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Design For a new Humanism

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The Collaborative Economy is always depicted as a revolution coming from an increasing role of communities and collaboration: in reality, growing technology enablers give individuals totally new possibilities and potential and therefore the collaborative shift should be seen from this alternative, key point of view, that of leveraging the potential of ones, multiplied by platforms and collaborative processes.

In this process, modern capitalism encompasses the whole of te self in a natural evolution that was predicted by Karl Marx already. It's just cognitive capitalism and it's just starting.
The big question is: will this post-industrial capitalism evolve into... post-capitalism?

Context: https://medium.com/@meedabyte/that-s-cognitive-capitalism-baby-ee82d1966c72
[This presentation was originally given for a private event targeting banking and insurance providers]

Published in: Design
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Design For a new Humanism

  1. 1. Simone Cicero @meedabyte www.meedabyte.com Design for a new Humanism Why the Collaborative (Economy) Shift is about empowered individuals and new institutions
  2. 2. me @meedabyte strategist connector contributor
  3. 3. @meedabyte
  4. 4. Economy of Services Creativity = Work Innovation as a Must about the information “infused” future Daniel Bell
  5. 5. Sharing Economy Digital Transformation Informati on Age Gig Economy Coll aborative Economy Digit al Platforms Ecosystems Industry 4.0 Automation
  6. 6. Sharing Economy Digital Transformation Informati on Age Gig Economy Coll aborative Economy Digit al Platforms Ecosystems Industry 4.0 Automation
  7. 7. What is the true meaning of the collaborative economy shift?
  8. 8. “The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell
  9. 9. The New Possible
  10. 10. The New Desirable
  11. 11. See: http://www.goldmansachs.com/our- thinking/pages/millennials/ Will become the bigger spender segment in 2017
  12. 12. The New Desirable
  13. 13. FAST
  14. 14. PERSONAL
  15. 15. RELEVANT
  16. 16. HUMAN
  17. 17. “Customer experience … is a fundamental dimension of how a company competes” Joe Pine
  18. 18. RESPONSIVE ORGANIZATIONS Aaron Dignan
  19. 19. “hack together products and services, test them, and improve them”
  20. 20. “obsessed with company culture and talent, with employees that can imagine, build, and test their own ideas”
  21. 21. “maniacally focused on customers, hypersensitive to friction… They are open, connected, and build with and for their community of users and co- conspirators”
  22. 22. Transparent Salaries Completely Ditched the Office Experimenting with different forms of team self-management in public
  23. 23. “Generation X managers popularized the term work-life balance, but millennial managers are seeking a blend of work and life.”
  24. 24. “The number of branches and people employed in the financial services sector may decline by as much as 50% over the next 10 years, and even in a less harsh scenario I predict they will decline by at least 20%.”
  25. 25. Market Cap per Employee: Uber: 15 M$ The “average” big corp. bank: 0.6 M$ “…the digital economy is deeply disruptive to the hierarchical management structures that provided middle management, middle-class jobs for most of the twentieth century” Geoffrey Moore
  26. 26. “anytime we stick a piece of paper in front of a customer it is pure friction, and it certainly won’t allow us to execute revenue or relationship on a mobile phone, iPad or in a self-driving car” Brett King
  27. 27. “Collapse is simply the last remaining method of simplification” Clay Shirky
  28. 28. USER CO-PRODUCER EMPLOYEE ?
  29. 29. BUREOCRACIES Organizing Production PLATFORMS Organizing Interactions “Platforms are essentially bureaucracies for the networked age” Greg Satell
  30. 30. ENABLING SERVICES DIRECT EXCHANGES trustempowerment
  31. 31. “as more and more of our activities move onto web and mobile platforms, and these platforms take on increasing governance and stewardship roles, we need to trust that they are doing it in good faith and backed by fair policies. That trust is essential to success.” Nick Grossman - USV
  32. 32. CREATE VALUE FROM SOCIAL & RELATIONAL CAPITAL
  33. 33. general intellect
  34. 34. FIXED CAPITAL COGNITIVE & SOCIAL CAPITAL
  35. 35. “Our business model classification and analysis says that Network Orchestrators outperform companies with other business models on several key dimensions: higher valuations relative to their revenues, faster growth, larger profit margins.” (Deloitte and Open Matters Study) Asset Builders: build, develop, and lease physical assets Service Providers: provide services to customers in form of billable hours Technology Creators: develop and sell intellectual property Network Orchestrators: create a network of peers in which the participants interact and share in the value creation. NETWORK ORCHESTRATORS The latest evolution in business model for interconnected world
  36. 36. WE SHAPE OUR TOOLS OUR TOOLS SHAPE US
  37. 37. The Platform Design Toolkit 2.0 For full context see: bit.ly/PDT20DRAFT
