Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
a tale from the future
Eugenio Battaglia
@battagliaem
Open Digital Microfluidics
“The existential crisis of the digital age is not one of
personal identity, but institutional purpose” Greg Satell
[…] There is a 98% chance they will
not map the right aspects of the
nervous system that they’ll need to
understand how it...
– Marvin Minsky, on human
brain mapping projects.
(2013)
[…] There is a 98% chance they will
not map the right aspects of ...
Sometimes…
Small moves can set
big things in motion.
New year’s day, 2010
New year’s day, 2010
cc-by 4.0 @battagliaem
“It was 2007 when Giovanni Idili and I
started – naively – talking about
simulating the worm”
– Mat...
cc-by 4.0 @battagliaem
This is me!
cc-by 4.0 @battagliaem
meanwhile in Novosibirsk…
Andrey Palyanov
“There’s plenty of science that still
happens in non-english language, so
that there’s still a lot of tale...
9 core members fully committed from 7 countries
36 open source contributors
a total of 45 community members
2014
we live in very interesting
times for biology
we live in very interesting
times for biology
engineering get into bio
bio get into engineering
art & design get into bio
...
contamination
What are the
reasons
of this contamination
Less of thisLess of this
Illustration: Simone Cicero – meedabyte.com
Much more of this
In places like this
Abandoned factory in Lurgan (UK)
Illustration: Simone Cicero – meedabyte.com
In places like this
Aband...
www.pentagrowth.com
www.pentagrowth.com
Means of production
are in the hands of
users
Market and Society
are the same thing
Producer = Consume...
everyone is networked
everyone is networked with everything
“Software is eating the world”
Thanks to tools like these
Illustration: Simone Cicero – meedabyte.com
Thanks to tools like theseThanks to tools like these
Democratization of production
No more monolithic
products
Modularity
Customizability
Hackability
All this demand
for innovation
drives
componentization
All this demand
for innovation
drives
componentization
reduction of
coordination
transaction
COSTS
reduction of
coordination
transaction
DISINTERMEDIATION
Hierarchy
Group
controlled by
individuals
Consensus
Individuals
controlled by
the group
Access
+
Componentization
+
Collaboration
=
the highest
disruption rate ever
Networked world
+
Componentization
+
Collabor...
small players
MOBILITY
TRAVEL
RETAIL
HEALTH
HOME
COMMERCE
TELECOMS
small players
MOBILITY
TRAVEL
RETAIL
HEALTH
HOME
COMMERCE
TELECOMS
INCUMBENTS
small players
FIXED CAPITAL
COGNITIVE &
SOCIAL CAPITAL
BUREOCRACIES
Organizing
Production
PLATFORMS
Organizing
Interactions
Mass Labour Concentration of
the means of
production
...
“Platforms are essentially bureaucracies for the
networked age”
BUREOCRACIES
Organizing
Production
PLATFORMS
Organizing
In...
general intellect
CREATE VALUE
FROM SOCIAL & RELATIONAL CAPITAL
Is this affecting
how science
and R&D are made
but…
Why some projects
thrive while others
miserabily fail
every project has a set of definable milestones
no amount of funding can accelerate.
More money is helpful later, but not ...
every project has a set of definable milestones
no amount of funding can accelerate.
More money is helpful later, but not ...
$ 18,5 M
every project has a set of definable milestones
no amount of funding can accelerate.
More money is helpful later,...
The
Open
Source
Revolution
1983 1991
2001
Commons-based peer production
2006
Platform economy
2010
Cathedrals and Bazaars
www.pentagrowth.com
•
•
•
•
www.pentagrowth.com
•
•
•
•
www.pentagrowth.com
•
•
•
•
www.pentagrowth.com
•
•
•
•
RESPONSIVE
ORGANIZATIONS
Aaron Dignan
ADAPTIVE
DYNAMIC
ANTI-FRAGILE
“...a governance structure that
determines who can participate, what roles
they might play, how they might interact,
and h...
