Hdl talk final
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Transcript of Hdl talk final
Indy Johar
PLATFORM FUTURES REFLECTIONS FROM PRACTICE
TEAM DOCUMENT
00 @HDL2010 09.06.13
Indy Johar
Institution - Corporate >>> Platform - Network
TEAM DOCUMENT
00 @HDL2010 09.06.13
Indy Johar
TEAM DOCUMENT
00 @HDL2010 09.06.13
1800
1890
1980
1810
1820
1830
1840
1850
1860
1870
1880
1900
1910
1920
1930
1940
1950
1960
1970
2010
2000
1990
Royal Institute1799
<
Royal Society of the Arts1754
Royal Academy of the Arts1768
Royal Institute of British Architects1834
Royal Academy of Music1822
Royal Society1850
Royal College of Art1837
Reform Club1836
Atheneum1824
Royal Academy of Dramatic Arts1904
National Health Service1948
Peabody Trust1862
Royal Institute of Chartered Surveyors 1862
The National Gallery1824
Victoria & Albert Musuem1852
Tate1897
Wikipedia2001
Octavia Hill Housing1865
Zoological Society of London1824
Scouting Movement 1907
Carnegie Trust1913
Institute of Mechanical Engineers1847
The Football Association1863
English Heritage1983
Natural History Museum1856
The British Museum1753
YMCA1844
The National Trust 1884
Royal Society of Medicine1834
Open University1969
THE INSTITUTION BOOM
ARCHITECTURE BY ARCHITECTSMonetary Economy
ARCHITECTURE BY EVERYONE ELSESocial EconomyLed by the manyPlatform economy
Led by the few Corporate economy
Indy Johar
PLATFORM_MAKING
THE WIKIHOUSE>THE OPEN INSTITUTE>THE HUB>THE HUBLAUNCHPAD>
PROJECT FIELDCLOUD>
00 @HDL2010 09.06.13
THE WIKIHOUSE
End/I4
Fl/2 Fl/1
End/I1
F2/B
F2/F
F1/C F
1/G
F1/E
F1/D
F1/A
F2/B
F2/D
F2/E
F2/G
F2/C
F1/F
F1/B
HC/2
HC/1
VC/1
VC/2
WikiHouse
F2/B
F2/D
F2/E
F2/B
F2/F
F1/C F
1/G
2+
2+
?
London
Gwangju
ChelmsfordYorkshire
Milan
Haiti
WikiHouseNZ
WikiHouseRIOTED Cities 2.0
?
Paris
1
2
3
4
1. Standard triple glazed unit.2. CNC cut ‘sandwich’ frame. 18mm Birch plywood.3. Capacity to use many different kinds of hinges, handles and seals.4. No manufactured flashings required.
SECURITY
HEATING / COOLING
WATER
HEALTH
STRUCTURES
ENERGY
CONSTRUCTION
SANITATION
FURNITURE
..............................
