” industry focused on “connecting people”, dating sites were one of the most popular and profitable applications on the web. In short, many people paid money to connect with other people that might be like them, through a network. Now, as Facebook and others keep growing, the “friend of a friend” principle that so long dominated the “physical” dating world is moving into the virtual one. If you’re looking for a date, might a 2-degree of separation person connected through your university roommate be better than a random stranger?

And of course there’s the other sites where collaborative communities have reigned supreme. Wikipedia vs. Brittanica – it’s no contest. Has anyone ever stopped to ask why Britannicia didn’t move into this space first?

FROM DEREK’S BLOG POST: the World Business Council for Sustainable Development and IBM (the leading earner of US patents for the past fifteen years) are partnering with Nokia, Pitney Bowes and Sony to release a portfolio of dozens of innovative and environmentally responsible patents to the public domain. This portfolio of IP is entitled the “Eco-Patent Commons” and is available on a website hosted by the WBCSD. According to the WBCSD, the patents are searchable by anyone through a search engine on their website and global participation from businesses in diverse industry sectors are welcome. It will be fed with initial and subsequent patent pledges by companies that become members of the Commons. Through the Commons, the patents will be made available for free use by all, subject to defensive termination. The objectives of the Eco-Patent Commons: * To provide an avenue by which innovations and solutions may be easily shared to accelerate and facilitate implementations to protect the environment and perhaps lead to further innovation. * To promote and encourage cooperation and collaboration between businesses that pledge patents and potential users to foster further joint innovations and the advancement and development of solutions that benefit the environment. Examples of environmental benefits patented inventions may provide: * Energy conservation or efficiency * Pollution prevention (source reduction, waste reduction) * Use of environmentally preferable materials or substances * Materials reduction * Increased recycling ability It is fantastic to see big business making such great strides to help the environment. Not only will these patents help the public domain to share economical and environmentally sustainable practices directly, but the concepts and specific information in these patents could inspire others for formulate new ideas and methodologies for other products and services.

Patent Strategies for Promoting Open Innovation Nike and Creative Commons are calling upon other companies and stakeholders to bring the network efficiencies of open innovation to solving the problems of sustainability. GreenXchange will seek to bring together stakeholders in working groups to discuss strategies for advancing the commons by exploring ideas such as using patent pools, research non-assertions, and using technologies that support networked and community-based knowledge transfer and sharing. Networks work best with a standardized and simple set of protocols. The Internet is one example of a network based on the TCP/IP Protocol. The Creative Commons community is a network based on users of Creative Commons licenses who share content under these standard transfer regimes. For the proposed network of sustainability innovation, the core protocols relate to the freedom to experiment and conduct research, the standardization of transfer of ideas, and the use of technology to monitor and quantify downstream impact. Building a Better Innovation Ecosystem Nike and Creative Commons share a vision of creating an open innovation platform that promotes the creation and adoption of technologies that have the potential to solve important global or industry-wide challenges. Open innovation is characterized by leveraging knowledge shared across many participants in a market, including companies, individuals, suppliers, distributors, academia, and many others to solve common problems and to assist internal innovation. Open innovation is an investment in the capacity of the market to support a firm’s ability to innovate and implement revolutionary technologies. It enables the development of new business models that leverage the creative output made possible by open collaboration to create new value and products. Open innovation is also a key component of engaging the resources and capabilities of large communities in finding ways to create sustainability, such as developing new ways to promote efficient resource use, implementing green manufacturing techniques, and delivery of products to consumers with lower impact to the environment. Traditional collaboration is face-to-face. However, increasingly, modern collaboration, powered by the Web, is distributed. Examples of distributed collaboration include the Google search, the Wikipedia article, and the eBay auction, all which bring together disparate and distributed sources of information into a collaborative network mediated by common rules. Network mediated collaboration is based on small transactions, built upon standard technical and policy platforms, that enable low transaction costs both at a technical and legal level. By doing so, network mediated collaboration has a democratizing impact and therefore can engage mass audiences of users, contributors, and mediators, in ways that would otherwise be impossible. Likewise, open innovation is based on the mediated network collaboration concept: by making it easier to share documents, music, software, data, ideas, discoveries, and other kinds of knowledge, it has the potential to engage mass communities in the creative process. That brings with it innovation potential that not single company can match throw internally funded R&D.