“...a governance structure that
determines who can participate, what roles
they might play, how they might interact,
and h...
WE SHAPE OUR TOOLS
OUR TOOLS SHAPE US
VALUES
CULTURE
GOVERNANCE
TOOLS
co-design
VALUES
CULTURE
GOVERNANCE
TOOLS
trust
co-design
VALUES
CULTURE
GOVERNANCE
TOOLS
trust
empowerment
co-design
VALUES
CULTURE
GOVERNANCE
TOOLS
trust
empowerment
co-designorganized
collaborative
interactions
VALUES
CULTURE
GOVERNANCE
TOOLS
trust
empowerment
co-design
trust
organized
collaborative
interactions
“The existential crisis of the digital age is not one of
personal identity, but institutional purpose” Greg Satell
“The existential crisis of the digital age is not one of
personal identity, but institutional purpose” Greg Satell
Means o...
“The past decade was about finding
new collaboration and innovation
tools and models on the web.
The next decade will be a...
Sometimes…
Small moves can set
big things in motion.
3 KEY STEPS
to enabling the
transformation
PARTICIPATIVE
ALLIGNED
AUTONOMY
INDIVIDUAL
WHOLENESS
EVOLUTIVE
MISSION
1. EMBRACE A RESPONSIVE ORGANIZATIONAL MODEL
PARTICIPATIVE
ALLIGNED
AUTONOMY
INDIVIDUAL
WHOLENESS
EVOLUTIVE
MISSION
“It will be up to us to ultimately determine how
we use that digital technology.
Will we use it to narrowly squeeze out al...
“hack together,
everything,
start small and
agile and
constantly
improve”
LIQUID ORGANISATION
How we've invented LiquidO™ and why you should care.
www.liquidorganisation.info
LiquidO™ white paper,...
2. BUILD INNOVATION CAPABILITIES
DESIGN
PEOPLE
DESIGN
INVENTORIES
INFRASTRUCTURES
Concept / Seed
Product
Development
Alpha / Beta
Test
Launch / 1st
Ship
Product Development road-map
Discovery Driven Development
Friendly First
Contacts
“Problem”
presentation
Customer
Understanding
Market Knowledge
test y...
1. Human readable protocol
2. Dependency graph
1.PrepareStandards+
sam
ples1,2,3,4
2.M
ix2μLofeachstandard
dilutionw/eachs...
Brainstorming
Assessment
Concept development
Team buliding
Large iterations
First design phase
Second design phase
Program...
Kung fu
> Kastushika Hokusai
The blind men and the Elephant (1818)
BUREOCRACIES
Organizing
Production
PLATFORMS
Organizing
Interactions
3. BUILD AN AGILE PLATFORM
Mass Labour Concentration ...
BUREOCRACIES
Organizing
Production
PLATFORMS
Organizing
Interactions
3. BUILD AN AGILE PLATFORM
Mass Labour Concentration ...
LIQUID ORGANISATION
How we've invented LiquidO™ and why you should care.
www.liquidorganisation.info
LiquidO™ white paper,...
COLLABORATIVE
WORKING BOARD
REPUTATION
TRACKING
CONTRIBUTION
ACCOUNTING
COLLABORATIVE
DECISIONMAKING
COLLABORATIVE
WORKING...
COLLABORATIVE
WORKING BOARD
REPUTATION
TRACKING
CONTRIBUTION
ACCOUNTING
COLLABORATIVE
DECISIONMAKING
COLLABORATIVE
WORKING...
The LiquidO™ model also includes some
rithmic rituals to keep people aligned
within the governance of the whole
organisati...
The LiquidO™ model also includes some
rithmic rituals to keep people aligned
within the governance of the whole
organisati...
The LiquidO™ model also includes some
rithmic rituals to keep people aligned
within the governance of the whole
organisati...
The LiquidO™ model also includes some
rithmic rituals to keep people aligned
within the governance of the whole
organisati...
