This document presents a capstone project on the collaborative economy and its potential to advance more sustainable consumption. It begins with defining the collaborative economy and differentiating it from related concepts. Key points made include that the collaborative economy is valued at $26.2B in 2014 and builds on distributed networks rather than centralized institutions. The document then examines the history and models of the collaborative economy before addressing challenges and critiques, such as whether "sharing" is just a form of commoditization. It concludes that while Americans recognize the need to change consumption habits, the collaborative economy may offer solutions by enabling smarter, more purposeful consumption.
Ouishare’s 100 top articles on the collaborative economy in 2014OuiShare
This presentation features the most popular articles and news items that that were discussed and shared in the OuiShare community in 2014. They have been selected from our Facebook groups OuiShare Global and “en Français”, to highlight the most relevant conversations.
DOLLARS, EUROS, YEN AND TRUST: VALUABLE CURRENCIES IN THE SHARE ECONOMY: Trust is the cornerstone of any successful relationship, be it personal or professional. But what happens when the lines between public and private get blurred in a sharing economy? Trust transitions from expected to essential.
Get more here: http://goo.gl/3GUwbK
Sharing is the New Buying: How to Win in the Collaborative EconomyJeremiah Owyang
Crowd Companies, a brand council founded by Jeremiah Owyang primarily focusing on the collaborative economy movement, and Vision Critical, the leading provider of insight community technologies, have exclusively partnered to release a groundbreaking report, “Sharing is the New Buying” that for the first time maps the size and characteristics of the movement. Based on responses from more than 90,000 Internet users across the U.S., U.K. and Canada, the report concludes that sharing online is mainstream, growing, practical and satisfying, and has become a competitive threat to large corporations. Report includes: Introduction and summary. Breakdown of the three groups of sharing customers. Market adoption rates, forecast and growth rates. Taxonomy of the market. Breakdown by demographic: age, location, political party, marriage status and more. Satisfaction rates of sharing services. Forecast of future behaviors. Recommendations for corporations: market opportunities, and specific departmental impacts.
The Sharing Economy: what is it and its growth trajectory John Hazlewood
The collaborative economy involves consumers granting temporary access to assets and resources owned by others. Some estimate the global sharing economy market size to be worth $533 billion in 2014, with significant growth predicted across demographics. Popular companies in this sector include Airbnb, valued at $10 billion, and Uber, valued at $17 billion. Economists believe the collaborative economy will have as big an impact as the Industrial Revolution due to new models of consumerism that focus on temporary access over ownership.
Sharing is the new buying // Collaborative Economy Report by Vision Critical ...Albert Canigueral
Sharing is the New Buying, Winning in the Collaborative Economy // Collaborative Economy Report by Vision Critical and CrowdCompanies
http://www.web-strategist.com/blog/2014/03/03/report-sharing-is-the-new-buying-winning-in-the-collaborative-economy/
This document analyzes the failure patterns of 45 collaborative economy companies. The top reasons for company closures were issues with scale (24%), an unclear value proposition (15%), and insufficient funding (14%). For acquisitions, scale (33%) and funding (27%) were also common challenges. Pivots often occurred due to an invalidated product offering (30%) or lack of product focus (30%). Regulatory issues were the primary cause of PR problems (56%). In summary, this failure map found that scaling the business and clearly defining the value proposition were the most frequent contributors to collaborative companies failing or needing to change their business model.
The document provides an overview of the sharing economy. It defines the sharing economy as a collaborative business model where sharing, renting, and lending are becoming alternatives to ownership. Some key aspects covered include the industries being impacted like goods, services, space, transportation and money. It also discusses the different types of participants and how the use of digital platforms and data sharing are enabling the sharing economy to grow.
World Economic Forum Young Global Leaders Sharing Economy Position Paper June...Collaborative Lab
This paper seeks to place the sharing economy on the global agenda for companies, governments, communities and entrepreneurs alike. It is presented by the WEF YGL Sharing Economy Working Group which is part of the Circular Economy Innovation and New Business Models Initiative.
The goal of this paper is to explain what the sharing economy is and why it holds potential, focusing on key principles, drivers, trends and models. It maps out critical factors and conditions required for access-based business models to scale up, and identifies both opportunities and possible challenges to their success. It also embeds the sharing economy within a larger context and movement focused on resource efficiency, sustainability, changing demographics and user behaviors.
The sharing economy represents one of several substantive investigations by the WEF community into new disruptive business models that are impacting industries, value chains and systems around the world. It is intended to serve as an input to future WEF summits, sessions and engagements focused on the future of business, cities, technology, demographic shifts and a variety of sector-specific verticals.
Ouishare’s 100 top articles on the collaborative economy in 2014OuiShare
This presentation features the most popular articles and news items that that were discussed and shared in the OuiShare community in 2014. They have been selected from our Facebook groups OuiShare Global and “en Français”, to highlight the most relevant conversations.
DOLLARS, EUROS, YEN AND TRUST: VALUABLE CURRENCIES IN THE SHARE ECONOMY: Trust is the cornerstone of any successful relationship, be it personal or professional. But what happens when the lines between public and private get blurred in a sharing economy? Trust transitions from expected to essential.
Get more here: http://goo.gl/3GUwbK
Sharing is the New Buying: How to Win in the Collaborative EconomyJeremiah Owyang
Crowd Companies, a brand council founded by Jeremiah Owyang primarily focusing on the collaborative economy movement, and Vision Critical, the leading provider of insight community technologies, have exclusively partnered to release a groundbreaking report, “Sharing is the New Buying” that for the first time maps the size and characteristics of the movement. Based on responses from more than 90,000 Internet users across the U.S., U.K. and Canada, the report concludes that sharing online is mainstream, growing, practical and satisfying, and has become a competitive threat to large corporations. Report includes: Introduction and summary. Breakdown of the three groups of sharing customers. Market adoption rates, forecast and growth rates. Taxonomy of the market. Breakdown by demographic: age, location, political party, marriage status and more. Satisfaction rates of sharing services. Forecast of future behaviors. Recommendations for corporations: market opportunities, and specific departmental impacts.
