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Michael Edson
Director, Web and New Media Strategy
Smithsonian Institution, Office of the CIO
edsonm@si.edu | @mpedson
This is what
I’ve been
talking about
recently…
http://www.dish2011.nl/
http://aarhus11.jboye.com/
http://www.opentext.com/2/global/products/products-
opentext-social-workplace/products-opentext-social-
workplace-speaker-series
July 2011 NDIIPP/NDSA Partners Meeting
http://www.digitalpreservation.gov/n
ews/events/ndiipp_meetings/ndiipp1
1/
http://www.dkmuseer.dk/tidliger
earrangementer/1186.html
http://www.infotoday.com/cil2012/day.asp?day=Friday
Michael Edson
Director, Web and New Media Strategy
Smithsonian Institution, Office of the CIO
edsonm@si.edu | @mpedson
@mpedson
Michael Edson
Director, Web and New Media Strategy
Smithsonian Institution, Office of the CIO
edsonm@si.edu | @mpedson
@mpedson
slideshare.net/edsonm
slideshare.net/edsonm
Text version of this talk
(with links and footnotes)
http://www.slideshare.net/edsonm
/michael-edson-let-us-go-boldly-
into-the-present-text-version
Michael Edson
Director, Web and New Media Strategy
Smithsonian Institution, Office of the CIO
edsonm@si.edu | @mpedson
@mpedson
slideshare.net/edsonm
www.si.edu/commons
Michael Edson
Director, Web and New Media Strategy
Smithsonian Institution, Office of the CIO
edsonm@si.edu | @mpedson
Doesn’t make policy,
not a spokesman
From Zero History by William Gibson
Photo © Michael O’Shea
http://en.wikipedia.org/wiki/File:Quartier_Commons.jpg
“But now he saw, however
briefly but
with peculiar clarity,
http://en.wikipedia.org/wiki/File:Quartier_Commons.jpg
“But now he saw,
however briefly but
with peculiar clarity,
an aerial penguin
cross the intersection ahead
of him.
http://en.wikipedia.org/wiki/File:Quartier_Commons.jpg
“Something wholly
penguin-shaped,
apparently four or
five feet long, from
beak-tip to trailing
feet, and made, it
seemed, of mercury.
http://en.wikipedia.org/wiki/File:Quartier_Commons.jpg
“A penguin
wrapped in
fluid mirror,
reflecting a
bit of neon
from the
street
below.
rue in Latin Quarter by Charles Hutchins, CC attribution
http://www.flickr.com/photos/celesteh/396424823/in/faves-46758972@N00/
rue in Latin Quarter by Charles Hutchins, CC attribution
http://www.flickr.com/photos/celesteh/396424823/in/faves-46758972@N00/
“Swimming.
Moving as
a penguin moves
underwater, but
through the
Latin Quarter air,
at just above
the height of
second-story
windows.
“Swimming.
“Moving down the center of the street that
crossed the one he walked on. So that it
was revealed only as it crossed the
intersection.
2008_06_27_paris_walk_06 by Doc Searls, CC Attribution
http://www.flickr.com/photos/docsearls/4745436344/sizes/l/in/photostream/
2008_06_27_paris_walk_06 by Doc Searls, CC Attribution
http://www.flickr.com/photos/docsearls/4745436344/sizes/l/in/photostream/
“Moving down the center of the street that
crossed the one he walked on. So that it
was revealed only as it crossed the
intersection.
Swimming.
Propelling itself, in a
gracefully
determined
but efficient
fashion, with its
quicksilver
flippers.
2008_06_27_paris_walk_06 by Doc Searls, CC Attribution
http://www.flickr.com/photos/docsearls/4745436344/sizes/l/in/photostream/
“Moving down the center of the street that
crossed the one he walked on. So that it
was revealed only as it crossed the
intersection.
Swimming.
Photo by paige_eliz, CC attribution,noncommercial, no derivatives
http://www.flickr.com/photos/paige_eliz/480028794/sizes/l/in/photostream/
“Then a bicycle crossed,
on the street, going
in the opposite direction.
Photo by paige_eliz, CC attribution,noncommercial, no derivatives
http://www.flickr.com/photos/paige_eliz/480028794/sizes/l/in/photostream/
“Did you see that?”
Milgrim asked
the cyclist…
“Did you see that?”
Milgrim asked
the cyclist…
I was asked to give a
talk at the Cincinnati
Contemporary Arts
Center this spring as
part of their “Where do
we go from here?”
series
…And I thought that
to answer that
question you first had
to think about where
“here” is in the first
place.
…And I thought that
to answer that
question you first had
to think about where
“here” is in the first
place.
“Here” isn’t
where it used
to be.
http://www.newyorker.com/reporting/2008/06/23/0806
23fa_fact_thurman?currentPage=all
If you lived in
Southern Europe
30,000 years ago,
you might have made
cave paintings like
this.
http://www.newyorker.com/reporting/2008/06/23/0806
23fa_fact_thurman?currentPage=all
If you lived in
Southern Europe
30,000 years ago,
you might have made
cave paintings like
this.
“Here” was a period
of cultural continuity
that lasted 25,000
years.
1,000 generations.
http://www.newyorker.com/reporting/2008/06/23/0806
23fa_fact_thurman?currentPage=all
http://www.ted.com/talks/ken_robinson_says_schools
_kill_creativity.html
http://www.newyorker.com/reporting/2008/06/23/0806
23fa_fact_thurman?currentPage=all
http://www.ted.com/talks/ken_robinson_says_schools
_kill_creativity.html
Contrast that with
what Sir Ken
Robinson had to say
at TED 2006…
http://www.newyorker.com/reporting/2008/06/23/0806
23fa_fact_thurman?currentPage=all
http://www.ted.com/talks/ken_robinson_says_schools
_kill_creativity.html
“…children starting school this year [2006] will be retiring
in 2065. Nobody has a clue, despite all the expertise
that’s been on parade over the last 4 days, what the world
is going to look like in 5 years time, and yet we’re meant
to be educating them for it. So the unpredictability, I think,
is extraordinary.”
The Future
is stuff that
hasn’t happened yetThe future is stuff that
hasn’t happened
yet…Well, that’s what
we used to think.
That’s what this talk
is about.
The strategist as a visionary
The strategist as a visionary
15 years ago, I
thought it was the
strategists job to look
far out over the
horizon…
The strategist as a visionary
15 years ago, I
thought it was the
strategists job to look
far out over the
horizon…
But now, much of that
distant, misty future
has already happened.
The present is what’s
interesting and difficult
Strategy is language that does work
The strategist as a visionary
Strategy is language that does work
The strategist as a visionary
Somebody smart
said “software is
language that does
work.”
Strategy is language that does work
The strategist as a visionary
Somebody smart
said “software is
language that does
work.”
Strategy is the
same—it’s a tool
that helps you get
difficult things done.
Strategy is language that does work
The strategist as a visionary
This is not just idle philosophy,
our work matters
1997
http://www.codinghorror.com/blog/2006/05/do-modems-still-matter.html
date
T.F.O.
date
T.F.O.Technology Fetish Object
A pattern I’ve noticed:
speakers often have
a slide with a date at
the top and a
Technology Fetish
Object at the bottom,
to show how quickly
the gadgets of our
youth go out of date.
