(updated version)

1. 12,800,000 results
1,570,000 blogs
17,300,000 videos
519,000 discussions

2. Industrial Revolution
• Neil Gershenfeld, 2005:
Fab. The Coming Revolution on Your Desktop
• Jeremy Rifkin, 2011:
The Third Industrial Revolution. How Lateral Power is
Transforming Energy, the Economy, and the World.
• Chris Anderson, 2012:
Makers: The New Industrial Revolution
• Peter Marsh, 2012:
The New Industrial Revolution:
Consumers, Globalization and the End of Mass
Production

3. Mission Growth: Europe at the Lead of
the New Industrial Revolution
The great pivotal economic changes in world history
have occurred when new energy regimes converge
with new communication regimes. When that
convergence happens, society is restructured in
wholly new ways.
Jeremy Rifkin (2012). Leading the Way to the Third Industrial Revolution: A New Energy
Agenda for the European Union in the 21st Century. The Next Phase of European
Integration.
Jeremy Rifkin (2011). The Third Industrial Revolution. How Lateral Power is Transforming
Energy, the Economy, and the World.

4. Jeremy Rifkin
1st revolution 2nd revolution 3rd revolution
Automatic Electrical Internet
printing press communication Renewables
Steam-powered Smart buildings
technology Oil-powered
combustion Smart grid
engine E-mobility
19th century 20th century

5. © 2010 Kevin Dooley, cc-by
© 1968, Elgin County Archives, St. Thomas Times-Journal fonds
© 2011 Waag Society, cc-by-nc-nd

6. © 2009 mars_discovery_district, cc-by-nc- sa
© 1907 E.A. Thomson
Butte-Silver Bow Public Library © 2011 adafruit, cc-by-nc-sa

7. Jeremy Rifkin
http://ec.europa.eu/avservices/video/player.cfm?sitelang=en&ref=85716

8. Jeremy Rifkin
[T]he conventional top-down organization of society that characterized
much of the economic, social, and political life of the fossil-fuel based
industrial revolutions is giving way to distributed and collaborative
relationships in the emerging green industrial era. We are in the midst of
a profound shift in the very way society is structured, away from
hierarchical power and toward lateral power. (Rifkin 2011, p. 36f.)

9. Neil Gershenfeld
[P]ossession of the means for industrial production has long been the
dividing line between workers and owners. But if those means are easily
acquired, and designs freely shared, then hardware is likely to follow the
evolution of software. Like its software counterpart, opensource
hardware is starting with simple fabrication functions, while nipping at
the heels of complacent companies that don’t believe that personal
fabrication “toys” can do the work of their “real” machines. That
boundary will recede until today’s marketplace evolves into a continuum
from creators to consumers, servicing markets ranging from one to one
billion. (FAB. The Coming Revolution on Your Desktop, 2005, p.21)

10. Neil Gershenfeld
The message coming from the fab lab is that the other five billion people
on the planet aren’t just technical sinks, they are sources. The real
opportunity is to harness the inventive power of the world to locally
design and produce solutions to local problems. I thought that’s a
projection twenty years hence into the future, but it’s where we are
today. It breaks every organizational boundary we can think of. The
hardest thing at this point is the social engineering and the
organizational engineering, but it’s here today

11. Neil Gershenfeld
http://www.ted.com/talks/neil_gershenfeld_on_fab_labs.html

12. Neil Gershenfeld
[T]he killer app for personal fabrication in the developed world is
technology for a market of one, personal expression in technology (…).
And the killer app for the rest of the planet is [to overcome] the
instrumentation and the fabrication divide, people locally developing
solutions to local problems. (TED talk, 2006)

13. Fab Lab Presentations at
Global Fab Lab Conferences since 2002

14. Makers in Fab Labs on the one hand are busy with their own
manufacturing projects and make use of their lateral relations as
needed but do not normally bother about the organization of those
relationships beyond those just-in- time needs. Occasionally they wish for
better, more effective access to resources in the network. So
far, however, they have only come up with very few sustainable and
scalable ways to create new ways of organizing distributed personal
manufacturing—organization and governance is not their core interest.

15. Institutions on the other hand are more concerned about
organization, structures and governance, yet their solutions tend to be of
conventional, hierarchical, top-down nature: centralized cathedral
structures. Moreover, those solutions risk counteracting lateral
approaches, suffocating emergent peer-to-peer initiatives—and they fail
to get accepted by the makers.

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