The Sharing Economy: what is it and its growth trajectory John Hazlewood
The collaborative economy involves consumers granting temporary access to assets and resources owned by others. Some estimate the global sharing economy market size to be worth $533 billion in 2014, with significant growth predicted across demographics. Popular companies in this sector include Airbnb, valued at $10 billion, and Uber, valued at $17 billion. Economists believe the collaborative economy will have as big an impact as the Industrial Revolution due to new models of consumerism that focus on temporary access over ownership.
Sharing is the new buying // Collaborative Economy Report by Vision Critical ...Albert Canigueral
Sharing is the New Buying, Winning in the Collaborative Economy // Collaborative Economy Report by Vision Critical and CrowdCompanies
http://www.web-strategist.com/blog/2014/03/03/report-sharing-is-the-new-buying-winning-in-the-collaborative-economy/
This document analyzes the failure patterns of 45 collaborative economy companies. The top reasons for company closures were issues with scale (24%), an unclear value proposition (15%), and insufficient funding (14%). For acquisitions, scale (33%) and funding (27%) were also common challenges. Pivots often occurred due to an invalidated product offering (30%) or lack of product focus (30%). Regulatory issues were the primary cause of PR problems (56%). In summary, this failure map found that scaling the business and clearly defining the value proposition were the most frequent contributors to collaborative companies failing or needing to change their business model.
The document provides an overview of the sharing economy. It defines the sharing economy as a collaborative business model where sharing, renting, and lending are becoming alternatives to ownership. Some key aspects covered include the industries being impacted like goods, services, space, transportation and money. It also discusses the different types of participants and how the use of digital platforms and data sharing are enabling the sharing economy to grow.
World Economic Forum Young Global Leaders Sharing Economy Position Paper June...Collaborative Lab
This paper seeks to place the sharing economy on the global agenda for companies, governments, communities and entrepreneurs alike. It is presented by the WEF YGL Sharing Economy Working Group which is part of the Circular Economy Innovation and New Business Models Initiative.
The goal of this paper is to explain what the sharing economy is and why it holds potential, focusing on key principles, drivers, trends and models. It maps out critical factors and conditions required for access-based business models to scale up, and identifies both opportunities and possible challenges to their success. It also embeds the sharing economy within a larger context and movement focused on resource efficiency, sustainability, changing demographics and user behaviors.
The sharing economy represents one of several substantive investigations by the WEF community into new disruptive business models that are impacting industries, value chains and systems around the world. It is intended to serve as an input to future WEF summits, sessions and engagements focused on the future of business, cities, technology, demographic shifts and a variety of sector-specific verticals.
Survey "I SHARE! DO YOU?" La Fing and OuiShareOuiShare
The “I share! Do you?” survey was launched by la Fing and OuiShare under ShaRevolution in order to understand the motivations behind users of collaborative consumption as well as its trajectory. The survey, which was available onlinefor three months, gathered 2150 responses from collaborative "consumers."
Story Board: The Collaborative Economy for Corporations (Official Slideshare ...Jeremiah Owyang
This document discusses the rise of the collaborative economy and how companies must adapt. It outlines three eras: 1) a few could publish online, 2) anyone could publish using social tools, and 3) people now share products using social tools, reducing the need to buy from companies. It argues companies should embrace the collaborative economy by becoming services, motivating marketplaces, and providing platforms for crowds to build products. By activating idle resources and enabling sharing, the collaborative economy presents opportunities for new business models and revenues if companies embrace change rather than resist disruption.
The document summarizes the 2015 State of the Commons report by Creative Commons. It highlights that over 1 billion works were shared using Creative Commons licenses in 2015, tripling since 2006. Creative Commons licenses are now available in 34 languages and used on major platforms like Wikipedia. The report also outlines Creative Commons' role in supporting open education, open data, and open access to cultural works and scientific research.
Consumer Intelligence Series: The sharing economyPwC
By unlocking the sharing economy today, can companies transform today's threats into tomorrow's opportunity? What must incumbents and challengers do to position themselves ahead of disruption and to capitalize on new sources of revenue? Through consumer surveys, conversations with influencers, interviews with business executives and social listening, PwC's research presents a holistic view of what's unfolding across business and consumer landscapes.
By unlocking the sharing economy today, can companies transform today's threat into tomorrow's opportunity? What must incumbents and challengers do to position themselves ahead of disruption and to capitalize on new sources of revenue? Through consumer surveys, conversations with influencers, interviews with business executives and social listening, PwC's research presents a holistic view of what's unfolding across business and consumer landscapes.
Data-Driven Platform and Marketing: Consumer Intelligence Series the Sharing ...Dinh Le Dat (Kevin D.)
Data-Driven Platform and Marketing: Consumer Intelligence Series the Sharing Economy.
Like many other companies and sectors in today’s economy, the sharing economy’s success— indeed, its very existence—has been built upon data.
Data is the fuel that powers the modern information economy. The widespread collection and use of data helps expand the array of
services available and keeps prices low—or even at zero—for a great number of digital services.
In the case of the sharing economy, data about interactions is also what facilitates the reputational feedback mechanisms that have been so crucial to the development of trust among diverse parties. (The importance of those reputational mechanisms is discussed at
greater length in section VI.)
Millennials are at the forefront of a seismic shift in business that could be worth $335 billion by 2030 (according to PWC data). How is Uber worth $40 billion or Airbnb $20 billion? The reason is the evolving needs of the Millennial consumer and a new generation of business models delivering a better Shared Experience. Find out what this consumer wants and how that's driving the Sharing Economy in this new presentation:
Long before the phrase “the sharing economy” was ever uttered, many businesses leveraged sharing. Bed-and-breakfast inns, timeshares and car pools are old ideas.
Measuring Social Media ROI - SMX Milan '13Ric Dragon
This document discusses the concept of social media return on investment (ROI) and presents various perspectives on calculating and quantifying ROI. It then outlines some assumptions for calculating ROI, including lifting the effectiveness of marketing, impact on search engine optimization, and risk mitigation. Next, it discusses ROI considerations for the market ecosystem, customer/brand ecosystem, and customer mindspace. It provides formulas for calculating awareness value and potential value of risk mitigation. Finally, it presents an example social media strategy with objectives, metrics, targets, and current performance.
