Don Tapscott's New Solutions for a Connected Planet - MaRS Global Leadership

New Solutions for a Connected Planet

Don Tapscott
www.dontapscott.com
416 863 8801
@dtapscott

1 | © 2012 The Tapscott Group. All Rights Reserved.!

MacroWikinomics
2010

2 | © 2012 The Tapscott Group. All Rights Reserved.
!

Feudalism Capitalism
The Age of
and the and the Development
Networked Intelligence
Age of City States of Nation States


The Bretton Woods System


The World After WWII
1944: The Bretton Woods Agreements
Included: World Bank and the International Monetary Fund (IMF)

1945: Creation of the United Nations (1945)

1947: General Agreement on Tariffs and Trade (GATT)

1948: Universal Declaration of Human Rights

1949: Geneva Conventions

1968: Creation and Implementation of Nuclear Non-Proliferation Treaty

1975: Establishment of the G8
(Group of Eight)

1995: World Trade Organization (WTO) replaces GATT

2008: Establishment of the G20
(Group of Twenty Finance Ministers and Central Bank Governors)
19 countries plus European Union
6 | © 2012 The Tapscott Group. All Rights Reserved. ! 6 | © 2012 The Tapscott Group. All Rights Reserved.!

The Rise of Multi-Stakeholder Networks


A Turning Point in History: Rebooting our Institutions


THE
TECHNOLOGICAL
REVOLUTION

Drivers for Change

9 | © 2012 The Tapscott Group. All Rights Reserved.! 9 | © 2012 The Tapscott Group. All Rights Reserved.!

The Rise of Collaborative Communities


THE
TECHNOLOGICAL
REVOLUTION

Drivers for Change THE NET
GENERATION


World Map According to Surface Area


World Map According to Population: Ages 15-30


THE
TECHNOLOGICAL
REVOLUTION

Drivers for Change THE NET
GENERATION

THE
SOCIAL
REVOLUTION


New Models of Citizen Engagement: Wikinomics and Obama


Transparency circa 1947


WikiLeaks


WikiLeaks is just the tip of the iceberg.


Openness
Transparency as a New Force


Openness
Five Classes of Stakeholders

Shareholders

Employees Society

Customers Partners


THE
TECHNOLOGICAL
REVOLUTION

THE
Drivers for Change ECONOMIC THE NET
GENERATION
REVOLUTION

THE
SOCIAL
REVOLUTION


The Economics of Collaboration:
New Competitive Space

Self-
Mass
Organization Collaboration

Business
Webs
VALUE
CREATION

Extended
Enterprise

Industrial Age
Traditional Corporation
Hierarchy

Physical Financial CRITICAL RESOURCES Knowledge


The Integrity Imperative

1.  Honesty

2.  Consideration

3.  Accountability


THE
TECHNOLOGICAL
REVOLUTION

THE
Drivers for Change ECONOMIC THE NET
GENERATION
REVOLUTION

THE
SOCIAL
REVOLUTION


A Burning Platform for Change


What is a multi-stakeholder network for global problem solving?


1. Diverse Stakeholders


2. Beyond one Nation State


3. Goals

The network seeks to improve the state of the world by
helping to solve a problem, develop new policies or new
solutions, influence states and institutions, or otherwise
contribute to economic and social development, human
rights, sustainability, democracy, global cooperation and
global governance.


4. Networking


1.  Knowledge Networks
2.  Policy Networks
3.  Advocacy Networks
4.  Operational and Delivery Networks
Taxonomy of Multi-
5.  Convening Networks
Stakeholder Networks
6.  Watchdog Networks
7.  Platforms
8.  Political Action Networks
9.  Governance Networks


1. Knowledge Networks

The primary function of Knowledge Networks are to
develop new thinking, research, ideas and policies that can
be helpful in solving global problems. Their emphasis is on
the creation of new ideas not their advocacy.


1.  Knowledge Networks

http://martinprosperity.org/

2. Policy Networks

Policy networks include non-governmental players in the
creation of government policy. They may or may not be
created or even encouraged by formal governments of
government institutions.


