Diese Präsentation wurde erfolgreich gemeldet.
Die SlideShare-Präsentation wird heruntergeladen. ×

A tale from the future, by Eugenio Battaglia

Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Wird geladen in …3
×

Hier ansehen

1 von 161 Anzeige

A tale from the future, by Eugenio Battaglia

Herunterladen, um offline zu lesen

You might have heard of a new breed of organisational models, responding to the fast growing adaptability, engagement and collaboration needs within modern company structures. Or you might have simply experienced the sound problems of slowness, rigidity, bureaucracy, disengagement along with various kinds of waste and bottlenecks that “traditional” organisational models generate and suffer nowadays. What if OpenDrop is the first real experiment of a new way of doing research and business, together with a constantly growing, loosely coupled and horizontally managed team of value driven innovators? This is a tale from the future where in the development of OpenDrop (OD) we have deployed an innovative governance and operations management system which is meant to be adaptive, dynamic and anti-fragile. Where we have successfully layed the foundations for our governance in the principles of commons-based peer production and liquid management allowing anyone to contribute, and for this contribution to be accounted.

About the speaker:
Eugenio studied molecular and system biotechnology with a specialization in integrative neuroscience. He experiment in the field of Life Sciences with emerging and low-cost technologies, solving global issues and exploring novel forms of ethical deliberation. He led the development and management of several projects acquiring the tools to deal with an increasingly complex and multidisciplinary environment. His mission is to build and nurture a collaborative society by connecting people, organisations and ideas around fairness, openness and trust. He supports meaningful projects in social innovation, enabling fruitful collaborations with public institutions and progressive companies that want to build a resilient society.​

You might have heard of a new breed of organisational models, responding to the fast growing adaptability, engagement and collaboration needs within modern company structures. Or you might have simply experienced the sound problems of slowness, rigidity, bureaucracy, disengagement along with various kinds of waste and bottlenecks that “traditional” organisational models generate and suffer nowadays. What if OpenDrop is the first real experiment of a new way of doing research and business, together with a constantly growing, loosely coupled and horizontally managed team of value driven innovators? This is a tale from the future where in the development of OpenDrop (OD) we have deployed an innovative governance and operations management system which is meant to be adaptive, dynamic and anti-fragile. Where we have successfully layed the foundations for our governance in the principles of commons-based peer production and liquid management allowing anyone to contribute, and for this contribution to be accounted.

About the speaker:
Eugenio studied molecular and system biotechnology with a specialization in integrative neuroscience. He experiment in the field of Life Sciences with emerging and low-cost technologies, solving global issues and exploring novel forms of ethical deliberation. He led the development and management of several projects acquiring the tools to deal with an increasingly complex and multidisciplinary environment. His mission is to build and nurture a collaborative society by connecting people, organisations and ideas around fairness, openness and trust. He supports meaningful projects in social innovation, enabling fruitful collaborations with public institutions and progressive companies that want to build a resilient society.​

Anzeige
Anzeige

Weitere Verwandte Inhalte

Diashows für Sie (20)

Anzeige

Ähnlich wie A tale from the future, by Eugenio Battaglia (20)

Aktuellste (20)