The Brookings Institution officially unveiled a new proposal yesterday calling for "a new paradigm in energy innovation" at an event at the National Press Club in Washington, D.C. The proposal, which was developed for over a year and is one of the most in-depth proposals for new energy R&D out there, calls for an "order of magnitude" increase in federal energy R&D investment and proposes a new model for clean energy technology research and commercialization: establishing a national network of regionally-based "Energy Discovery-Innovation Institutes" (e-DIIs) to serve as hubs of distributed research linking the nation's best scientists, engineers, and facilities and effectively combining the forces of academia, government and industry. The report, prepared by Brooking's Metropolitan Policy Program (Metro) concludes: This report urges two major changes in U.S. energy policy. First, it calls for an order-of-magnitude increase in federal investment levels for energy R&D, as a necessary step to matching the enormous scale of the nation's energy problem with massive efforts to develop market-ready technological solutions. Second, it argues that the complexity of the nation's energy challenges require that the nation make use of decentralized, multidisciplinary, collaboration-oriented new research paradigms better able to integrate scientific research, technology development and commercialization, and the production of human resources across a broad range of scientific, technological, economic, behavioral, and public policy considerations. More specifically, the report proposes augmenting expanded energy R&D programs across the nation's range of national laboratories and industrial research centers with a new research paradigm proposed by the National Academy of Engineering: a national network of energy discovery-innovation institutes (e-DIIs). Decentralized, multidisciplinary, and applications oriented, the proposed e-DII network would link together a new regionally grounded, "bottom up" drive to accelerate the commercialization of breakthrough technological advances in many domains. When completed, the new network would consist of 20 to 30 e-DIIs, with interagency federal funding building to a total level of $5 to $6 billion a year.

The We Campaign is a project of The Alliance for Climate Protection -- a nonprofit, nonpartisan effort founded by Nobel laureate and former Vice President Al Gore. Our ultimate aim is to halt global warming. Specifically we are educating people in the US and around the world that the climate crisis is both urgent and solvable.

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Rebuilding the World - Presentation Transcript