Jeremiah Owyang Keynote on the Collaborative EconomyCision
This document discusses the rise of the collaborative economy, where ownership and access are shared between people, startups, and corporations through companies like Lyft, Airbnb, and LendingClub. It notes that over 200 collaborative economy startups have received over $2 billion in total funding. Most have social networking features and integrate with platforms like Facebook. The collaborative economy value chain involves companies becoming services, motivating marketplaces for sharing, and providing platforms for others to build on. Factors like population growth, technology adoption, and societal shifts indicate the collaborative economy will continue increasing in impact.
The document discusses how lawyers can establish niche practices to distinguish themselves in a competitive marketplace. It recommends that lawyers choose a niche based on their interests, skills, and available time. Examples of potential niche areas include practicing in a certain geographic region, serving a specific demographic, or specializing in a subset of existing legal work. The document provides tips for identifying demand for a niche, deciding when to transition to one, and marketing a niche practice through various online and offline strategies. It cautions lawyers to be aware of ethics rules regarding specialization claims and unauthorized practice of law when establishing a niche practice.
Business model disruption and the next phase of the webMyGuest_CaryaGroup
Crowd Companies | Chief Catalyst
Jeremiah is the Chief Catalyst and Founder of Crowd Companies, which focuses on how large companies tap the collaborative economy, maker movement, and customer collaboration. Prior, he was a founding partner at Altimeter Group and an industry analyst at Forrester Research covering social computing.
He focuses on how disruptive Web technologies—such as social media, the collaborative economy, and interactive marketing—impact the relevance of corporations to customers today and in the future. He is well recognized by both the tech industry and the media for his grounded approach to deriving astute insights through rigorous research. His blog, “Web Strategy” is one of the premier blogs on how corporations connect with their customers using Web technologies. Jeremiah is frequently quoted in top-tier publications, such as The Wall Street Journal, The New York Times, and USA Today. Previously, Jeremiah was a founding partner at the Altimeter Group, worked at Forrester and at Hitachi, where he launched the company’s first social program. He was featured in the “Who’s Who” in the Silicon Valley Business Journal, and his Twitter feed was named one of the top feeds by Time.
Talk:
From AirBnb, Etsy, TaskRabbit, Sidecar, to Lyft, the the sharing economy is on the rise. Organizations can benefit from this movement by tapping into the crowd by enabling them to better utilize your own resources, and to create new business opportunities that reduce capital expenditures and operating costs.
Our research will share how corporations can not just stay relevant, but lead the charge in their own community. This presentation will share three ways corporations must shift their business (and marketing) to adopt to the collaborative economy.
Find out how companies can activate these technologies to make goods and services available on demand, reducing waste. Find out how companies can tap into marketplaces to help them motivate sharing of used goods and products. Finally, find out how top organizations can tap into the crowd into every business function, reducing costs and increasing innovation.
In this presentation, you will find out how this movement enables the clean web:
What’s causing this sharing movement
Which verticals are being impacted the most
What are the driving forces --and opposing forces to sharing
What is the impact to corporations
What companies and marketers must do now to overcome this disruption.
This document provides an overview of networks and network leadership from the perspective of the Monitor Institute. It discusses how networks can accelerate social impact for non-profits and shares frameworks and tools for understanding networks. Key points include that networks allow for decentralized coordination, emergent solutions, and new technologies are enabling more collaborative approaches. Effective network leadership requires facilitating collective action, building connections, and nurturing self-organization with a network mindset. Tools like network mapping can help analyze network structure and flow.
The slides for the talk that Helen Bevan and Jodi Brown gave as part of #EdgeTalks on "Scrap the change programme - it's the era of change platforms" on 3rd July 2016
Sign up to The Edge at the edge.nhsiq.nhs.uk Its a free knowledge hub for change activists in health and care to learn, connect and mobilise for change
How to create change that sticks and spreadsHelen Bevan
This is a talk that Helen Bevan gave at the NHS Transformathon with support from Zoe Lord, Jodi Brown and Hannah Wall at 4am on 28th January.
The NHS Transformathon was a 24 hour virtual event to connect people from all over the world who are leading the way in transforming the health and care system. It took place on 27/28 January 2016.
The entire event was a live broadcast on Google hangout. You can watch all of the sessions. Go to http://theedge.nhsiq.nhs.uk/transformathon/ and click on the title of the session you would like to view. The content is free and available to all.
If you tweet about the content of the Transformathon, please use the hashtag #NHSTform
The new era of change and transformationHelen Bevan
The slides that Helen Bevan presented at #LIIPSforum2016 25th November 2016. The event is organised by the Leicestershire Improvement, Innovation and Patient Safety Unit of the University of Leicester
Strategies for the Age of Digital Disruption #DTR7Capgemini
Since 2000, 52% of companies in the Fortune 500 have either gone bankrupt, been acquired or ceased to exist. These are challenging times for companies as the speed, volume and complexity of change intensify. Disruption can happen at any time, in any sector, and its effect on traditional organizations can be fundamental. This is why we chose to dedicate our seventh edition of the Digital Transformation Review to digital disruptions. How can organizations survive and thrive in the age of digital disruptions? We posed this very question to a panel of industry leaders, academics, startup founders, analysts and technology gurus from three different continents.
Working with our global panel, we have built a detailed picture of the digital disruption phenomenon, probing the key questions that organizations need answers to:
• How can we plan for the emergence of disruptors?
• Why are we seeing so many disruptions?
• How can organizations respond to disruption?
• What shape are these disruptions taking?
• Which startups are likely to emerge to disrupt sector value chains over the coming years?
We hope this edition of the Digital Transformation Review has helped increase understanding of the disruptive and challenging times we live in. Join the conversation on twitter #DTR7
Survey "I SHARE! DO YOU?" La Fing and OuiShareOuiShare
The “I share! Do you?” survey was launched by la Fing and OuiShare under ShaRevolution in order to understand the motivations behind users of collaborative consumption as well as its trajectory. The survey, which was available onlinefor three months, gathered 2150 responses from collaborative "consumers."