PLAY
GROWING
THE OPENINSTITUTE
1. CYCLE NETWORKSafe, delightful cycling infrastructure
1. OPEN SURFACEDigital surface
2. OPEN SPACESOpen access workspace, labs, incubators
4. OPEN EDUCATIONPeer-to-peer university
3. OPEN RIGEvents, exhibition, bazaar
5. OPEN STREETSServiced public realm for pop-ups, markets
9. OPEN DATAPublic, corporate data commons
10. OPEN FUNDCivic booster / incubator fund
6. OPEN BUSINESSOpt-in open business charter
7. OPEN NETFree neighbourhood wi-fi, mapping, concierge
8. OPEN FORUMTown hall, Hackney+
OpenInstitute LDN
BROADCASTING SUITE
LAB
GARDEN
DIGITAL AD SANDBOX
PLATFORMS
FUTURE UPGRADES
TICKETING & BARRIERSPERFORMANCE
EXPOMICRO WORKSPACES
MICRO RETAIL
RETAILSANDBOX 24 HR EATING
VIRTUAL RETAIL
INSTALLATIONS
MUSICPUBLIC SPACE UPGRADE
CROSSINGS
MESSY / WET LABFAB LAB
MEDIA LABCRÈCHEOPEN DATA LAB
SHARED RESOURCES
GAMING
FOOD LAB
MICRO PERFORMANCE
AUDITORIUMHACKATHONS
LAUNCH PADEXPO
MASS GAMING
HALL
DRINKABOUTSGARDEN
GARDEN
BOARD ROOMSLIVING ROOM
STUDIOSVIDEOCONFERENCING SUITE
MEETING GARDENS
OPEN DATA
OPEN DIGITAL SURFACE
DIGITAL ADVERTISING
MICRO RETAIL
SEATING
LANDSCAPE
TFL
1. FELLOWS‘Professors’ as generous thematic knowledge aggregators. Seeds projects, curates networks, open IP.
2. OPEN CURATORS ‘Broadcasters’ - processing raw data and knowledge and disseminating meaning.
3. OPEN FUNDInvestors activating investment both in entrepreneurs and intrapreneurs (innovators within existing corporations & public sector)
4. OPEN LIBRARIANProcessing open IP, data, and making it useful.
5. OPEN AUDITORSData collection, impact analysis, feedback and ethics commentator.
6. HOSTSApproachable operator in ‘concierge’ role, helping by co-ordinating, suggesting, introducing and responding to need.
THEMATICS
DesignLawGovernanceMarketsTechnologyFinanceEthicsScienceMedicineBehaviour. . .
OpenOS.
The platform is conceived not unlike a typical smartphone. It will consist of:
1. Hardware The physical kit2. Operating system (rules and running software)3. ‘Apps’ by third parties, such as programmes, uses, events or software. (e.g Hackspace)
‘APPS’ BY THIRD PARTIES
LabsIncubatorsBusinessesOrganisationsEducation programmesEventsLecturesCivic surfaceWebMobile. . .
EXECUTIVE TEAMOperating team responsible for management, operation & maintenance.
OPEN GOVERNANCECommunity-interest company constitution
OPEN INFRASTRUCTUREShared space & resources
OPEN INSTITUTEA new open commons in East London: a civic platform acting both as a cultural platform and a kind of ‘open source university’ – owned by and for everyone. An extension of the pavement.
OPEN BUSINESS MODELSustainable use / revenue
OPEN OPERATING SYSTEMOpen platform software
>
OPEN LICENSEOpen brand / license to support replication
OPEN LIBRARYCurating the commons
>
>
>
>
>>
EXPERT INTERVIEWS
X30-40(Tech/Education/Policy/
Science/Design/Community)90% COLLECTING
COLLECT DEEP
KNOWLEDGE
INVITE TO PARTICIPATE(WRITTEN)
7
PLATFORM 1DIGITAL
90% SHARING10% COLLECTING
PLATFORM 2LIVE EVENT
MINI ‘MASSIVE CHANGE’2 DAY WEEKEND70% SHARING
ANALYSE SYNTHESISE
1
BLOG
FILM
TOP 10 OPEN
SOURCES
ARTICLES
QUOTES
DIGESTIBLE COMMONS DIAGRAMMATERIAL
COLLECT LIGHT KNOWLEDGE
[IDEAS/COMMENTS]
INTROMATERIAL
DESIGN
INVITE TO PARTICIPATE
(LIVE)
TALK
PANEL
FILM
EXHIBITION - Interactive elementsDesigned with ideas and content from the experts
TALKS AND PANELS [6]
WORKSHOPS [2] MAKE/HACK [2] E.G. Iconathon - open source
LAUNCH PERMANENT OI FORUMS
OPEN PLATFORM For people to add their own conversation topics (30 mins)
INVITE TO PARTICIPATE(COMMITTED)
STRONG ADVISORY
CO-BUILDERSINFRASTRUCTURECONTENT
KNOWLEDGE & INSIGHTWHATHOW
(OUTPUTS?)
PROOF OF SUPPORT
EVIDENCE OF ENGAGEMENT
ANALYSE SYNTHESISE
2
COLLECT LIGHT KNOWLEDGE[IDEAS/COMMENTS]
INVITATION TO PARTICIPATE
START PROJECT/FORUM
KNOWLEDGECOLLECT
BUILD/DESIGNSHARE
OBJECTS/MATERIAL
PARTICIPATION
RELATIONSHIP BUILDING
KNOWLEDGE BUILDING
Seeding the open economy.
An open business model.
Pay for access
Free, pay for exclusivity
From
To
Closed & regulated.
Open & peer-to-peer.
OpenLicense.The institution’s model and brand is itself entirely open, including legal documents, software and operating model. This means that other groups can more easily replicate it in other cities under the same constitution.
THE HUB WESTMINSTER
Hub Kolkata | Proposition9/16
15,000 sqft facilityIncubator space for startups to work, meet, learn and launch their business.