1997
http://www.codinghorror.com/blog/2006/05/do-modems-still-matter.html
1997
http://www.codinghorror.com/blog/2006/05/do-modems-still-matter.html
[ Modems ]
1997
http://www.codinghorror.com/blog/2006/05/do-modems-still-matter.html
Half of Americans
who were online
used one of
these…
1997
1997No focus, zoom,
or preview.
Stored 8 photos
at 640 x 480
1997
1997
[ Digression ]
Remember this?
The Blue Screen of
Death?
People had a special
relationship with their
BSOD
http://www.techmynd.com/50-plus-blue-screen-of-death-displays-in-public/
People had a special
relationship with their
BSOD
http://www.techmynd.com/50-plus-blue-screen-of-death-displays-in-public/
http://www.techmynd.com/50-plus-blue-screen-of-death-displays-in-public/
http://www.techmynd.com/50-plus-blue-screen-of-death-displays-in-public/
http://www.techmynd.com/50-plus-blue-screen-of-death-displays-in-public/
http://gizmodo.com/282986/the-blue-screen-of-death-tattoo
[ Ahem… ]
1997
The future
http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/
http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/
Digital
Strategy!
http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/
We’ve got
to be more
S.F.O.
Digital
Strategy!
http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/
We’ve got
to be more
S.F.O.
Digital
Strategy!
http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/
Yes, we must
be more
S.F.O…
We’ve got a year
to decide…
http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/
Blah blah blah
broadcast
http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/
Everyone is down-sampling new
ideas into a familiar context, in
this case the broadcast idiom
(and pace) of the late 20th
century
http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/
Example
From a real
museum strategy workshop
http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/
Become the preeminent place
for engagement and dialogue
about national identity and
the accomplishment and
experience of citizens
Strategic Goal of the museum
http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/
“Build an online collection
of 10 million portraits of
citizens and their stories,
created and uploaded
without official curation
by members of the
public. Build a
community around this
initiative to fuel
engagement with
national history,
biography, and artistic
creativity.”
Proposed
http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/
“Do a website about
family portraits”
Proposed Adopted
“Build an online collection
of 10 million portraits of
citizens and their stories,
created and uploaded
without official curation
by members of the
public. Build a
community around this
initiative to fuel
engagement with
national history,
biography, and artistic
creativity.”
http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/
“Build an online collection
of 10 million portraits of
citizens and their stories,
created and uploaded
without official curation
by members of the
public. Build a
community around this
initiative to fuel
engagement with
national history,
biography, and artistic
creativity.”
“Do a website about
family portraits”
Proposed Adopted
Disconnect between
different
understandings of the
present
• 2002: Howard Rheingold’s Smart Mobs
• 2002: Lawrence Lessig’s The Future of Ideas
• 2005: Tim O’Reilly’s what is web 2.0
• 2006: Wikinomics
• “You” were the person of the year IN 2006!!!
They nailed it
5 – 10 years ago
2002
Howard Rheingold’s Smart Mobs
2002
Howard Rheingold’s Smart Mobs
2002
Howard Rheingold’s Smart Mobs
“The first signs of the next shift began to reveal
themselves to me on a spring afternoon in the
year 2000. That was when I began to notice
people on the streets of Tokyo staring at their
mobile phones instead of talking to them. The
sight of this behavior, now commonplace in much
of the world, triggered a sensation I had
experienced a few times before—the instant
recognition that a technology is going to change
my life in ways I can scarcely imagine.
2002
Howard Rheingold’s Smart Mobs
“The first signs of the next shift began to reveal
themselves to me on a spring afternoon in the
year 2000. That was when I began to notice
people on the streets of Tokyo staring at their
mobile phones instead of talking to them. The
sight of this behavior, now commonplace in much
of the world, triggered a sensation I had
experienced a few times before—the instant
recognition that a technology is going to change
my life in ways I can scarcely imagine.
2002
Howard Rheingold’s Smart Mobs
—the instant recognition that a
technology is going to change my
life in ways I can scarcely
imagine.”
2002
Lawrence Lessig: The Future of Ideas
2002
Lawrence Lessig: The Future of Ideas
“The open and neutral platform of the Internet
has spurred hundreds of companies to develop
new ways for individuals to interact. …Groups form
easily to discuss any issue imaginable; public
debate is enabled by removing perhaps the most
significant cost of human interaction—
synchronicity.
2002
Lawrence Lessig: The Future of Ideas
“I can add to your conversation tonight;
you can follow it up tomorrow;
someone else, the day after.
And this is just the beginning, as the technology
will only get better.
2002
Lawrence Lessig: The Future of Ideas
“I can add to your conversation tonight;
you can follow it up tomorrow;
someone else, the day after.
And this is just the beginning, as
the technology will only get better.”
“I can add to your conversation tonight;
you can follow it up tomorrow;
someone else, the day after.
And this is just the beginning, as
the technology will only get better.”
2002
Lawrence Lessig: The Future of Ideas
Two years
before
Facebook was
founded
Four years
before Twitter
launched
2006
Don Tapscott and Anthony Williams
Wikinomics
2006
Don Tapscott and Anthony Williams
Wikinomics
“Smart companies are encouraging, rather than
fighting, the heaving growth of massive online
communities—many of which emerged from the
fringes of the Web to attract tens of millions of
participants overnight. Even ardent competitors
are collaborating on path-breaking scientific
initiatives that accelerate discovery in their
industries.
2006
Don Tapscott and Anthony Williams
Wikinomics
“Indeed as a growing number of firms see the
benefits of mass collaboration, this new way of
organizing
will eventually displace the
traditional corporate structures as
the economy's primary engine of
wealth creation.
2006
Don Tapscott and Anthony Williams
Wikinomics
“Indeed as a growing number of firms see the
benefits of mass collaboration, this new way of
organizing
will eventually displace the
traditional corporate structures as
the economy's primary engine of
wealth creation.”
2005
Tim O’Reilly
What is Web 2.0: Design Patterns and
Business Models for the Next
Generation of Software
2005
Tim O’Reilly
What is Web 2.0: Design Patterns and
Business Models for the Next
Generation of Software
1. The long tail
2. Data is the next Intel Inside
3. Users add value
4. Network effects by default
5. Some rights reserved
6. The perpetual beta
7. Cooperate, don't control
8. Software above the level of a single device
December 25, 2006
“You” are the
person of the year
December 25, 2006
“And we didn’t just watch, we also
worked. Like crazy. We made
Facebook profiles and Second Life
avatars and reviewed books at
Amazon and recorded podcasts.
We blogged about our candidates
losing and wrote songs about
getting dumped. We camcordered
bombing runs and built open-
source software.”
Note: More examples related to
open content and intellectual
property are in Addendum 1
at the end of this show (slide 152)
We’ve come to
recognize a new
set of patterns
over the last 10
years
Global audiences forming
around niche interests
“No matter what business
you’re in, most of the smart
people work for someone else”
A Trillion hours/year of time
available for creation and
collaboration. (via Clay Shirky)
Websites that get better the
more people use them
In 12 years this device will be
1,706 X more powerful than my
desktop computer
Billions of connected mobile
users. Voice, data, cameras,
GPS, sensors…
Your users are heroes in their
own epic journeys. Your job is
to help them be great.