  38. 38. Platform Owners Stakeholders Partners Peer Producers Peer Consumers players who owns the vision behind the realization of the market and ensure that the platform exists entities that have a specific interest in platform success or failure, in controlling platform externalities and outcomes professional entities that seek to create additional professional value and to collaborate with platform owners with a stronger relationship entities interested in providing value on the supply side of the ecosystem/mark etplace, seeking for a better performance entities interested in consuming, utilizing, accessing the value that the is created through and on the platform
  39. 39. Used to map all actors in an ecosystem: prioritize entities according to potential impact for platform success, and according to the level of attraction they have for it, and end up with a set of maximum five entities globally (peer consumers, peer producers, partners). Also to be used to track bricks and API’s to be used in building the platform. Link for comments: https://goo.gl/AKDJJK
  40. 40. Used to dig deep into the motivation that push entities in the ecosystem to participate: helps you track the main advantages in participating in the the ecosystem through the platform (namely, needs they can meet, opportunities they can find and such positive outcomes) and what each entity can “give to” others. Link for comments: https://goo.gl/0NxHd5
  41. 41. Used to rapidly map the overall platform’s dynamics, important resources and enabling and empowering potential - will help to understand if the platform is doing its job of sustaining the ecosystem in value production, will also help you identify enabling and empowering services that the platforms should provide. Link for comments: https://goo.gl/NMlQcc
  42. 42. Used to understand better and dig up the the details of the transactions happening in the ecosystem. The use of the transaction matrix is not mandatory but it is of great help in identifying the key elements of each transaction that happens in the ecosystem. Link for comments: https://goo.gl/lYpxQf
  43. 43. Used to identify who’s to produce the “Core Value Proposition” and the other Value Generation Activities and how such activities impact on external stakeholders and to complement this by thinking how the different entities should be involved in platform steering activities. Link for comments: https://goo.gl/jmeiOU
  44. 44. ECOSYSTEM DESIGN = SHAPING STRATEGIES …restructure entire markets and industries by designing new platforms and offering powerful incentives to motivate third parties to participate on them. …ecosystems enable the participation of large and small organizations (or individuals) in creating value at a scale beyond the possibilities of a single firm from Deloitte’s “Business ecosystems come of age”
  45. 45. PEOPLE DESIGN INVENTORIES INFRASTRUCTURES
  46. 46. MOBILITY TRAVEL RETAIL HEALTH HOME COMMERCE TELECOMS disruptors INCUMBENTS
  47. 47. Post-Industial
  48. 48. Post-IndustialCapitalism?
  49. 49. “small things that can set big things in motion” John Hagel
  50. 50. the bitcoin/blockchain ecosystem as a new design landmark
  51. 51. a currency as a mean to own a revolution a self emerging infrastructure an insurgent form of democracy
  52. 52. An Insurance Policy Smart Contract
  53. 53. “…a cryptographically secure environment redefining how we think about home automation systems, extending popular protocols such as Z-Wave and ZigBee and allowing you to directly rent access to a home or office. The Ethereum Computer brings smart contract technology to the entire home…”
  54. 54. “. . . In that Empire, the Art of Cartography attained such Perfection that the map of a single Province occupied the entirety of a City, and the map of the Empire, the entirety of a Province. In time, those Unconscionable Maps no longer satisfied, and the Cartographers Guilds struck a Map of the Empire whose size was that of the Empire, and which coincided point for point with it. “ Programmable Reality (the “Borges” Map)
  55. 55. Smart Contracts DESIGN Things
  56. 56. The next institution could be a Code Snippet
  57. 57. “The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell
  58. 58. 3 KEY STEPS to enabling the transformation
  59. 59. “[technology ] platforms represent the ability to generate multiple revenue streams over the same set of assets [while] currently firms invest on dedicated infrastructures to support one revenue stream with a dedicated set of assets“ Mark McDonald, Accenture 1. BUILD AN AGILE TECNOLOGY PLATFORM
  60. 60. 2. EMBRACE A NEW ORGANIZATION MODEL PARTICIPATIVE SELF MANAGEMENT EMPLOYEE WHOLENESS EVOLUTIVE MISSION
  61. 61. 3. BUILD INNOVATION CAPABILITIES
  62. 62. “It will be up to us to ultimately determine how we use that digital technology. Will we use it to narrowly squeeze out all inefficiency in the work we do? Or will we use it to catalyze and amplify the imagination that makes us uniquely human and that could identify entirely new avenues to create fundamentally new sources of value?” John Hagel - Deloitte
  63. 63. Thanks! Learn how to design platforms bit.ly/PDT20DRAFT www.meedabyte.com 2.0 Draft is out, stay tuned for next official release in Q1 2106: www.platformdesigntoolkit.com

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