Open Business Model & Open Innovation

My Blog http:// intelliweb.blogspot.com /

http:// intelliweb.blogspot.com /

How to Avoid Perishing Google 不是一家公司，它是手握籌碼的發牌者 Steve Balmer 《萬曆十五年》，公元一五七八年 明朝建於一三六八年，一四二○年紫禁城建成，距離元末天下大亂不過五十年 當社會開始變化、農業生產開始停滯，這尾大不掉的帝國體制根本無法反應，只有等待滅亡 兼具虎與狐特質的鴻海將成為傳世企業，還是一推就傾圮的蒙古帝國 ﹖

Google 不是一家公司，它是手握籌碼的發牌者 Steve Balmer

《萬曆十五年》，公元一五七八年

明朝建於一三六八年，一四二○年紫禁城建成，距離元末天下大亂不過五十年

當社會開始變化、農業生產開始停滯，這尾大不掉的帝國體制根本無法反應，只有等待滅亡

兼具虎與狐特質的鴻海將成為傳世企業，還是一推就傾圮的蒙古帝國 ﹖

Other Perils of Non-Openness Jared Diamond’s “Guns, Germs, and Steel” Eurasian continent easy for Domestication – diversification New Guinean – a conservative ecosystem. They are smarter! China – hyper stable system Native American – geographical disadvantage to diffusion Eater Island – self destruction

Jared Diamond’s “Guns, Germs, and Steel”

Eurasian continent easy for Domestication – diversification

New Guinean – a conservative ecosystem. They are smarter!

China – hyper stable system

Native American – geographical disadvantage to diffusion

Eater Island – self destruction

Google’s power

Google’s power 這個商業模型以 Google 的搜尋原理為基礎、全球使用者參與為特色、資料庫大量集存為能量，具有稱霸網路的潛力。

這個商業模型以 Google 的搜尋原理為基礎、全球使用者參與為特色、資料庫大量集存為能量，具有稱霸網路的潛力。

Innovation? 波特（ Michael Porter ） : 《競爭優勢》（ Competitive Advantage ） to avoid Commoditization 哥倫比亞商學院的葛倫伍德（ Bruce Greenwald ）教授提出，在長期裡，任何創新都成為無所差異的商品，產品的存續只有靠價格取勝 Even IT: Nicholas Carr: 〈 IT Doesn’t Matter 〉

波特（ Michael Porter ） : 《競爭優勢》（ Competitive Advantage ） to avoid Commoditization

哥倫比亞商學院的葛倫伍德（ Bruce Greenwald ）教授提出，在長期裡，任何創新都成為無所差異的商品，產品的存續只有靠價格取勝

Even IT: Nicholas Carr: 〈 IT Doesn’t Matter 〉

Why Open Business Model? 創新做為競爭優勢的手段依然不變，但必須不斷創新 而要讓企業具有不斷創新的潛能，靠的絕對不是虎與狐的權威式管理，而是開放式的商業模型。

創新做為競爭優勢的手段依然不變，但必須不斷創新

而要讓企業具有不斷創新的潛能，靠的絕對不是虎與狐的權威式管理，而是開放式的商業模型。

What Is a Business Model ? A business model is a conceptual tool containing a set of objects, concepts and their relationships with the objective to express the business logic of a specific firm. Osterwalder , A., Pigneur , Y., and Tucci , C. L., “ CLARIFYING BUSINESS MODELS: ORIGINS, PRESENT, AND FUTURE OF THE CONCEPT ,” Communications of the Association for Information Systems , 15, May 2005.

A business model is a conceptual tool containing a set of objects, concepts and their relationships with the objective to express the business logic of a specific firm. Osterwalder , A., Pigneur , Y., and Tucci , C. L., “ CLARIFYING BUSINESS MODELS: ORIGINS, PRESENT, AND FUTURE OF THE CONCEPT ,” Communications of the Association for Information Systems , 15, May 2005.

What Is a Business Model ? Which concepts and relationships allow a simplified d escription and representation What value is provided to customers how this is done with which financial consequences

Which concepts and relationships allow a simplified d escription and representation

What value is provided to customers

how this is done

with which financial consequences

The functions of a business model A rticulate the value proposition Sometimes hard to tell. Is Google’s value proposition its search? I dentify a market segment The entire world as a segment? D efine the structure of the value chain

A rticulate the value proposition

Sometimes hard to tell. Is Google’s value proposition its search?