[via Kathy Sierra]
These are not new ideas
anymore
These are not new ideas
anymore
http://www.poynter.org/latest-news/top-stories/99432/jimmy-wales-aps-landing-pages-a-good-if-late-idea/
“Nothing in this [strategy]
couldn’t have been written by
someone actually savvy in the
Internet culture five years
ago. ”
-- Jimmy Wales on
AP’s Digital Strategy
These are not new ideas
anymore
http://www.poynter.org/latest-news/top-stories/99432/jimmy-wales-aps-landing-pages-a-good-if-late-idea/
“Nothing in this [strategy]
couldn’t have been written by
someone actually savvy in the
Internet culture five years
ago. ”
-- Jimmy Wales on
AP’s Digital Strategy
OUCH!
Interview with William Gibson
Photo © Michael O’Shea
“I think that when I was first reading science
fiction, which would have been in the late 1950’s,
the consensual “now” was 3 or 4 years long, and
with 3 or 4 years of relatively unchanging ‘now’ a
writer of science fiction had the space in which to
erect something
Photo © Michael O’Shea
“I think that when I was first reading science
fiction, which would have been in the late 1950’s,
the consensual “now” was 3 or 4 years long, and
with 3 or 4 years of relatively unchanging ‘now’ a
writer of science fiction had the space in which to
erect something.
Photo © Michael O’Shea
“…With that long a ‘now’ you could build a
relatively big structure before that now
hauled itself into the future that made
your big structure obsolete.
Photo © Michael O’Shea
“But today, now can feel like a news cycle. It’s like the
now is too narrow to allow for that big a construct. We
have too many wildcards in play with regard to our future
to casually erect believable futures beyond a few years.”
Photo © Michael O’Shea
“But today, now can feel like a news cycle.
It’s like the now is too narrow to allow for that big a
construct. We have too many wildcards in play with
regard to our future to casually erect believable futures
beyond a few years.”
Photo © Michael O’Shea
“But today, now can feel like a news cycle.
It’s like the now is too narrow to allow for that big
a construct. “We have too many wildcards in play
with regard to our future to casually erect
believable futures beyond a few years.”
Photo © Michael O’Shea
http://matthewsheret.com/2010/10/04/timelines/
[The penguins are real]
Photo © Michael O’Shea
http://youtu.be/jPGgl5VH5go
The future
Now
The future
Now
The futureNow
20 million items in Europeana
66 million books in Librarything
250 million items in Trove
6 billion photos in Flickr
100 billion photos in Facebook
19M Wikipedia articles
And we have this
“now” in great
abundance
“If you wanted to start a company back in 2000 it was a lot
more difficult than it was today. You’d actually have to go out
and buy dedicated servers, and there was no Amazon S3.
There was no EC2. To get an idea off the ground today…
[compared with] even just a few years ago…over this last
decade the barrier to entry has been lowered quite a bit, to
where if you have something new you want to explore it really
is a couple thousand dollars to get something off the ground
and launch it.”
Digg founder Kevin Rose
This Week In Tech, episode 228, at 22:00
The present is far more interesting than
most organizations have noticed
[paraphrase W. Gibson]
Cheap platforms and successful examples
are all around us, in abundance…
Now, let’s get practical.
Once you believe that the present moment is interesting…
What should you do about it?
This document describes a
transformational change for the
Smithsonian, which will have impact on
the Institution’s culture, operations,
allocation of resources, talent
recruitment, and priorities. The Smithsonian Commons
http://www.si.edu/commons/prototype
http://smithsonian-webstrategy.wikispaces.com/Strategy+--+Table+of+Contents
Design Patterns for
Going Boldly to the Present
1. The extra-terrestrial space auditor
2. On ramps and loading docks
3. Edge to core
4. Focus on mission
5. Place the bet
Oh, and please stop
innovating…
Failing fast…
Risk taking…
Collaborating…
Oh, and please stop
innovating…
Failing fast…
Risk taking…
Collaborating…
Don’t focus on having more innovation!
Focus on making progress towards well defined
goals—doing “work that matters” [via Tim O’Reilly]. If
you need more innovation or collaboration to get
there, then remove the obstacles and step on the
gas.
See Forget innovation, from Sitra, the Finnish Innovation Fund
http://www.sitra.fi/julkaisu/2011/forget-innovation
1. Extraterrestrial Space Auditor
http://www.flickr.com/photos/markusram/2060743986/sizes/o/in/photostream/
1. Extraterrestrial Space Auditor
http://www.flickr.com/photos/markusram/2060743986/sizes/o/in/photostream/
1. Extraterrestrial Space Auditor
http://www.flickr.com/photos/markusram/2060743986/sizes/o/in/photostream/
1. Extraterrestrial Space Auditor
http://www.flickr.com/photos/markusram/2060743986/sizes/o/in/photostream/
The British navy, "at the peak of
their dominance in the 17th
century," took 150 years to adopt a
proven remedy
for scurvy
Via Scott Berkun
The Myths of Innovation
1. Extraterrestrial Space Auditor
http://www.flickr.com/photos/markusram/2060743986/sizes/o/in/photostream/
The British navy, "at the peak of
their dominance in the 17th
century," took 150 years to adopt a
proven remedy
for scurvy
Via Scott Berkun
The Myths of Innovation
1. Extraterrestrial Space Auditor
http://www.flickr.com/photos/markusram/2060743986/sizes/o/in/photostream/
“Andreessen’s advice
to old media…”
http://techcrunch.com/2010/03/06/andreessen-media-burn-boats/
2. On Ramps and Loading Docks
2. On Ramps and Loading Docks
http://www.flickr.com/photos/debcll/2359690453/sizes/l/in/photostream/
2. On Ramps and Loading Docks
http://www.flickr.com/photos/debcll/2359690453/sizes/l/in/photostream/
“I’m all about building flexible
networks so we can move ideas
and goods between us and our
customers, partners, and
beneficiaries—quickly knowingly,
and efficiently.”
Carl the Loading Dock
2. On Ramps and Loading Docks
http://www.flickr.com/photos/cycleologist/3780757186/
2. On Ramps and Loading Docks
“A platform beats an
application anytime.”
Tim O’Reilly
What is Web 2.0
http://www.flickr.com/photos/cycleologist/3780757186/
http://www.flickr.com/photos/cycleologist/3780757186/
2. On Ramps and Loading Docks
“A platform beats an
application anytime.”
Tim O’Reilly
What is Web 2.0
…But think expansively
about what constitutes a
platform.
3. Edge to core
http://www.flickr.com/photos/marcocastelli/3313416138/sizes/l/in/photostream/
3. Edge to core
http://www.flickr.com/photos/marcocastelli/3313416138/sizes/l/in/photostream/
“Innovation at the Edges:
A Commons in the Middle”
Smithsonian Web and New Media Strategy
3. Edge to core
http://www.flickr.com/photos/marcocastelli/3313416138/sizes/l/in/photostream/
Innovation becomes
infrastructure
3. Edge to core
http://www.flickr.com/photos/marcocastelli/3313416138/sizes/l/in/photostream/
Innovation becomes
infrastructure
Help it!
3. Edge to core
http://www.flickr.com/photos/marcocastelli/3313416138/sizes/l/in/photostream/
Innovation becomes
infrastructure
Help it!
