The document discusses how technology and connectivity are driving changes across business, government, healthcare and society. Key themes discussed include the shift to more scalable, collaborative and transparent systems enabled by direct communication, cooperation and the ability to access information and participate anytime, anywhere. Specific examples highlighted include more participatory and crowdsourced approaches to government, patient-centered healthcare models, and more flexible models of work and organizational structures like self-management.

1. From Pyramids to Pancakes
Towards a connected world
Martijn Kriens | @martijnkriens

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. 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. “Our writing equipment
takes part in the forming of
our thoughts”
Friedrich Nietzsche
1844 - 1900

6. Conversation and communication

7. Conversation and communication

8. Conversation and communication

9. Conversation and communication
Page  9

10. Broadcast

11. Community

12. Connected

13. From
the
century
of my
father
to the
century
of my
son

14. Changes in Government
“We the people”

15. Government
“At it’s core, Government is what we do
together that we can not do on our own”
Tim O’Reilly

16. Obama
"Your role
as a citizen
does not
end with
your vote!"

17. Shift in Government
From Institution centric to People centric
plaatje

18. Icelandic constitution

19. Icelandic constitution

20. Code for America
Adopt a fire hydrant

21. “Verbeter de buurt”

22. Crowdsourcing policy

23. Changes in Health-care
“Patiënt in control”

24. Patient communities

25. Marketplace for care

26. Digital shared space

27. Mobile health ?? …

28. Sherry Turkle
Why we expect More from Technology
and Less from each other

29. Immersion?

30. Social?

31. The undertow
Many effects, few causes

32. Crisis

33. (1 − z3 / 6) / (z − z2 / 2)2 + c (1 − z3 / 6) / (z − z2 / 2)2 + c

34. Hidden Themes
That drive the change
Scalability

35. Hidden Themes
That drive the change
Communication

36. Hidden Themes
That drive the change
Cooperation

37. Hidden Themes
That drive the change
Anytime
Anyplace

38. Hidden Themes
That drive the change
Transparancy

39. Hidden Themes
That drive the change
• Scalability/Adaptability
• Direct Communication
• Seamless Cooperation
• Anytime, Anywhere
• Transparency

40. Transaction cost & Firm size
Breakup in logical and more
consistent units

41. Models for cooperation
Theatre production model
Common interest model

42. Blackboard organisation
Data

43. Coordination through Markets
Supply Demand

44. From Pyramids to Pancakes

45. New paradigm
“The invisible hand”
Cooperation without Coordination
Clay Shirky

46. The future of work
Think about your added value

47. 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

48. The shifts
What 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

49. Marketingfacts jaarboek 2012
http://www.marketingfacts.nl/jaarboek/

50. UPSTREAM
It’s all about Content, Conversation and Collaboration
CONTENT
Questions?
CONVERSATION
COLLABORATION
@martijnkriens | martijn@upstream.nl | Martijn Kriens

51. Thank you!

52. Predicting the future

53. The winners that takes all
The vanishing local notables
The struggling long tail

54. Robert
Coase
The Nature of the Firm (1937)

55. The new electronic interdependence
recreates the world in the image of a
global village
Marshall McLuhan

56. Hilton
• Founded in 1919
• 3897 locations, 642.000
rooms in 91 countries
• 135.000 employees

57. Booking.com
• 3000 employees
worldwide
• 30 million visitors
• 250.000 hotels in 177
countries
• 350.000 rooms per
night
• Estabished in 1996

58. Airbnb.com
• Founded 2008
• 192 countries, 26.000
cities, 200.000 listings
• 40.000 reservations per
day
• 300 employees

59. Couchsurfing.org
• 4.8 million homes, 94.000
cities in 207 countriies
• Launched in 2004 as a
volunteer organisation
• Changing to commercial
organisation

60. Google.com
• Ecosystem of 80 billion
turnover for 1,8 million
companies
• 32.000 employees
• Google shopping, local >
local sites

62. 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

63. 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 customer's 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.