Anzeige

A tale from the future, by Eugenio Battaglia

  1. 1. BIOFLUX presented at Do It Together - Digital Biology a seminar organized by in January 2016, Berlin
  2. 2. a tale from the future Eugenio Battaglia @battagliaem Open Digital Microfluidics
  3. 3. “The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell
  4. 4. […] There is a 98% chance they will not map the right aspects of the nervous system that they’ll need to understand how it works. What they should do is spend their billion dollars on the drosophila and make sure they understand it thoroughly, before wasting money on wrong theories of what to map in the human brain.
  5. 5. – Marvin Minsky, on human brain mapping projects. (2013) […] There is a 98% chance they will not map the right aspects of the nervous system that they’ll need to understand how it works. What they should do is spend their billion dollars on the drosophila and make sure they understand it thoroughly, before wasting money on wrong theories of what to map in the human brain.
  6. 6. Sometimes…
  7. 7. Small moves can set big things in motion.
  8. 8. New year’s day, 2010
  9. 9. New year’s day, 2010
  10. 10. cc-by 4.0 @battagliaem “It was 2007 when Giovanni Idili and I started – naively – talking about simulating the worm” – Matteo Cantarelli
  11. 11. cc-by 4.0 @battagliaem
  12. 12. This is me! cc-by 4.0 @battagliaem
  13. 13. meanwhile in Novosibirsk…
  14. 14. Andrey Palyanov “There’s plenty of science that still happens in non-english language, so that there’s still a lot of talent that isn’t talking to the rest of the world.” –Stephen Larson Sergey Khayrulin
  15. 15. 9 core members fully committed from 7 countries 36 open source contributors a total of 45 community members
  16. 16. 2014
  17. 17. we live in very interesting times for biology
  18. 18. we live in very interesting times for biology engineering get into bio bio get into engineering art & design get into bio bio get into art & design
  19. 19. contamination
  20. 20. What are the reasons of this contamination
  21. 21. Less of thisLess of this
  22. 22. Illustration: Simone Cicero – meedabyte.com Much more of this
  23. 23. In places like this Abandoned factory in Lurgan (UK) Illustration: Simone Cicero – meedabyte.com In places like this Abandoned factory in Lurgan (UK)
  24. 24. www.pentagrowth.com
  25. 25. www.pentagrowth.com Means of production are in the hands of users Market and Society are the same thing Producer = Consumer Platform Enables Mass Collaboration Platform Enables Mass Collaboration
  26. 26. everyone is networked
  27. 27. everyone is networked with everything
  28. 28. “Software is eating the world”
  29. 29. Thanks to tools like these Illustration: Simone Cicero – meedabyte.com Thanks to tools like theseThanks to tools like these
  30. 30. Democratization of production
  31. 31. No more monolithic products
  32. 32. Modularity Customizability Hackability
  33. 33. All this demand for innovation drives componentization
  34. 34. All this demand for innovation drives componentization
  35. 35. reduction of coordination transaction
  36. 36. COSTS reduction of coordination transaction
  37. 37. DISINTERMEDIATION
  38. 38. Hierarchy Group controlled by individuals Consensus Individuals controlled by the group
  39. 39. Access + Componentization + Collaboration = the highest disruption rate ever Networked world + Componentization + Collaboration = the highest disruption rate ever
  40. 40. small players
  41. 41. MOBILITY TRAVEL RETAIL HEALTH HOME COMMERCE TELECOMS small players
  42. 42. MOBILITY TRAVEL RETAIL HEALTH HOME COMMERCE TELECOMS INCUMBENTS small players
  43. 43. FIXED CAPITAL COGNITIVE & SOCIAL CAPITAL
  44. 44. BUREOCRACIES Organizing Production PLATFORMS Organizing Interactions Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer
  45. 45. “Platforms are essentially bureaucracies for the networked age” BUREOCRACIES Organizing Production PLATFORMS Organizing Interactions Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer
  46. 46. general intellect
  47. 47. CREATE VALUE FROM SOCIAL & RELATIONAL CAPITAL
  48. 48. Is this affecting how science and R&D are made
  49. 49. but…
  50. 50. Why some projects thrive while others miserabily fail
  51. 51. every project has a set of definable milestones no amount of funding can accelerate. More money is helpful later, but not now. – S. Blank on the Four Steps to Epiphany
  52. 52. every project has a set of definable milestones no amount of funding can accelerate. More money is helpful later, but not now. – S. Blank on the Four Steps to Epiphany
  53. 53. $ 18,5 M every project has a set of definable milestones no amount of funding can accelerate. More money is helpful later, but not now. – S. Blank on the Four Steps to Epiphany
  54. 54. The Open Source Revolution 1983 1991 2001
  55. 55. Commons-based peer production 2006
  56. 56. Platform economy 2010
  57. 57. Cathedrals and Bazaars
  58. 58. www.pentagrowth.com • • • • www.pentagrowth.com • • • •
  59. 59. www.pentagrowth.com • • • • www.pentagrowth.com • • • •
  60. 60. RESPONSIVE ORGANIZATIONS Aaron Dignan
  61. 61. ADAPTIVE DYNAMIC ANTI-FRAGILE
  62. 62. “...a governance structure that determines who can participate, what roles they might play, how they might interact, and how disputes get resolved plus additional set of protocols or standards typically designed to facilitate connection, coordination, and collaboration.” How to define “Platforms” in the end? John Hagel’s definition exceprted from: ”Business ecosystems come of age”