I dentify a market segment

The entire world as a segment?

D efine the structure of the value chain

The functions of a business model E stimate the cost structure and profit potential of producing the offering D escribe the position of the firm within the value network linking suppliers and customers F ormulate the competitive strategy T o justify the financial capital needed to realize the model and to define a path to scale up the business.

E stimate the cost structure and profit potential of producing the offering

D escribe the position of the firm within the value network linking suppliers and customers

F ormulate the competitive strategy

T o justify the financial capital needed to realize the model and to define a path to scale up the business.

Nine Business Model Building Blocks

Business Model Example - Xerox Market segment – corporate and government Value proposition – high quality copies at a low monthly lease rate Value chain – entire copier system including supplies Cost & margin – modest profit on equipment, high on supplies Value network – first mover, not require or pursue partners Competitive strategy – technical product quality and capability

Market segment – corporate and government

Value proposition – high quality copies at a low monthly lease rate

Value chain – entire copier system including supplies

Cost & margin – modest profit on equipment, high on supplies

Value network – first mover, not require or pursue partners

Competitive strategy – technical product quality and capability

Business Model Example – 3Com Market segment – corporate PC Value proposition – file and printer sharing between PCs Value chain – focus on Ethernet protocol and add-on boards Cost & margin – high volume low cost Value network – set IEEE 802 standard Competitive strategy – compete on standard and new channels

Market segment – corporate PC

Value proposition – file and printer sharing between PCs

Value chain – focus on Ethernet protocol and add-on boards

Cost & margin – high volume low cost

Value network – set IEEE 802 standard

Competitive strategy – compete on standard and new channels

Traditional Business Model http://en.wikipedia.org/wiki/Business_model

Open Business Model

Procter & Gamble It’s not a consumer product company It’s a brand company, umbrella innovation! E.g., Duracell – mismatch its original line of products?

It’s not a consumer product company

It’s a brand company, umbrella innovation!

E.g., Duracell – mismatch its original line of products?

Traditional IP Management 第一﹐將研發出的專利選擇性地開放給台灣的中小企業﹐等到企業運用該專利賺錢之後﹐工研院再抽取權利金。 第二﹐工研院和其他單位形成策略聯盟﹐共同開發專利﹐成果則由聯盟成員分享。 第三﹐工研院和其他機構各自發展出專利﹐將互利的專利集結成為 portfolio 出售。 第四﹐工研院也會自行購買專利﹐再將買得的專利放置在 portfolio 之中出售。

第一﹐將研發出的專利選擇性地開放給台灣的中小企業﹐等到企業運用該專利賺錢之後﹐工研院再抽取權利金。

第二﹐工研院和其他單位形成策略聯盟﹐共同開發專利﹐成果則由聯盟成員分享。

第三﹐工研院和其他機構各自發展出專利﹐將互利的專利集結成為 portfolio 出售。

第四﹐工研院也會自行購買專利﹐再將買得的專利放置在 portfolio 之中出售。

Traditional IP Management – P&G 寶僑公司在九○年代為止﹐大約花了一億五千萬美金發展專利﹐但真正開發成為產品的不到百分之十。

寶僑公司在九○年代為止﹐大約花了一億五千萬美金發展專利﹐但真正開發成為產品的不到百分之十。

IP Management in Wikinomy Colgate-Palmolive 生產高露潔牙膏﹐但不可思議的是﹐這家跨國公司一直沒有找到有效將牙膏壓縮到膏管的方法﹐內部的研究人員費盡心思﹐但始終不得其解。最後﹐公司將這個傳統的問題丟到 InnoCentive 的網站上面。不久﹐一位化學家告訴了 Colgate-Palmolive 答案﹐解決了該公司的問題。答案十分簡單﹐只需要基礎化學知識﹐該名化學家輕易地得到了兩萬五千美金的報酬。

