The  Future  of  Collabora/on|  ISPIM  |  Budapest|  15  June  2015  

Context  Be?er,  deeper,  richer  collabora/on  is  increasingly  seen  as  a  necessity    

by  many  organisa/ons.  Whether  to  more  effec/vely  address  big  emerging  challenges  or  to  more  efficiently  exploit  new  innova/on  opportuni/es.  

Future  Agenda  The  Future  Agenda  is  the  world’s  largest  open  foresight  program    

that  accesses  mul/ple  views  of  the  next  decade    so  all  can  be  be?er  informed  and  s/mulate  innova/on.  

Looking  Forwards  Organisa/ons  increasingly  want  to  iden/fy  and  understand  

 both  the  an/cipated  and  unexpected  changes    so  that  they  can  be  be?er  prepared  for  the  future.  

FA  1.0  Top  Insights  for  2020  From  the  2010  program,  52  key  insights  on  the  next  decade    

were  shared  widely  via  books,  cards  and  online  and  have  been    extensively  used  by  organisa/ons  around  the  world.  

Future  Agenda  in  Numbers  The  first  Future  Agenda  programme  engaged  a  wide  range  of  views  in    25  countries.  Future  Agenda  2.0  is  doubling  the  face-­‐to-­‐face  interac/on    

and  significantly  raising  online  sharing,  debate  and  discussion.  

Future  Agenda  1.0    1  HOST  16  TOPICS  25  COUNTRIES  50  WORKSHOPS  1500  ORGANISATIONS  

Future  Agenda  2.0    40+  HOSTS  21  TOPICS  50  COUNTRIES  100  WORKSHOPS  2500  ORGANISATIONS  

Future  Agenda  2.0  Topics  The  second  version  of  the  Future  Agenda  program  is  taking  place    

during  2015  and  is  addressing  20  topics  via  100  events  in    50  countries  with  around  35  core  hosts.  

Ageing  

CiNes  

Company  

ConnecNvity  

Data  

EducaNon  

Energy  

Food  

Government  

Health  

Learning  

Loyalty  

Payments  

Privacy  

Resources  

Transport  

Travel  

Water  

Wealth  

Work  

The  Process  20  ini/al  perspec/ves  on  the  future  kicked  off  the  Future  Agenda    discussions  taking  place  across  5  con/nents  from  Feb  to  July  2015.    These  are  ini/al  views  to  be  shared,  challenged  and  enhanced.    

Ini/al  Perspec/ves  Q4  2014  

Global  Discussions  Q1/2  2015  

Insight  Synthesis  Q3  2015  

Sharing    Output  Q4  2015  

The  Future  of  CollaboraNon  From  the  discussions  to  date,  there  were  many  issues  iden/fied  as  being  significant  for  the  next  decade.  A  number  of  these  relate  to  the  changing    nature  of  the  future  of  collabora/on  and  were  built  upon  on  June  15th    

Most  Significant  ExisNng  Views  Of  the  30  exis/ng  views  (see  appendix)  shared,  8  were  seen  to  be  most  

significant  in  influencing  the  future  of  collabora/on  and  selected  as  having  high  poten/al  impact  by  all  par/cipants  

Also  Significant  ExisNng  Views  Another  six  issues  were  rated  as  being  highly  important  by  some,  and  of  

medium  significance  by  others,  for  the  future  of  collabora/on  

Other  Significant  ExisNng  Views  And  8  other  issues  were  seen  as  highly  significant  for  the    

future  of  collabora/on  by  one  group  

Missing  Issues  During  the  workshop  we  iden/fied  a  number  of  addi/onal  issues  that    were  felt  to  be  poten/ally  significant  for  the  future  of  collabora/on  in    

the  next  decade  of  which  the  top  4  were  discussed  in  detail.  

•  Tools  for  enabling  and  managing  collaboraNon  •  Business  models  for  collaboraNve  ecosystems  •  Cross-­‐generaNonal  collaboraNon  •  CollaboraNon  Nme  as  a  new  currency  

•  Regulatory  frameworks  for  collabora/on  •  New  marketplaces  for  competencies  and  problems  •  Collabora/ve  models  that  help  reduce  inequality  •  Establishing  trust  in  digital  media  

CollaboraNon  Time  as  a  Social  Currency  Time  spent  working  on  collabora/ve  projects  addressing  real  issues  is  a    metric  that  drives  reputa/on  and  social  status.  Individuals  seek  to  give  up    their  free-­‐/me  to  help  solve  emerging  problems  to  be?er  support  society.  

Cross-­‐generaNonal  CollaboraNon  Tapping  into  the  exper/se  of  part-­‐/me  older  workers  and  the  re/red  is  supported  both  by  the  elderly,  who  seek  to  remain  ac/ve  and  make  a  

difference,  and  the  young  who  can  help  share  and  apply  their  knowledge.    

CollaboraNve  Business  Models  Partnerships  shifs  to  become  more  dynamic,  agile,  long-­‐term,  democra/sed  and  mul/-­‐party  collabora/ons.  Big  challenges  are  addressed  by  global  groups  

of  diverse  stakeholders  built  around  new,  non-­‐financial  incen/ves.    

