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Presentatie morning star

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  • Hulpmiddelen die we ontwikkelen zijn niet alleen maar hulpmiddelen die ons ondersteunen maar ze veranderen ons ook. Cartografie heeft ons denkproces hoe problemen op te lossen verandert (een probleem in kaart brengen)Sometime in 1882, Friedrich Nietzsche bought a typewriter—a Malling-Hansen WritingBall, tobeprecise. His vision was failing, andkeeping his eyesfocused on a page had becomeexhaustingandpainful, oftenbringing on crushingheadaches. He had been forcedtocurtail his writing, and he fearedthat he wouldsoon have togiveit up. The typewriter rescuedhim, at leastfor a time. Once he had masteredtouch-typing, he was abletowritewith his eyesclosed, usingonly the tips of his fingers. Wordscouldonceagain flow from his mind to the page.But the machine had a subtler effect on his work. One of Nietzsche’sfriends, a composer, noticed a change in the style of his writing. His alreadyterseprose had become even tighter, more telegraphic. “Perhapsyouwillthroughthis instrument even take to a new idiom,” the friendwrote in a letter, notingthat, in his ownwork, his “‘thoughts’ in musicandlanguageoftendepend on the quality of pen and paper.”“You are right,” Nietzsche replied, “ourwriting equipment takes part in the forming of ourthoughts.” Under the sway of the machine, writes the German media scholar Friedrich A. Kittler, Nietzsche’sprose “changedfromargumentstoaphorisms, fromthoughtstopuns, fromrhetoricto telegram style.”
  • Hoe is het zogekomen, 100jaargeleden
  • Global village: mass age
  • Grote instituties zijn een uitvinding van de 20er jaren
  • Scalability/Adaptability > kleinereeenhednemogelijkDirect Communication > eenvoudigercommunicerenSeamless Cooperation > makkelijkerprocessenkoppelenAnytime, Anywhere >nietmeerbijelkaarzittenTransparency > ook ad hoc wetenwat je aanelkaarhebt
  • Scalability/AdaptabilityDirect Communication >iedereenbereikbaarSeamless Cooperation > standaardhulpmiddelenAnytime, AnywhereTransparency > wetenwat je aanelkaarhebt
  • Scalability/AdaptabilityDirect Communication > iedereenbereikenSeamless Cooperation > delen van dataAnytime, AnywhereTransparency
  • Scalability/AdaptabilityDirect CommunicationSeamless CooperationAnytime, Anywhere > asynchroonTransparency > prestatiesvroegerzichtbaar
  • Global village: mass age
  • Transcript

    • 1. From Pyramids to PancakesTowards a connected worldMartijn Kriens | @martijnkriensMorning Star
    • 2. Martijn Kriens@martijnkriens | martijn.kriens@icrowds.netBusiness|Science|Government|Innovation|ICT|eHealthCloud|Pancakes|Upstream|RTLNieuws|iCrowds|AIM|IIPSaaSWirelessArnhem|Vlieger|Recalcitrant| ....
    • 3. iCrowdswww.iCrowds.netMarketingfact, TravelNext, FoodNext,SportNext, UMCN St. Radboud, DeliXL, HAN, Rabobank, ING, WNF,Efteling, TUI Nederland, OmroepGelderland, TMG, Arnhem Dichtbij,RTL, Cito, Bank van Morgen, AIM,Gemeente Nijmegen, RTLNieuws
    • 4. “Our writing equipmenttakes part in the forming ofour thoughts”Friedrich Nietzsche1844 - 1900
    • 5. 1900: Local
    • 6. 1960: Broadcast
    • 7. 2000: Community
    • 8. :2012: Connected
    • 9. The new electronic interdependencerecreates the world in the image of aglobal villageMarshall McLuhanGlobal Village
    • 10. Fromthecenturyof myfatherto thecenturyof myson
    • 11. Changes in Government• “We the people”
    • 12. “At it’s core, Government is what we dotogether that we can not do on our own”Tim O’ReillyGovernment
    • 13. Obama"Your roleas a citizendoes notend withyour vote!"
