Don Tapscott: Corporate Meeting
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Presentación de Don Tapscott para el Entel Summit 09
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Don Tapscott: Corporate Meeting
- 1. Innovation and Competitiveness in the Age of Mass Collaboration Don Tapscott, Chairman, nGenera Insight Twitter: dtapscott June 18, 2009
- 2. Surviving and Thriving in the New Economy: Street Cred | © 2008 nGenera. All Rights Reserved. BUST - 1981 Trigon Systems Group BUST - 1991: New Paradigm Corporation BUST - 2001: New Paradigm Syndicated Research Programs BUST - 2008: nGenera
- 3. Current Crisis | © 2008 nGenera. All Rights Reserved.
- 4. The Global Recession | © 2008 nGenera. All Rights Reserved.
- 5. Job Losses in Recent Recessions | © 2008 nGenera. All Rights Reserved.
- 6. A Turning Point in History: Failing Institutions | © 2008 nGenera. All Rights Reserved.
- 8. Corporate Reaction to Crisis | © 2008 nGenera. All Rights Reserved.
- 10. A Burning Platform for Change | © 2008 nGenera. All Rights Reserved.
- 11. WEB 2.0 Four Drivers for Change | © 2009 nGenera. All Rights Reserved.
- 12. Web 2.0 Web 2.0 | © 2009 nGenera. All Rights Reserved. THE THING
- 13. The Thing: The “Beyond Microwave” Internet-enabled microwave Swipe product barcode “ knows” settings for 4,000 different products Updates data via the Internet | © 2009 nGenera. All Rights Reserved.
- 14. Web 2.0 Web 2.0 THE THING | © 2009 nGenera. All Rights Reserved. BROADBAND MOBILITY
- 15. Mobility: Google Bids $4.6 Billion on Wireless Spectrum Technology Revolution | © 2009 nGenera. All Rights Reserved.
- 16. Web 2.0 Web 2.0 | © 2009 nGenera. All Rights Reserved. THE THING BROADBAND MOBILITY GEO- SPATIALITY
- 17. Geospatiality: GyPSy | © 2009 nGenera. All Rights Reserved.
- 18. Geospatiality: Live Traffic At Your Fingertips With IntelliOne | © 2009 nGenera. All Rights Reserved.
- 19. Web 2.0 Web 2.0 | © 2009 nGenera. All Rights Reserved. THE THING GEO- SPATIALITY TRUE MULTIMEDIA BROADBAND MOBILITY
- 20. True Multimedia: Digital Humans | © 2009 nGenera. All Rights Reserved.
- 21. True Multimedia: Raymond Kurzweil | © 2009 nGenera. All Rights Reserved.
- 22. Web 2.0 Web 2.0 TRUE MULTIMEDIA | © 2009 nGenera. All Rights Reserved. THE THING GEO- SPATIALITY WEB SERVICES BROADBAND MOBILITY
- 23. Web 2.0: Web Services | © 2009 nGenera. All Rights Reserved. Websites Distributed Computing HTML XML/SOAP/UDDI Presentation Programmability Browse Web Sites Networked Business Models 1995 – Web 1.0 2000 – Web 2.0
- 24. Web Services: Yahoo Pipes Technology Revolution | © 2009 nGenera. All Rights Reserved.
- 25. Web Services: Viewzi - 3D Cloud Photos Technology Revolution | © 2009 nGenera. All Rights Reserved.
- 26. Web Services: Google’s Chrome Browser Technology Revolution | © 2009 nGenera. All Rights Reserved.
- 27. Web 2.0 Web 2.0 WEB SERVICES TRUE MULTIMEDIA INTEGRATION | © 2009 nGenera. All Rights Reserved. THE THING GEO- SPATIALITY BROADBAND MOBILITY
- 28. Web 2.0: Integration | © 2009 nGenera. All Rights Reserved.
- 30. Web 2.0 Taxonomy Technology Revolution | © 2009 nGenera. All Rights Reserved. TRUE MULTIMEDIA BROADBAND MOBILITY Web 2.0 THE THING GEO-SPATIALITY WEB SERVICES INTEGRATION
- 31. Four Drivers for Change THE NET GENERATION | © 2009 nGenera. All Rights Reserved. WEB 2.0
- 32. N u m b e r o f U . S . B i r t h s ( I n M i l l i o n s ) 2 . 0 2 . 5 3 . 0 3 . 5 4 . 0 4 . 5 5 . 0 1945 1947 1949 1951 1953 1955 1957 1959 1961 1963 1965 1967 1969 1971 1973 1975 1977 1979 1981 1983 1985 1987 1989 1991 1993 1995 1997 1999 Source: US Census Bureau Boomers (1946-1964) Gen X (1965-1976) Echo (1977-1997) Boom, Bust and Echo | © 2009 nGenera. All Rights Reserved.
