The document discusses the need for a new "Design Intelligence" framework to guide the sharing economy towards greater resilience and sustainability. It argues that current "Design Thinking" approaches are too focused on users, technology, and business needs without considering broader social and environmental impacts. A new "Sharing Economy 3.0" model is proposed that emphasizes resilience, life-centered values, and diverse platforms over competitive growth. This would help platforms foster wider social resilience against economic and environmental shocks. Further research is needed to define a resilient society, assess platform impacts, and engage stakeholders in co-creating solutions through a resilience lens. The next steps outlined are to develop a resilience assessment framework, test it with platforms, and work with stakeholders to refine

1. Raz Godelnik | Parsons School of Design | @godelnik
3rd International Workshop on the Sharing Economy, September 15-16, 2016 Winchester, UK
Sharing Economy 3.0
How the Sharing Economy Can Benefit
From Utilizing a New Design Framework?

3. • �• • A • •
" " "e/ e • • • �
H H ' f '

5. The Challenge
“It is not impossible to build systems that will incorporate the
social into the economic. It depends on what firms do, it
depends on what NGOs do, it depends on what policy do,
but it is a critical requirement we build systems that
reincorporate the social into the economic.” —Yochai
Benkler

7. The Design Thinking Trap

8. Design Thinking
“Design thinking is a human-centered approach to innovation that draws from the
designer's toolkit to integrate the needs of people, the possibilities of technology, and the
requirements for business success.” —Tim Brown, President & CEO
VIABILITY
(BUSINESS)
DESIRABILI
TY
(HUMAN)
INNOVATION
FEASABILI
TY
(TECHNICAL)
SOURCE:
IDEO.COM

9. What’s wrong with Design Thinking?
User, not human centered.
“Design thinking is a human-centered approach to innovation that draws from the designer's
toolkit to integrate the needs of people users, the possibilities of technology, and the
requirements for business success.” —Tim Brown, president and CEO
VIABILITY
(BUSINESS)
DESIRABILI
TY
(HUMAN)
INNOVATION
FEASABILI
TY
(TECHNICAL)
SOURCE:
IDEO.COM

14. What’s wrong with Design Thinking?
The platform as an algorithm.
“Design thinking is a human-centered approach to innovation that draws from the designer's
toolkit to integrate the needs of people, the possibilities dominance of technology, and the
requirements for business success.” —Tim Brown, President & CEO
VIABILITY
(BUSINESS)
DESIRABILI
TY
(HUMAN)
INNOVATION
FEASABILI
TY
(TECHNICAL)
SOURCE:
IDEO.COM

15. “neutral technological platform, designed simply to
enable drivers and passengers to transact the
business of transportation.”
- Barbara Ann Berwick v. Uber

17. What’s wrong with Design Thinking?
Putting shareholders first.
“Design thinking is a human-centered approach to innovation that draws from the designer's
toolkit to integrate the needs of people, the possibilities of technology, and the requirements
for business [as usual] success.” —Tim Brown, president and CEO
VIABILITY
(BUSINESS)
DESIRABILI
TY
(HUMAN)
INNOVATION
FEASABILI
TY
(TECHNICAL)
SOURCE:
IDEO.COM

20. What’s wrong with Design Thinking?
Limited framing: What type of innovation?
“Design thinking is a human-centered approach to innovation that draws from the
designer's toolkit to integrate the needs of people, the possibilities of technology, and the
requirements for business success.” —Tim Brown, President & CEO
VIABILITY
(BUSINESS)
DESIRABILI
TY
(HUMAN)
INNOVATION
FEASABILI
TY
(TECHNICAL)
SOURCE:
IDEO.COM

21. Moving to Design Intelligence
We take a more holistic and systemic approach, fusing design thinking with economic
rationality, business logic, and organizational reality, and emphasizing realignment of all the
parts of the organization, not just its innovation processes.
DESIRABILI
TY
(HUMAN)
VIABILIT
Y
(BUSINESS
)
FEASABILI
TY
(TECHNICAL)
SUBSTAINAB
LE
INNOVATION
EXTERN
AL
(RESILIENCE
)
CONTEX
T
INTERNA
L

22. Taking a systematic approach

23. Sharing Economy Model
MINDSE
T
CULTUR
E
VALUE
CREATION
VALUE
DELIVERY
VALUE
CAPTURE
“A business model describes the rationale of how an organization creates, delivers,
and captures value.” – Alex Osterwalder & Yves Pigneur