Colgate-Palmolive 生產高露潔牙膏﹐但不可思議的是﹐這家跨國公司一直沒有找到有效將牙膏壓縮到膏管的方法﹐內部的研究人員費盡心思﹐但始終不得其解。最後﹐公司將這個傳統的問題丟到 InnoCentive 的網站上面。不久﹐一位化學家告訴了 Colgate-Palmolive 答案﹐解決了該公司的問題。答案十分簡單﹐只需要基礎化學知識﹐該名化學家輕易地得到了兩萬五千美金的報酬。

IP Management in Wikinomy 有家紡織公司希望在襯衫塗上一層化學料劑﹐讓衣服不會折皺。這家紡織公司也是不得其解﹐最後找上了 NineSigma﹐NineSigma 將問題包裝成為表面化學的議題﹐在其網站上公佈﹐結果一名在半導體產業工作的工程師解決了

有家紡織公司希望在襯衫塗上一層化學料劑﹐讓衣服不會折皺。這家紡織公司也是不得其解﹐最後找上了 NineSigma﹐NineSigma 將問題包裝成為表面化學的議題﹐在其網站上公佈﹐結果一名在半導體產業工作的工程師解決了

IP Management in Wikinomy – P&G 歐蕾醒活換膚霜（ Olay Regenerist ） 克瑞斯旋轉牙刷（ Crest Spin-Brush ） 新時代品客洋芋片（ Pringles ）

歐蕾醒活換膚霜（ Olay Regenerist ）

克瑞斯旋轉牙刷（ Crest Spin-Brush ）

新時代品客洋芋片（ Pringles ）

P&G’s Pringles Prints Technology brief that defined the problems needed to solve, circulated it throughout global networks of individuals and institutions to discover if anyone in the world had a ready made solution. a small bakery in Bologna, Italy, run by a university professor who also manufactured baking equipment. He had invented an ink-jet method for printing edible images on cakes and cookies that we rapidly adapted to solve our problem. This innovation has helped the North America Pringles business achieve double-digit growth over the past two years. Huston, “Connect and Develop”, Harvard Business Review , March 2006

Technology brief that defined the problems needed to solve,

circulated it throughout global networks of individuals and institutions to discover if anyone in the world had a ready made solution.

a small bakery in Bologna, Italy, run by a university professor who also manufactured baking equipment.

He had invented an ink-jet method for printing edible images on cakes and cookies that we rapidly adapted to solve our problem.

This innovation has helped the North America Pringles business achieve double-digit growth over the past two years.

Huston, “Connect and Develop”, Harvard Business Review , March 2006

P&G’s Pringles Prints Becomes a game? Becomes collectible?

Becomes a game?

Becomes collectible?

P&G’s Connect and Develop More than 35% of our new products in market have elements that originated from outside P&G, up from about 45% of the initiatives in our product development portfolio have key elements that were discovered externally.

More than 35% of our new products in market have elements that originated from outside P&G, up from about

45% of the initiatives in our product development portfolio have key elements that were discovered externally.

P&G’s Connect and Develop Different from outsourcing innovation Outsourcing: transfer work to lower-cost providers. Connect and develop: finding good ideas and bringing them in to enhance and capitalize on internal capabilities.

Different from outsourcing innovation

Outsourcing: transfer work to lower-cost providers.

Connect and develop: finding good ideas and bringing them in to enhance and capitalize on internal capabilities.

Steps of Develop Define what we are looking for: had some degree of success already; of consumer interest. ideas and products that would benefit specifically from the application of P&G technology, marketing, distribution, or other capabilities.

Define what we are looking for:

had some degree of success already;

of consumer interest.

ideas and products that would benefit specifically from the application of P&G technology, marketing, distribution, or other capabilities.

Steps of Develop determined the areas in which we would look for these proven ideas: Top ten consumer needs Adjacencies New products or concepts that can help us take advantage of existing brand equity Technology game boards How technology acquisition moves in one area might affect products in other categories.

determined the areas in which we would look for these proven ideas:

Top ten consumer needs

Adjacencies

New products or concepts that can help us take advantage of existing brand equity

Technology game boards

How technology acquisition moves in one area might affect products in other categories.

Adjacencies By targeting adjacencies in oral care, we’ve expanded the Crest brand beyond toothpaste to include whitening strips, power toothbrushes, and flosses.

