Asset tilburg

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  • Hulpmiddelen die we ontwikkelen zijn niet alleen maar hulpmiddelen die ons ondersteunen maar ze veranderen ons ook. Cartografie heeft ons denkproces hoe problemen op te lossen verandert (een probleem in kaart brengen)Sometime in 1882, Friedrich Nietzsche bought a typewriter—a Malling-Hansen WritingBall, tobeprecise. His vision was failing, andkeeping his eyesfocused on a page had becomeexhaustingandpainful, oftenbringing on crushingheadaches. He had been forcedtocurtail his writing, and he fearedthat he wouldsoon have togiveit up. The typewriter rescuedhim, at leastfor a time. Once he had masteredtouch-typing, he was abletowritewith his eyesclosed, usingonly the tips of his fingers. Wordscouldonceagain flow from his mind to the page.But the machine had a subtler effect on his work. One of Nietzsche’sfriends, a composer, noticed a change in the style of his writing. His alreadyterseprose had become even tighter, more telegraphic. “Perhapsyouwillthroughthis instrument even take to a new idiom,” the friendwrote in a letter, notingthat, in his ownwork, his “‘thoughts’ in musicandlanguageoftendepend on the quality of pen and paper.”“You are right,” Nietzsche replied, “ourwriting equipment takes part in the forming of ourthoughts.” Under the sway of the machine, writes the German media scholar Friedrich A. Kittler, Nietzsche’sprose “changedfromargumentstoaphorisms, fromthoughtstopuns, fromrhetoricto telegram style.”
  • Hoe is het zogekomen, 100jaargeleden
  • Bij de huisarts: dit heb ik en ik wel daarheen verwezen worden
  • Scalability/Adaptability > kleinereeenhednemogelijkDirect Communication > eenvoudigercommunicerenSeamless Cooperation > makkelijkerprocessenkoppelenAnytime, Anywhere >nietmeerbijelkaarzittenTransparency > ook ad hoc wetenwat je aanelkaarhebt
  • Scalability/AdaptabilityDirect Communication >iedereenbereikbaarSeamless Cooperation > standaardhulpmiddelenAnytime, AnywhereTransparency > wetenwat je aanelkaarhebt
  • Scalability/AdaptabilityDirect Communication > iedereenbereikenSeamless Cooperation > delen van dataAnytime, AnywhereTransparency
  • Scalability/AdaptabilityDirect CommunicationSeamless CooperationAnytime, Anywhere > asynchroonTransparency > prestatiesvroegerzichtbaar
  • Grote instituties zijn een uitvinding van de 20er jaren
  • Global village: mass age
  • Asset tilburg

