Don Tapscott's New Solutions for a Connected Planet - MaRS Global Leadership
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Don Tapscott's New Solutions for a Connected Planet - MaRS Global Leadership

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In this new age of networked intelligence, collaborative communities are enhancing and even bypassing crumbling institutions. We are innovating the way our financial institutions and governments ...

In this new age of networked intelligence, collaborative communities are enhancing and even bypassing crumbling institutions. We are innovating the way our financial institutions and governments operate; how we educate our children; how the healthcare, newspaper, and energy industries serve their customers; how we care for our neighbourhoods; and even how we solve global problems.

From his latest book, (co-author Anthony D. Williams) Macrowikinomics: New Solutions for a Connected Planet, Don Tapscott presents groundbreaking innovations from every corner of the globe: how businesses, organizations and individuals alike are using mass collaboration to revolutionize not only the way we work, but how we live, learn, create and care for each other.

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Don Tapscott's New Solutions for a Connected Planet - MaRS Global Leadership Don Tapscott's New Solutions for a Connected Planet - MaRS Global Leadership Presentation Transcript

  • New Solutions for a Connected Planet Don Tapscott www.dontapscott.com 416 863 8801 @dtapscott 1 | © 2012 The Tapscott Group. All Rights Reserved.!
  • MacroWikinomics 2010 2 | © 2012 The Tapscott Group. All Rights Reserved. !
  • 3 || © 2012 The Tapscott Group. All Rights Reserved.!!3 © 2012 The Tapscott Group. All Rights Reserved.
  • Feudalism Capitalism The Age of and the and the Development Networked IntelligenceAge of City States of Nation States 4 | © 2012 The Tapscott Group. All Rights Reserved.!
  • The Bretton Woods System 5 | © 2012 The Tapscott Group. All Rights Reserved.!
  • The World After WWII 1944: The Bretton Woods Agreements Included: World Bank and the International Monetary Fund (IMF) 1945: Creation of the United Nations (1945) 1947: General Agreement on Tariffs and Trade (GATT) 1948: Universal Declaration of Human Rights 1949: Geneva Conventions 1968: Creation and Implementation of Nuclear Non-Proliferation Treaty 1975: Establishment of the G8 (Group of Eight) 1995: World Trade Organization (WTO) replaces GATT 2008: Establishment of the G20 (Group of Twenty Finance Ministers and Central Bank Governors) 19 countries plus European Union6 | © 2012 The Tapscott Group. All Rights Reserved. ! 6 | © 2012 The Tapscott Group. All Rights Reserved.!
  • The Rise of Multi-Stakeholder Networks 7 | © 2012 The Tapscott Group. All Rights Reserved.!
  • A Turning Point in History: Rebooting our Institutions 8 | © 2012 The Tapscott Group. All Rights Reserved.!
  • THE TECHNOLOGICAL REVOLUTIONDrivers for Change 9 | © 2012 The Tapscott Group. All Rights Reserved.! 9 | © 2012 The Tapscott Group. All Rights Reserved.!
  • The Rise of Collaborative Communities 10 | © 2012 The Tapscott Group. All Rights Reserved.!
  • THE TECHNOLOGICAL REVOLUTIONDrivers for Change THE NET GENERATION 11 | © 2012 The Tapscott Group. All Rights Reserved.! 11 | © 2012 The Tapscott Group. All Rights Reserved.!
  • World Map According to Surface Area 12 | © 2012 The Tapscott Group. All Rights Reserved.!
  • World Map According to Population: Ages 15-30 13 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 14 | © 2012 The Tapscott Group. All Rights Reserved.!
  • THE TECHNOLOGICAL REVOLUTIONDrivers for Change THE NET GENERATION THE SOCIAL REVOLUTION 15 | © 2012 The Tapscott Group. All Rights Reserved.! 15 | © 2012 The Tapscott Group. All Rights Reserved.!
  • New Models of Citizen Engagement: Wikinomics and Obama 16 | © 2012 The Tapscott Group. All Rights Reserved.!
  • Transparency circa 194717 | © 2012 The Tapscott Group. All Rights Reserved. ! 17 | © 2012 The Tapscott Group. All Rights Reserved.!
  • WikiLeaks18 | © 2012 The Tapscott Group. All Rights Reserved.!
  • WikiLeaks is just the tip of the iceberg.19 | © 2012 The Tapscott Group. All Rights Reserved. ! 19 | © 2012 The Tapscott Group. All Rights Reserved.!
  • Openness Transparency as a New Force20 | © 2012 The Tapscott Group. All Rights Reserved. ! 20 | © 2012 The Tapscott Group. All Rights Reserved.!
  • Openness Five Classes of Stakeholders Shareholders Employees Society Customers Partners21 | © 2012 The Tapscott Group. All Rights Reserved. ! 21 | © 2012 The Tapscott Group. All Rights Reserved.!