Unified  CollaboraNon  PlaXorms  Public  and  private  communi/es  of  interest  partner  to  create  comprehensive,  unified  digital  plagorms  that  support  mul/ple  players  working  together  to    

take  major  innova/ons  through  to  proof  of  concept  and  beyond.    

CollaboraNon  Standards  As  we  move  to  a  world  of  IP-­‐free,  mass-­‐collabora/on  to  help  address  the    

big  challenges  ahead,  compe/tor  alliances  and  wider  public  par/cipa/on  drive  regulators  to  create  new  legal  frameworks  for  open,  empathe/c  collabora/on.    

The  Future  of  CollaboraNon  -­‐  Appendix  This  is  the  full  range  of  insights  both  used  as  input  to  

 the  Budapest  event  at  ISPIM  

Global  vs.  Local  Technology  is  by  its  very  nature  global  and  data  does  not  respect  na/onal  

boundaries.  Can  na/on  states  con/nue  to  set  the  rules  or  will  tension  in  global  interoperability  drive  us  to  design  for  global  standards  but  with  localised  use?  

Joining  the  Dots  Increasing  collabora/on  drives  companies  to  re-­‐organise  based  on  social  

networks.  The  shared  economy  changes  the  shape  of  many  organisa/ons,  but  a  shif  in  the  role  of  the  company  from  employer  to  facilitator  challenges  many.  

Rise  of  the  Micro-­‐Actors  We  can  see  a  blurring  of  energy  consumers  and  producers  –  to  ‘prosumers’  

who  do  both.  Hence  a  move  to  mul/ple  micro-­‐actors  working  individually  and  collec/vely  -­‐  supported  by  new  technological  developments,  including  storage.    

Big  CollaboraNon    Addressing  future  major  challenges  relies  on  deeper  and    wider  collabora/on  between  organiza/ons  with  no  lead    

company  and  IP  value  crea/on  replaced  by  new  recogni/on.  

Taking  Hard  Decisions    We  know  that  there  is  a  growing  urban  popula/on;  climate  change  is  taking  effect  and  that  the  vola/lity  in  water  supply  can  only  be  par/ally  mi/gated  by  improved  efficiency.  We  have  yet  to  decide  how  to  address  the  problem.    

A  Data  Marketplace    Data  is  a  currency,  it  has  a  value  and  a  price,  and  therefore  requires  a    market  place.  An  ecosystem  for  trading  data  is  emerging  and  anything    

that  is  informa/on  is  represented  in  a  new  data  marketplace.    

21st  Century  OrganisaNons  The  emerging  organisa/on  feels  very  different  from  c20th  companies  -­‐  collabora/ve,  crowd-­‐funded,  fla?er,  human-­‐focused,  hyper-­‐specialised,  informal,  localised,  out-­‐sourced,  project-­‐based,  purpose-­‐led  and  virtual.    

Deep  Distant  InteracNons  Reliable,  ubiquitous  mobile  communica/ons  will  enable  deep  and    

effec/ve  geographically-­‐distant  interac/ons  where  the  online  experience    will  be  difficult  to  differen/ate  from  face-­‐to-­‐face  mee/ngs.  

CollaboraNve  Health    Data-­‐centric  pa/ents  shif  from  a  dependency  on  expert  prac//oners:  They    take  on  more  responsibility  for  their  own  care  and  collaborate  with  a  wider  

range  of  health  professionals  as  they  pursue  improved  health  and  preven/on.  

Value  of  Data  There  is  undoubtedly  a  huge  economic  incen/ve  to  generate  and  collect  data  from  whatever  sources  it  becomes  available.  As  more  data  from  more  things  becomes  available,  we  can  expect  to  see  a  data  “land  grab”  by  organisa/ons.    

Reaching  the  Limits  Growing  popula/ons  and  rising  consumer  demand  related  to  higher  standards  of  living  across  all  socie/es  are  increasing  consump/on  of  

resources  and  we  are  in  danger  of  exceeding  the  Earth’s  natural  thresholds.  

CollaboraNve  Networked  Learning  There  will  be  a  movement  away  from  a  top-­‐down,  broadcast  approach    

of  learning  to  a  hyper-­‐collabora/ve  global  network  consis/ng  of    learners,  ins/tu/ons  and  content  providers.  

Securing  Sustainable  Society  The  benefits  of  making  data  open,  especially  for  solving  some  of  society’s  greatest  problems,  will  drive  governments  to  insist  that  certain  private  data  sets  are  made  public,  democra/sing  data-­‐use  and  driving  social  innova/on.    

Public-­‐Private  City  Partnerships  To  collec/vely  address  major  urban  challenges,  as  shown  by  Medellin  in  Colombia,  governments  increasingly  openly  collaborate  with  business  to  improve  the  ins/tu/onal  fabric  of  ci/es  as  well  as  core  infrastructure.    

Data  Darwinism    Data  is  a  new  form  of  power:  Corporate  consolida/on  places  data  in  the    hands  of  a  few  who  are  able  to  dictate  terms  above  others.  Governments  correspondingly  have  less  power  as  they  have  less  access  to  key  data.  

