Wikinomics - Winning With The Enterprise 2.0

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Don Tapscott's June 20th presentation from the Enterprise 2.0 conference.

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  • Transcript : STEVE WYLIE: Out next speaker is Don Tapscott, who is Chief Executive of New Paradigm, a company he co-founded in 1993. Don is one of the world's leading authorities on business strategy and organizational transformation. He's authored or co-authored over 11 books to date, and his new book is called Wikinomics: How Mass Collaboration Changes Everything. A couple of factoids on the new book, Wikinomics. It's been out for about five months now, and for most of that time it's been on several best selling lists including the New York Times best selling list. And it's currently being translated into 19 different languages. So it's a privilege to have Don joining us today. Please welcome Don Tapscott. DON TAPSCOTT: Thanks, Steve. I think I'm going to stand down here, if that's okay. It sort of feels a bit like the Politburo up here. I'm delighted to be here, and I really mean that actually. Last night I took the 15-hour flight from LA to New York and arrived in New York at 4:00 am. But I think sleep is a highly overrated thing anyway, along with protein, other stuff like that. I'm seriously delighted to be here because I buy totally this idea that the enterprise is moving into a second generation. And it's wonderful that there's a conference that's exploring these issues.
  • Wikinomics - Winning With The Enterprise 2.0

    1. 1. Wikinomics Winning With The Enterprise 2.0 Don Tapscott [email_address] Enterprise 2.0 June 20, 2007
    2. 2. The New Enterprise <ul><li>Structure </li></ul><ul><li>Scope </li></ul><ul><li>Resource Focus </li></ul><ul><li>State </li></ul><ul><li>Personnel/focus </li></ul><ul><li>Key drivers </li></ul><ul><li>Direction </li></ul><ul><li>Basis of action </li></ul><ul><li>Individual motivation </li></ul><ul><li>Learning </li></ul><ul><li>Basis for compensation </li></ul><ul><li>Relationships </li></ul><ul><li>Employee attitude </li></ul><ul><li>Dominant requirements </li></ul>Source: Paradigm Shift: The New Promise of Information Technology, 1992 Hierarchical Internal/closed Capital Static, stable Managers Reward and punishment Management commands Control Satisfy superiors Specific skills Position in hierarchy Competitive (my turf) Detachment (it’s a job) Sound Management Closed Hierarchy Networked External/open Human, information Dynamic, changing Professionals Commitment Self-management Empowerment to act Achieve team goals Broader competencies Accomplishment, competence level Cooperative (our challenge) Identification (its’ my company) Leadership Open Networked Enterprise
    3. 3. The Rise of the Enterprise 2.0 + Standards-based Service oriented Interoperable + Inter-enterprise Intelligent Networks Proprietary Monolithic Silos Enterprise Dumb Networks 10. Technology + Relationship Capital + Experiences Transactions Product/Services 9. Relationships + Transparent Real Time Networked Intelligence Opaque Asynchronous processing Traditional BI 8. Information Liquidity + Global N-Generation Collaboration + Across the B-web Traditional Demographics Containerized Internal 7. Human Capital & Knowledge Capital External (+ Inter-enterprise Integration) Modular Reconfigurable Internal (Enterprise Integration) Complex Hardwired 6. Business Processes Engage and Collaborate Self-organizing Power through … Agile Plan and Push Hierarchical Power over … Lumbering 5. Modus Operandi + Open + Shared Proprietary Protected 4. Intellectual Property + Open Innovation + Co-Creation Closed Innovation Do it Yourself 3. Value Innovation Focused on Core Business Web Context, agency + Fasttrack Business Models Vertically Integrated Non-porous Content M&A 2. Corporate Boundaries Global Engine - China, India, Emergent Free Trade National Engine - US, Japan, Europe Protectionist 1. World View Enterprise 2.0 Closed Corporation Strategy Domain
    4. 4. Winning With The Enterprise 2.0
    5. 5. Time’s Person of the Year