  • THE TECHNOLOGICAL REVOLUTION THEDrivers for Change ECONOMIC THE NET GENERATION REVOLUTION THE SOCIAL REVOLUTION 22 | © 2012 The Tapscott Group. All Rights Reserved.! 22 | © 2012 The Tapscott Group. All Rights Reserved.!
  • The Economics of Collaboration:New Competitive Space Self- Mass Organization Collaboration Business Webs VALUE CREATION Extended Enterprise Industrial Age Traditional Corporation Hierarchy Physical Financial CRITICAL RESOURCES Knowledge 23 | © 2012 The Tapscott Group. All Rights Reserved.!
  • The Integrity Imperative 1.  Honesty 2.  Consideration 3.  Accountability24 | © 2012 The Tapscott Group. All Rights Reserved. ! 24 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 25 | © 2012 The Tapscott Group. All Rights Reserved. ! 25 | © 2012 The Tapscott Group. All Rights Reserved.!
  • THE TECHNOLOGICAL REVOLUTION THEDrivers for Change ECONOMIC THE NET GENERATION REVOLUTION THE SOCIAL REVOLUTION 26 | © 2012 The Tapscott Group. All Rights Reserved.! 26 | © 2012 The Tapscott Group. All Rights Reserved.!
  • A Burning Platform for Change 27 | © 2012 The Tapscott Group. All Rights Reserved.!
  • What is a multi-stakeholder network for global problem solving? 28 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 1. Diverse Stakeholders 29 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 2. Beyond one Nation State 30 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 3. Goals The network seeks to improve the state of the world by helping to solve a problem, develop new policies or new solutions, influence states and institutions, or otherwise contribute to economic and social development, human rights, sustainability, democracy, global cooperation and global governance. 31 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 4. Networking 32 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 1.  Knowledge Networks 2.  Policy Networks 3.  Advocacy Networks 4.  Operational and Delivery Networks Taxonomy of Multi- 5.  Convening NetworksStakeholder Networks 6.  Watchdog Networks 7.  Platforms 8.  Political Action Networks 9.  Governance Networks 33 | © 2012 The Tapscott Group. All Rights Reserved.! 33 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 1. Knowledge Networks The primary function of Knowledge Networks are to develop new thinking, research, ideas and policies that can be helpful in solving global problems. Their emphasis is on the creation of new ideas not their advocacy. 34 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 1.  Knowledge Networks http://martinprosperity.org/ 35 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 2. Policy Networks Policy networks include non-governmental players in the creation of government policy. They may or may not be created or even encouraged by formal governments of government institutions. 36 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 2. Policy Networks http://www.intgovforum.org/cms/ 37 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 3. Advocacy Networks Advocacy Networks seek to change the agenda or policies of governments, corporations or other institutions. 38 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 3. Advocacy Networks http://www.avaaz.org 39 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 4. Operational and Delivery Networks This class of networks actually delivers the change it seeks, supplementing or even bypassing the efforts of traditional institutions. 40 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 4. Operational and Delivery Networks http://wiki.crisiscommons.org/wiki/Main_Page 41 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 5. Convening Networks Some networks convene leaders from government, the private sector and civil society for global cooperation and problem solving. 42 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 5. Convening Networks http://www.weforum.org/ 43 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 6. Watchdog Networks These networks scrutinize institutions to ensure that they behave appropriately. Topics range from human rights, corruption, the environment, to financial services. 44 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 7. Platforms Some networks seek to provide platforms for other networks to organize. 45 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 7. Platforms http://www.ushahidi.com 46 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 8. Political Action Networks Political Action Networks seek governmental or regime change. 