Wikinomics - Winning With The Enterprise 2.0

WikinomicsWinning With The Enterprise 2.0

Don [email protected]

Enterprise 2.0June 20, 2007

© New Paradigm Learning Corporation 2007 2

The New Enterprise

Structure

Scope

Resource Focus

State

Personnel/focus

Key drivers

Direction

Basis of action

Individual motivation

Learning

Basis for compensation

Relationships

Employee attitude

Dominant requirements

Hierarchical

Internal/closed

Capital

Static, stable

Managers

Reward and punishment

Management commands

Control

Satisfy superiors

Specific skills

Position in hierarchy

Competitive (my turf)

Detachment (it’s a job)

Sound Management

Closed Hierarchy

Networked

External/open

Human, information

Dynamic, changing

Professionals

Commitment

Self-management

Empowerment to act

Achieve team goals

Broader competencies

Accomplishment, competence level

Cooperative (our challenge)

Identification (its’ my company)

Leadership

Open Networked Enterprise

Source: Paradigm Shift: The New Promise of Information Technology, 1992


The Rise of the Enterprise 2.0

+ Standards-based

Service oriented

Interoperable

+ Inter-enterprise

Intelligent Networks

Proprietary

Monolithic

Silos

Enterprise

Dumb Networks

10. Technology

+ Relationship Capital

+ Experiences

Transactions

Product/Services9. Relationships

+ Transparent

Real Time

Networked Intelligence

Opaque

Asynchronous processing

Traditional BI

8. Information Liquidity

+ Global N-Generation

Collaboration

+ Across the B-web

Traditional Demographics

Containerized

Internal

7. Human Capital & Knowledge Capital

External (+ Inter-enterprise Integration)

Modular

Reconfigurable

Internal (Enterprise Integration)

Complex

Hardwired

6. Business Processes

Engage and Collaborate

Self-organizing

Power through …

Agile

Plan and Push

Hierarchical

Power over …

Lumbering

5. Modus Operandi

+ Open

+ Shared

Proprietary

Protected4. Intellectual Property

+ Open Innovation

+ Co-Creation

Closed Innovation

Do it Yourself3. Value Innovation

Focused on Core

Business Web

Context, agency

+ Fasttrack Business Models

Vertically Integrated

Non-porous

Content

M&A

2. Corporate Boundaries

Global

Engine - China, India, Emergent

Free Trade

National

Engine - US, Japan, Europe

Protectionist

1. World View

Enterprise 2.0Closed CorporationStrategy Domain


Winning With The Enterprise 2.0


Time’s Person of the Year


Four Drivers for ChangeFour Drivers for Change

WEB 2.0WEB 2.0Web 2.0

The Net Generation

The Social Revolution

The Economic Revolution


Web 2.0

TRUE

MULTIM

EDIA

BROADBAND MOBILITYWeb 2.0

THE

THIN

G

GEO-SPATIALITY

WEB SERVICES

INTEGRATIO

N

Web 2.0

The Net Generation




WEB 2.0WEB 2.0

THENETGENERATION

THENETGENERATION



The Demographic Revolution

Web 2.0

The Net Generation




Digital Natives – The Net Generation

Web 2.0

The Net Generation




The Generation Lap

N-GenersTheir Parents

Web 2.0

The Net Generation




The Net Generation

Web 2.0

The Net Generation



Video available for viewing online at www.newparadigm.com


WEB 2.0WEB 2.0

THENETGENERATION

THENETGENERATION

THE

SOCIAL

REVOLUTION

THE

SOCIAL

REVOLUTION



vs.

The Rise of Collaborative Communities

Flickr.com beats WebShots.com

Web 2.0

The Net Generation




vs.


Digg.com beats Slashdot.org

Web 2.0

The Net Generation




vs.


Craigslist.org beats Monster.com, Match.com

Web 2.0

The Net Generation




vs.


Myspace.com beats MTV.com

Web 2.0

The Net Generation




vs.


Wikipedia.org beats Britannica.com

Web 2.0

The Net Generation




vs.


Blogger.com beat CNN.com

Web 2.0

The Net Generation




vs.