    6. 6. Four Drivers for Change WEB 2.0 Web 2.0 The Net Generation The Social Revolution The Economic Revolution
    7. 7. Web 2.0 TRUE MULTIMEDIA BROADBAND MOBILITY Web 2.0 THE THING GEO-SPATIALITY WEB SERVICES INTEGRATION Web 2.0 The Net Generation The Social Revolution The Economic Revolution
    8. 8. Four Drivers for Change THE NET GENERATION WEB 2.0
    9. 9. The Demographic Revolution Web 2.0 The Net Generation The Social Revolution The Economic Revolution
    10. 10. Digital Natives – The Net Generation Web 2.0 The Net Generation The Social Revolution The Economic Revolution
    11. 11. The Generation Lap Web 2.0 The Net Generation The Social Revolution The Economic Revolution N-Geners Their Parents
    12. 12. The Net Generation Web 2.0 The Net Generation The Social Revolution The Economic Revolution Video available for viewing online at www.newparadigm.com
    13. 13. Four Drivers for Change THE SOCIAL REVOLUTION WEB 2.0 THE NET GENERATION
    14. 14. The Rise of Collaborative Communities vs. Flickr.com beats WebShots.com Web 2.0 The Net Generation The Social Revolution The Economic Revolution
    15. 15. The Rise of Collaborative Communities vs. Digg.com beats Slashdot.org Web 2.0 The Net Generation The Social Revolution The Economic Revolution
    16. 16. The Rise of Collaborative Communities vs. Craigslist.org beats Monster.com, Match.com Web 2.0 The Net Generation The Social Revolution The Economic Revolution
    17. 17. The Rise of Collaborative Communities vs. Myspace.com beats MTV.com Web 2.0 The Net Generation The Social Revolution The Economic Revolution
    18. 18. The Rise of Collaborative Communities vs. Wikipedia.org beats Britannica.com Web 2.0 The Net Generation The Social Revolution The Economic Revolution
    19. 19. The Rise of Collaborative Communities vs. Blogger.com beat CNN.com Web 2.0 The Net Generation The Social Revolution The Economic Revolution
    20. 20. The Rise of Collaborative Communities vs. Epinions.com vs ConsumerReports.org Web 2.0 The Net Generation The Social Revolution The Economic Revolution
    21. 21. Alex Tapscott’s Wikinomicists Community Web 2.0 The Net Generation The Social Revolution The Economic Revolution
    22. 22. Four Drivers for Change THE ECONOMIC REVOLUTION WEB 2.0 THE NET GENERATION THE SOCIAL REVOLUTION
    23. 23. Digital Conglomerates Web 2.0 The Net Generation The Social Revolution The Economic Revolution
    24. 24. The Economics of Collaboration Web 2.0 The Net Generation The Social Revolution The Economic Revolution Industrial Age Corporation Value Creation Critical Resources Physical Financial Knowledge Self- Organization Traditional Hierarchy
    25. 25. The Economics of Collaboration Web 2.0 The Net Generation The Social Revolution The Economic Revolution Extended Enterprise Industrial Age Corporation Value Creation Critical Resources Physical Financial Knowledge Self- Organization Traditional Hierarchy
    26. 26. The Economics of Collaboration Web 2.0 The Net Generation The Social Revolution The Economic Revolution Extended Enterprise Industrial Age Corporation Value Creation Critical Resources Physical Financial Knowledge Self- Organization Traditional Hierarchy Business Webs
    27. 27. The Economics of Collaboration Web 2.0 The Net Generation The Social Revolution The Economic Revolution Extended Enterprise Mass Collaboration Industrial Age Corporation Value Creation Critical Resources Physical Financial Knowledge Self- Organization Traditional Hierarchy Business Webs
    28. 28. The Enterprise 2.0 and the Rise of Mass Collaboration <ul><li>Peering </li></ul><ul><li>Being Open </li></ul><ul><li>Sharing </li></ul><ul><li>Acting Global </li></ul>Web 2.0 The Net Generation The Social Revolution The Economic Revolution
    29. 29. Enterprise 2.0 – New Business Models <ul><li>A 50 year old mining company peers, opens, shares its proprietary data and acts globally in a bid to transform itself and explore the extent of a rich new find . </li></ul>
    30. 30. Four Drivers for Change WEB 2.0 THE NET GENERATION THE SOCIAL REVOLUTION THE ECONOMIC REVOLUTION
    31. 31. The Perfect Storm