24. Sharing Economy Model 1.0
MINDSET
(CREATIVE
DESTRUCTION)
CULTURE
(SILICON
VALLEY)
VALUE
CREATION
(GREAT UX)
VALUE
DELIVERY
(ALGORITHM)
VALUE
CAPTURE
(SHAREHOLDER
PRIMACY)
PROS
INNOVATIVE
SCALE
CONS
EXPLOITATIVE
UNSUSTAINAB
LE
ORIENTATIO
N:
PROBLEM SOLVING

25. CO-CREATIVE
PROCESS
Sharing Economy Model 2.0
MINDSE
T
(COLLECTIVE)
CULTURE
(GENUINE
SHARING)
VALUE
CREATION
(SOCIAL VALUE)
VALUE
DELIVERY
(PLATFORM CO-
OPS)
VALUE
CAPTURE
(FAIRNESS)
PROS
PEOPLE-
CENTERED
PROGRESSIVE
CONS
EXCLUSIVE
LIMITED $$
ORIENTATION:
SENSE MAKING

26. Sharing Economy Model 3.0
MINDSE
T
(RESILIENCE)
CULTURE
(TRANSFORMATIV
E)
VALUE
CREATION
(LIFE CENTERED)
VALUE
DELIVERY
(DIVERSE
PLATFORMS)
VALUE
CAPTURE
(EQUITABLE)
PROS
SYSTEMIC
PEOPLE-
CENTERED
INNOVATIVE
CONS
DIFFICULT TO
ASSESS
EXPERIMENTA
L
CO-
CREATIVE
PROCESS
ORIENTATIO
N:
EMBRACING CHAOS
Adapt and transform – creating resilient organizations that help make society more resilient, i.e. reducing
vulnerabilities and increasing capacities, enhancing its ability to withstand shocks and recover rapidly
when necessary.

27. Why do we need a resilient mindset?

34. What is a resilient mindset?
Resilience, when referred to socio-technical systems,
means the system’s capacity to cope with stress and
failures without collapsing and, more importantly,
learning from the experience.
Resilient systems are characterized by diversity,
redundancy, feedbacks and continuous
experimentation. They are built up with a multiplicity of
largely independent and very diverse sub-systems, and
are the ground on which new and alternative solutions
constantly appear.
Source: Culture of Resilience (CoR) Book 1, University of the Arts London

35. Content vs. Context
“The ultimate test of resilient enterprise is not whether it
is flexible and creative enough to survive and beat the
competition for a while longer as things fall apart around
it. The truest test of resilience is whether the transition
fosters wider circles of resilience that cascade into a
world that becomes more just, decent and durable,
which is to say life-centered.” – David Orr, Resilient by Design
(author: Joseph Fiskel)

36. Sharing Economy Model 3.0
MINDSE
T
(RESILIENCE)
CULTURE
(TRANSFORMATIV
E)
VALUE
CREATION
(LIFE CENTERED)
VALUE
DELIVERY
(DIVERSE
PLATFORMS)
VALUE
CAPTURE
(EQUITABLE)
PROS
SYSTEMIC
PEOPLE-
CENTERED
INNOVATIVE
CONS
DIFFICULT TO
ASSESS
EXPERIMENTA
L
CO-
CREATIVE
PROCESS
ORIENTATIO
N:
EMBRACING CHAOS
Adapt and transform – creating resilient organizations that help make society more resilient, i.e. reducing
vulnerabilities and increasing capacities, enhancing its ability to withstand shocks and recover rapidly
when necessary.

37. Designing for the next context
“Always design a thing by considering it
in its next larger context – a chair in a room, a room in
a house, a house in an environment, an environment
in a city plan.”
Eliel Saarinen (1873-1950)

38. The Path Forward
DESIGN THINKING DESIGN INTELLIGENCE
COMPETITION COLLECTIVE RESILIENCE
SHARING ECONOMY RESILIENT ECONOMY

39. Questions for further research
1. What does a resilient society look like?
2. What is the best framework to assess the impact of SE
platforms on the resilience of society?
3. How might we co-create effectively for resilience?
4. How do you change the mindset from “creative destruction”
and “collective” to “resilience”?
5. What is the role of policy makers in this transition?
6. How a Design Intelligence framework could help different
stakeholders?
7. How the resilience narrative changes from one place to
another?

40. Next steps
1. Co-creating a resilience assessment framework for
p2p marketplaces (inspiration: B corps)
2. Working with 2-3 platforms that will go through the
assessment
3. Bringing together different stakeholders to reassess
the framework
4. Presenting preliminary outcomes

41. Thank you!
godelnir@newschool.edu
twitter: @godelnik