Even if the edge
and the core are
outside your own
organization
Smithsonian Strategic Plan
Grand Challenges
1. Unlocking the Mysteries of
the Universe
2. Understanding and
Sustaining a Biodiverse
Planet
3. Valuing World Cultures
4. Understanding the
American Experience
4. Focus on mission
4. Focus on mission
65 million people died in
World War II
4. Focus on mission
The National WWII Museum is
very focused on their mission
5. Place the bet
1. What world am I living in?
2. What impact does my country,
my city, my organization want to
have in that world
3. What should I do today?
1. What world am I living in?
2. What impact does my country,
my city, my organization want to
have in that world
3. What should I do today?
1. What world am I living in?
2. What impact does my country,
my city, my organization want to
have in that world
3. What should I do today?
Keeping these three things in working memory at the same time is
what we have to practice and get good at.
This is it. This is the job.
Think Big
Start Small
Move Fast
5. Focus on mission
Thanks!
@mpedson
slideshare.net/edsonm
Addendum 1
The following slides were added to the
“They Nailed It” section for
Sharing is Caring: Digitized Cultural Heritage for All
Copenhagen, Denmark, November 11, 2011
They are specific to that conference’s focus, intellectual
property policy and openness in heritage organizations.
;)
• 2001: Creative Commons founded
• 2001: MIT Open Courseware founded
• 2002: Lawrence Lessig’s The Future of Ideas
• 2002: Howard Rheingold’s Smart Mobs
• 2006: Wikinomics (IBM)
• (2008: Smithsonian Web and New Media Strategy)
They nailed it
5 – 10 years ago
2001
Creative Commons founded
2001
Creative Commons founded
http://katiejane12.wordpress.com/2011/05/14/my-creative-commons-license/
2001
MIT Open Courseware founded
2001
MIT Open Courseware founded
“I was amazed that a university such as MIT would
freely give access to its educational information.”
Triatno Yudo Harjoko
University of Indonesia
2001
MIT Open Courseware founded
Other universities may be striving to
market their courses to the Internet
masses in hopes of dot-com wealth. But
the Massachusetts Institute of Technology
has chosen the opposite path: to post
virtually all its course materials on the
Web, free to everybody.”
2001
MIT Open Courseware founded
Other universities may be striving to
market their courses to the Internet
masses in hopes of dot-com wealth. But
the Massachusetts Institute of Technology
has chosen the opposite path: to post
virtually all its course materials on the
Web, free to everybody.
2001
MIT Open Courseware founded
''Selling content for profit, or trying in
some ways to commercialize one
of the core intellectual activities of
the university seemed less
attractive to people at a deep level
than finding ways to disseminate it
as broadly as possible.'’
[Professor Stephen Lerman]
Faculty Chairman
Professor Stephen Lerman
2001
MIT Open Courseware founded
''Selling content for profit, or trying in
some ways to commercialize one
of the core intellectual activities of
the university seemed less
attractive to people at a deep level
than finding ways to disseminate it
as broadly as possible.'’
[Professor Stephen Lerman]
Faculty Chairman
Professor Stephen Lerman
2001
MIT Open Courseware founded
''Selling content for profit, or trying in
some ways to commercialize one
of the core intellectual activities of
the university seemed less
attractive to people at a deep level
than finding ways to disseminate it
as broadly as possible.'’
[Professor Stephen Lerman]
Faculty Chairman
Professor Stephen Lerman
2001
MIT Open Courseware founded
''Selling content for profit, or trying in
some ways to commercialize one
of the core intellectual activities of
the university seemed less
attractive to people at a deep level
than finding ways to disseminate it
as broadly as possible.'’
[Faculty Chairman
Professor Stephen Lerman]
2001
MIT Open Courseware founded
100 million users in first 10 years
2002
Lawrence Lessig: The Future of Ideas
2002
Lawrence Lessig: The Future of Ideas
2002
Lawrence Lessig: The Future of Ideas
“If the Internet teaches us anything,
it is that great value comes from leaving core
resources in a commons, where they’re free for
people to build upon as they see fit.”
2002
Lawrence Lessig: The Future of Ideas
“If the Internet teaches us anything,
it is that great value comes from leaving core
resources in a commons, where they’re free for
people to build upon as they see fit.”
2002
Lawrence Lessig: The Future of Ideas
“If the Internet teaches us anything,
it is that great value comes from leaving core
resources in a commons, where they’re free for
people to build upon as they see fit.”
2006
Don Tapscott and Anthony Williams
Wikinomics
2005
A dumb company
gave away $10 million
in IT patents…
2006
$100 million investment
returned to the Linux commons
…generated a 500% profit
2006
2008
The Public Domain
James Boyle
2008
The Public Domain
James Boyle
2008
The Public Domain
James Boyle
“The public domain is not some gummy residue
left over when all the good stuff has been
covered by property law.
The public domain is the place we quarry the
building blocks of our culture.
2008
The Public Domain
James Boyle
“The public domain is not some gummy residue
left over when all the good stuff has been
covered by property law.
The public domain is the place
we quarry the building blocks of
our culture.”
2008
Smithsonian Institution
Web and New Media Strategy
2008
Smithsonian Institution
Web and New Media Strategy
Goal 7. Business Model
“The Smithsonian’s basic
business model is to create
social and economic value
through the increase and
diffusion of knowledge…
Ultimately, the most valuable
business asset we can
cultivate—and the one that
is most fundamental to our
core mission—is a
community of engaged and
committed Smithsonian
enthusiasts.”
Goal 7. Business Model
“The Smithsonian’s basic
business model is to create
social and economic value
through the increase and
diffusion of knowledge…
Ultimately, the most valuable
business asset we can
cultivate—and the one that
is most fundamental to our
core mission—is a
community of engaged and
committed Smithsonian
enthusiasts.”
Goal 7. Business Model
“The Smithsonian’s basic
business model is to create
social and economic value
through the increase and
diffusion of knowledge…
Ultimately, the most valuable
business asset we can
cultivate—and the one that
is most fundamental to our
core mission—is a
community of engaged and
committed Smithsonian
enthusiasts.”
Goal 7. Business Model
Goal 7. Business Model
Revenue Generation in Harmony with Mission
Attempting to directly monetize access to, and use of,
museum content does not appear to be a sustainable
business model. Through these low-margin business
practices, we alienate users, perpetuate the practice of
institutions charging each other, discourage research and
publications, and undermine our civic mission.
It is likely that the Smithsonian will make more money by
promoting “free” resources to a large audience than it can
make charging small amounts for small transactions to a
small audience, and it is a much better fit with the mission.
Goal 7. Business Model
Revenue Generation in Harmony with Mission
Attempting to directly monetize access to, and use of,
museum content does not appear to be a sustainable
business model. Through these low-margin business
practices, we alienate users, perpetuate the practice of
institutions charging each other, discourage research and
publications, and undermine our civic mission.
It is likely that the Smithsonian will make more money by
promoting “free” resources to a large audience than it can
make charging small amounts for small transactions to a
small audience, and it is a much better fit with the mission.
Goal 7. Business Model
Revenue Generation in Harmony with Mission
Attempting to directly monetize access to, and use of,
museum content does not appear to be a sustainable
business model. Through these low-margin business
practices, we alienate users, perpetuate the practice of
institutions charging each other, discourage research and
publications, and undermine our civic mission.