The LiquidO™ model also includes some
rithmic rituals to keep people aligned
within the governance of the whole
organisati...
The LiquidO™ model also includes some
rithmic rituals to keep people aligned
within the governance of the whole
organisati...
The LiquidO™ model also includes some
rithmic rituals to keep people aligned
within the governance of the whole
organisati...
The LiquidO™ model also includes some
rithmic rituals to keep people aligned
within the governance of the whole
organisati...
The LiquidO™ model also includes some
rithmic rituals to keep people aligned
within the governance of the whole
organisati...
The LiquidO™ model also includes some
rithmic rituals to keep people aligned
within the governance of the whole
organisati...
COLLABORATIVE
WORKING BOARD
REPUTATION
TRACKING
CONTRIBUTION
ACCOUNTING
COLLABORATIVE
DECISIONMAKING
COLLABORATIVE
WORKING...
COLLABORATIVE
WORKING BOARD
REPUTATION
TRACKING
CONTRIBUTION
ACCOUNTING
COLLABORATIVE
DECISIONMAKING
COLLABORATIVE
WORKING...
Anyone
can propose
new activities
according to the
current mission
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with curr...
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with curr...
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with curr...
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with curr...
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with curr...
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with curr...
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with curr...
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with curr...
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with curr...
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with curr...
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with curr...
Let’s prototype our
governance model !
Thanks
some text and graphics of this presentation are licensed by @meedabyte under CC-by-sa 4.0
where not otherwise indic...
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
OpenDrop - a tale from the future
Upcoming SlideShare
Loading in …5
×

OpenDrop - a tale from the future

280 views

Published on

Presentation at Digibio Meeting in Berlin - Synenergene.eu 2016

Published in: Technology
  • Be the first to comment

OpenDrop - a tale from the future

  1. 1. a tale from the future Eugenio Battaglia @battagliaem Open Digital Microfluidics
  2. 2. “The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell
  3. 3. […] There is a 98% chance they will not map the right aspects of the nervous system that they’ll need to understand how it works. What they should do is spend their billion dollars on the drosophila and make sure they understand it thoroughly, before wasting money on wrong theories of what to map in the human brain.
  4. 4. – Marvin Minsky, on human brain mapping projects. (2013) […] There is a 98% chance they will not map the right aspects of the nervous system that they’ll need to understand how it works. What they should do is spend their billion dollars on the drosophila and make sure they understand it thoroughly, before wasting money on wrong theories of what to map in the human brain.
  5. 5. Sometimes…
  6. 6. Small moves can set big things in motion.
  7. 7. New year’s day, 2010
  8. 8. New year’s day, 2010
  9. 9. cc-by 4.0 @battagliaem “It was 2007 when Giovanni Idili and I started – naively – talking about simulating the worm” – Matteo Cantarelli
  10. 10. cc-by 4.0 @battagliaem
  11. 11. This is me! cc-by 4.0 @battagliaem
  12. 12. meanwhile in Novosibirsk…
  13. 13. Andrey Palyanov “There’s plenty of science that still happens in non-english language, so that there’s still a lot of talent that isn’t talking to the rest of the world.” –Stephen Larson Sergey Khayrulin
  14. 14. 9 core members fully committed from 7 countries 36 open source contributors a total of 45 community members
  15. 15. 2014
  16. 16. we live in very interesting times for biology
  17. 17. we live in very interesting times for biology engineering get into bio bio get into engineering art & design get into bio bio get into art & design