2. Policy Networks

http://www.intgovforum.org/cms/

3. Advocacy Networks

Advocacy Networks seek to change the agenda or policies
of governments, corporations or other institutions.


3. Advocacy Networks

http://www.avaaz.org

4. Operational and Delivery Networks

This class of networks actually delivers the change it seeks,
supplementing or even bypassing the efforts of traditional
institutions.


4. Operational and Delivery Networks

http://wiki.crisiscommons.org/wiki/Main_Page

5. Convening Networks

Some networks convene leaders from government, the
private sector and civil society for global cooperation and
problem solving.


5. Convening Networks

http://www.weforum.org/

6. Watchdog Networks

These networks scrutinize institutions to ensure that they
behave appropriately. Topics range from human rights,
corruption, the environment, to financial services.


7. Platforms

Some networks seek to provide platforms for other
networks to organize.


7. Platforms

http://www.ushahidi.com

8. Political Action Networks

Political Action Networks seek governmental or regime change.


8. Political Action Networks

http://www.moveon.org

9. Governance Networks

These are multi-stakeholder networks who have achieved or
been granted the right and responsibility of non-institutional
global governance. They are different from government
networks as described by Anne-Marie Slughter (non-state
networks of government representatives addressing a global
problem) to include non-government players.


9. Governance Networks

http://www.icann.org/

Issues Regarding Multi-Stakeholder Networks

1.  Legitimacy

2.  Accountability

3.  Representation

4.  Relationship to Existing Institutions


Achieving Legitimacy for the New Models

1.  Clear definition of the mission.

2.  Structure processes to ensure the network operates within the mission.

3.  Results and measurement of the results.

4.  Transparency.

5.  Clear representation process for decision making.

6.  Personal gain, compensation for leaders, and conflict of interest.


Implications for State Based Institutions


NEW: Models of Citizen Engagement

40,000 people around the world
engage in a 72-hour deliberation
around urban sustainability
issues, producing hundreds of
recommendations



https://innovation.ed.gov/my-portal/


http://www.livesmartbc.ca/A4CA/

NEW: A Second Wave of Democracy

If the first wave of democracy established
elected and accountable institution of
governance, but with a weak public
mandate and an inert citizenry …

… the second wave will be characterized
by strong representation and a new
culture of public deliberation built on
active citizenship.

The stakes are high for the global economy.


The stakes are high for the world.


London: August 2011


Québec: May 2012


Rethinking Leadership

Paradigm shifts involve dislocation, conflict, confusion,
uncertainty. New paradigms are nearly always received with
coolness, even mockery or hostility. Those with vested

interests fight the change. The shift demands such a different
view of things that established leaders are often last to
be won over, if at all.

Program
on
New
Models
for
Global
Coopera5on,
Problem
Solving
and
Governance

Execu5ve
Director:
Don
TapscoB,
CEO
The
Tapsco*
Group
and
Chair,

World
Economic
Forum
Working
Group

on
New
Models
for
Global
Problem
Solving,
CooperaBon
and
Governance

Among
the
IniBal
Faculty:

Anne-‐Marie
Slaughter,
Professor
of
Poli5cs
and
Interna5onal
Affairs,
Princeton
University

Ngaire
Woods,
Dean,
Blavatnik
School
of
Government,
Oxford
University

Richard
Florida,
Director,
MarBn
Prosperity
InsBtute

Alec
Ross,
Senior
Advisor
for
Innova5on,
Office
of
the
Secretary
of
State

Kris
Balderston,
Office
of
the
Secretary
of
State

Mitchell
Baker,
Chair,
Mozilla
FoundaBon

Anthony
D.
Williams,
Fellow,
Munk
School
of
Global
Affairs

Robert
Madelin,
Director-‐General
for
Informa5on,
Society
and
Media

Parag
Khana,
Author
of
How
to
Run
the
World;
President,
Hybrid
Reality
InsBtute

Barbard
Ridpath,
CEO,
InternaBonal
Center
Financial
RegulaBon

Sara
BoeSger,
University
of
California
Berkley

Sean
Wise,
Ryerson
University


Don Tapscott
www.dontapscott.com
@dtapscott


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