- 33. School Enrollment | © 2009 nGenera. All Rights Reserved.
- 34. Population Pyramids Differ Greatly Across Countries | © 2009 nGenera. All Rights Reserved. Chile: 2007 Japan: 2007 United States: 2007 China: 2007 India: 2007 Italy: 2007
- 35. The Louder Echo | © 2009 nGenera. All Rights Reserved.
- 36. Digital Natives – The Net Generation | © 2009 nGenera. All Rights Reserved.
- 37. The Generation Lap | © 2009 nGenera. All Rights Reserved. Their Parents Net Geners
- 38. The Net Generation | © 2009 nGenera. All Rights Reserved.
- 39. The Net Generation Norms | © 2009 nGenera. All Rights Reserved.
- 40. The Dumbest Generation? | © 2009 nGenera. All Rights Reserved.
- 41. The Negative View of the Generation | © 2009 nGenera. All Rights Reserved.
- 42. THE SOCIAL REVOLUTION Four Drivers for Change | © 2009 nGenera. All Rights Reserved. WEB 2.0 THE NET GENERATION
- 43. The Rise of Collaborative Communities Flickr beats Kodak Gallery vs. | © 2009 nGenera. All Rights Reserved.
- 44. YouTube beats MTV vs. The Rise of Collaborative Communities | © 2009 nGenera. All Rights Reserved.
- 45. Facebook beats Match.com vs. The Rise of Collaborative Communities | © 2009 nGenera. All Rights Reserved.
- 46. Wikipedia beats Britannica vs. The Rise of Collaborative Communities | © 2009 nGenera. All Rights Reserved.
- 47. Blogger.com beats CNN.com vs. The Rise of Collaborative Communities | © 2009 nGenera. All Rights Reserved.
- 48. Alex Tapscott’s Wikinomicists Community | © 2009 nGenera. All Rights Reserved.
- 49. New Models of Citizen Engagement: Wikinomics and Obama | © 2009 nGenera. All Rights Reserved.
- 50. Four Drivers for Change THE ECONOMIC REVOLUTION | © 2009 nGenera. All Rights Reserved. WEB 2.0 THE NET GENERATION THE SOCIAL REVOLUTION
- 51. New Competitive Space Value Creation Critical Resources Physical Financial Knowledge Self- Organization Traditional Hierarchy The Economics of Collaboration | © 2009 nGenera. All Rights Reserved. Extended Enterprise Industrial Age Corporation Mass Collaboration Business Webs
- 52. The Enterprise 2.0 and the Rise of Mass Collaboration | © 2009 nGenera. All Rights Reserved.
- 55. 1. Peer Pioneers – We Are Smarter Than Me | © 2009 nGenera. All Rights Reserved.
- 56. 1. Peer Pioneers – Fotolog | © 2009 nGenera. All Rights Reserved.
- 57. 1. Peer Pioneers – Financial Services | © 2009 nGenera. All Rights Reserved.
- 58. 1. Peer Pioneers – Financial Services | © 2009 nGenera. All Rights Reserved.
- 59. Integration: Joost | © 2009 nGenera. All Rights Reserved.
- 61. 2. Ideagoras – IdeaConnection | © 2009 nGenera. All Rights Reserved.
- 62. 2. Ideagoras – Cambrian House | © 2009 nGenera. All Rights Reserved.
- 63. 2. Ideagoras – TopCoder | © 2009 nGenera. All Rights Reserved.
- 64. 3. Prosumers – Second Life | © 2009 nGenera. All Rights Reserved.
- 65. 3. Prosumers | © 2009 nGenera. All Rights Reserved.
- 66. 3. Prosumers | © 2009 nGenera. All Rights Reserved.
- 67. 3. Prosumers – Case: Music Industry – “The Remix” | © 2009 nGenera. All Rights Reserved.
- 68. 3. Prosumers – Help Us Write the Final Chapter! | © 2009 nGenera. All Rights Reserved.
- 69. 3. Prosumers – Physical Goods | © 2009 nGenera. All Rights Reserved.
- 70. 3. Prosumers – Doritos Crash the SuperBowl Contest | © 2009 nGenera. All Rights Reserved.
- 71. 3. Prosumers – Doritos Crash the SuperBowl Contest | © 2009 nGenera. All Rights Reserved.
- 72. 3. Prosumers – Doritos Crash the SuperBowl Contest | © 2009 nGenera. All Rights Reserved.