  63. 63. “...a governance structure that determines who can participate, what roles they might play, how they might interact, and how disputes get resolved plus additional set of protocols or standards typically designed to facilitate connection, coordination, and collaboration.” How to define “Platforms” in the end? John Hagel’s definition exceprted from: ”Business ecosystems come of age” SO IT’S NOT ONLYABOUT TOOLS!
  64. 64. WE SHAPE OUR TOOLS OUR TOOLS SHAPE US
  65. 65. VALUES CULTURE GOVERNANCE TOOLS co-design
  66. 66. VALUES CULTURE GOVERNANCE TOOLS trust co-design
  67. 67. VALUES CULTURE GOVERNANCE TOOLS trust empowerment co-design
  68. 68. VALUES CULTURE GOVERNANCE TOOLS trust empowerment co-designorganized collaborative interactions
  69. 69. VALUES CULTURE GOVERNANCE TOOLS trust empowerment co-design trust organized collaborative interactions
  70. 70. “The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell
  71. 71. “The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell Means of production are in the hands of users Market and Society are the same thing Producer = Consumer Platform Enables Mass Collaboration duction d by part of onsumer Means of production are in the hands of users Market and Society are the same thing Producer = Consumer Platform Enables Mass Collaboration duction d by part of onsumer
  72. 72. “The past decade was about finding new collaboration and innovation tools and models on the web. The next decade will be about applying them to the real world.” Chris Anderson
  73. 73. Sometimes…
  74. 74. Small moves can set big things in motion.
  75. 75. 3 KEY STEPS to enabling the transformation
  76. 76. PARTICIPATIVE ALLIGNED AUTONOMY INDIVIDUAL WHOLENESS EVOLUTIVE MISSION 1. EMBRACE A RESPONSIVE ORGANIZATIONAL MODEL
  77. 77. PARTICIPATIVE ALLIGNED AUTONOMY
  78. 78. INDIVIDUAL WHOLENESS
  79. 79. EVOLUTIVE MISSION
  80. 80. “It will be up to us to ultimately determine how we use that digital technology. Will we use it to narrowly squeeze out all inefficiency in the work we do? Or will we use it to catalyze and amplify the imagination that makes us uniquely human and that could identify entirely new avenues to create fundamentally new sources of value?” John Hagel - Deloitte
  81. 81. “hack together, everything, start small and agile and constantly improve”
  82. 82. LIQUID ORGANISATION How we've invented LiquidO™ and why you should care. www.liquidorganisation.info LiquidO™ white paper, version 1.5 - May 2014
  83. 83. 2. BUILD INNOVATION CAPABILITIES
  84. 84. DESIGN
  85. 85. PEOPLE DESIGN INVENTORIES INFRASTRUCTURES
  86. 86. Concept / Seed Product Development Alpha / Beta Test Launch / 1st Ship Product Development road-map
  87. 87. Discovery Driven Development Friendly First Contacts “Problem” presentation Customer Understanding Market Knowledge test your problem hypothesis Product Hypothesis Customer & Problem Hypothesis Distribution & Pricing Hypothesis Demand Creation Hypothesis Market Type Hypothesis Competitive Hypothesis state your hypotheses First Reality Check Product Presentation Yet More Customer Visits Second Reality Check 1st Advisory Board test your product hypothesis Verify the Problem Verify the Product Verify the Business Model Iterate or Exit verify
  88. 88. 1. Human readable protocol 2. Dependency graph 1.PrepareStandards+ sam ples1,2,3,4 2.M ix2μLofeachstandard dilutionw/eachsam ple 3.Aftereachm ix,m ovetheresultingdrop inaordered array 7.Detectabsorbance. ready-to-use or build your own array set-up and scheduling of operations and timing Abstraction layer 5.Foreachresultingdrop add 1μLofreagentf1 4.Incubate for5 m in. 6.Incubate for3 m in. SoftwareHuman t x STD w w t t TOT t x m t x m f1 s1s2s3s4 { Step Translate { Step 1 2 3 4 Dispense { Mix { Merge { Split Hardware 3. Basic fluidic operations Path routing and timing 4. Electrode switching sequence 1 2 3 4 Step 1 2 3 4 Data-driven Customer Discovery 50 most used 50 most labour intensive (repetitive, long, error-prone) in biolabs + + which protocols? Data-driven Customer Discovery Abstraction Layers Design OpenDrop Eugenio Battaglia and Urs Gaudenz gaudilabs.ch/
  89. 89. Brainstorming Assessment Concept development Team buliding Large iterations First design phase Second design phase Program development Cost model Partnerships UXD / Logistics planning Communications design Execution phase Dissemination phase Communications pre-camp Venue Logistics Program execution Outputs dissemination Output elaboration Projects follow-ups OSF15 Gantt Charts
  90. 90. Kung fu
  91. 91. > Kastushika Hokusai The blind men and the Elephant (1818)
  92. 92. BUREOCRACIES Organizing Production PLATFORMS Organizing Interactions 3. BUILD AN AGILE PLATFORM Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer
  93. 93. BUREOCRACIES Organizing Production PLATFORMS Organizing Interactions 3. BUILD AN AGILE PLATFORM Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer Mass Labour Concentration of the means of production Mass Market The Traditional (industrial) Linear Model Means of production are in the hands of users Market and Society are the same thing Producer = Consumer The Networked (post-industrial) platform model Platform Enables Mass Collaboration Means of production are controlled by the firm Society is not part of the picture Producer ≠ Consumer “Platforms are essentially bureaucracies for the networked age”
  94. 94. LIQUID ORGANISATION How we've invented LiquidO™ and why you should care. www.liquidorganisation.info LiquidO™ white paper, version 1.5 - May 2014
  95. 95. COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING www.liquidorganisation.info LiquidO™ white paper, version 1.5 - May 2014