Individual  Control  New  disrup/ve  providers  are  seeking  to  put  the  individual  in  control  of    their  personal  data.  In  the  process,  they  are  seeking  to  disintermediate    

data-­‐intensive  businesses  from  their  exis/ng  sources  of  data.    

Deeper  vs.  Wider  RelaNonships  Social  interac/ons  broaden  through  extended  access  but  may  also    

become  more  superficial:  A  divide  grows  between  those  establishing  rela/onships  purely  on  data  and  those  basing  connec/ons  on  emo/ons.  

Self-­‐Organised  Learning  By  removing  adult  restric/ons  on  educa/on  and  providing  children    with  Internet  access  and  on-­‐line  support  and  encouragement,    

children  are  able  to  self-­‐organise  and  learn.  

Conscious  Stewards  We  are  more  aware  of  the  consequences  of  our  ac/ons:  There  is  a  sense  of  stewardship  of  the  world  -­‐  not  only  in  how  we  manage  our  home,  but  also  in  how  we  live  in  our  ecosystem.  We  start  to  behave  as  conscious  stewards.  

New  Value,  Different  Models  In  the  coming  years,  brands  will  need  to  be  disrup/ve  in  their  thinking  about  loyalty,  seeking  new  kinds  of  value  proposi/on,  exploring  different  models    

and  redefining  the  very  ways  in  which  loyalty  is  conceived.  

ParNcipatory  Government  One  of  the  ways  that  the  state  can  legi/mize  itself  to  its  cons/tuents    might  be  to  facilitate  the  building  of  rela/onships  with  the  people    

and  other  sectors  to  co-­‐provide  solu/ons  to  problems.    

Fair  CompensaNon  Fairer  prices  for  farmers,  food  producers  and  consumers  are  driven  by  the  elimina/on  of  subsidies,  the  introduc/on  of  sustainability  accoun/ng  into    the  corporate  P&L  and  increased  transparency  and  traceability  of  supply.  

Lessons  From  Large  CiNes    Smaller  ci/es  and  towns  will  increasingly  adopt  approaches  that    have  worked  in  larger  ci/es:  Mul/-­‐modal,  integrated  transport    

op/ons  will  be  adapted  and  op/mised  for  midi  ci/es.        

Post  Modern  Workplaces  We  are  on  the  cusp  of  a  transi/on  to  a  world  where,  half  of  the  popula/ons    

of  Europe  and  the  United  States  subscribe  to  post-­‐modern  values  of    autonomy  and  diversity.  The  workplace  will  not  escape  this  trend.    

Global  vs.  Bilateral  Agreements  A  key  ques/on  for  the  next  decade  will  be  whether  we  will  be  able  to  achieve  true  global  agreements,  or  will  bilateral  trade  agreements  remain  the  way    by  which  na/ons  can  be?er  manage  and  control  economic  influence?  

CollaboraNon  and  Trade-­‐Offs  To  bring  about  a  shif  and  to  broaden  the  frame  of  discussion,    pragma/c  collabora/on  is  needed,  between  government,    

society  and  industry  at  an  unprecedented  scale.  

Incumbent  Blockers  Several  large,  well-­‐established  organisa/ons  con/nue  to  seek  to  prevent  

change  by  arguing  for  short-­‐term  incremental  shifs  rather  than  wider,  more  collabora/ve  system-­‐based  change  that  may  benefit  society  in  the  long-­‐term.  

Transport  and  Society  Transport  systems  need  to  contribute  to  suppor/ng  and  improving    

society  rather  than  only  serving  it  and  risking  unintended,    unan/cipated  and  unwelcome  consequences.  

Changing  Role  of  Government  En//es  compete  with  the  state  for  influence  -­‐  environmental,  human  rights,  and  other  ac/vist  NGOs  –  and  operate  at  many  levels  of  government  around  

the  world.  This  new  dynamic  changes  the  role  of  the  state.    

Making  Compromises  Reconciling  the  need  for  companies  to  act  sustainably  and  in  accordance  with  principles  of  interna/onal  human  rights  with  the  local  prac/ces  will  require  compromise  to  develop  workable  context  and  industry-­‐specific  guidelines.  

Skill  ConcentraNons  The  growth  of  the  nomadic  global  elite  ci/zenship  accelerates  the  

concentra/on  of  the  high-­‐skill  /  high-­‐reward  opportuni/es  within  a  select    group  of  globally-­‐connected  ci/zens,  who  move  ahead  of  the  urban  pack.  

Measuring  Wealth  in  a  More  Human  Way    As  we  evolve  from  seeing  progress  purely  as  growth  of  GDP  and  income  per  capita  to  a  more  holis/c  understanding  and  measurement  of  wealth,  the  

metrics  by  which  we  judge  success  will  have  to  be  reinvented.  

Business  SoluNons  to  Societal  Problems  Re-­‐visioning  the  role  of  business  in  society  may  lead  to  a  reduc/on    in  inequality,  less  par/san  poli/cs  and  greater  ac/on  as  businesses    take  the  lead  rather  than  wai/ng  for  Government  to  lead  them.  

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