It is likely that the Smithsonian will make more money by
promoting “free” resources to a large audience than it can
make charging small amounts for small transactions to a
small audience, and it is a much better fit with the mission.
Goal 7. Business Model
Revenue Generation in Harmony with Mission
Attempting to directly monetize access to, and use of,
museum content does not appear to be a sustainable
business model. Through these low-margin business
practices, we alienate users, perpetuate the practice of
institutions charging each other, discourage research and
publications, and undermine our civic mission.
It is likely that the Smithsonian will make more money by
promoting “free” resources to a large audience than it can
make charging small amounts for small transactions to a
small audience, and it is a much better fit with the mission.
(Thanks again!)

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Let Us Go Boldly Into the Present :: Michael Edson

  • 1. Michael Edson Director, Web and New Media Strategy Smithsonian Institution, Office of the CIO edsonm@si.edu | @mpedson
  • 2. This is what I’ve been talking about recently…
  • 3. http://www.dish2011.nl/ http://aarhus11.jboye.com/ http://www.opentext.com/2/global/products/products- opentext-social-workplace/products-opentext-social- workplace-speaker-series July 2011 NDIIPP/NDSA Partners Meeting http://www.digitalpreservation.gov/n ews/events/ndiipp_meetings/ndiipp1 1/ http://www.dkmuseer.dk/tidliger earrangementer/1186.html http://www.infotoday.com/cil2012/day.asp?day=Friday
  • 4. Michael Edson Director, Web and New Media Strategy Smithsonian Institution, Office of the CIO edsonm@si.edu | @mpedson @mpedson
  • 5. Michael Edson Director, Web and New Media Strategy Smithsonian Institution, Office of the CIO edsonm@si.edu | @mpedson @mpedson slideshare.net/edsonm
  • 6. slideshare.net/edsonm Text version of this talk (with links and footnotes) http://www.slideshare.net/edsonm /michael-edson-let-us-go-boldly- into-the-present-text-version
  • 7. Michael Edson Director, Web and New Media Strategy Smithsonian Institution, Office of the CIO edsonm@si.edu | @mpedson @mpedson slideshare.net/edsonm www.si.edu/commons
  • 8. Michael Edson Director, Web and New Media Strategy Smithsonian Institution, Office of the CIO edsonm@si.edu | @mpedson Doesn’t make policy, not a spokesman
  • 9. From Zero History by William Gibson Photo © Michael O’Shea
  • 11. “But now he saw, however briefly but with peculiar clarity, http://en.wikipedia.org/wiki/File:Quartier_Commons.jpg
  • 12. “But now he saw, however briefly but with peculiar clarity, an aerial penguin cross the intersection ahead of him. http://en.wikipedia.org/wiki/File:Quartier_Commons.jpg
  • 13. “Something wholly penguin-shaped, apparently four or five feet long, from beak-tip to trailing feet, and made, it seemed, of mercury. http://en.wikipedia.org/wiki/File:Quartier_Commons.jpg
  • 14. “A penguin wrapped in fluid mirror, reflecting a bit of neon from the street below. rue in Latin Quarter by Charles Hutchins, CC attribution http://www.flickr.com/photos/celesteh/396424823/in/faves-46758972@N00/
  • 15. rue in Latin Quarter by Charles Hutchins, CC attribution http://www.flickr.com/photos/celesteh/396424823/in/faves-46758972@N00/ “Swimming.
  • 16. Moving as a penguin moves underwater, but through the Latin Quarter air, at just above the height of second-story windows. “Swimming.
  • 17. “Moving down the center of the street that crossed the one he walked on. So that it was revealed only as it crossed the intersection. 2008_06_27_paris_walk_06 by Doc Searls, CC Attribution http://www.flickr.com/photos/docsearls/4745436344/sizes/l/in/photostream/
  • 18. 2008_06_27_paris_walk_06 by Doc Searls, CC Attribution http://www.flickr.com/photos/docsearls/4745436344/sizes/l/in/photostream/ “Moving down the center of the street that crossed the one he walked on. So that it was revealed only as it crossed the intersection. Swimming.
  • 19. Propelling itself, in a gracefully determined but efficient fashion, with its quicksilver flippers. 2008_06_27_paris_walk_06 by Doc Searls, CC Attribution http://www.flickr.com/photos/docsearls/4745436344/sizes/l/in/photostream/ “Moving down the center of the street that crossed the one he walked on. So that it was revealed only as it crossed the intersection. Swimming.
  • 20. Photo by paige_eliz, CC attribution,noncommercial, no derivatives http://www.flickr.com/photos/paige_eliz/480028794/sizes/l/in/photostream/ “Then a bicycle crossed, on the street, going in the opposite direction.
  • 21. Photo by paige_eliz, CC attribution,noncommercial, no derivatives http://www.flickr.com/photos/paige_eliz/480028794/sizes/l/in/photostream/ “Did you see that?” Milgrim asked the cyclist…
  • 22. “Did you see that?” Milgrim asked the cyclist…
  • 23.
  • 24.
  • 25. I was asked to give a talk at the Cincinnati Contemporary Arts Center this spring as part of their “Where do we go from here?” series
  • 26. …And I thought that to answer that question you first had to think about where “here” is in the first place.
  • 27. …And I thought that to answer that question you first had to think about where “here” is in the first place. “Here” isn’t where it used to be.
  • 28.
  • 29. http://www.newyorker.com/reporting/2008/06/23/0806 23fa_fact_thurman?currentPage=all If you lived in Southern Europe 30,000 years ago, you might have made cave paintings like this.
  • 30. http://www.newyorker.com/reporting/2008/06/23/0806 23fa_fact_thurman?currentPage=all If you lived in Southern Europe 30,000 years ago, you might have made cave paintings like this. “Here” was a period of cultural continuity that lasted 25,000 years. 1,000 generations.
  • 33. http://www.newyorker.com/reporting/2008/06/23/0806 23fa_fact_thurman?currentPage=all http://www.ted.com/talks/ken_robinson_says_schools _kill_creativity.html “…children starting school this year [2006] will be retiring in 2065. Nobody has a clue, despite all the expertise that’s been on parade over the last 4 days, what the world is going to look like in 5 years time, and yet we’re meant to be educating them for it. So the unpredictability, I think, is extraordinary.”
  • 34.
  • 35. The Future is stuff that hasn’t happened yetThe future is stuff that hasn’t happened yet…Well, that’s what we used to think. That’s what this talk is about.
  • 36. The strategist as a visionary
  • 37. The strategist as a visionary 15 years ago, I thought it was the strategists job to look far out over the horizon…
  • 38. The strategist as a visionary 15 years ago, I thought it was the strategists job to look far out over the horizon… But now, much of that distant, misty future has already happened. The present is what’s interesting and difficult
  • 39. Strategy is language that does work The strategist as a visionary
  • 40. Strategy is language that does work The strategist as a visionary Somebody smart said “software is language that does work.”
  • 41. Strategy is language that does work The strategist as a visionary Somebody smart said “software is language that does work.” Strategy is the same—it’s a tool that helps you get difficult things done.
  • 42. Strategy is language that does work The strategist as a visionary This is not just idle philosophy, our work matters
  • 45. date T.F.O.Technology Fetish Object A pattern I’ve noticed: speakers often have a slide with a date at the top and a Technology Fetish Object at the bottom, to show how quickly the gadgets of our youth go out of date.
