HOW MASS COLLABORATION CHANGES EVERYTHING (TAPSCOTT & WILLIAMS, 2008) Wikinomics Hoppner & Simion - CMN 5150 - 07/11/11 Justin Hoppner & Theodora Simion CMN 5150 – Knowledge Management and Social Media Dr. Pierre Levy Department of Communication The University of Ottawa
About the Authors Hoppner & Simion - CMN 5150 - 07/11/11 Anthony D. Williams is a best-selling author, speaker and consultant who helps organizations harness the power of collaborative innovation in business, government and society. Don Tapscott is one of the world’s leading authorities on innovation, media, and the economic and social impact of technology. Tapscott is chairman of business strategy think tank New Paradigm (now nGenera Insight), and is also Adjunct Professor of Management at the Joseph L. Rotman School of Management, University of Toronto.
The Age of Participation “ (...) a tipping point where new forms of mass collaboration are changing how goods and services are invented, produced, marketed, and distributed on a global basis” (p.10). Peer Production “ The growing accessibility of information technologies puts the tools required to collaborate, create value, and compete at everybody’s fingertips. This liberates people to participate in innovation and wealth creation within every sector of the economy” (p.11) We the people ” “ (...) the competition is no longer their arch industry rivals; it’s the uberconnected, amorphous mass of self-organized individuals that is gripping their economic needs firmly in one hand, and their economic destinies in the other” (p.14) “ A wiki is more than just software for enabling multiple people to edit Web sites. It is a metaphor for a new era of collaboration and participation (...)” (p.18). Hoppner & Simion - CMN 5150 - 07/11/11 Introduction
Wikinomics & the Perfect Storm <ul><li>Tapscott & Williams (2008) outline four central principles of Wikinomics: </li></ul><ul><li>Openness – “Companies that make their boundaries porous to external ideas and human capital outperform companies that rely solely on their internal resources and capabilities" (p. 21). </li></ul><ul><li>Peering – “People increasingly self-organize to design goods and services, create knowledge, or simply produce dynamic, shared experiences” (p. 24) and “peering succeeds because it leverages self-organization” (p. 25). </li></ul><ul><li>Sharing – “Contributing to the commons is not altruism; it's often the best way to build vibrant business ecosystems that harness a shared foundation of technology and knowledge to accelerate growth and innovation” (p. 27). </li></ul><ul><li>Acting Globally – “A truly global company [or individual] has no physical or regional boundaries. It builds planetary ecosystems for designing, sourcing, assembling, and distributing products on a global basis” (p. 29). </li></ul><ul><li>The Perfect Storm – three converging forces of the collaborative web. </li></ul><ul><li>Web 2.0 The “Net Gen” The Collaborative Economy </li></ul>Hoppner & Simion - CMN 5150 - 07/11/11
Peer Pioneers <ul><li>“ Peer production is emerging as an alternative model of production that can harness human skill, ingenuity, and intelligence more efficiently and effectively than traditional firms” (p. 66). </li></ul><ul><li>In its purest form, it is a way of producing goods and services that relies entirely on self-organizing , egalitarian communities of individuals who come together voluntarily to produce a shared outcome” (p. 67). </li></ul><ul><li>Benefits for Businesses : </li></ul><ul><li>Harnessing external talent; staying current; creating demand for products; reducing costs; undermining rival competition; seamless collaboration; and developing social capital. </li></ul><ul><li>Profit from peer production “requires companies to recognize and seize opportunities to build new products and services on top of vibrant open ecosystems – ecosystems where new value is always being created for a variety of ends and motivations” (p. 93). </li></ul>Hoppner & Simion - CMN 5150 - 07/11/11
Ideagoras <ul><li>Questions in search of answers; answers in search of questions. </li></ul><ul><li>Proctor & Gamble, and the open licensing of IP. </li></ul><ul><li>Linking buyers and sellers in online marketplaces: InnoCentive or yet2.com. </li></ul><ul><li>Harnessing Ideagoras : </li></ul><ul><li>Instilling a culture of openness in R&D. </li></ul><ul><li>Harvesting external ideas. </li></ul><ul><li>Determining proper ratio (internal/external). </li></ul><ul><li>A variety of approaches to external ideas. </li></ul><ul><li>Allowing open innovation to evolve. </li></ul>Hoppner & Simion - CMN 5150 - 07/11/11 Ideagoras are beginning to prove that “a large, diverse network of talent will solve well-defined problems faster and more efficiently than an internal R&D group” (p. 99), and increasingly, companies should assume the best people reside outside the corporate walls .