- 74. 4. The New Alexandrians Nature’s Google Earth Avian Flu Mashup Source: Howard Ratner, CTO, Nature Publishing Group | © 2009 nGenera. All Rights Reserved.
- 75. 4. The New Alexandrians Nature’s Google Earth Avian Flu Mashup | © 2009 nGenera. All Rights Reserved.
- 76. 4. The New Alexandrians The Alliance for Climate Protection | © 2009 nGenera. All Rights Reserved.
- 77. 5. Open Platforms – Amazon A 21 st Century Digital Utility | © 2009 nGenera. All Rights Reserved.
- 78. 5. Open Platforms – Pikspot | © 2009 nGenera. All Rights Reserved.
- 80. 6. The Global Plant Floor – Chinese Motorcycle Industry | © 2009 nGenera. All Rights Reserved.
- 81. 7. The Wiki Workplace – Best Buy | © 2009 nGenera. All Rights Reserved.
- 82. 7. The Wiki Workplace – Telepresence | © 2009 nGenera. All Rights Reserved.
- 84. Four Drivers of Change | © 2009 nGenera. All Rights Reserved. WEB 2.0 THE NET GENERATION THE SOCIAL REVOLUTION THE ECONOMIC REVOLUTION
- 85. The Perfect Storm | © 2009 nGenera. All Rights Reserved.
- 86. Crisis of 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 . | © 2009 nGenera. All Rights Reserved.
- 87. thedumbestgeneration.com | © 2009 nGenera. All Rights Reserved.
- 88. grownupdigital.com | © 2009 nGenera. All Rights Reserved.
- 89. | © 2009 nGenera. All Rights Reserved.
- 90. Don Tapscott [email_address] .com Twitter: dtapscott (416) 863-8801 www.grownupdigital.com www.nGenera.com | © 2009 nGenera. All Rights Reserved.
Hinweis der Redaktion
- Business person looking confused
- Another appliance maker, Salton, has introduced the Beyond Microwave. When you need to heat packaged food, swipe the bar code past the microwave's reader. Stored inside are 4,000 settings for different products. A wireless Internet connection allows the microwave to download new ones all the time. Salton's microwave reads the bar code, sets the right time and power level, and all you do is push start. Implications: Lots of intriguing new opportunities to combine products with information services.
- What is it: IntelliONE senses the speed and locations of mobile phones in order to get data on traffic conditions. Each blue dot in the diagram represents a group of 10 mobile phone users. By analyzing average speeds and locations (and disgarding anomalies like someone stopped on the side of the road) you can get a very good assessment of real time traffic flows and driving times between locations. Implications: This is just the tip of the iceberg for a new generation of applications that will use mobile and location data. A great example of how one party’s information (cell locations of users) can be leveraged in an entirely different context (traffic data).
- There are a myriad of ways to combine these dimensions to create new products and services. As Web 2.0 drives collaboration and innovation the opportunities mushroom. Entrepreneurship is thriving as Digital Conglomerates and digital natives reinvent virtually every established Web property.
- Sony has demonstrated creative integration in many markets and has lost some markets to innovators who integrated better solutions. Going forward integrating Web 2.0 technology to drive innovation and collaboration should enhance Sony’s ability to innovate ahead of the competition or quickly follow when it makes sense. The ISSA organization is creating a portfolio of new collaboration offerings to enable this looking ahead innovation.