Epinions.com vs ConsumerReports.org

Web 2.0

The Net Generation




Alex Tapscott’s Wikinomicists Community

Web 2.0

The Net Generation




WEB 2.0WEB 2.0

THENET GENERATION

THENET GENERATION

THESOCIAL

REVOLUTION

THESOCIAL

REVOLUTION

THEECONOMIC

REVOLUTION

THEECONOMIC

REVOLUTION



Digital Conglomerates

Web 2.0

The Net Generation




The Economics of Collaboration

Industrial AgeCorporation

Value Creation

Critical ResourcesPhysicalFinancial

Knowledge

Self-Organization

TraditionalHierarchy

Web 2.0

The Net Generation





ExtendedEnterprise


Value Creation


Knowledge

Self-Organization


Web 2.0

The Net Generation





ExtendedEnterprise


Value Creation


Knowledge

Self-Organization


BusinessWebs

Web 2.0

The Net Generation





ExtendedEnterprise

MassCollaboration


Value Creation


Knowledge

Self-Organization


BusinessWebs

Web 2.0

The Net Generation




The Enterprise 2.0 and the Rise of Mass Collaboration

1. Peering

2. Being Open

3. Sharing

4. Acting Global

Web 2.0

The Net Generation




Enterprise 2.0 – New Business Models

A 50 year old mining company peers, opens, shares its proprietary data and acts globally in a bid to transform itself and explore the extent of a rich new find.


WEB 2.0WEB 2.0

THENETGENERATION

THENETGENERATION

THESOCIAL

REVOLUTION

THESOCIAL

REVOLUTION

THEECONOMIC

REVOLUTION

THEECONOMIC

REVOLUTION



The Perfect StormThe Perfect Storm


1. Peer Pioneers

2. Ideagoras

3. Prosumers

4. The New Alexandrians

5. Open Platforms

6. The Global Plant Floor

7. The Wiki Workplace



1. Peer Pioneers



Marketocracy.com Investment Management

1. Peer Pioneers – Financial Services



Zopa.com peer lending

1. Peer Pioneers – Financial Services



How InnoCentive works:

2. Ideagoras

Creating an eBay for innovation

How do you create a vibrant marketplace where you leverage other people's talents, ideas and assets quickly and move on?

P&G’s Larry Huston: “Alliances and joint ventures don't open up the spirit of capitalism within the company. They're vestiges of the central planning approach when instead you need free market mechanisms.”



2. Ideagoras



3. Prosumers



3. Prosumers – Case: “Music Industry–The Remix”



3. Prosumers – Help Us Write the Final Chapter!



3. Prosumers – Physical Goods

Peer Produced T-Shirts



SNP Consortium: APBiotech, AstraZeneca Group PLC, Aventis, Bayer Group AG, Bristol-Myers Squibb Co., F. Hoffmann-La Roche, Glaxo SmithKline, Wellcome Trust, IBM, Motorola, Novartis AG, Pfizer Inc., and Searle

4. The New Alexandrians: The Sharing of Science



4. The New Alexandrians: Nature’s Google Earth Avian Flu Mashup

Source: Howard Ratner, CTO, Nature Publishing Group



5. Open Platforms – Amazon API

Amazon.comCustomers

Developers/ Entrepreneurs

Retailers

E-Commerce Services

Mechanical Turk S3

(Simple Storage Service)

Alexa Services(Top Sties, WIS

and WSP)

Historical Pricing

Associates

Marketplace

Pay for Queries >

< Access to A9.com search index

Pay for storage & data transfer >

< Provide online data storage

Provide platform for questions to be outsourced >,>

< Provide answers to questions

Pay Developers for posting acceptable answers >

< Developers pay to have questions answered

Free Access to Amazon data and capability via API >

< Time, Knowledge, Innovation, Promote and Sell Amazon merchandise

Direct Traffic and Possible Sales to Amazon >

< Pay commission on traffic resulting in sales

Host shopping experience and direct sales to Amazon.com for processing >

< Receive commission on sales via associate accounts

Surf Websites follow links to Amazon.com >

Browse Amazon products Via websites and otheronline media >

Browse Amazon and Purchase merchandise >

< Ship merchandise (including that sold by associates) Provide Customer Service

Provide Data From sales >

Provide Pricing and Sales Data >

< Pay fee for access to information

< Pay listing fee and commission to list goods on Amazon

Provide hosting andtransaction services >

< List merchandise, provide a range of products

Facilitates listing and payments for sellers >

Legend:Green – Web ServicesLight Blue – GroupsDark Blue – Other services

NOTE: Missing connector from Associates to Developers. Should read “Pay developer commissions fro sales generated through ECS”



5. Open Platforms – Pikspot




The Peer Produced Airplane

In the past, Boeing wrote detailed specifications for each part and asked suppliers to build to plan

Today, suppliers co-design airplanes from scratch and deliver complete sub-assemblies to Boeing’s factory, where a single plane can be snapped together like Lego blocks, in as little as 3 days



6. The Global Plant Floor – Chinese Motorcycle Industry



1. Peer Pioneers

2. Ideagoras

3. Prosumers

4. The New Alexandrians

5. Open Platforms





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. Marilyn Ferguson

Wikinomics - Winning With The Enterprise 2.0

Technology

Transcript of Wikinomics - Winning With The Enterprise 2.0