47 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 8. Political Action Networks http://www.moveon.org 48 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 9. Governance Networks These are multi-stakeholder networks who have achieved or been granted the right and responsibility of non-institutional global governance. They are different from government networks as described by Anne-Marie Slughter (non-state networks of government representatives addressing a global problem) to include non-government players. 49 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 9. Governance Networks http://www.icann.org/ 50 | © 2012 The Tapscott Group. All Rights Reserved.!
  • Issues Regarding Multi-Stakeholder Networks 1.  Legitimacy 2.  Accountability 3.  Representation 4.  Relationship to Existing Institutions51 | © 2012 The Tapscott Group. All Rights Reserved. ! 51 | © 2012 The Tapscott Group. All Rights Reserved.!
  • Achieving Legitimacy for the New Models 1.  Clear definition of the mission. 2.  Structure processes to ensure the network operates within the mission. 3.  Results and measurement of the results. 4.  Transparency. 5.  Clear representation process for decision making. 6.  Personal gain, compensation for leaders, and conflict of interest.52 | © 2012 The Tapscott Group. All Rights Reserved. ! 52 | © 2012 The Tapscott Group. All Rights Reserved.!
  • Implications for State Based Institutions 53 | © 2012 The Tapscott Group. All Rights Reserved.!
  • NEW: Models of Citizen Engagement 40,000 people around the world engage in a 72-hour deliberation around urban sustainability issues, producing hundreds of recommendations 54 | © 2012 The Tapscott Group. All Rights Reserved.!
  • NEW: Models of Citizen Engagement https://innovation.ed.gov/my-portal/ 55 | © 2012 The Tapscott Group. All Rights Reserved.!
  • NEW: Models of Citizen Engagement http://www.livesmartbc.ca/A4CA/ 56 | © 2012 The Tapscott Group. All Rights Reserved.!
  • NEW: A Second Wave of Democracy If the first wave of democracy established elected and accountable institution of governance, but with a weak public mandate and an inert citizenry … … the second wave will be characterized by strong representation and a new culture of public deliberation built on active citizenship. 57 | © 2012 The Tapscott Group. All Rights Reserved.!
  • The stakes are high for the global economy. 58 | © 2012 The Tapscott Group. All Rights Reserved.!
  • The stakes are high for the world. 59 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 60 | © 2012 The Tapscott Group. All Rights Reserved.!
  • London: August 2011 61 | © 2012 The Tapscott Group. All Rights Reserved.!
  • Québec: May 2012 62 | © 2012 The Tapscott Group. All Rights Reserved.!
  • Rethinking LeadershipParadigm shifts involve dislocation, conflict, confusion,uncertainty. New paradigms are nearly always received withcoolness, even mockery or hostility. Those with vestedinterests fight the change. The shift demands such a differentview of things that established leaders are often last tobe won over, if at all. 63 | © 2012 The Tapscott Group. All Rights Reserved.!
  • Program  on  New  Models  for  Global  Coopera5on,  Problem  Solving  and  Governance     Execu5ve  Director:  Don  TapscoB,  CEO  The  Tapsco*  Group  and  Chair,    World  Economic  Forum  Working  Group   on  New  Models  for  Global  Problem  Solving,  CooperaBon  and  Governance     Among  the  IniBal  Faculty:     Anne-­‐Marie  Slaughter,  Professor  of  Poli5cs  and  Interna5onal  Affairs,  Princeton  University   Ngaire  Woods,  Dean,  Blavatnik  School  of  Government,  Oxford  University   Richard  Florida,  Director,  MarBn  Prosperity  InsBtute     Alec  Ross,  Senior  Advisor  for  Innova5on,  Office  of  the  Secretary  of  State   Kris  Balderston,  Office  of  the  Secretary  of  State   Mitchell  Baker,  Chair,  Mozilla  FoundaBon   Anthony  D.  Williams,  Fellow,  Munk  School  of  Global  Affairs     Robert  Madelin,  Director-­‐General  for  Informa5on,  Society  and  Media   Parag  Khana,  Author  of  How  to  Run  the  World;  President,  Hybrid  Reality  InsBtute   Barbard  Ridpath,  CEO,  InternaBonal  Center  Financial  RegulaBon   Sara  BoeSger,  University  of  California  Berkley   Sean  Wise,  Ryerson  University   64 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 65 | © 2012 The Tapscott Group. All Rights Reserved.!
  • 66 | © 2012 The Tapscott Group. All Rights Reserved.!
  • Don Tapscottwww.dontapscott.com @dtapscott67 | © 2012 The Tapscott Group. All Rights Reserved.!