Story Board: The Collaborative Economy for Corporations (Official Slideshare ...Jeremiah Owyang
This document discusses the rise of the collaborative economy and how companies must adapt. It outlines three eras: 1) a few could publish online, 2) anyone could publish using social tools, and 3) people now share products using social tools, reducing the need to buy from companies. It argues companies should embrace the collaborative economy by becoming services, motivating marketplaces, and providing platforms for crowds to build products. By activating idle resources and enabling sharing, the collaborative economy presents opportunities for new business models and revenues if companies embrace change rather than resist disruption.
The document summarizes the 2015 State of the Commons report by Creative Commons. It highlights that over 1 billion works were shared using Creative Commons licenses in 2015, tripling since 2006. Creative Commons licenses are now available in 34 languages and used on major platforms like Wikipedia. The report also outlines Creative Commons' role in supporting open education, open data, and open access to cultural works and scientific research.
Consumer Intelligence Series: The sharing economyPwC
By unlocking the sharing economy today, can companies transform today's threats into tomorrow's opportunity? What must incumbents and challengers do to position themselves ahead of disruption and to capitalize on new sources of revenue? Through consumer surveys, conversations with influencers, interviews with business executives and social listening, PwC's research presents a holistic view of what's unfolding across business and consumer landscapes.
By unlocking the sharing economy today, can companies transform today's threat into tomorrow's opportunity? What must incumbents and challengers do to position themselves ahead of disruption and to capitalize on new sources of revenue? Through consumer surveys, conversations with influencers, interviews with business executives and social listening, PwC's research presents a holistic view of what's unfolding across business and consumer landscapes.
Data-Driven Platform and Marketing: Consumer Intelligence Series the Sharing ...Dinh Le Dat (Kevin D.)
Data-Driven Platform and Marketing: Consumer Intelligence Series the Sharing Economy.
Like many other companies and sectors in today’s economy, the sharing economy’s success— indeed, its very existence—has been built upon data.
Data is the fuel that powers the modern information economy. The widespread collection and use of data helps expand the array of
services available and keeps prices low—or even at zero—for a great number of digital services.
In the case of the sharing economy, data about interactions is also what facilitates the reputational feedback mechanisms that have been so crucial to the development of trust among diverse parties. (The importance of those reputational mechanisms is discussed at
greater length in section VI.)
Millennials are at the forefront of a seismic shift in business that could be worth $335 billion by 2030 (according to PWC data). How is Uber worth $40 billion or Airbnb $20 billion? The reason is the evolving needs of the Millennial consumer and a new generation of business models delivering a better Shared Experience. Find out what this consumer wants and how that's driving the Sharing Economy in this new presentation:
Long before the phrase “the sharing economy” was ever uttered, many businesses leveraged sharing. Bed-and-breakfast inns, timeshares and car pools are old ideas.
Measuring Social Media ROI - SMX Milan '13Ric Dragon
This document discusses the concept of social media return on investment (ROI) and presents various perspectives on calculating and quantifying ROI. It then outlines some assumptions for calculating ROI, including lifting the effectiveness of marketing, impact on search engine optimization, and risk mitigation. Next, it discusses ROI considerations for the market ecosystem, customer/brand ecosystem, and customer mindspace. It provides formulas for calculating awareness value and potential value of risk mitigation. Finally, it presents an example social media strategy with objectives, metrics, targets, and current performance.
Jeremiah Owyang Keynote on the Collaborative EconomyCision
This document discusses the rise of the collaborative economy, where ownership and access are shared between people, startups, and corporations through companies like Lyft, Airbnb, and LendingClub. It notes that over 200 collaborative economy startups have received over $2 billion in total funding. Most have social networking features and integrate with platforms like Facebook. The collaborative economy value chain involves companies becoming services, motivating marketplaces for sharing, and providing platforms for others to build on. Factors like population growth, technology adoption, and societal shifts indicate the collaborative economy will continue increasing in impact.
The document discusses how lawyers can establish niche practices to distinguish themselves in a competitive marketplace. It recommends that lawyers choose a niche based on their interests, skills, and available time. Examples of potential niche areas include practicing in a certain geographic region, serving a specific demographic, or specializing in a subset of existing legal work. The document provides tips for identifying demand for a niche, deciding when to transition to one, and marketing a niche practice through various online and offline strategies. It cautions lawyers to be aware of ethics rules regarding specialization claims and unauthorized practice of law when establishing a niche practice.
Business model disruption and the next phase of the webMyGuest_CaryaGroup
Crowd Companies | Chief Catalyst
Jeremiah is the Chief Catalyst and Founder of Crowd Companies, which focuses on how large companies tap the collaborative economy, maker movement, and customer collaboration. Prior, he was a founding partner at Altimeter Group and an industry analyst at Forrester Research covering social computing.
He focuses on how disruptive Web technologies—such as social media, the collaborative economy, and interactive marketing—impact the relevance of corporations to customers today and in the future. He is well recognized by both the tech industry and the media for his grounded approach to deriving astute insights through rigorous research. His blog, “Web Strategy” is one of the premier blogs on how corporations connect with their customers using Web technologies. Jeremiah is frequently quoted in top-tier publications, such as The Wall Street Journal, The New York Times, and USA Today. Previously, Jeremiah was a founding partner at the Altimeter Group, worked at Forrester and at Hitachi, where he launched the company’s first social program. He was featured in the “Who’s Who” in the Silicon Valley Business Journal, and his Twitter feed was named one of the top feeds by Time.
Talk:
From AirBnb, Etsy, TaskRabbit, Sidecar, to Lyft, the the sharing economy is on the rise. Organizations can benefit from this movement by tapping into the crowd by enabling them to better utilize your own resources, and to create new business opportunities that reduce capital expenditures and operating costs.
Our research will share how corporations can not just stay relevant, but lead the charge in their own community. This presentation will share three ways corporations must shift their business (and marketing) to adopt to the collaborative economy.
Find out how companies can activate these technologies to make goods and services available on demand, reducing waste. Find out how companies can tap into marketplaces to help them motivate sharing of used goods and products. Finally, find out how top organizations can tap into the crowd into every business function, reducing costs and increasing innovation.
In this presentation, you will find out how this movement enables the clean web:
What’s causing this sharing movement
Which verticals are being impacted the most
What are the driving forces --and opposing forces to sharing
What is the impact to corporations
What companies and marketers must do now to overcome this disruption.
