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A tale from the future, by Eugenio Battaglia
- 1. BIOFLUX presented at Do It Together - Digital Biology a seminar organized by in January 2016, Berlin
- 2. a tale from the future Eugenio Battaglia @battagliaem Open Digital Microfluidics
- 3. “The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell
- 12. […] 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.
- 13. – 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.
- 14. Sometimes…
- 15. Small moves can set big things in motion.
- 17. New year’s day, 2010
- 18. New year’s day, 2010
- 19. cc-by 4.0 @battagliaem “It was 2007 when Giovanni Idili and I started – naively – talking about simulating the worm” – Matteo Cantarelli
- 21. This is me! cc-by 4.0 @battagliaem
- 23. 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
- 25. 9 core members fully committed from 7 countries 36 open source contributors a total of 45 community members
- 27. 2014
- 28. we live in very interesting times for biology
- 29. 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
- 31. contamination
- 33. What are the reasons of this contamination
- 34. Less of thisLess of this
- 35. Illustration: Simone Cicero – meedabyte.com Much more of this
- 36. In places like this Abandoned factory in Lurgan (UK) Illustration: Simone Cicero – meedabyte.com In places like this Abandoned factory in Lurgan (UK)
- 38. 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
- 40. everyone is networked with everything
- 41. “Software is eating the world”
- 42. Thanks to tools like these Illustration: Simone Cicero – meedabyte.com Thanks to tools like theseThanks to tools like these
- 46. All this demand for innovation drives componentization
- 47. All this demand for innovation drives componentization
- 55. Access + Componentization + Collaboration = the highest disruption rate ever Networked world + Componentization + Collaboration = the highest disruption rate ever
- 56. small players
- 59. FIXED CAPITAL COGNITIVE & SOCIAL CAPITAL
- 62. 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
- 63. “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
- 67. CREATE VALUE FROM SOCIAL & RELATIONAL CAPITAL
- 69. Is this affecting how science and R&D are made
- 71. but…
- 73. Why some projects thrive while others miserabily fail
- 76. 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
- 77. 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
- 78. $ 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
- 88. “...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”
- 89. “...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!
- 90. WE SHAPE OUR TOOLS OUR TOOLS SHAPE US
- 98. “The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell
- 99. “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
- 100. “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
- 101. Sometimes…
- 102. Small moves can set big things in motion.
- 103. 3 KEY STEPS to enabling the transformation
- 104. PARTICIPATIVE ALLIGNED AUTONOMY INDIVIDUAL WHOLENESS EVOLUTIVE MISSION 1. EMBRACE A RESPONSIVE ORGANIZATIONAL MODEL
- 106. INDIVIDUAL WHOLENESS
- 107. EVOLUTIVE MISSION
- 108. “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
- 109. “hack together, everything, start small and agile and constantly improve”
- 110. LIQUID ORGANISATION How we've invented LiquidO™ and why you should care. www.liquidorganisation.info LiquidO™ white paper, version 1.5 - May 2014
- 111. 2. BUILD INNOVATION CAPABILITIES
- 113. DESIGN
- 115. Concept / Seed Product Development Alpha / Beta Test Launch / 1st Ship Product Development road-map
- 117. 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
- 118. 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/
- 119. 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
- 120. Kung fu
- 124. > Kastushika Hokusai The blind men and the Elephant (1818)
- 125. 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
- 126. 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”
- 127. LIQUID ORGANISATION How we've invented LiquidO™ and why you should care. www.liquidorganisation.info LiquidO™ white paper, version 1.5 - May 2014
- 128. 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
- 129. 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
- 130. 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
- 131. 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
- 132. 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
- 133. 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
- 134. 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
- 135. 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
- 136. 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
- 137. 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
- 138. 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
- 139. 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
- 140. 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
- 141. 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
- 145. Anyone can propose new activities according to the current mission
- 146. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission
- 147. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission
- 148. 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
- 149. 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
- 150. 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
- 151. 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.
- 152. 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.
- 153. 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.
- 154. 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
- 155. 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
- 156. 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
- 160. Let’s prototype our governance model !
- 161. 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