  18. 18. contamination
  19. 19. What are the reasons of this contamination
  20. 20. Less of thisLess of this
  21. 21. Illustration: Simone Cicero – meedabyte.com Much more of this
  22. 22. In places like this Abandoned factory in Lurgan (UK) Illustration: Simone Cicero – meedabyte.com In places like this Abandoned factory in Lurgan (UK)
  23. 23. www.pentagrowth.com
  24. 24. www.pentagrowth.com Means of production are in the hands of users Market and Society are the same thing Producer = Consumer Platform Enables Mass Collaboration Platform Enables Mass Collaboration
  25. 25. everyone is networked
  26. 26. everyone is networked with everything
  27. 27. “Software is eating the world”
  28. 28. Thanks to tools like these Illustration: Simone Cicero – meedabyte.com Thanks to tools like theseThanks to tools like these
  29. 29. Democratization of production
  30. 30. No more monolithic products
  31. 31. Modularity Customizability Hackability
  32. 32. All this demand for innovation drives componentization
  33. 33. All this demand for innovation drives componentization
  34. 34. reduction of coordination transaction
  35. 35. COSTS reduction of coordination transaction
  36. 36. DISINTERMEDIATION
  37. 37. Hierarchy Group controlled by individuals Consensus Individuals controlled by the group
  38. 38. Access + Componentization + Collaboration = the highest disruption rate ever Networked world + Componentization + Collaboration = the highest disruption rate ever
  39. 39. small players
  40. 40. MOBILITY TRAVEL RETAIL HEALTH HOME COMMERCE TELECOMS small players
  41. 41. MOBILITY TRAVEL RETAIL HEALTH HOME COMMERCE TELECOMS INCUMBENTS small players
  42. 42. FIXED CAPITAL COGNITIVE & SOCIAL CAPITAL
  43. 43. BUREOCRACIES Organizing Production PLATFORMS Organizing Interactions Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer
  44. 44. “Platforms are essentially bureaucracies for the networked age” BUREOCRACIES Organizing Production PLATFORMS Organizing Interactions Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer
  45. 45. general intellect
  46. 46. CREATE VALUE FROM SOCIAL & RELATIONAL CAPITAL
  47. 47. Is this affecting how science and R&D are made
  48. 48. but…
  49. 49. Why some projects thrive while others miserabily fail
  50. 50. every project has a set of definable milestones no amount of funding can accelerate. More money is helpful later, but not now. – S. Blank on the Four Steps to Epiphany
  51. 51. every project has a set of definable milestones no amount of funding can accelerate. More money is helpful later, but not now. – S. Blank on the Four Steps to Epiphany
  52. 52. $ 18,5 M every project has a set of definable milestones no amount of funding can accelerate. More money is helpful later, but not now. – S. Blank on the Four Steps to Epiphany
  53. 53. The Open Source Revolution 1983 1991 2001
  54. 54. Commons-based peer production 2006
  55. 55. Platform economy 2010
  56. 56. Cathedrals and Bazaars
  57. 57. www.pentagrowth.com • • • • www.pentagrowth.com • • • •
  58. 58. www.pentagrowth.com • • • • www.pentagrowth.com • • • •
  59. 59. RESPONSIVE ORGANIZATIONS Aaron Dignan
  60. 60. ADAPTIVE DYNAMIC ANTI-FRAGILE
  61. 61. “...a governance structure that determines who can participate, what roles they might play, how they might interact, and how disputes get resolved plus additional set of protocols or standards typically designed to facilitate connection, coordination, and collaboration.” How to define “Platforms” in the end? John Hagel’s definition exceprted from: ”Business ecosystems come of age”
  62. 62. “...a governance structure that determines who can participate, what roles they might play, how they might interact, and how disputes get resolved plus additional set of protocols or standards typically designed to facilitate connection, coordination, and collaboration.” How to define “Platforms” in the end? John Hagel’s definition exceprted from: ”Business ecosystems come of age” SO IT’S NOT ONLYABOUT TOOLS!