This document provides an overview of networks and network leadership from the perspective of the Monitor Institute. It discusses how networks can accelerate social impact for non-profits and shares frameworks and tools for understanding networks. Key points include that networks allow for decentralized coordination, emergent solutions, and new technologies are enabling more collaborative approaches. Effective network leadership requires facilitating collective action, building connections, and nurturing self-organization with a network mindset. Tools like network mapping can help analyze network structure and flow.
The slides for the talk that Helen Bevan and Jodi Brown gave as part of #EdgeTalks on "Scrap the change programme - it's the era of change platforms" on 3rd July 2016
Sign up to The Edge at the edge.nhsiq.nhs.uk Its a free knowledge hub for change activists in health and care to learn, connect and mobilise for change
How to create change that sticks and spreadsHelen Bevan
This is a talk that Helen Bevan gave at the NHS Transformathon with support from Zoe Lord, Jodi Brown and Hannah Wall at 4am on 28th January.
The NHS Transformathon was a 24 hour virtual event to connect people from all over the world who are leading the way in transforming the health and care system. It took place on 27/28 January 2016.
The entire event was a live broadcast on Google hangout. You can watch all of the sessions. Go to http://theedge.nhsiq.nhs.uk/transformathon/ and click on the title of the session you would like to view. The content is free and available to all.
If you tweet about the content of the Transformathon, please use the hashtag #NHSTform
The new era of change and transformationHelen Bevan
The slides that Helen Bevan presented at #LIIPSforum2016 25th November 2016. The event is organised by the Leicestershire Improvement, Innovation and Patient Safety Unit of the University of Leicester
Strategies for the Age of Digital Disruption #DTR7Capgemini
Since 2000, 52% of companies in the Fortune 500 have either gone bankrupt, been acquired or ceased to exist. These are challenging times for companies as the speed, volume and complexity of change intensify. Disruption can happen at any time, in any sector, and its effect on traditional organizations can be fundamental. This is why we chose to dedicate our seventh edition of the Digital Transformation Review to digital disruptions. How can organizations survive and thrive in the age of digital disruptions? We posed this very question to a panel of industry leaders, academics, startup founders, analysts and technology gurus from three different continents.
Working with our global panel, we have built a detailed picture of the digital disruption phenomenon, probing the key questions that organizations need answers to:
• How can we plan for the emergence of disruptors?
• Why are we seeing so many disruptions?
• How can organizations respond to disruption?
• What shape are these disruptions taking?
• Which startups are likely to emerge to disrupt sector value chains over the coming years?
We hope this edition of the Digital Transformation Review has helped increase understanding of the disruptive and challenging times we live in. Join the conversation on twitter #DTR7
Collaborative Consumption: The 7 Key Business ModelsCollaborative Lab
Companies such as Airbnb, Lyft, Taskrabbit, Zipcar are all examples of thriving Collaborative Consumption businesses that balance profits with a clear sharing purpose. But what are the business models behind these ideas? In this deck, Collaborative Lab maps out the seven key models used.
Using Business Architecture to enable customer experience and digital strategyCraig Martin
Digital disruption is shifting business model design from a focus on product profitability to a stronger focus on customer experience and lifetime value.
The presentation looks at environmental pressures caused by digital disruption and identifies how to use business architecture and business design to address these changes.
It covers business architecture for digital strategy, customer-driven value chains, re-writing of the 4Ps of the marketing mix, and the nine laws of disruption and how they affect business model design.Craig also investigates the changes afoot with strategic business planning and Enterprise Architecture, which are experiencing their own form of disruption. Will Enterprise Architecture as we know it become a commodity too?
This presentation was delivered as an OpenGroup webinar and is available for viewing from the www.enterprisearchitects.com web site.
Exponential Organizations - Why new organizations are 10x better, faster and ...Yuri van Geest
Exponential Organizations (ExOs, #ExponentialOrgs) - authored by Yuri van Geest, Salim Ismail, Peter Diamandis and Mike Malone and published by Singularity University Press - how to build exponential organizations with exponential technologies and new organizational techniques for an exponential era.
This is first book integrating all key organizational and technology trends into a new and holistic 11 attribute framework applicable for startups, mid markets and corporates. To create exponential organizations instead of classic, linear ones which were developed more than 100 years ago.
We already received the Best Business Book of the Year 2014 Award by Frost & Sullivan and are accepted in the prestigeous C-Suite Book Club.
The book has been thoroughly researched in the last 30 months and we looked for patterns in the most important exponentials companies in the world in the last 6 years like Waze, Tesla, Airbnb, Uber, Xiaomi, Netflix, Valve, Google (Ventures), GitHub, Quirky and 60 other companies including successful corporates like GE, Haier, Coca Cola, Amazon, Citibank and ING Bank. We interviewed 70 global leaders and thinkers like Marc Andreessen, Arianna Huffington, Steve Forbes, Philip Rosedale, Tim O'Reilly, Chris Anderson and many others.
The book is already an Amazon bestseller in the pre-order phase since June, 2014 in the categories Startups, Business Management and Innovation.
Today we all live and work in the Internet Century, where technology is roiling the business landscape, and the pace of change is only accelerating.
In their new book How Google Works, Google Executive Chairman and ex-CEO Eric Schmidt and former SVP of Products Jonathan Rosenberg share the lessons they learned over the course of a decade running Google.
Covering topics including corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption, the authors illustrate management maxims with numerous insider anecdotes from Google’s history.
In an era when everything is speeding up, the best way for businesses to succeed is to attract smart-creative people and give them an environment where they can thrive at scale. How Google Works is a new book that explains how to do just that.
This is a visual preview of How Google Works. You can pick up a copy of the book at www.howgoogleworks.net
This document provides an overview of the sharing economy. It defines the sharing economy as business models and platforms that enable shared access to goods and services rather than individual ownership. Key points:
- The sharing economy is driven by economics (more efficient use of resources), environment (more sustainable use of resources), and community (deeper connections between people).
- New technologies and platforms allow for increased trust between strangers and efficient matching of idle/underutilized assets with demand.
- Popular sharing economy models include redistribution markets (eBay, Craigslist), product service systems (Zipcar, RelayRides), and collaborative lifestyles platforms (Airbnb, TaskRabbit).