Prosumers <ul><li>“ This new generation of prosumers treats the world as a place for creation, not consumption. This new way of learning and interacting means they will treat the world as a stage for their own innovation” (p. 127). </li></ul><ul><li>The end of the consumer/ producer dichotomy. </li></ul><ul><li>Consumers as ‘co-innovators’ of products. </li></ul><ul><li>From customer-centricity to ‘prosumer’ collaboration. </li></ul><ul><li>Harnessing Prosumer Communities </li></ul><ul><li>Beyond Customization </li></ul><ul><li>Surrendering Control to Customers </li></ul><ul><li>Providing Tools and Venues </li></ul><ul><li>Customers as Peers </li></ul><ul><li>Reward Customers for Co-creation. </li></ul>Hoppner & Simion - CMN 5150 - 07/11/11
The New Alexandrians & Platforms for Participation <ul><li>“ The New Alexandrians are ushering a new model of collaborative science that will lower the cost and accelerate the pace of technological progress in their industries.” (p. 269). </li></ul>Hoppner & Simion - CMN 5150 - 07/11/11 <ul><li>Platforms for participation represent an exciting new kind of business that thrives on mass collaboration and embodies all of the Wikinomics principles: openness, peering, sharing, and acting globally. </li></ul><ul><li>Precompetitive knowledge commons : a new, collaborative approach to research and development where like-minded companies (and sometimes competitors) create common pools of industry knowledge and processes upon which new innovations and industries build. </li></ul>“ Platforms for participation create a global stage where large communities of partners can create value and, in many cases, new businesses in a highly synergistic ecosystem.” (p. 269)
<ul><li>“ Global plant floors harness the power of human capital across borders and organizational boundaries to design and assemble physical things” (p. 269) </li></ul>Hoppner & Simion - CMN 5150 - 07/11/11 The Global Plant Floor and the Wiki Workplace “ Wiki workplaces increase innovation and improve morale by cutting across organizational hierarchies in all kinds of unorthodox ways” (p. 269) <ul><li>Truly global firms are breaking down national silos, deploying resources and capabilities globally, and harnessing the power of human capital across borders and organizational boundaries. </li></ul><ul><li>The workplace is becoming a self-organizing entity where centralized and tightly controlled processes are increasingly giving way to more spontaneous and decentralized forms of mass collaboration. </li></ul>
<ul><li>User-generated content on the Web is undermining the important role that gatekeepers play in maintaining high standards of quality, originality, and authenticity in media, entertainment and culture. </li></ul>Hoppner & Simion - CMN 5150 - 07/11/11 The Dark Side of Wikinomics Those who remain skeptical to the ideals of wikinomics argue that: <ul><li>The Net Generation and their emerging “mash-up culture” is undermining intellectual property rights protection, while the proliferation of free content services threaten to erode the capacity to generate wealth in a knowledge-based economy. </li></ul>
<ul><li>Being open : Openness is a force for growth and competitiveness. </li></ul><ul><li>Peering : Loose, voluntary communities of producers </li></ul><ul><li>can self-organize to achieve great results. </li></ul><ul><li>Sharing : Lowering costs, building community, </li></ul><ul><li>accelerating discovery and lifting all boats in the sea. </li></ul><ul><li>Acting globally : Global networks of partners allows </li></ul><ul><li>smart firms to access best-in-class knowledge and </li></ul><ul><li>capabilities, where everyone shares in the risks and </li></ul><ul><li>rewards. </li></ul>Hoppner & Simion - CMN 5150 - 07/11/11 Enterprise 2.0: Harnessing the Power of Wikinomics Key lessons of how smart firms are putting the principles of wikinomics into practice: A follow-up to Wikinomics , the best-selling management book of 2007, Macrowikinomics offers “nothing less than a game plan for all of us to fix a broken world”.