  • 49. 1997
  • 50. 1997No focus, zoom, or preview. Stored 8 photos at 640 x 480
  • 51. 1997
  • 52. 1997
  • 54. Remember this? The Blue Screen of Death? People had a special relationship with their BSOD
  • 68. We’ve got a year to decide… http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/ Blah blah blah broadcast
  • 69. http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/ Everyone is down-sampling new ideas into a familiar context, in this case the broadcast idiom (and pace) of the late 20th century
  • 71. http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/ Become the preeminent place for engagement and dialogue about national identity and the accomplishment and experience of citizens Strategic Goal of the museum
  • 72. http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/ “Build an online collection of 10 million portraits of citizens and their stories, created and uploaded without official curation by members of the public. Build a community around this initiative to fuel engagement with national history, biography, and artistic creativity.” Proposed
  • 73. http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/ “Do a website about family portraits” Proposed Adopted “Build an online collection of 10 million portraits of citizens and their stories, created and uploaded without official curation by members of the public. Build a community around this initiative to fuel engagement with national history, biography, and artistic creativity.”
  • 74. http://www.flickr.com/photos/invattur/4013772522/sizes/l/in/photostream/ “Build an online collection of 10 million portraits of citizens and their stories, created and uploaded without official curation by members of the public. Build a community around this initiative to fuel engagement with national history, biography, and artistic creativity.” “Do a website about family portraits” Proposed Adopted Disconnect between different understandings of the present
  • 75. • 2002: Howard Rheingold’s Smart Mobs • 2002: Lawrence Lessig’s The Future of Ideas • 2005: Tim O’Reilly’s what is web 2.0 • 2006: Wikinomics • “You” were the person of the year IN 2006!!! They nailed it 5 – 10 years ago
  • 78. 2002 Howard Rheingold’s Smart Mobs “The first signs of the next shift began to reveal themselves to me on a spring afternoon in the year 2000. That was when I began to notice people on the streets of Tokyo staring at their mobile phones instead of talking to them. The sight of this behavior, now commonplace in much of the world, triggered a sensation I had experienced a few times before—the instant recognition that a technology is going to change my life in ways I can scarcely imagine.
  • 79. 2002 Howard Rheingold’s Smart Mobs “The first signs of the next shift began to reveal themselves to me on a spring afternoon in the year 2000. That was when I began to notice people on the streets of Tokyo staring at their mobile phones instead of talking to them. The sight of this behavior, now commonplace in much of the world, triggered a sensation I had experienced a few times before—the instant recognition that a technology is going to change my life in ways I can scarcely imagine.
  • 80. 2002 Howard Rheingold’s Smart Mobs —the instant recognition that a technology is going to change my life in ways I can scarcely imagine.”
  • 81. 2002 Lawrence Lessig: The Future of Ideas
  • 82. 2002 Lawrence Lessig: The Future of Ideas “The open and neutral platform of the Internet has spurred hundreds of companies to develop new ways for individuals to interact. …Groups form easily to discuss any issue imaginable; public debate is enabled by removing perhaps the most significant cost of human interaction— synchronicity.
  • 83. 2002 Lawrence Lessig: The Future of Ideas “I can add to your conversation tonight; you can follow it up tomorrow; someone else, the day after. And this is just the beginning, as the technology will only get better.
  • 84. 2002 Lawrence Lessig: The Future of Ideas “I can add to your conversation tonight; you can follow it up tomorrow; someone else, the day after. And this is just the beginning, as the technology will only get better.”
  • 85. “I can add to your conversation tonight; you can follow it up tomorrow; someone else, the day after. And this is just the beginning, as the technology will only get better.” 2002 Lawrence Lessig: The Future of Ideas Two years before Facebook was founded Four years before Twitter launched
  • 86. 2006 Don Tapscott and Anthony Williams Wikinomics
  • 87. 2006 Don Tapscott and Anthony Williams Wikinomics “Smart companies are encouraging, rather than fighting, the heaving growth of massive online communities—many of which emerged from the fringes of the Web to attract tens of millions of participants overnight. Even ardent competitors are collaborating on path-breaking scientific initiatives that accelerate discovery in their industries.
  • 88. 2006 Don Tapscott and Anthony Williams Wikinomics “Indeed as a growing number of firms see the benefits of mass collaboration, this new way of organizing will eventually displace the traditional corporate structures as the economy's primary engine of wealth creation.
  • 89. 2006 Don Tapscott and Anthony Williams Wikinomics “Indeed as a growing number of firms see the benefits of mass collaboration, this new way of organizing will eventually displace the traditional corporate structures as the economy's primary engine of wealth creation.”
  • 90. 2005 Tim O’Reilly What is Web 2.0: Design Patterns and Business Models for the Next Generation of Software
  • 91. 2005 Tim O’Reilly What is Web 2.0: Design Patterns and Business Models for the Next Generation of Software 1. The long tail 2. Data is the next Intel Inside 3. Users add value 4. Network effects by default 5. Some rights reserved 6. The perpetual beta 7. Cooperate, don't control 8. Software above the level of a single device
  • 92. December 25, 2006 “You” are the person of the year
  • 93. December 25, 2006 “And we didn’t just watch, we also worked. Like crazy. We made Facebook profiles and Second Life avatars and reviewed books at Amazon and recorded podcasts. We blogged about our candidates losing and wrote songs about getting dumped. We camcordered bombing runs and built open- source software.”
  • 94. Note: More examples related to open content and intellectual property are in Addendum 1 at the end of this show (slide 152)
  • 95. We’ve come to recognize a new set of patterns over the last 10 years
  • 97. “No matter what business you’re in, most of the smart people work for someone else”
  • 98. A Trillion hours/year of time available for creation and collaboration. (via Clay Shirky)
  • 99. Websites that get better the more people use them
  • 100. In 12 years this device will be 1,706 X more powerful than my desktop computer
  • 101. Billions of connected mobile users. Voice, data, cameras, GPS, sensors…
  • 102. Your users are heroes in their own epic journeys. Your job is to help them be great. [via Kathy Sierra]
  • 103. These are not new ideas anymore
  • 104. These are not new ideas anymore http://www.poynter.org/latest-news/top-stories/99432/jimmy-wales-aps-landing-pages-a-good-if-late-idea/ “Nothing in this [strategy] couldn’t have been written by someone actually savvy in the Internet culture five years ago. ” -- Jimmy Wales on AP’s Digital Strategy
  • 105. These are not new ideas anymore http://www.poynter.org/latest-news/top-stories/99432/jimmy-wales-aps-landing-pages-a-good-if-late-idea/ “Nothing in this [strategy] couldn’t have been written by someone actually savvy in the Internet culture five years ago. ” -- Jimmy Wales on AP’s Digital Strategy OUCH!
