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

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 Union6 | © 2012 The Tapscott Group. All Rights Reserved. ! 6 | © 2012 The Tapscott Group. All Rights Reserved.!

THE TECHNOLOGICAL REVOLUTION THEDrivers for Change ECONOMIC THE NET GENERATION REVOLUTION THE SOCIAL REVOLUTION 22 | © 2012 The Tapscott Group. All Rights Reserved.! 22 | © 2012 The Tapscott Group. All Rights Reserved.!

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 23 | © 2012 The Tapscott Group. All Rights Reserved.!

THE TECHNOLOGICAL REVOLUTION THEDrivers for Change ECONOMIC THE NET GENERATION REVOLUTION THE SOCIAL REVOLUTION 26 | © 2012 The Tapscott Group. All Rights Reserved.! 26 | © 2012 The Tapscott Group. All Rights Reserved.!

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. 31 | © 2012 The Tapscott Group. All Rights Reserved.!

1.  Knowledge Networks 2.  Policy Networks 3.  Advocacy Networks 4.  Operational and Delivery Networks Taxonomy of Multi- 5.  Convening NetworksStakeholder Networks 6.  Watchdog Networks 7.  Platforms 8.  Political Action Networks 9.  Governance Networks 33 | © 2012 The Tapscott Group. All Rights Reserved.! 33 | © 2012 The Tapscott Group. All Rights Reserved.!

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. 34 | © 2012 The Tapscott Group. All Rights Reserved.!

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. 36 | © 2012 The Tapscott Group. All Rights Reserved.!

4. Operational and Delivery Networks This class of networks actually delivers the change it seeks, supplementing or even bypassing the efforts of traditional institutions. 40 | © 2012 The Tapscott Group. All Rights Reserved.!

5. Convening Networks Some networks convene leaders from government, the private sector and civil society for global cooperation and problem solving. 42 | © 2012 The Tapscott Group. All Rights Reserved.!

6. Watchdog Networks These networks scrutinize institutions to ensure that they behave appropriately. Topics range from human rights, corruption, the environment, to financial services. 44 | © 2012 The Tapscott Group. All Rights Reserved.!

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. 49 | © 2012 The Tapscott Group. All Rights Reserved.!

Issues Regarding Multi-Stakeholder Networks 1.  Legitimacy 2.  Accountability 3.  Representation 4.  Relationship to Existing Institutions51 | © 2012 The Tapscott Group. All Rights Reserved. ! 51 | © 2012 The Tapscott Group. All Rights Reserved.!

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.52 | © 2012 The Tapscott Group. All Rights Reserved. ! 52 | © 2012 The Tapscott Group. All Rights Reserved.!

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 54 | © 2012 The Tapscott Group. All Rights Reserved.!

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. 57 | © 2012 The Tapscott Group. All Rights Reserved.!

Rethinking LeadershipParadigm shifts involve dislocation, conflict, confusion,uncertainty. New paradigms are nearly always received withcoolness, even mockery or hostility. Those with vestedinterests fight the change. The shift demands such a differentview of things that established leaders are often last tobe won over, if at all. 63 | © 2012 The Tapscott Group. All Rights Reserved.!

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 64 | © 2012 The Tapscott Group. All Rights Reserved.!

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

by Cathy Bogaart on Jul 10, 2012

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Don Tapscott’s New Solutions for a Connected Planet - MaRS Global Leadership Presentation Transcript