By targeting adjacencies in oral care, we’ve expanded the Crest brand beyond toothpaste to include whitening strips, power toothbrushes, and flosses.

Technology Game Board “Which of our key technologies do we want to strengthen?” “Which technologies do we want to acquire to help us better compete with rivals?” “Of those that we already own, which do we want to license, sell, or co-develop further?”

“Which of our key technologies do we want to strengthen?”

“Which technologies do we want to acquire to help us better compete with rivals?”

“Of those that we already own, which do we want to license, sell, or co-develop further?”

Areas of Connect Proprietary networks Technology entrepreneurs – senior P&G people Suppliers Open networks NineSigma InnoCentive Yet2.com

Proprietary networks

Technology entrepreneurs – senior P&G people

Suppliers

Open networks

NineSigma

InnoCentive

Yet2.com

Areas of Connect - NineSigma P&G helped create Help create technology brief, send to its network Solver submit non-confidential proposal through NineSigma to the contracting company Completed over 100 projects 45% leading to agreements for further collaboration E.g., non-winkle shirts

P&G helped create

Help create technology brief, send to its network

Solver submit non-confidential proposal through NineSigma to the contracting company

Completed over 100 projects

45% leading to agreements for further collaboration

E.g., non-winkle shirts

Areas of Connect - InnoCentive Founded by Eli Lilly Broker solutions to more narrowly defined scientific problems 1/3 problems posted got solved E.g., Colgate

Founded by Eli Lilly

Broker solutions to more narrowly defined scientific problems

1/3 problems posted got solved

E.g., Colgate

Areas of Connect – yet2.com P&G and other Fortune 500 companies invested Online marketplace for IP exchange brokers technology transfer both into and out of companies, universities, and government labs.

P&G and other Fortune 500 companies invested

Online marketplace for IP exchange

brokers technology transfer both into and out of companies, universities, and government labs.

Other intermediaries Shanghai Silicon IP Exchange Founded by Shanghai city government and Minister of Industry & Information, PRC Tapscott called it Ideagora

Shanghai Silicon IP Exchange

Founded by Shanghai city government and Minister of Industry & Information, PRC

Tapscott called it Ideagora

Ideagora 第一﹐它們開放了一個平臺﹐使得需要創意的公司可以搜尋創意﹐將它開發成產品。這些公司可能本身擁有具備競爭力的商業模型（ Business Model ）﹐有能力讓創意開發成商品。或者是公司的研發部門遇上瓶頸﹐希望有創意的人才能夠幫忙解決。

第一﹐它們開放了一個平臺﹐使得需要創意的公司可以搜尋創意﹐將它開發成產品。這些公司可能本身擁有具備競爭力的商業模型（ Business Model ）﹐有能力讓創意開發成商品。或者是公司的研發部門遇上瓶頸﹐希望有創意的人才能夠幫忙解決。

Ideagora 第二﹐它們另外一個平臺則是讓創意者可以公佈其構想﹐讓有興趣的公司開發成為商品。公司也可以根據需要﹐組成一個策略聯盟﹐共同開發創意的商業價值。此外﹐創意者也可能經由 Web 2.0 的功能﹐根據創意的特性組成一個為發展此一創意而設計的臨時性網路團隊﹐將創意商業化。

第二﹐它們另外一個平臺則是讓創意者可以公佈其構想﹐讓有興趣的公司開發成為商品。公司也可以根據需要﹐組成一個策略聯盟﹐共同開發創意的商業價值。此外﹐創意者也可能經由 Web 2.0 的功能﹐根據創意的特性組成一個為發展此一創意而設計的臨時性網路團隊﹐將創意商業化。

Ideagora 第三﹐各個創意者也可以將一些相關的創意串連﹐形成較為複雜﹑也比較能夠商業化的新創意。經過整體包裝和多方參與的創意﹐也比較有機會找到合適的開發者。

第三﹐各個創意者也可以將一些相關的創意串連﹐形成較為複雜﹑也比較能夠商業化的新創意。經過整體包裝和多方參與的創意﹐也比較有機會找到合適的開發者。

Ideagora 第四﹐概念市集提供參與者部落格的空間﹐因此可以交換經驗與意見。部落格除了討論成功的案例﹑最新的科技和概念發展﹑維基經濟的演變之外﹐也進行各個創意的初步審查﹐讓創意提供者有機會在正式尋求大公司青睞之前﹐可以通過世界的檢驗﹐讓個人創意更趨於成熟。