- Fact
Is it really "sharing"?
Presentation of the so-called "Sharing" Economy, for a lecture about service innovation at Linköping University (LiU), during a course in Service Management and Marketing.
I talk about Unicorns; collaborative... consumption-production-finance-learning-governance; “platform cooperativism” and my research focus on shared mobility.
- First upload: 11 March 2016 (v.2016)
- Update: 20 March 2017 (v.2017)
- Update: 14 March 2018 (v.2018 ~ http://bit.ly/2GtkxIk)
This document discusses the concept of corporate citizenship, which aims to balance corporate responsibilities to stakeholders and society with profit-making objectives. It outlines the history of corporate citizenship from the 19th century view of unlimited resources to current expectations that large corporations will manage their impact on communities and the environment responsibly. The key principles discussed are enlightened self-interest, where social and economic goals work together, and balancing the interests of shareholders with other stakeholders for long-term profitability and value creation. Both arguments for and against corporate citizenship are presented.
THIS DOCUMENT HAS BEEN SUPERSEDED BY VERSION JANUARY 2012: http://slidesha.re/mafifesto2
This is the first draft of the MaFI-festo. It is the working document that led to The MaFI-festo.
The aim of the MaFI-festo: to build facilitation-friendly rules and principles in the international aid system to unleash the power of markets to reduce poverty at scale.
Michel Bauwens's presentation at eComm 2008eComm2008
The document discusses peer-to-peer (P2P) as a third mode of production, governance, and property alongside centralized hierarchy and decentralized markets. P2P enables distributed autonomy through peer production, peer governance without centralized control, and peer property models like Creative Commons that enable open access. Lower costs of participation online allow non-capitalist models to emerge. P2P challenges traditional concepts of scarcity and abundance and could inform a new post-capitalist political economy based on real abundance and sharing of knowledge and resources.
The New Business Model, Revolution in a Service Economy - Mr David Kweecelebratelifegroup
This document discusses how businesses are shifting from tangible to intangible assets and the importance of human capital. It introduces the concepts of service-dominant logic and the new service science, which view customers as co-creators of value and businesses as ecosystems of resource integrators engaged in service exchange. The speaker addresses how measures can capture intangible assets and value co-creation, and identifies new opportunities through integrated resourcing strategies and accessing new competencies. The presentation aims to help businesses transform their service models and compete in the new economic world.
Building public benefit and shared value into businessAdam Spence
Building public benefit and shared value into business was a presentation delivered at the Schulich School of Business Greenedge Conference 2011. The presentation covers the motivation for public benefit
Etude PwC sur l'économie collaborative (mai 2015)PwC France
En dix ans, le concept d'économie collaborative est devenu un véritable marché impliquant de nombreuses startups comme des grandes entreprises internationales. Alors que ce marché représente aujourd’hui 15 milliards de dollars, le cabinet d’audit et de conseil PwC estime qu’il atteindra 335 milliards de dollars d’ici à 2025.
Source
Les données relatives aux consommations collaboratives des Américains sont issues de l’étude « Consumer Intelligence Series: The Sharing Economy » publiée par PwC en avril 2015. Pour cette étude, 1 000 consommateurs américains, âgés de plus de 18 ans, ont été sondés en ligne entre les 17 et 22 décembre 2014.
Análisis en detalle de las ventajas que la economía colaborativa puede aportar a su negocio y cómo ésta puede aplicarse en múltiples sectores de actividad.
The document provides an overview of research conducted by PwC on the sharing economy. It describes the methodology, which included surveying 1000 US consumers, interviews with industry specialists, and social media analysis. Key findings include that 19% of US adults have engaged in the sharing economy and 44% are familiar with it. Benefits identified include affordability and community building, while concerns relate to consistency and trust. Hospitality/dining and automotive/transportation are the most commonly used sharing economy sectors.
PWC Sharing Economy Survey 2015
Selon PWC Le marché mondial de l'économie collaborative devrait atteindre près de 335 milliards de dollars d'ici à 2025, contre 15 milliards en 2014
These slides provide a definition of the sharing economy and a listing of its key characteristics. They also illustrate the impact of this emerging economy upon both brands and customer relationships. These slides should be useful for instructors seeking to explain the nature and impact of the sharing economy and how it is changing the way we think about and conduct marketing.
These slides provide a definition of the sharing economy and a listing of its key characteristics. They also illustrate the impact of this emerging economy upon both brands and customer relationships. These slides should be useful for instructors seeking to explain the nature and impact of the sharing economy and how it is changing the way we think about and conduct marketing.
This report from the Danish We-economy project sees the collaborative economy as part of a wider change driven by increasing connectivity, empowered users, coordination of resources with greater precision, and a shift from products to highly contextualized services.
The report examines how companies can adjust to fit the new economy, and presents relevant considerations based on the Business Model Canvas method.
The report introduces the concept of instances; contextualized solutions, generated to suit a specific user's needs in the current context.
This seminar introduces the concepts, application, practice and strategies involved in determining the urgent need for business to operate through sustainable practices. In addition, it addresses ethical issues in a way that upholds and enhances the triple bottom line of a company: People, Planet, and Profit.
Addition, this seminar introduces the students to concepts in business ethics and how it influences the topic of sustainability. The seminar teaches practical solutions on how to embed sustainability within the business operations. Students will come away from the course understanding what embedded sustainability is and how to drive proactive solutions that bring social innovation to the forefront of the business as a key strategy for future business success.
- Companies have traditionally focused on internal efficiencies and viewed customers as passive targets, but now must focus on managing customer experiences as the balance of power shifts to consumers.
- With technology enabling interaction and information sharing, consumers are actively defining value through their experiences and challenging companies' traditional views of value creation.
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This document discusses the concept of human-centered organizations. It describes three trends that have led to this model: 1) considering social and environmental impacts in addition to profits via the "triple bottom line"; 2) designing products and services around consumer needs through techniques like design thinking; and 3) how digital technologies have empowered both consumers and workers. The document then examines three "journeys" that human-centered organizations focus on: the consumer journey to provide personalized experiences, the citizen journey to create shared social value, and the co-worker journey to develop employee creativity and autonomy through techniques like flexible work policies and internal social networks.