    1. 1. From Pyramids to PancakesTowards a connected worldMartijn Kriens | @martijnkriens
    2. 2. Martijn Kriens Business|Science|Government|Innovation|ICT |eHealth Cloud|Pancakes|Upstream|RTLNieuws|iCrowd s|AIM|IIPSaaS WirelessArnhem|Vlieger|Recalcitrant| ....@martijnkriens | martijn@upstream.nl
    3. 3. UPSTREAM Marketingfact, TravelNext, FoodNext, S portNext, UMCN St. Radboud, Deli XL, HAN, Rabobank, ING, WNF, Eftelin g, TUI Nederland, Omroep Gelderland, TMG, Arnhem Dichtbij, RTL, Cito, Bank van Morgen, AIM, Gemeente Nijmegen, RTLNieuws@upstream | www.upstream.nl
    4. 4. “Our writing equipmenttakes part in the forming ofour thoughts” Friedrich Nietzsche 1844 - 1900
    5. 5. Conversation and communication
    6. 6. Conversation and communication
    7. 7. Conversation and communication
    8. 8. Conversation and communicationPage  9
    9. 9. Broadcast
    10. 10. Community
    11. 11. Connected
    12. 12. Fromthecenturyof myfatherto thecenturyof myson
    13. 13. Changes in Government“We the people”
    14. 14. Government “At it’s core, Government is what we do together that we can not do on our own” Tim O’Reilly
    15. 15. Obama "Your role as a citizen does not end with your vote!"
    16. 16. Shift in GovernmentFrom Institution centric to People centric plaatje
    17. 17. Icelandic constitution
    18. 18. Icelandic constitution
    19. 19. Code for AmericaAdopt a fire hydrant
    20. 20. “Verbeter de buurt”
    21. 21. Crowdsourcing policy
    22. 22. Changes in Health-care“Patiënt in control”
    23. 23. Patient communities
    24. 24. Marketplace for care
    25. 25. Digital shared space
    26. 26. Mobile health ?? …
    27. 27. Sherry TurkleWhy we expect More from Technologyand Less from each other
    28. 28. Immersion?
    29. 29. Social?
    30. 30. The undertowMany effects, few causes
    31. 31. Crisis
    32. 32. (1 − z3 / 6) / (z − z2 / 2)2 + c (1 − z3 / 6) / (z − z2 / 2)2 + c
    33. 33. Hidden ThemesThat drive the change Scalability
    34. 34. Hidden ThemesThat drive the change Communication
    35. 35. Hidden ThemesThat drive the change Cooperation
    36. 36. Hidden ThemesThat drive the change Anytime Anyplace
    37. 37. Hidden ThemesThat drive the change Transparancy
    38. 38. Hidden ThemesThat drive the change • Scalability/Adaptability • Direct Communication • Seamless Cooperation • Anytime, Anywhere • Transparency
    39. 39. Transaction cost & Firm size Breakup in logical and more consistent units
    40. 40. Models for cooperation Theatre production model Common interest model
    41. 41. Blackboard organisation Data
    42. 42. Coordination through Markets Supply Demand
    43. 43. From Pyramids to Pancakes
    44. 44. New paradigm“The invisible hand” Cooperation without Coordination Clay Shirky
    45. 45. The future of workThink about your added value
    46. 46. Self Management “An ‘organization’ is but an idea, a concept. People, as individuals, are the ultimate reality and the only operative element. Chris Rufer Self Management Institute
    47. 47. The shiftsWhat to study for! • From shallow generalist to serial master • From isolated competitor to innovated connector • From voracious consumer to impassioned producer Linda Gratton: The shift
    48. 48. Marketingfacts jaarboek 2012http://www.marketingfacts.nl/jaarboek/
    49. 49. UPSTREAMIt’s all about Content, Conversation and Collaboration CONTENT Questions? CONVERSATION COLLABORATION@martijnkriens | martijn@upstream.nl | Martijn Kriens
    50. 50. Thank you!
    51. 51. Predicting the future
    52. 52. The winners that takes all The vanishing local notables The struggling long tail
    53. 53. RobertCoase The Nature of the Firm (1937)
    54. 54. The new electronic interdependencerecreates the world in the image of aglobal village Marshall McLuhan
    55. 55. Hilton • Founded in 1919 • 3897 locations, 642.000 rooms in 91 countries • 135.000 employees
    56. 56. Booking.com • 3000 employees worldwide • 30 million visitors • 250.000 hotels in 177 countries • 350.000 rooms per night • Estabished in 1996
    57. 57. Airbnb.com • Founded 2008 • 192 countries, 26.000 cities, 200.000 listings • 40.000 reservations per day • 300 employees
    58. 58. Couchsurfing.org • 4.8 million homes, 94.000 cities in 207 countriies • Launched in 2004 as a volunteer organisation • Changing to commercial organisation
    59. 59. Google.com • Ecosystem of 80 billion turnover for 1,8 million companies • 32.000 employees • Google shopping, local > local sites
    60. 60. Agile Individuals and Interactions over Processes and tools Working implementations over Comprehensive documentation Customer collaboration over Contract negotiation Responding to change over Following a plan
    61. 61. Agile manifesto• Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.• Welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage.• Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.• Business people and developers must work together daily throughout the project.• Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.• Working software is the primary measure of progress.• Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.• Continuous attention to technical excellence and good design enhances agility.• Simplicity--the art of maximizing the amount of work not done--is essential.• The best architectures, requirements, and designs emerge from self-organizing teams.• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

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