  63. 63. WE SHAPE OUR TOOLS OUR TOOLS SHAPE US
  64. 64. VALUES CULTURE GOVERNANCE TOOLS co-design
  65. 65. VALUES CULTURE GOVERNANCE TOOLS trust co-design
  66. 66. VALUES CULTURE GOVERNANCE TOOLS trust empowerment co-design
  67. 67. VALUES CULTURE GOVERNANCE TOOLS trust empowerment co-designorganized collaborative interactions
  68. 68. VALUES CULTURE GOVERNANCE TOOLS trust empowerment co-design trust organized collaborative interactions
  69. 69. “The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell
  70. 70. “The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell Means of production are in the hands of users Market and Society are the same thing Producer = Consumer Platform Enables Mass Collaboration duction d by part of onsumer Means of production are in the hands of users Market and Society are the same thing Producer = Consumer Platform Enables Mass Collaboration duction d by part of onsumer
  71. 71. “The past decade was about finding new collaboration and innovation tools and models on the web. The next decade will be about applying them to the real world.” Chris Anderson
  72. 72. Sometimes…
  73. 73. Small moves can set big things in motion.
  74. 74. 3 KEY STEPS to enabling the transformation
  75. 75. PARTICIPATIVE ALLIGNED AUTONOMY INDIVIDUAL WHOLENESS EVOLUTIVE MISSION 1. EMBRACE A RESPONSIVE ORGANIZATIONAL MODEL
  76. 76. PARTICIPATIVE ALLIGNED AUTONOMY
  77. 77. INDIVIDUAL WHOLENESS
  78. 78. EVOLUTIVE MISSION
  79. 79. “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
  80. 80. “hack together, everything, start small and agile and constantly improve”
  81. 81. LIQUID ORGANISATION How we've invented LiquidO™ and why you should care. www.liquidorganisation.info LiquidO™ white paper, version 1.5 - May 2014
  82. 82. 2. BUILD INNOVATION CAPABILITIES
  83. 83. DESIGN
  84. 84. PEOPLE DESIGN INVENTORIES INFRASTRUCTURES
  85. 85. Concept / Seed Product Development Alpha / Beta Test Launch / 1st Ship Product Development road-map
  86. 86. Discovery Driven Development Friendly First Contacts “Problem” presentation Customer Understanding Market Knowledge test your problem hypothesis Product Hypothesis Customer & Problem Hypothesis Distribution & Pricing Hypothesis Demand Creation Hypothesis Market Type Hypothesis Competitive Hypothesis state your hypotheses First Reality Check Product Presentation Yet More Customer Visits Second Reality Check 1st Advisory Board test your product hypothesis Verify the Problem Verify the Product Verify the Business Model Iterate or Exit verify
  87. 87. 1. Human readable protocol 2. Dependency graph 1.PrepareStandards+ sam ples1,2,3,4 2.M ix2μLofeachstandard dilutionw/eachsam ple 3.Aftereachm ix,m ovetheresultingdrop inaordered array 7.Detectabsorbance. ready-to-use or build your own array set-up and scheduling of operations and timing Abstraction layer 5.Foreachresultingdrop add 1μLofreagentf1 4.Incubate for5 m in. 6.Incubate for3 m in. SoftwareHuman t x STD w w t t TOT t x m t x m f1 s1s2s3s4 { Step Translate { Step 1 2 3 4 Dispense { Mix { Merge { Split Hardware 3. Basic fluidic operations Path routing and timing 4. Electrode switching sequence 1 2 3 4 Step 1 2 3 4 Data-driven Customer Discovery 50 most used 50 most labour intensive (repetitive, long, error-prone) in biolabs + + which protocols? Data-driven Customer Discovery Abstraction Layers Design OpenDrop Eugenio Battaglia and Urs Gaudenz gaudilabs.ch/
  88. 88. Brainstorming Assessment Concept development Team buliding Large iterations First design phase Second design phase Program development Cost model Partnerships UXD / Logistics planning Communications design Execution phase Dissemination phase Communications pre-camp Venue Logistics Program execution Outputs dissemination Output elaboration Projects follow-ups OSF15 Gantt Charts
  89. 89. Kung fu
  90. 90. > Kastushika Hokusai The blind men and the Elephant (1818)
  91. 91. BUREOCRACIES Organizing Production PLATFORMS Organizing Interactions 3. BUILD AN AGILE PLATFORM Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer
  92. 92. BUREOCRACIES Organizing Production PLATFORMS Organizing Interactions 3. BUILD AN AGILE PLATFORM Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer “Platforms are essentially bureaucracies for the networked age”
  93. 93. LIQUID ORGANISATION How we've invented LiquidO™ and why you should care. www.liquidorganisation.info LiquidO™ white paper, version 1.5 - May 2014
  94. 94. COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING www.liquidorganisation.info LiquidO™ white paper, version 1.5 - May 2014
  95. 95. COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING www.liquidorganisation.info LiquidO™ white paper, version 1.5 - May 2014
  96. 96. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings 4 types
  97. 97. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam twice per solar year, define the strategy for the next six months 4 types