  • 106. Interview with William Gibson Photo © Michael O’Shea
  • 107. “I think that when I was first reading science fiction, which would have been in the late 1950’s, the consensual “now” was 3 or 4 years long, and with 3 or 4 years of relatively unchanging ‘now’ a writer of science fiction had the space in which to erect something Photo © Michael O’Shea
  • 108. “I think that when I was first reading science fiction, which would have been in the late 1950’s, the consensual “now” was 3 or 4 years long, and with 3 or 4 years of relatively unchanging ‘now’ a writer of science fiction had the space in which to erect something. Photo © Michael O’Shea
  • 109. “…With that long a ‘now’ you could build a relatively big structure before that now hauled itself into the future that made your big structure obsolete. Photo © Michael O’Shea
  • 110. “But today, now can feel like a news cycle. It’s like the now is too narrow to allow for that big a construct. We have too many wildcards in play with regard to our future to casually erect believable futures beyond a few years.” Photo © Michael O’Shea
  • 111. “But today, now can feel like a news cycle. It’s like the now is too narrow to allow for that big a construct. We have too many wildcards in play with regard to our future to casually erect believable futures beyond a few years.” Photo © Michael O’Shea
  • 112. “But today, now can feel like a news cycle. It’s like the now is too narrow to allow for that big a construct. “We have too many wildcards in play with regard to our future to casually erect believable futures beyond a few years.” Photo © Michael O’Shea http://matthewsheret.com/2010/10/04/timelines/
  • 113. [The penguins are real] Photo © Michael O’Shea
  • 118. 20 million items in Europeana 66 million books in Librarything 250 million items in Trove 6 billion photos in Flickr 100 billion photos in Facebook 19M Wikipedia articles And we have this “now” in great abundance
  • 119. “If you wanted to start a company back in 2000 it was a lot more difficult than it was today. You’d actually have to go out and buy dedicated servers, and there was no Amazon S3. There was no EC2. To get an idea off the ground today… [compared with] even just a few years ago…over this last decade the barrier to entry has been lowered quite a bit, to where if you have something new you want to explore it really is a couple thousand dollars to get something off the ground and launch it.” Digg founder Kevin Rose This Week In Tech, episode 228, at 22:00
  • 120.
  • 121. The present is far more interesting than most organizations have noticed [paraphrase W. Gibson]
  • 122. Cheap platforms and successful examples are all around us, in abundance…
  • 123.
  • 124. Now, let’s get practical. Once you believe that the present moment is interesting… What should you do about it?
  • 125. This document describes a transformational change for the Smithsonian, which will have impact on the Institution’s culture, operations, allocation of resources, talent recruitment, and priorities. The Smithsonian Commons http://www.si.edu/commons/prototype http://smithsonian-webstrategy.wikispaces.com/Strategy+--+Table+of+Contents
  • 126. Design Patterns for Going Boldly to the Present 1. The extra-terrestrial space auditor 2. On ramps and loading docks 3. Edge to core 4. Focus on mission 5. Place the bet
  • 127. Oh, and please stop innovating… Failing fast… Risk taking… Collaborating…
  • 128. Oh, and please stop innovating… Failing fast… Risk taking… Collaborating… Don’t focus on having more innovation! Focus on making progress towards well defined goals—doing “work that matters” [via Tim O’Reilly]. If you need more innovation or collaboration to get there, then remove the obstacles and step on the gas. See Forget innovation, from Sitra, the Finnish Innovation Fund http://www.sitra.fi/julkaisu/2011/forget-innovation
  • 129. 1. Extraterrestrial Space Auditor http://www.flickr.com/photos/markusram/2060743986/sizes/o/in/photostream/
  • 130. 1. Extraterrestrial Space Auditor http://www.flickr.com/photos/markusram/2060743986/sizes/o/in/photostream/
  • 131. 1. Extraterrestrial Space Auditor http://www.flickr.com/photos/markusram/2060743986/sizes/o/in/photostream/
  • 132. 1. Extraterrestrial Space Auditor http://www.flickr.com/photos/markusram/2060743986/sizes/o/in/photostream/ The British navy, "at the peak of their dominance in the 17th century," took 150 years to adopt a proven remedy for scurvy Via Scott Berkun The Myths of Innovation
  • 133. 1. Extraterrestrial Space Auditor http://www.flickr.com/photos/markusram/2060743986/sizes/o/in/photostream/ The British navy, "at the peak of their dominance in the 17th century," took 150 years to adopt a proven remedy for scurvy Via Scott Berkun The Myths of Innovation
  • 134. 1. Extraterrestrial Space Auditor http://www.flickr.com/photos/markusram/2060743986/sizes/o/in/photostream/ “Andreessen’s advice to old media…”
  • 136. 2. On Ramps and Loading Docks
  • 137. 2. On Ramps and Loading Docks http://www.flickr.com/photos/debcll/2359690453/sizes/l/in/photostream/
  • 138. 2. On Ramps and Loading Docks http://www.flickr.com/photos/debcll/2359690453/sizes/l/in/photostream/ “I’m all about building flexible networks so we can move ideas and goods between us and our customers, partners, and beneficiaries—quickly knowingly, and efficiently.” Carl the Loading Dock
  • 139. 2. On Ramps and Loading Docks http://www.flickr.com/photos/cycleologist/3780757186/
  • 140. 2. On Ramps and Loading Docks “A platform beats an application anytime.” Tim O’Reilly What is Web 2.0 http://www.flickr.com/photos/cycleologist/3780757186/
  • 141. http://www.flickr.com/photos/cycleologist/3780757186/ 2. On Ramps and Loading Docks “A platform beats an application anytime.” Tim O’Reilly What is Web 2.0 …But think expansively about what constitutes a platform.
  • 142. 3. Edge to core http://www.flickr.com/photos/marcocastelli/3313416138/sizes/l/in/photostream/
  • 143. 3. Edge to core http://www.flickr.com/photos/marcocastelli/3313416138/sizes/l/in/photostream/ “Innovation at the Edges: A Commons in the Middle” Smithsonian Web and New Media Strategy
  • 144. 3. Edge to core http://www.flickr.com/photos/marcocastelli/3313416138/sizes/l/in/photostream/ Innovation becomes infrastructure
  • 145. 3. Edge to core http://www.flickr.com/photos/marcocastelli/3313416138/sizes/l/in/photostream/ Innovation becomes infrastructure Help it!
  • 146. 3. Edge to core http://www.flickr.com/photos/marcocastelli/3313416138/sizes/l/in/photostream/ Innovation becomes infrastructure Help it! Even if the edge and the core are outside your own organization
  • 147. Smithsonian Strategic Plan Grand Challenges 1. Unlocking the Mysteries of the Universe 2. Understanding and Sustaining a Biodiverse Planet 3. Valuing World Cultures 4. Understanding the American Experience 4. Focus on mission
  • 148. 4. Focus on mission 65 million people died in World War II
  • 149. 4. Focus on mission The National WWII Museum is very focused on their mission
  • 150. 5. Place the bet
  • 151.
  • 152. 1. What world am I living in? 2. What impact does my country, my city, my organization want to have in that world 3. What should I do today?
  • 153. 1. What world am I living in? 2. What impact does my country, my city, my organization want to have in that world 3. What should I do today?
  • 154. 1. What world am I living in? 2. What impact does my country, my city, my organization want to have in that world 3. What should I do today? Keeping these three things in working memory at the same time is what we have to practice and get good at. This is it. This is the job.