- Echo exceeds Boom
- Digital immersion is hurting brain development. They are called victims of Attention Deficit Disorder, with as one pundit said "the attention of a fruit fly." Multi-tasking is creating a generation of shallow thinkers who can't focus. "The Internet is eating the neo-cortex of youth today." o Are youth "screenagers," "net-addicted" and losing their social skills? Is time on line taken away from important activities of previous generations like doing homework, playing baseball, talking to parents or learning the piano? They are becoming a stressed-out, always on generation of neurotics. They are "anxious and miserable" suffering from menu overload. o They can't read, write or communicate properly and they know nothing. A recent book entitled " The Dumbest Generation" argues that the digital revolution has rendered them completely ignorant. They don't read much and don't go to museums. They've destroyed language with their Net Acronyms, incomplete sentences, "NetSpeak," "Nu English," smilie faces, and txt shorthand. And for many, this is a PITA . IOW U R not exactly LMAO or ROFLOL. SNCR. They are said to perform badly on tests and have bad penmanship skills dur to their use of keyboards. o What about privacy? Youth including young adults seem to "spill their guts" on line. They share all of their thoughts and activities via blogs and social networking. Post pictures of themselves in compromised situations on Facebook and cheerily give up other private information that can surely hurt them. o Today's family is producing a coddled, overprotected generation. They are lazy and "after graduating t hey return to the nest to sponge off their parents." As employees, they will be incapable of independent work and will need continual supervision and praise. Their celebrity culture motivates them for fame, not hard work. Their helicopter parents, hovering over their every move, will be a big problem in the workforce. o They violate intellectual property rights, downloading music, swapping songs and sharing anything they can on peer-to-peer networks with no respect for the rights of the creators or owners. They are the masters of plagiarism at university and school. According to the music industry this is stealing that should be a criminal offense. In the absence of laws, the Record Industry Association of America feels justified in suing children. o There are bone chilling tales of online bullying or Internet inspired bullying and violence in the physical world - such as the 8 girls who in April 2008 beat up a 9th in order to develop a YouTube hit video and allegedly provoked by the victim's postings on MySpace. Even worse predators and other evil people are said to be stalking children en masse. o Youth crime is said to be up, culminating with horrific events of mass murder committed on fellow students. Columbine to Virginia Tech, the web, video games and youth culture is said to have played big. o The generation is uninteresting and understanding them today is of no value for tomorrow. Sure kids may be different than their parents, but this is true for every generation. After all the baby boomers were different protesting the war in Vietnam and engaging in free love and psychedelics. They grew up and voted for George Bush. There is nothing to be learned form this generation. o They are "me" generation, focused on their own myopic concerns and culture -- superficial things like video games, their social networks and shopping. o Some say the generation lacks values as a whole. They don't read newspapers or watch television news. "They get their news on the Daily Show with John Stewart on Comedy Central." They don't vote and not involved civil society. As they become adults they will be bad citizens, who don't give a damn.
- Or how the company that’s long been entrenched in the photo industry missed the photo sharing opportunity, while an upstart grabbed it?
- Or how not a single TV station managed to capitalize on what YouTube is starting to firmly grab a hold of? Not a SINGLE ONE? Many things seem obvious in hindsight… but I bet a lot of companies never saw this coming. Why not? And how can your company be different as the Web and Enterprise 2.0 continue to grow in influence?
- One of the industries hit by Facebook is actually web dating services. Outside of a certain “other” industry focused on “connecting people”, dating sites were one of the most popular and profitable applications on the web. In short, many people paid money to connect with other people that might be like them, through a network. Now, as Facebook and others keep growing, the “friend of a friend” principle that so long dominated the “physical” dating world is moving into the virtual one. If you’re looking for a date, might a 2-degree of separation person connected through your university roommate be better than a random stranger?
- And of course there’s the other sites where collaborative communities have reigned supreme. Wikipedia vs. Brittanica – it’s no contest. Has anyone ever stopped to ask why Britannicia didn’t move into this space first?
- a Web 2.0-based shared photoblog web site. With over 23 million registered users, it is one of the oldest and largest sites for sharing pictures through online photo diaries or photo blogs. Free account The website offers both free and subscription accounts. The free version is ad-supported, and limits users to uploading one picture per day, and having only 20 comments (in their "guestbook"). The free user can also customize their page and add other fotologs into their "Friends/Favorites" list. Gold Camera Members Paying members, known as "Gold Camera patrons" can upload up to 6 pictures a day, have 200 comments per photo and can access better customer support. Recent changes mean that Gold Cam members can comment on any guestbook that is full. Other new features include customized photo-headings, and having the most recent image appear beside the members name when commenting on other photoblogs. Groups The Groups are fotologs that are of a certain topic. Groups are managed by fotolog users. Fotolog groups are allowed 50 photos per day. These photos may be added by any member of the Fotolog community.
- What is it: Marketocracy Data Services is a research company whose mission is to find the best investors in the world and then track, analyze, and evaluate their trading activity. The company's affiliate, Marketocracy Capital Management, is the investment advisor for the Marketocracy family of mutual funds and uses the research generated by Marketocracy Data Services. Achieving Higher Returns With Lower Risk: Many experts will tell you it isn't possible to beat the market consistently, especially with lower risk. And the historical performance of most investors, including professional portfolio managers, supports their beliefs. How have we done? The Marketocracy m100 Index is an aggregate of the top 100 portfolios at Marketocracy. The m100 Index has beaten the S&P 500 Index in 8 of the 11 quarters since inception, with a beta of 0.53 compared to the S&P 500's beta of 1.00. Implications: The wisdom of crowds can be harnessed to make smarter decisions.