The sharing economy has grown exponentially due to enabling economic, technological, and cultural factors. What began as small-scale sharing of underutilized assets like parking spaces or rooms in homes is now a $15 billion industry expected to reach $335 billion by 2025, thanks to the internet, mobile devices, and social media lowering transaction costs. Younger generations place more value on access over ownership, while economic hardship and environmentalism have also driven growth. The sharing economy benefits businesses through asset-light, lower-cost models. Companies like Rubicon Global are disrupting outdated industries through innovative technology and customized services while pursuing sustainability goals. Sharing economy companies often start operating without resolving regulations, then negotiate from a position of strength through
Stakeholder theory, ethics and the return on customerekanovich
This document discusses corporate social responsibility (CSR) and its relationship to business profitability and customer satisfaction. It provides background on the evolution of CSR, from early philanthropic activities to today's strategic integration of social and environmental issues. The document examines different theories around CSR, including stakeholder theory. It argues that modern consumers expect companies to implement CSR strategies and that CSR can be competitively advantageous by increasing customer satisfaction and loyalty. Overall, the document suggests that CSR allows companies to redefine profit maximization and increase their "return on customer."
Similar to Sustainability through Collaboration, Alix Omori (20)
Stakeholder theory, ethics and the return on customer
Sustainability through Collaboration, Alix Omori
1. Sustainability through Collaboration:
New Consumption Models in the Collaborative Economy
Leadership in
Sustainability Management
Capstone Project
Presented by :
Alix Omori
2. Objectives
To align on a standardized definition of the
collaborative economy and differentiate it
from related models
To identify successful value propositions
and review key business models in the
collaborative economy
To envision how the collaborative
economy can advance more sustainable
consumption
2
Sustainability through Collaboration:
New Consumption Models in the Collaborative Economy
3. Introduction
Define the collaborative economy and understand its significance in today’s
society
History & Background
Examine existing thought leadership and historical context of the collaborative
economy
Terminology & Taxonomy
Differentiate the collaborative economy from related concepts and review key
business models
Challenges & Critiques
Confront the legality of ‘sharing’ and negotiate its place in a traditional capitalist
society
Next Steps
Identify how the collaborative economy can cultivate sustainable consumption
habits
Agenda
Sustainability through Collaboration: New Consumption Models in the Collaborative Economy
3
5. The projected worth of the collaborative economy is
$26.2B in 2014
An economy built on distributed networks of
connected individuals and communities, as opposed
to centralized institutions, transforming how we can
produce, consume, finance, and learn.
”
Sources:
1 Rachel Botsman, “The Sharing Economy Lacks a Shared Definition: Giving Meaning to the Terms,” Collaborative Labs, 2013.
2 Rachel Botsman and Roo Rogers, What’s Mine Is Yours: The Rise of Collaborative Consumption. New York: HarperCollins, 2010.
“
5
1
2
What is the collaborative economy?
6. 6
2
Why does the collaborative economy matter?
6Source: “The Power of Collaboration,” Visual.ly, December 2013.
Video: http://youtu.be/0qWdmZnXpN0
8. 8
The collaborative economy is a cross-disciplinary
movement rooted in socioeconomics
2008
Smith’s
‘invisible hand’
Marx’s
commodity fetishism
Veblen’s
conspicuous consumption
Hardin’s
‘tragedy of the commons’
Sources:
1 Andrew Smith and Ruth Potts, The New Materialism. London: Bread, Print, and Roses, 2012.
2 “Towards the Circular Economy: Volume 1: Economic and Business Rationale for an Accelerated Transition,” Ellen MacArthur
Foundation, 2013.
1776
1867
1899
1968
McDonough & Braungart’s
Cradle to Cradle™ framework
2002
Collaborative consumption in
TIME’s ’10 ideas that will
change the world’
2011
9. 9
Converging social, economic, and technological
trends have accelerated this new economy
Source: Jeremiah Owyang, “The Collaborative Economy,” Altimeter Group, 2013.
• Increased urbanization
& population density
• Voluntary simplicity
& sustainability
• Desire for community
• Generational altruism
• Monetize excess or
idle goods
• Increase financial
stability
• Access over ownership
• Influx of VC funding
($2B to date)
• Social networks &
constant connection
• Mobile devices &
platforms
• New payment systems
10. 10
There are 3 main systems for consumption within
the collaborative economy
All of these systems require an element of trust
in order to facilitate successful transactions
Source: Rachel Botsman, “The Case for Collaborative Consumption.” Presentation at TEDxSydney, Sydney, Australia, May 2010.
11. 11
Market relationships have shifted due to new channels and technologies:
Source: Jeremiah Owyang, “The Collaborative Economy,” Altimeter Group, 2013.
These systems empower customers by allowing
them to transact directly with one another
Companies speak ‘at’
consumers via online
corporate presence
Consumers share
content & opinions,
requiring brands to listen
and speak ‘with’
consumers
Consumers empowered
to share goods &
services;
power shifts to the
consumer
12. Traditional Capitalist Economy New Collaborative Economy
12
Manufacturer as Producer Consumer as Producer
Bank as Lender Consumer as Lender
Retailer as Seller & Distributor Consumer as Seller & Distributor
Retailer as Service Provider Consumer as Service Provider
This consumer-centric economy threatens to
make traditional market players obsolete
14. 14
It is important to differentiate the collaborative
economy from several related concepts
Source: Rachel Botsman, “The Sharing Economy Lacks a Shared Definition: Giving Meaning to the Terms,” Collaborative Labs, 2013.
15. 15
For example, peer-to-peer sharing is one type of
collaborative consumption within this economy
These concepts share
common values & drivers,
including:
• Distributed power:
Power shifts from centralized
institutions to networks of
consumers
• Optimal asset utilization:
Social & mobile technologies
allow consumers to unlock idle
resources
• Efficient supply & demand:
System built on peer trust
matches ‘haves’ & ‘wants’
Source: Rachel Botsman, “The Sharing Economy Lacks a Shared Definition: Giving Meaning to the Terms,” Collaborative Labs, 2013.