  • 156. 5. Focus on mission Thanks! @mpedson slideshare.net/edsonm
  • 157. Addendum 1 The following slides were added to the “They Nailed It” section for Sharing is Caring: Digitized Cultural Heritage for All Copenhagen, Denmark, November 11, 2011 They are specific to that conference’s focus, intellectual property policy and openness in heritage organizations. ;)
  • 158. • 2001: Creative Commons founded • 2001: MIT Open Courseware founded • 2002: Lawrence Lessig’s The Future of Ideas • 2002: Howard Rheingold’s Smart Mobs • 2006: Wikinomics (IBM) • (2008: Smithsonian Web and New Media Strategy) They nailed it 5 – 10 years ago
  • 162. 2001 MIT Open Courseware founded “I was amazed that a university such as MIT would freely give access to its educational information.” Triatno Yudo Harjoko University of Indonesia
  • 163. 2001 MIT Open Courseware founded Other universities may be striving to market their courses to the Internet masses in hopes of dot-com wealth. But the Massachusetts Institute of Technology has chosen the opposite path: to post virtually all its course materials on the Web, free to everybody.”
  • 164. 2001 MIT Open Courseware founded Other universities may be striving to market their courses to the Internet masses in hopes of dot-com wealth. But the Massachusetts Institute of Technology has chosen the opposite path: to post virtually all its course materials on the Web, free to everybody.
  • 165. 2001 MIT Open Courseware founded ''Selling content for profit, or trying in some ways to commercialize one of the core intellectual activities of the university seemed less attractive to people at a deep level than finding ways to disseminate it as broadly as possible.'’ [Professor Stephen Lerman] Faculty Chairman Professor Stephen Lerman
  • 166. 2001 MIT Open Courseware founded ''Selling content for profit, or trying in some ways to commercialize one of the core intellectual activities of the university seemed less attractive to people at a deep level than finding ways to disseminate it as broadly as possible.'’ [Professor Stephen Lerman] Faculty Chairman Professor Stephen Lerman
  • 167. 2001 MIT Open Courseware founded ''Selling content for profit, or trying in some ways to commercialize one of the core intellectual activities of the university seemed less attractive to people at a deep level than finding ways to disseminate it as broadly as possible.'’ [Professor Stephen Lerman] Faculty Chairman Professor Stephen Lerman
  • 168. 2001 MIT Open Courseware founded ''Selling content for profit, or trying in some ways to commercialize one of the core intellectual activities of the university seemed less attractive to people at a deep level than finding ways to disseminate it as broadly as possible.'’ [Faculty Chairman Professor Stephen Lerman]
  • 169. 2001 MIT Open Courseware founded 100 million users in first 10 years
  • 170. 2002 Lawrence Lessig: The Future of Ideas
  • 171. 2002 Lawrence Lessig: The Future of Ideas
  • 172. 2002 Lawrence Lessig: The Future of Ideas “If the Internet teaches us anything, it is that great value comes from leaving core resources in a commons, where they’re free for people to build upon as they see fit.”
  • 173. 2002 Lawrence Lessig: The Future of Ideas “If the Internet teaches us anything, it is that great value comes from leaving core resources in a commons, where they’re free for people to build upon as they see fit.”
  • 174. 2002 Lawrence Lessig: The Future of Ideas “If the Internet teaches us anything, it is that great value comes from leaving core resources in a commons, where they’re free for people to build upon as they see fit.”
  • 175. 2006 Don Tapscott and Anthony Williams Wikinomics
  • 176. 2005 A dumb company gave away $10 million in IT patents…
  • 177. 2006
  • 178. $100 million investment returned to the Linux commons …generated a 500% profit 2006
  • 181. 2008 The Public Domain James Boyle “The public domain is not some gummy residue left over when all the good stuff has been covered by property law. The public domain is the place we quarry the building blocks of our culture.
  • 182. 2008 The Public Domain James Boyle “The public domain is not some gummy residue left over when all the good stuff has been covered by property law. The public domain is the place we quarry the building blocks of our culture.”
  • 185. Goal 7. Business Model “The Smithsonian’s basic business model is to create social and economic value through the increase and diffusion of knowledge… Ultimately, the most valuable business asset we can cultivate—and the one that is most fundamental to our core mission—is a community of engaged and committed Smithsonian enthusiasts.”
  • 186. Goal 7. Business Model “The Smithsonian’s basic business model is to create social and economic value through the increase and diffusion of knowledge… Ultimately, the most valuable business asset we can cultivate—and the one that is most fundamental to our core mission—is a community of engaged and committed Smithsonian enthusiasts.”
  • 187. Goal 7. Business Model “The Smithsonian’s basic business model is to create social and economic value through the increase and diffusion of knowledge… Ultimately, the most valuable business asset we can cultivate—and the one that is most fundamental to our core mission—is a community of engaged and committed Smithsonian enthusiasts.”
  • 189. Goal 7. Business Model Revenue Generation in Harmony with Mission Attempting to directly monetize access to, and use of, museum content does not appear to be a sustainable business model. Through these low-margin business practices, we alienate users, perpetuate the practice of institutions charging each other, discourage research and publications, and undermine our civic mission. It is likely that the Smithsonian will make more money by promoting “free” resources to a large audience than it can make charging small amounts for small transactions to a small audience, and it is a much better fit with the mission.
  • 190. Goal 7. Business Model Revenue Generation in Harmony with Mission Attempting to directly monetize access to, and use of, museum content does not appear to be a sustainable business model. Through these low-margin business practices, we alienate users, perpetuate the practice of institutions charging each other, discourage research and publications, and undermine our civic mission. It is likely that the Smithsonian will make more money by promoting “free” resources to a large audience than it can make charging small amounts for small transactions to a small audience, and it is a much better fit with the mission.
  • 191. Goal 7. Business Model Revenue Generation in Harmony with Mission Attempting to directly monetize access to, and use of, museum content does not appear to be a sustainable business model. Through these low-margin business practices, we alienate users, perpetuate the practice of institutions charging each other, discourage research and publications, and undermine our civic mission. It is likely that the Smithsonian will make more money by promoting “free” resources to a large audience than it can make charging small amounts for small transactions to a small audience, and it is a much better fit with the mission.
  • 192. Goal 7. Business Model Revenue Generation in Harmony with Mission Attempting to directly monetize access to, and use of, museum content does not appear to be a sustainable business model. Through these low-margin business practices, we alienate users, perpetuate the practice of institutions charging each other, discourage research and publications, and undermine our civic mission. It is likely that the Smithsonian will make more money by promoting “free” resources to a large audience than it can make charging small amounts for small transactions to a small audience, and it is a much better fit with the mission.

Editor's Notes

  1. Where is here anyway?
  2. Where is here anyway?
  3. Where is here anyway?
  4. Where is here anyway?
  5. Where is here anyway?
  6. Where is here anyway?
  7. Where is here anyway?
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  10. Where is here anyway?
  11. Where is here anyway?
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  19. Where is here anyway?
  20. Where is here anyway?
  21. Where is here anyway?
  22. Where is here anyway?
  23. Where is here anyway?
  24. I was asked to give a talk at the Cincinnati Contemporary Arts Center this spring as part of their “Where do we go from here?” series
  25. I was asked to give a talk at the Cincinnati Contemporary Arts Center this spring as part of their “Where do we go from here?” series
  26. I was asked to give a talk at the Cincinnati Contemporary Arts Center this spring as part of their “Where do we go from here?” series
  27. Where is here anyway?
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  29. Where is here anyway?