第四﹐概念市集提供參與者部落格的空間﹐因此可以交換經驗與意見。部落格除了討論成功的案例﹑最新的科技和概念發展﹑維基經濟的演變之外﹐也進行各個創意的初步審查﹐讓創意提供者有機會在正式尋求大公司青睞之前﹐可以通過世界的檢驗﹐讓個人創意更趨於成熟。

Ideagora 第五﹐這些網站有些已經開始和大學和研究中心合作﹐將它們發展出來的創意擺上市集。這對開發中國家的大學﹑包括台灣的大學最為有利﹐因為這些國家往往缺乏成熟的資本主義體系﹐不光是創意﹐甚至一般貨物都缺乏市場管道﹐因此一個全球性的概念市集可以讓它們的研究得以有效地推廣﹐獲得維基經濟所提供的助益。

第五﹐這些網站有些已經開始和大學和研究中心合作﹐將它們發展出來的創意擺上市集。這對開發中國家的大學﹑包括台灣的大學最為有利﹐因為這些國家往往缺乏成熟的資本主義體系﹐不光是創意﹐甚至一般貨物都缺乏市場管道﹐因此一個全球性的概念市集可以讓它們的研究得以有效地推廣﹐獲得維基經濟所提供的助益。

Value Proposition of Ideagora

Three Levels of Ideagora

Implications 第一﹐過去寶僑的專利絕大多數無法有效運用﹐維基經濟之後可以了。 第二﹐過去小公司絕難取得大公司發展出的專利開發產品﹐但如今可能了。 第三﹐透過專利的分享﹐大小公司得以合作﹐而此一合作是以全球為平臺。

第一﹐過去寶僑的專利絕大多數無法有效運用﹐維基經濟之後可以了。

第二﹐過去小公司絕難取得大公司發展出的專利開發產品﹐但如今可能了。

第三﹐透過專利的分享﹐大小公司得以合作﹐而此一合作是以全球為平臺。

Lessons 台灣發展創意和智慧財產的能力不容小覷﹐但當創意發展出來之後的商業包裝﹐讓創意成為國際商品﹐卻形成創意和創新產業的瓶頸。

台灣發展創意和智慧財產的能力不容小覷﹐但當創意發展出來之後的商業包裝﹐讓創意成為國際商品﹐卻形成創意和創新產業的瓶頸。

Lessons 專利授權機關可以將專利交易的平臺全球化﹑長尾化。廠商的主力將不僅是發明者﹐而且是願景者﹐ visionary 。他掌握公司的方向﹑世界的趨勢﹐然後讓全世界盡入彀中﹐為他的公司創造發明。 掃除傳統上敝帚自珍的心態﹐尤其對於夕陽產業﹐開放商業機密可能的負面影響有限﹐但以全球參與為救亡重典﹐潛力卻可能無窮。 E.g., Goldcorp

專利授權機關可以將專利交易的平臺全球化﹑長尾化。廠商的主力將不僅是發明者﹐而且是願景者﹐ visionary 。他掌握公司的方向﹑世界的趨勢﹐然後讓全世界盡入彀中﹐為他的公司創造發明。

掃除傳統上敝帚自珍的心態﹐尤其對於夕陽產業﹐開放商業機密可能的負面影響有限﹐但以全球參與為救亡重典﹐潛力卻可能無窮。 E.g., Goldcorp

Lessons 乘機從 OEM 進入 ODM ﹐ 再從 ODM 真正成為下游跨國企業的策略夥伴。過去的生產線是垂直線性的﹐但維基經濟時代裡卻不一樣。透過 mass collaboration 和各種平臺﹐上游廠商如台灣的 ODM 不僅是一個命令一個動作的接單者﹐也大有機會成為參與者。而下單的跨國企業也未必不希望如此﹐因為維基經濟的成功典範﹐證明了開放全球參與對他們競爭優勢的幫助。這樣﹐台灣經濟才能夠從配角成為主角。