    • 14. From Institution centric to People centricShift in Governmentplaatje
    • 15. Icelandic constitution
    • 16. Icelandic constitution
    • 17. Adopt a fire hydrantCode for America
    • 18. “Verbeter de buurt”
    • 19. Crowdsourcing policy
    • 20. Why we expect More fromTechnology and Less from eachotherSherry Turkle
    • 21. Immersion?
    • 22. Social?
    • 23. Habemus Papam!People havebecome voyeursof their ownexperience ..
    • 24. The undertowMany effects, few causes
    • 25. Crisis
    • 26. (1 − z3 / 6) / (z − z2 / 2)2 + c(1 − z3 / 6) / (z − z2 / 2)2 + c
    • 27. That drive the changeHidden ThemesScalability
    • 28. That drive the changeHidden ThemesCommunication
    • 29. Op basis van aantallen berichten, berekend op basis van trendlijnenVoorspellende waardeVVD 41PVDA 40SP 15PVV 15CDA 12Premier-debat
    • 30. That drive the changeHidden ThemesCooperation
    • 31. That drive the changeHidden ThemesAnytimeAnyplace
    • 32. That drive the changeHidden ThemesTransparancy
    • 33. Tweet from NOS on 15:29 starts the real buzz on socialmediaProject X Haren
    • 34. That drive the change• Scalability/Adaptability• Direct Communication• Seamless Cooperation• Anytime, Anywhere• TransparencyHidden Themes
    • 35. That drive the change• Scalability/Adaptability• Direct Communication• Seamless Cooperation• Anytime, Anywhere• TransparencyHidden Themes
    • 36. The Nature of the Firm (1937)Ronald Coase
    • 37. • Founded in 1919• 3897 locations, 642.000rooms in 91 countries• 135.000 employeesHilton
    • 38. • 3000 employeesworldwide• 30 million visitors• 250.000 hotels in 177countries• 350.000 rooms pernight• Estabished in 1996Booking.com
    • 39. • Founded 2008• 192 countries, 26.000cities, 200.000 listings• 40.000 reservations perday• 300 employeesAirbnb.com
    • 40. • 5,6 million homes, 94.000cities in 207 countriies• Launched in 2004 as avolunteer organisation• Changing to commercialorganisationCouchsurfing.org
    • 41. • Ecosystem of 80 billionturnover for 1,8 millioncompanies• 32.000 employees• Google shopping, local >local sitesGoogle.com
    • 42. Name founded Countries Cities Stays per day EmployeesHilton 1919 91 3.897 400.000 135.000Booking.com 1996 180 25.000 425.000 4.750AirBNB.com 2008 192 26.000 60.000 300Couchsurfing 2004 207 94.000 10.000? 50?
    • 43. Transaction cost & Firm sizeBreakup in logical and moreconsistent units
    • 44. “The (new) invisible hand”New paradigmCooperation without CoordinationClay Shirky
    • 45. Models for cooperationCommon interest modelTheatre production model
    • 46. Blackboard organisationData
    • 47. Coordination through MarketsSupply Demand
    • 48. From Pyramids to Pancakes
    • 49. Self Management“An ‘organization’ is but an idea, aconcept. People, as individuals, are theultimate reality and the only operativeelement.Chris RuferSelf Management Institute
    • 50. The mission is the boss …MissionMissionMissionMissionMissionMissionMissionMissionMission
    • 51. @martijnkriens | martijn.kriens@icrowds.net | Martijn Kriens | www.icrowds.netQuestions?
    • 52. Thank you!Martijn Kriens | @martijnkriens
    • 53. Predicting the future
    • 54. The struggling long tailThe winners that takes allThe vanishing local notables
    • 55. The new electronic interdependencerecreates the world in the image of aglobal villageMarshall McLuhan