16. 16
Others argue this movement must be segregated
into different types of collaborative economies
Source: “The Sharing Economy: Where We Go from Here,” Leo Burnett Company, Inc., 2014. n = 4,404
17. Collaborative businesses can be categorized
based on their products and value proposition
Sources: Jeremiah Owyang, “Collaborative Economy Honeycomb, Version 1.0,” Crowd Companies, 2014.
Rachel Botsman, “Purpose with Profits: Collaborative Consumption Business Models,” Nesta, 2012.
17
< Maker movement >
Types of collaborative
business models:
• Service fee
• Freemium
• Tiered subscription plans
• On-sale
• White label
• Flat membership
• Membership plus usage
18. 18
Collaborative consumers can be segmented
based on their stage of adoption
Source: “Sharing is The New Buying: How to Win in The Collaborative Economy,” Vision Critical and Crowd Companies, 2014.
n = 90,112
Not yet engaged in the collaborative economy;
however, many intend to try these services in the next 12 months,
making them a key target audience for collaborative businesses
Buy and/or sell preowned goods online using well-established
collaborative services like eBay or Craigslist, but have not used any
emergent ‘neo-sharing’ services like Etsy or Uber
Already using the latest generation of collaborative services like
Airbnb, TaskRabbit, or Kickstarter
61%
16%
23%
In the US, there are roughly 80MM consumers engaged in collaborative consumption
19. 19
Alternatively, consumers can be segmented
based on their reasons for collaborating
Source: “The Sharing Economy: Where We Go from Here,” Leo Burnett Company, Inc., 2014. n = 4,404
21. 21
For some consumers, barriers to collaboration
frequently outweigh the benefits of sharing
Source: “The Sharing Economy: Where We Go from Here,” Leo Burnett Company, Inc., 2014. n = 4,404
• Americans’ primary reason to engage in collaboration is decidedly altruistic
(53% agree ‘helping the needy’ is a top motive)
» Other motives are collective (sustainability) or personal (convenience)
• There is no consensus on barriers to collaboration, but top reasons include:
• Risks of scams, privacy, and safety
• Pro-consumption attitude & benefits of ownership
22. 22
Critics claim ‘sharing’ is just a new form of
privileged commoditization
Sources: Susie Cagle, “The Case against Sharing,” Medium, 2014.
“Sharing is The New Buying: How to Win in The Collaborative Economy,” Vision Critical and Crowd Companies, 2014.
• Collaborative consumption touts access over ownership, but how is this different than
renting?
» ‘Sharing’ as ‘enlightened capitalism’
• Sharing is not new, and has been practiced out of necessity for ages
• Collaborative businesses don’t create trust, they reinforce homogeneity & privilege
» Participation requires access to expensive new technologies
23. 23
Some feel lack of legal protection is at odds with
‘for the people’ ethos
Sources: Susie Cagle, “The Case against Sharing,” Medium, 2014.
Andy Kessler, “Brian Chesky: The Sharing Economy and Its Enemies,” The Wall Street Journal, 2014.
• In the collaborative economy, individual consumers act as businesses
• Currently few regulations covering issues such as:
• Lack of consumer protection as barrier to entry
• Peer reviews ≠ legal protection
» Contradictory to consumer-centric ideals
• To be accepted as mainstream, the collaborative economy needs its own laws
» Traditional laws not easily enforceable on collaborative businesses
» Ownership
» Consumer protection
» Taxation
» Insurance
» Liability
» Zoning
» Licenses & permits
» Workers’ rights
24. 24
Tensions also stem from differing values between
‘old’ and ‘new’ powers
Source: Jeremy Heimens and Henry Timms, “Understanding ‘New Power’,” Harvard Business Review, December 2014.
Old power:
limited, inaccessible, leader-driven,
transactional in nature
New power:
participatory, distributed, peer-driven,
beyond passive consumption
25. 25
The intersection of new and old models and
values demonstrate opportunity for change
Source: Jeremy Heimens and Henry Timms, “Understanding ‘New Power’,” Harvard Business Review, December 2014.
27. 27
Most Americans recognize the need for a major
change in consumption habits…
Source: “Analysis Report: New American Dream Survey 2014,” The Center for a New American Dream, 2014.
n = 1,812
28. 28
…and many see collaboration as a potential
solution to the environmental crisis
Source: “Analysis Report: New American Dream Survey 2014,” The Center for a New American Dream, 2014.
n = 1,812
29. 29
The answer is smarter consumption, not just less, to
support the economy and the planet
Source: “The New Consumer and The Sharing Economy,” Havas Worldwide Prosumer Report, Volume 18, 2014.
n = 10,574
• Americans still see consumption as necessary ‘patriotic duty’
• By consuming smarter, we can replace guilt with purpose via:
» Mindful purchase decisions—local makers, products with a story
» Consuming only what’s needed—quality over quantity
» Obtaining full product value—extending product lifecycle, sharing/reusing
30. Businesses can respond to consumer needs by
solving key problems of traditional consumption
Source: Rachel Botsman, “Sharing’s Not Just for Start-Ups,” Harvard Business Review, September 2014.
30
31. Role Action Brand
Guarantor Facilitate peer-to-peer transactions
Sustainability partner Foster sustainable consumption
Proponent of reuse Create secondary markets
‘Lending library’ Offer access, not just ownership
Connector Cultivate relationships
Curator Provide ‘thrill of the hunt’ experience
Employer & partner Develop new consumer relationships
Maker champion Act as intermediary for artisans
31
Brands must adapt to a less transactional retail
model where companies play more passive roles
Source: “The New Consumer and The Sharing Economy,” Havas Worldwide Prosumer Report, Volume 18, 2014. n = 10,574
+
+
32. 32
Services and less tangible assets remain prime
opportunities for market entry
Source: “The New Sharing Economy,” Latitude in Collaboration with Sharable Magazine, 2013.
33. 33
Economists predict the value of the collaborative
economy will jump to $110B in the next 12 months
Source: “The Sharing Economy: Where We Go from Here,” Leo Burnett Company, Inc., 2014.
36. 36
Convenience and price trump sustainability as
motivators for collaborative consumption
Source: “Sharing is The New Buying: How to Win in The Collaborative Economy,” Vision Critical and Crowd Companies, 2014.
Top reasons to engage with collaborative business:
n = 90,112