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Industrial Revolution

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Industrial Revolution

  1. 1. 12,800,000 results 1,570,000 blogs17,300,000 videos 519,000 discussions
  2. 2. Industrial Revolution• Neil Gershenfeld, 2005: Fab. The Coming Revolution on Your Desktop• Jeremy Rifkin, 2011: The Third Industrial Revolution. How Lateral Power is Transforming Energy, the Economy, and the World.• Chris Anderson, 2012: Makers: The New Industrial Revolution• Peter Marsh, 2012: The New Industrial Revolution: Consumers, Globalization and the End of Mass Production
  3. 3. Mission Growth: Europe at the Lead of the New Industrial RevolutionThe great pivotal economic changes in world historyhave occurred when new energy regimes convergewith new communication regimes. When thatconvergence happens, society is restructured inwholly new ways.Jeremy Rifkin (2012). Leading the Way to the Third Industrial Revolution: A New EnergyAgenda for the European Union in the 21st Century. The Next Phase of EuropeanIntegration.Jeremy Rifkin (2011). The Third Industrial Revolution. How Lateral Power is TransformingEnergy, the Economy, and the World.
  4. 4. Jeremy Rifkin1st revolution 2nd revolution 3rd revolutionAutomatic Electrical Internetprinting press communication RenewablesSteam-powered Smart buildingstechnology Oil-powered combustion Smart grid engine E-mobility19th century 20th century
  5. 5. © 2010 Kevin Dooley, cc-by © 1968, Elgin County Archives, St. Thomas Times-Journal fonds © 2011 Waag Society, cc-by-nc-nd
  6. 6. © 2009 mars_discovery_district, cc-by-nc- sa © 1907 E.A. ThomsonButte-Silver Bow Public Library © 2011 adafruit, cc-by-nc-sa
  7. 7. Jeremy Rifkin http://ec.europa.eu/avservices/video/player.cfm?sitelang=en&ref=85716
  8. 8. Jeremy Rifkin[T]he conventional top-down organization of society that characterizedmuch of the economic, social, and political life of the fossil-fuel basedindustrial revolutions is giving way to distributed and collaborativerelationships in the emerging green industrial era. We are in the midst ofa profound shift in the very way society is structured, away fromhierarchical power and toward lateral power. (Rifkin 2011, p. 36f.)
  9. 9. Neil Gershenfeld[P]ossession of the means for industrial production has long been thedividing line between workers and owners. But if those means are easilyacquired, and designs freely shared, then hardware is likely to follow theevolution of software. Like its software counterpart, opensourcehardware is starting with simple fabrication functions, while nipping atthe heels of complacent companies that don’t believe that personalfabrication “toys” can do the work of their “real” machines. Thatboundary will recede until today’s marketplace evolves into a continuumfrom creators to consumers, servicing markets ranging from one to onebillion. (FAB. The Coming Revolution on Your Desktop, 2005, p.21)
  10. 10. Neil GershenfeldThe message coming from the fab lab is that the other five billion peopleon the planet aren’t just technical sinks, they are sources. The realopportunity is to harness the inventive power of the world to locallydesign and produce solutions to local problems. I thought that’s aprojection twenty years hence into the future, but it’s where we aretoday. It breaks every organizational boundary we can think of. Thehardest thing at this point is the social engineering and theorganizational engineering, but it’s here today
  11. 11. Neil Gershenfeld http://www.ted.com/talks/neil_gershenfeld_on_fab_labs.html
  12. 12. Neil Gershenfeld[T]he killer app for personal fabrication in the developed world istechnology for a market of one, personal expression in technology (…).And the killer app for the rest of the planet is [to overcome] theinstrumentation and the fabrication divide, people locally developingsolutions to local problems. (TED talk, 2006)
  13. 13. Fab Lab Presentations atGlobal Fab Lab Conferences since 2002
  14. 14. Makers in Fab Labs on the one hand are busy with their ownmanufacturing projects and make use of their lateral relations asneeded but do not normally bother about the organization of thoserelationships beyond those just-in- time needs. Occasionally they wish forbetter, more effective access to resources in the network. Sofar, however, they have only come up with very few sustainable andscalable ways to create new ways of organizing distributed personalmanufacturing—organization and governance is not their core interest.
  15. 15. Institutions on the other hand are more concerned aboutorganization, structures and governance, yet their solutions tend to be ofconventional, hierarchical, top-down nature: centralized cathedralstructures. Moreover, those solutions risk counteracting lateralapproaches, suffocating emergent peer-to-peer initiatives—and they failto get accepted by the makers.
  16. 16. Fab Foundation annual workshop & symposium meetings National fab wiki NetworksGlobal FabFablab AcademyUserGroup

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