  98. 98. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution 4 types
  99. 99. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off Monthly catch-up twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution stop for few hours and allign vision and activities on the ongoing strategy 4 types
  100. 100. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off Monthly catch-up Weekly coordination twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution stop for few hours and allign vision and activities on the ongoing strategy stop for few hours and allign vision and activities on the ongoing strategy 4 types
  101. 101. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off Monthly catch-up Weekly coordination twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution stop for few hours and allign vision and activities on the ongoing strategy stop for few hours and allign vision and activities on the ongoing strategy Mainly On-line 4 types
  102. 102. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off Monthly catch-up Weekly coordination twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution stop for few hours and allign vision and activities on the ongoing strategy stop for few hours and allign vision and activities on the ongoing strategy Mainly On-line Possibly live 4 types
  103. 103. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off Monthly catch-up Weekly coordination twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution stop for few hours and allign vision and activities on the ongoing strategy stop for few hours and allign vision and activities on the ongoing strategy Mainly On-line Possibly live Definitely live! 4 types
  104. 104. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off Monthly catch-up Weekly coordination twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution stop for few hours and allign vision and activities on the ongoing strategy stop for few hours and allign vision and activities on the ongoing strategy Mainly On-line Possibly live Definitely live! Strategy Execution 4 types
  105. 105. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off Monthly catch-up Weekly coordination twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution stop for few hours and allign vision and activities on the ongoing strategy stop for few hours and allign vision and activities on the ongoing strategy Mainly On-line Possibly live Definitely live! Strategy Execution This doesn’t exclude the need for random hackathons, jams or any other meeting! 4 types
  106. 106. COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING www.liquidorganisation.info LiquidO™ white paper, version 1.5 - May 2014
  107. 107. COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING www.liquidorganisation.info LiquidO™ white paper, version 1.5 - May 2014
  108. 108. Anyone can propose new activities according to the current mission
  109. 109. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission
  110. 110. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission
  111. 111. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday
  112. 112. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it
  113. 113. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it
  114. 114. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it Other people join the In Progress task, and contribute to it.
  115. 115. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it Other people join the In Progress task, and contribute to it. When the task is done, leader put it into Completed.
  116. 116. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it Other people join the In Progress task, and contribute to it. When the task is done, leader put it into Completed.
  117. 117. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it Other people join the In Progress task, and contribute to it. When the task is done, leader put it into Completed. Here members vote if it’s accepted or not
  118. 118. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it Other people join the In Progress task, and contribute to it. When the task is done, leader put it into Completed. Here members vote if it’s accepted or not
  119. 119. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it Other people join the In Progress task, and contribute to it. When the task is done, leader put it into Completed. Here members vote if it’s accepted or not Retrospective & Contribution Accounting
  120. 120. Let’s prototype our governance model !
  121. 121. Thanks some text and graphics of this presentation are licensed by @meedabyte under CC-by-sa 4.0 where not otherwise indicated the rest of the material is licensed by @battagliaem under CC-by-sa 4.0 LiquidO™ white paper, version 1.5 - May 2014 is licensed by Cocoon Projects under CC-by-sa-nc 4.0

×