- What is it? Zopa is a website that allows peole to lend money to each other eBay style. From Zopa’s website: All lending and borrowing happens in the Zopa markets. The markets work just like, well, markets. Lenders put their wares on display; in this case, money they are prepared to lend to other people for a certain length of time. And, just like any market, different vendors may have different prices (otherwise known as interest rates). Some may pick lower rates but only want to lend to borrowers who have a very high likelihood of paying it all back. Others may pick higher rates but be prepared to be more flexible, thereby taking a punt on borrowers who might be slightly more likely to default. Borrowers can then come and have a sniff about, see what the rates are and if they're good value agree to borrow. Because Zopa cuts out the middleman, everyone gets a great deal. Of course this would all be very complicated and risky if everyone traded one-on-one with each other, so Zopa glues the whole thing together with its offer matching system. This divides the lenders' offers up into small chunks and distributes them around potential borrowers - at least 50 in fact. Each loan a borrower gets is made up of lots of bits of lenders' offers. No one gets to borrow from the same person twice. All lenders and borrowers enter into a legally binding contract with their respective borrowers and lenders. Zopa manages the collection of monthly repayments and if any of that money is not paid on time, uses exactly the same sort of recovery processes that the high street banks use. Zopa earns money by charging lenders and borrowers a 0.5% fee, and if borrowers take out repayment protection insurance on their loan, Zopa receives commission from its insurance provider. Implication: Peer systems can help users connect with each other directly, disintermediating traditional intermediaries who charge a premium to broker those transactions.
- Joost (IPA pronunciation: [d ʒ u ː st] "jew-st") is a system for distributing TV shows and other forms of video over the Web using peer-to-peer TV technology, created by Niklas Zennström and Janus Friis (founders of Skype and Kazaa). Joost began development in 2006. Working under the code name "The Venice Project", Zennström and Friis assembled teams of some 150 software developers in about six cities around the world, including New York, London, Leiden and Toulouse. Joost's CTO is Dirk-Willem van Gulik.[1] According to Zennström at a 25 July 2007 press conference about Skype held in Tallinn, Estonia, Joost has signed up more than a million beta testers and is on track for an end-of-year launch.[2] The teams are currently in negotiations with FOX networks. It has signed up with Warner Music, Indianapolis Motor Speedway Productions (Indianapolis 500, IndyCar Series) and production company Endemol for the beta.[3] In February 2007, Viacom entered into a deal with the company to distribute content from its media properties, including MTV Networks, BET and film studio Paramount Pictures.
- * Alan’s breakout session is on InnoCentive
- Next step in the programmable web.
- You Think It Most aspiring entrepreneurs and armchair innovators have more ideas than resources. Why let the fruits of your genius languish on the vine? They’re yours to grow. Put them in play. Crowds Test It But don’t buy that Mercedes just yet. Before we greenlight production, your freshly baked ideas run the consumer gauntlet. Flourish or flounder? The market decides. Crowds Build It So the people have spoken, and they love your idea. With the help of the worldwide development community, we turn it into reality. Contributors can take their pick of exciting projects, and in return, they get a piece of the royalty pie. We Sell It Show time! YourIdea 1.0 hits the virtual shelves with all the marketing power of Cambrian House behind it and with a little help from Chemeleon. Every contributor - including you - has a vested interest in helping the product shine, because every contributor benefits from its success You Profit When we say “every contributor benefits”, we don’t mean warm and fuzzy feelings. We mean real money. When you collaborate with Cambrian House, you get Royalty Points. That means as long as the product generates profit, so will you.
- * Alan’s breakout session is on InnoCentive
- New collaborative platforms are making it possible to engage very broad communities of public and private entities in large-scale collaborative research and development efforts Success of open source software has encouraged a growing number “innovation communities” to adopt an open/distributed model More resources can be applied to solve problems Resources are allocated more efficiently through self-selection (with central filtering) IP becomes common-property, which individuals contribute to in granular portions given their relative ability and expected utility How portable is the open source model? E stablished in 1999 as a collaboration of several companies and institutions to produce a public resource of single nucleotide polymorphisms (SNPs) in the human genome Initial goal to map 300,000 common SNPs ; 1.8 million were mapped upon completion in 2001 The Consortium paid university researchers to discover SNPs and place them in the public domain The Consortium also files patents to a) establish priority and b) obtain legal standing to contest other filings – but applications are abandoned once these objectives are realized
- Brendan’s Paper
- Brendan’s Paper
- Alan Leave you with a closing thought. What we’d like to do here is not only present a view of some of the things that are happening, but also be part of the change that’s occurring. That’s an opportunity to take leadership on these issues, but some very real challenges in doing so.