Enterprise2.0 Case Study: Toronto Transit Camp


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Applying the Barcamp unconference model to an organizational challenge. Community-driven Cocreation or Focus Group 2.0?

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Enterprise2.0 Case Study: Toronto Transit Camp

  1. 1. 1 Case Study: Toronto Transit Camp Community-Driven Open Innovation or Focus Group 2.0? Copyright Remarkk Consulting, 2007. Distributed under a Creative Commons license: http://creativecommons.org/licenses/by-nc-sa/2.5/ca/
  2. 2. 2 Online community meets physical place.
  3. 3. 3
  4. 4. 4 Timeline: December, 2006: TTC’s web site RFP January 1, 2007: Toronto blogs call for help January 3, 2007: TTC Chair signals openness January 10, 2007: Web geek brainstorm February 4, 2007: Transit Camp event
  5. 5. 5 Toronto Transit Camp “Not a complaints department, a solutions playground” Passion and fun meet practice Diverse communities Design Slam Cultural change Instantiating community Modelling for replication
  6. 6. 6 Results for TTC Noticeable shift in relationship: from combative to collaborative A new model for community engagement and communication New open-source projects: openttc.ca, opentransit.info TTC received expertise unavailable in-house New strategies for a web site RFP: embraces community and peer-production concept maximizes brand and service impact with limited resources
  7. 7. 7 Social Web New tools and online-enabled communities are signalling a new paradigm of knowledge production.
  8. 8. 8 New Lenses: Communities Communities of Practice Communities of Proximity Communities of Interest Communities of Values
  9. 9. 9 Open Creative Communities Open: no artificial barriers to entry; membership comes from creative citizenship, both professional and amateur Creative: production of ideas and inventions that are personal, original and meaningful Community: any group of individuals who interact and share some common characteristics
  10. 10. 10 Modeling TransitCamp Discovery and play passion fun practice Intersections of communities professional and amateur interest groups and creators Community leadership values self-interest
  11. 11. 11 Collaboration
  12. 12. 12 Co-Creation Rules Yes, and... Love the 1%ers Make an offer to do something Get vernacular What you want me to do, and why? Make mistakes Give me a platform Lower barriers Create opportunity Let the mess show Play Share your secrets Understand the environment Be changed Work at it Show the humanity Adapted from J. Moore & J. Cherkoff, http://www.changethis.com/29.03.CoCreationRules,
  13. 13. 13 Commons-Based Peer-Production Granular Transparency Modular Monitoring Integratable Peer-review Self-selected Discipline Fast/efficient communication Fairness Trust construction Institutional sustainability Norm creation Benkler, The Wealth of Networks: http://www.benkler.org/wealth_of_networks/index.php/Main_Page
  14. 14. 14 What is compelling to me?
  15. 15. 15 Design for Energy Communities are naturally occurring social systems Social systems demonstrate emergent biological properties Starts with passion and human desires Intentional communities require design of a loose framework of rules/norms Play is what happens in the space between the rules Tapping emergence means activating passion and the play instinct
  16. 16. 16 What is the Opportunity?
  17. 17. 17 Social Computing Behaviour Late Boomer Early Boomer Gen Y (18-26) Gen X (27-40) Seniors (61+) (41-50) (51-61) 30% 19% 12% 7% 5% Creators 34% 25% 18% 15% 11% Critics 18% 16% 15% 16% 11% Collectors 57% 29% 15% 8% 6% Joiners 54% 41% 31% 26% 19% Spectators 21% 42% 54% 61% 70% Inactives Source: Charlene Li, “Social Technographics”; Forrester Research, 2007
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