    32. 32. <ul><li>Peer Pioneers </li></ul><ul><li>Ideagoras </li></ul><ul><li>Prosumers </li></ul><ul><li>The New Alexandrians </li></ul><ul><li>Open Platforms </li></ul><ul><li>The Global Plant Floor </li></ul><ul><li>The Wiki Workplace </li></ul>Enterprise 2.0 – New Business Models
    33. 33. <ul><li>Peer Pioneers </li></ul>Enterprise 2.0 – New Business Models
    34. 34. <ul><li>1. Peer Pioneers </li></ul>Enterprise 2.0 – New Business Models                                             
    35. 35. <ul><li>1. Peer Pioneers – Financial Services </li></ul>Enterprise 2.0 – New Business Models Marketocracy.com Investment Management
    36. 36. <ul><li>Zopa.com </li></ul><ul><li>peer lending </li></ul>Enterprise 2.0 – New Business Models 1. Peer Pioneers – Financial Services
    37. 37. <ul><li>2. Ideagoras </li></ul>Enterprise 2.0 – New Business Models How InnoCentive works: <ul><li>Creating an eBay for innovation </li></ul><ul><li>How do you create a vibrant marketplace where you leverage other people's talents, ideas and assets quickly and move on? </li></ul><ul><li>P&G’s Larry Huston : “Alliances and joint ventures don't open up the spirit of capitalism within the company. They're vestiges of the central planning approach when instead you need free market mechanisms.” </li></ul>
    38. 38. Enterprise 2.0 – New Business Models 2. Ideagoras
    39. 39. Enterprise 2.0 – New Business Models 2. Ideagoras
    40. 40. Enterprise 2.0 – New Business Models
    41. 41. <ul><li>3. Prosumers </li></ul>Enterprise 2.0 – New Business Models
    42. 42. <ul><li>3. Prosumers – Case: “Music Industry–The Remix” </li></ul>Enterprise 2.0 – New Business Models
    43. 43. <ul><li>3. Prosumers – Help Us Write the Final Chapter! </li></ul>Enterprise 2.0 – New Business Models
    44. 44. <ul><li>3. Prosumers – Physical Goods </li></ul>Enterprise 2.0 – New Business Models Peer Produced T-Shirts
    45. 45. <ul><li>SNP Consortium: APBiotech, AstraZeneca Group PLC, Aventis, Bayer Group AG, Bristol-Myers Squibb Co., F. Hoffmann-La Roche, Glaxo SmithKline , Wellcome Trust , IBM, Motorola, Novartis AG, Pfizer Inc., and Searle </li></ul><ul><li>4. The New Alexandrians: The Sharing of Science </li></ul>Enterprise 2.0 – New Business Models
    46. 46. Enterprise 2.0 – New Business Models 4. The New Alexandrians: Nature’s Google Earth Avian Flu Mashup Source: Howard Ratner, CTO, Nature Publishing Group
    47. 47. Enterprise 2.0 – New Business Models 4. The New Alexandrians: Nature’s Google Earth Avian Flu Mashup Source: Howard Ratner, CTO, Nature Publishing Group
    48. 48. <ul><li>5. Open Platforms – Amazon API </li></ul>Enterprise 2.0 – New Business Models
    49. 49. <ul><li>5. Open Platforms – Pikspot </li></ul>Enterprise 2.0 – New Business Models
    50. 50. <ul><li>The Peer Produced Airplane </li></ul><ul><li>In the past, Boeing wrote detailed specifications for each part and asked suppliers to build to plan </li></ul><ul><li>Today, suppliers co-design airplanes from scratch and deliver complete sub-assemblies to Boeing’s factory, where a single plane can be snapped together like Lego blocks, in as little as 3 days </li></ul>Enterprise 2.0 – New Business Models 6. The Global Plant Floor
    51. 51. Enterprise 2.0 – New Business Models 6. The Global Plant Floor – Chinese Motorcycle Industry
    52. 52. Enterprise 2.0 – New Business Models 7. The Wiki Workplace
    53. 53. Enterprise 2.0 – New Business Models 7. The Wiki Workplace
    54. 54. <ul><li>Peer Pioneers </li></ul><ul><li>Ideagoras </li></ul><ul><li>Prosumers </li></ul><ul><li>The New Alexandrians </li></ul><ul><li>Open Platforms </li></ul><ul><li>The Global Plant Floor </li></ul><ul><li>The Wiki Workplace </li></ul>Enterprise 2.0 – New Business Models
    55. 55. Crisis of Leadership Paradigm shifts involve dislocation, conflict, confusion, uncertainty. New paradigms are nearly always received with coolness, even mockery or hostility. Those with vested interests fight the change. The shift demands such a different view of things that established leaders are often last to be won over, if at all. Marilyn Ferguson

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