乘機從 OEM 進入 ODM ﹐ 再從 ODM 真正成為下游跨國企業的策略夥伴。過去的生產線是垂直線性的﹐但維基經濟時代裡卻不一樣。透過 mass collaboration 和各種平臺﹐上游廠商如台灣的 ODM 不僅是一個命令一個動作的接單者﹐也大有機會成為參與者。而下單的跨國企業也未必不希望如此﹐因為維基經濟的成功典範﹐證明了開放全球參與對他們競爭優勢的幫助。這樣﹐台灣經濟才能夠從配角成為主角。

Lessons 配合台灣中小企業眾多的性質和目前創意產業的國政方針﹐台灣應該發展「創意市集」﹐讓創意者有個平臺交易。當智慧或創意產權成長﹐競爭優勢就不僅是取決於創意的開發﹐還包括移轉﹑組合﹑整合﹑擴張。而創意市集透過集體努力﹐將加速以上作用﹑並且擴大市場。華人是創意民族﹐不乏創意的源頭活水﹐但在維基經濟﹐創意只是起步﹐如果沒有適應新時代的組織文化和組織外聯結﹑掌握新的商業機制﹐創意只能停留在嬰兒期。

配合台灣中小企業眾多的性質和目前創意產業的國政方針﹐台灣應該發展「創意市集」﹐讓創意者有個平臺交易。當智慧或創意產權成長﹐競爭優勢就不僅是取決於創意的開發﹐還包括移轉﹑組合﹑整合﹑擴張。而創意市集透過集體努力﹐將加速以上作用﹑並且擴大市場。華人是創意民族﹐不乏創意的源頭活水﹐但在維基經濟﹐創意只是起步﹐如果沒有適應新時代的組織文化和組織外聯結﹑掌握新的商業機制﹐創意只能停留在嬰兒期。

Lessons Web 1.0 衍生出的 IT 服務只會更重要。以顧客關係而言﹐身為 ODM﹐ 顧客（下游企業）不多﹐因此電子化顧客關係不是企業重點﹐但在維基經濟﹐顧客關係的重要性卻邁越 Web 1.0 時代。原因是 mass collaboration 的另一個特色就是生產者和消費者的辨證互動﹔顧客再也不只是顧客﹐而且是價值鏈的一環。這點﹐台灣的捷安特開成功的先河。捷安特從它特有的 GPS （ Giant Production System ）到客製化﹐成功地掌握了 Web 1.0 促進商業的契機﹐而在 Web 2.0﹐ 下一步應該是如何將客製化從對單一消費者本身特殊需求的滿足﹐到全球消費者參與其 GPS﹐ 使得研發設計全球化。

Web 1.0 衍生出的 IT 服務只會更重要。以顧客關係而言﹐身為 ODM﹐ 顧客（下游企業）不多﹐因此電子化顧客關係不是企業重點﹐但在維基經濟﹐顧客關係的重要性卻邁越 Web 1.0 時代。原因是 mass collaboration 的另一個特色就是生產者和消費者的辨證互動﹔顧客再也不只是顧客﹐而且是價值鏈的一環。這點﹐台灣的捷安特開成功的先河。捷安特從它特有的 GPS （ Giant Production System ）到客製化﹐成功地掌握了 Web 1.0 促進商業的契機﹐而在 Web 2.0﹐ 下一步應該是如何將客製化從對單一消費者本身特殊需求的滿足﹐到全球消費者參與其 GPS﹐ 使得研發設計全球化。

Lessons 英語能力也將是維基經濟裡的關鍵成功因素。我們可以看出﹐維基經濟是新的﹑全面的﹑積極的全球化﹐和八○年代開始的地球村有著本質的不同。在維基經濟裡﹐參與和驅動參與才能生存﹐而全球的參與是不能捨英語而他求的。

英語能力也將是維基經濟裡的關鍵成功因素。我們可以看出﹐維基經濟是新的﹑全面的﹑積極的全球化﹐和八○年代開始的地球村有著本質的不同。在維基經濟裡﹐參與和驅動參與才能生存﹐而全球的參與是不能捨英語而他求的。