  96. 96. COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING www.liquidorganisation.info LiquidO™ white paper, version 1.5 - May 2014
  97. 97. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings 4 types
  98. 98. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam twice per solar year, define the strategy for the next six months 4 types
  99. 99. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution 4 types
  100. 100. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off Monthly catch-up twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution stop for few hours and allign vision and activities on the ongoing strategy 4 types
  101. 101. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off Monthly catch-up Weekly coordination twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution stop for few hours and allign vision and activities on the ongoing strategy stop for few hours and allign vision and activities on the ongoing strategy 4 types
  102. 102. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off Monthly catch-up Weekly coordination twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution stop for few hours and allign vision and activities on the ongoing strategy stop for few hours and allign vision and activities on the ongoing strategy Mainly On-line 4 types
  103. 103. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off Monthly catch-up Weekly coordination twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution stop for few hours and allign vision and activities on the ongoing strategy stop for few hours and allign vision and activities on the ongoing strategy Mainly On-line Possibly live 4 types
  104. 104. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off Monthly catch-up Weekly coordination twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution stop for few hours and allign vision and activities on the ongoing strategy stop for few hours and allign vision and activities on the ongoing strategy Mainly On-line Possibly live Definitely live! 4 types
  105. 105. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off Monthly catch-up Weekly coordination twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution stop for few hours and allign vision and activities on the ongoing strategy stop for few hours and allign vision and activities on the ongoing strategy Mainly On-line Possibly live Definitely live! Strategy Execution 4 types
  106. 106. The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation. These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform. Rhythmic Rituals Governance Meetings Global Jam Quarterly Kick-off Monthly catch-up Weekly coordination twice per solar year, define the strategy for the next six months deeper and halfway check on strategy execution stop for few hours and allign vision and activities on the ongoing strategy stop for few hours and allign vision and activities on the ongoing strategy Mainly On-line Possibly live Definitely live! Strategy Execution This doesn’t exclude the need for random hackathons, jams or any other meeting! 4 types
  107. 107. COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING www.liquidorganisation.info LiquidO™ white paper, version 1.5 - May 2014
  108. 108. COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING COLLABORATIVE WORKING BOARD REPUTATION TRACKING CONTRIBUTION ACCOUNTING COLLABORATIVE DECISIONMAKING www.liquidorganisation.info LiquidO™ white paper, version 1.5 - May 2014
  109. 109. Anyone can propose new activities according to the current mission
  110. 110. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission
  111. 111. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission
  112. 112. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday
  113. 113. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it
  114. 114. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it
  115. 115. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it Other people join the In Progress task, and contribute to it.
  116. 116. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it Other people join the In Progress task, and contribute to it. When the task is done, leader put it into Completed.
  117. 117. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it Other people join the In Progress task, and contribute to it. When the task is done, leader put it into Completed.
  118. 118. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it Other people join the In Progress task, and contribute to it. When the task is done, leader put it into Completed. Here members vote if it’s accepted or not
  119. 119. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it Other people join the In Progress task, and contribute to it. When the task is done, leader put it into Completed. Here members vote if it’s accepted or not
  120. 120. Anyone can propose new activities according to the current mission Ideas get accepted by members beacuse in line with current mission Open Items get prioritized each monday When an Open Item is first in line anyone can take it into In Progress and lead it Other people join the In Progress task, and contribute to it. When the task is done, leader put it into Completed. Here members vote if it’s accepted or not Retrospective & Contribution Accounting
  121. 121. Let’s prototype our governance model !
  122. 122. Thanks some text and graphics of this presentation are licensed by @meedabyte under CC-by-sa 4.0 where not otherwise indicated the rest of the material is licensed by @battagliaem under CC-by-sa 4.0 LiquidO™ white paper, version 1.5 - May 2014 is licensed by Cocoon Projects under CC-by-sa-nc 4.0

×