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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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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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