  1. Rebuilding the World: Redesigning our Institutions for the Age of Networked Intelligence Don Tapscott, Chairman, nGenera Insight Twitter: dtapscott June 16, 2009
  2. Current Crisis | © 2009 nGenera. All Rights Reserved.
  3. Corporate Reaction to Crisis | © 2009 nGenera. All Rights Reserved.
  4. The Dangers | © 2009 nGenera. All Rights Reserved.
      • Damaging your company
      • You emerge looking demographically like Italy
      • You miss opportunities to retool, reinvent, and realign for success as market conditions change
  5. A Turning Point in History: Failing Institutions | © 2009 nGenera. All Rights Reserved.
  6. Web 2.0 Taxonomy Technology Revolution | © 2009 nGenera. All Rights Reserved. TRUE MULTIMEDIA BROADBAND MOBILITY Web 2.0 THE THING GEO-SPATIALITY WEB SERVICES INTEGRATION
  7. | © 2009 nGenera. All Rights Reserved.
  8. | © 2008 nGenera. All Rights Reserved. | © 2009 nGenera. All Rights Reserved.
  9. Population Pyramids Differ Greatly Across Countries | © 2009 nGenera. All Rights Reserved. Japan: 2007 United States: 2007 China: 2007 India: 2007 Iran: 2007 Italy: 2007
  10. Enablers of a New World | © 2009 nGenera. All Rights Reserved.
  11. Enablers of a New World | © 2009 nGenera. All Rights Reserved.
  12. Enablers of a New World | © 2009 nGenera. All Rights Reserved.
  13. Enablers of a New World | © 2009 nGenera. All Rights Reserved. A New Generation The New Web
  14. An Historic Transformation | © 2009 nGenera. All Rights Reserved. Printing Press Internet Agrarian Age Industrial Age Age of Networked Intelligence
  15. 7 Principles in Redesigning our Institutions | © 2009 nGenera. All Rights Reserved.
  16. Innovation | © 2009 nGenera. All Rights Reserved.
  17. Innovation | © 2009 nGenera. All Rights Reserved.
  18. Innovation | © 2009 nGenera. All Rights Reserved.
  19. New Competitive Space Value Creation Critical Resources Physical Financial Knowledge Self- Organization Traditional Hierarchy The Economics of Collaboration | © 2009 nGenera. All Rights Reserved. Extended Enterprise Industrial Age Corporation Mass Collaboration Business Webs
    • A 50 year old mining company peers, opens, shares its proprietary data and acts globally in a bid to transform itself and explore the extent of a rich new find .
    Harnessing Mass Collaboration | © 2009 nGenera. All Rights Reserved.
  21. | © 2009 nGenera. All Rights Reserved. Openness
  22. | © 2009 nGenera. All Rights Reserved. Openness
  23. Openness – harnessing the Global Talent Pool | © 2009 nGenera. All Rights Reserved.
  24. Ideagoras – Creating an eBay for Innovation
      • How do you create a vibrant marketplace where you leverage other people's talents, ideas and assets quickly and move on?
      • P&G’s Larry Huston : “Alliances and joint ventures don't open up the spirit of capitalism within the company. They're vestiges of the central planning approach when instead you need free market mechanisms.”
    How InnoCentive works: | © 2009 nGenera. All Rights Reserved.
  25. Ideagoras – IdeaConnection | © 2009 nGenera. All Rights Reserved.
  26. Ideagoras CrowdSpring: A Global Marketplace for Creative Services | © 2009 nGenera. All Rights Reserved.
  27. Wikinomics – Help Us Write the Final Chapter! | © 2009 nGenera. All Rights Reserved.
  28. Doritos Crash the SuperBowl Contest | © 2009 nGenera. All Rights Reserved.
  29. Self-Organization Combines Hierarchy and Fluidity | © 2008 nGenera. All Rights Reserved. Initiators and leaders (Highest group interest) Key Contributors (Developers, Users) Major affiliates comprising organized B-Webs Free riders, loose affiliates (Highest self-interest) Vision, Filtering, making final decisions and setting standards for key processes Major participants and influencers make Structured regular contributions Users provide feedback, needs, information and disruptive, vibrant, spontaneous contributions Contributions Roles
  30. The Rise of Collaborative Communities Flickr beats Kodak Gallery vs. | © 2009 nGenera. All Rights Reserved.
  31. YouTube beats MTV vs. The Rise of Collaborative Communities | © 2009 nGenera. All Rights Reserved.
  32. Facebook beats Match.com vs. The Rise of Collaborative Communities | © 2009 nGenera. All Rights Reserved.
  33. Wikipedia beats Britannica vs. The Rise of Collaborative Communities | © 2009 nGenera. All Rights Reserved.
  34. Blogger.com beats CNN.com vs. The Rise of Collaborative Communities | © 2009 nGenera. All Rights Reserved.
  35. Alex Tapscott’s Wikinomicists Community | © 2009 nGenera. All Rights Reserved.
  36. The Four Values of Integrity | © 2009 nGenera. All Rights Reserved. Honesty Consideration Accountability Openness
  37. Five Classes of Stakeholders © New Paradigm Learning Corporation, 2005 Employees Partners Customers Shareholders Communities
  38. The Integrity Payoff © New Paradigm Learning Corporation, 2005
  39. Planet Earth | © 2009 nGenera. All Rights Reserved.
  40. Sustainability - The Eco Patent Commons | © 2009 nGenera. All Rights Reserved.
  41. Sustainability – Greenxchange | © 2009 nGenera. All Rights Reserved.
  42. Sustainability – Greenxchange | © 2009 nGenera. All Rights Reserved.
  43. Sustainability – We Can Solve the Climate Crisis | © 2009 nGenera. All Rights Reserved.
  44. 7 Principles in Redesigning our Institutions | © 2009 nGenera. All Rights Reserved.
  45. Crisis of Leadership Paradigm shifts involve dislocation, conflict, confusion, uncertainty. New paradigms are nearly always received with coolness, even mockery or hostility . Those with vested interests fight the change. The shift demands such a different view of things that established leaders are often last to be won over, if at all . | © 2009 nGenera. All Rights Reserved.
  46. © New Paradigm Learning Corporation, 2005
  47. grownupdigital.com | © 2009 nGenera. All Rights Reserved.
  48. | © 2009 nGenera. All Rights Reserved.
  49. Don Tapscott [email_address] Twitter: dtapscott (416) 863-8801 www.grownupdigital.com www.nGenera.com | © 2009 nGenera. All Rights Reserved.
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