What Talent Do We Need in OBM? 開發創意的能力固然需要﹐但如何掌握核心價值﹑創造關聯（ Context ）﹑發揮催化作用﹐使得公司之外的全球人才可以在同一平臺上協作﹑創造商業價值﹐更為重要。這需要的是縝密的商業才華﹑國際視野﹑與跨文化的溝通能力﹐但卻都是台灣欠缺的。

開發創意的能力固然需要﹐但如何掌握核心價值﹑創造關聯（ Context ）﹑發揮催化作用﹐使得公司之外的全球人才可以在同一平臺上協作﹑創造商業價值﹐更為重要。這需要的是縝密的商業才華﹑國際視野﹑與跨文化的溝通能力﹐但卻都是台灣欠缺的。

What Talent Do We Need in OBM? 有人形容台灣當前迫切需要的是 T 型人才組織﹐以區別傳統比較狹隘﹑上行下效的 I 型組織。 T 型人才組織就是一群綜效創造者（ Synergizer ）具備著通達的識見﹐開創新局﹐正因為這樣的特性﹐ T 型人才組織比較具備彈性﹑適應變局。 T 型裡的 Synergizer 正是概念市集裡的核心人才。

有人形容台灣當前迫切需要的是 T 型人才組織﹐以區別傳統比較狹隘﹑上行下效的 I 型組織。 T 型人才組織就是一群綜效創造者（ Synergizer ）具備著通達的識見﹐開創新局﹐正因為這樣的特性﹐ T 型人才組織比較具備彈性﹑適應變局。 T 型裡的 Synergizer 正是概念市集裡的核心人才。

What Talent Do We Need in OBM? Context Provider: 原始創意與關聯提供者（ Context Provider ）架構了維基商業組織﹐創造了一個動態的環境﹐使得創意可以在互動和演化的自然機制裡不斷地提昇。價值提供者不需要龐大的組織﹑甚至不需要太多研發或資訊﹐它所面臨的挑戰就是創造和確保此一自然機制﹐使得全球參與有效地為創意提昇價值﹐而成功的機制也自然成為此類關聯提供者的核心競爭力。一旦掌握了這個核心競爭力﹑並且擁有靈活的應變能力﹐就可以根據創意的特性﹐重新組織不同的生態系統﹐使得創意管理達到最適化。

Context Provider:

原始創意與關聯提供者（ Context Provider ）架構了維基商業組織﹐創造了一個動態的環境﹐使得創意可以在互動和演化的自然機制裡不斷地提昇。價值提供者不需要龐大的組織﹑甚至不需要太多研發或資訊﹐它所面臨的挑戰就是創造和確保此一自然機制﹐使得全球參與有效地為創意提昇價值﹐而成功的機制也自然成為此類關聯提供者的核心競爭力。一旦掌握了這個核心競爭力﹑並且擁有靈活的應變能力﹐就可以根據創意的特性﹐重新組織不同的生態系統﹐使得創意管理達到最適化。

Ecosystem of Ideagora

What Talent Do We Need in OBM? Gatekeeper! gatekeepers —technical professionals who span organizational boundaries, accelerating the process of invention by contributing to and capitalizing on inter-firm “spillovers” of technical knowledge. Fleming, L, & Marx, M., “Managing Creativity in Small Worlds,” California Management Review, 48(4), Summer 2006. Cf., Synchronization theory

Gatekeeper!

gatekeepers —technical professionals who span organizational boundaries, accelerating the process of invention by contributing to and capitalizing on inter-firm “spillovers” of technical knowledge.

Fleming, L, & Marx, M., “Managing Creativity in Small Worlds,” California Management Review, 48(4), Summer 2006.

Cf., Synchronization theory

Why Gatekeepers Are Important? Most managers concerned with information outflow – worst case such as Netscape employees walking away as a pack But they should be concerned with how to come up with creative/novel ideas with information inflows.

Most managers concerned with information outflow – worst case such as Netscape employees walking away as a pack

But they should be concerned with how to come up with creative/novel ideas with information inflows.

Inventors in Boston’s Largest Connected Cluster circa 1986-1990

Gatekeepers

Centralization Central-government-directly-controlled cities “ sheng”, province, and state (book by Qianmu) Taiwan divided into states

Central-government-directly-controlled cities

“ sheng”, province, and state (book by Qianmu)

Taiwan divided into states