HUB Westminster
AcceleratorFundMentoring and investment to catalyse startups
HUB Launchpad
Birmingham
Village Capital
Accelerator
HUB Launcher
Trade-school
Global Hub Network
HUB Academy
Top up learning programmes for
startups
IIT & ISIEducation
partnerships with world class
institutions
Big Data PublicationLDN <> KOL
LAUNCHPAD
HUB Westminster
Hub Community
Hub Kolkata | Proposition9/16
15,000 sqft facilityIncubator space for startups to work, meet, learn and launch their business.
HUB Westminster
AcceleratorFundMentoring and investment to catalyse startups
HUB Launchpad
Birmingham
Village Capital
Accelerator
HUB Launcher
Trade-school
Global Hub Network
HUB Academy
Top up learning programmes for
startups
IIT & ISIEducation
partnerships with world class
institutions
Big Data PublicationLDN <> KOL
LAUNCHPAD
HUB Westminster
Hub Community
LKX LWE
LIS
SFO
AMS
STO
JNB
DXB
MEL
TLV
SIN
BRI
BGO
BRU BUH
HEL
CPH
MAD
MIL
PRG
RTM
ROMROVSIR
TMP
VIE
ZRH
HFX
LAX
OAX
BHO
CBA
SPO
OTW
BKY
SEA
Asia | PacificMelbourneSingaporeTel Aviv
AfricaJohannesburg
EuropeAmsterdamBergenBrusselsBucharestCopenhagenHelsinkiLondon IslingtonLondon Kings CrossLondon WestminsterMadridMilanPragueRomeRotterdamRoveretoStockholmTampereViennaZurich
North AmericaBerkeleyHalifaxLos AngelesOaxacaOttawaSeattleSan Francisco
South AmericaBelo HorizonteCuritibaSao Paulo
HUB InitiativesBariBogota
BoulderBoston
DubaiMexico City
Caracas
Munich
RomeSeoulSyracuseTokyoWashingtonZagreb
FLorenceGenevaLimaLuxemburgMiamiMoscowNicePortlandRaleighRecifeSan SebastianSanta Cruz de Tenerife
Oakland
HUB CandidatesAthensBarcelonaBeirutBerlin
Network
HUB Islington, the original HUB opened in January 2005.
Today there are 38 Hubs + 14 initiatives across 5 continents.
A global network of 6500 + members and 6million+ EUR revenue
THE HUB LAUNCHPAD
HUB LAUNCHPAD PROGRAMMETHEMATIC DELIVERY PARTNERS(with local networks,
social capital in sector)
SPECIALIST MICRO ACCELERATORS
PUBLIC SERVICES INNOVATION
(2013)
NURTURING EARLY STAGE TALENT AT PRE START UP STAGE
FUTUREMANUFACTURING
(2015)
PUBLIC SERVICES INNOVATION
(2014)
BIRMINGHAM PROGRAMME :PUBLIC SERVICE INNOVATION & FUTURE MANUFACTURING
LONDON PROGRAMME:PUBLIC SERVICE INNOVATION & FINANCE INNOVATION
FINANCE INNOVATION
(2014)
BIRMINGHAM 200 SCHOLARSHIPS
4 HACK WEEKENDS
2 X 14 WEEK FULL TIME ACCELERATOR PROGRAMMES
2013 : PUBLIC SERVICE INNOVATION 2015 : MICRO & DIY MANUFACTURING
70 SOCIAL VENTURE FOUNDERS
£750,000 INVESTMENT INTO FOUNDERS
4 YEAR PROGRAMME £1.5M TOTAL
INVESTMENT AWARDS 100 SOCIAL
VENTURES 200 CO-FOUNDERS 4000 ENTREPRENEURS
BIG DATABUILDING SOCIAL
MOVEMENTSSOCIAL BUSINESS
DEVELOPMENT
TECHNICAL PARTNERS - MAVENS ACADEMY
CORE SUPPORT FOR STARTUPS IN 3 KEY DEVELOPMENT AREAS
100 NIGHT SCHOLARSHIPSX 4 PROGRAMMES
44
2+
£25,000
3 MONTH EVENING MEMBERSHIPS TO HUBS PROVIDING ACCESS TO PEER STARTUP COMMUNITY, STARTUP RESPIRCES AND EVENTS
RAISES AWARENESS ON THEMES & BUILD A COMMUNITY CLUSTER & RAPID PROTOTYPE YOUR TEAM
HOUR HACK EVENT FORMAT
£46,000 INVESTMENT AWARDS EACH PROGRAMME
TOTAL £1.5 MILLION INVESTMENT AWARDTOTAL
140 SOCIAL VENTURE FOUNDERS
£
PEER INVESTMENT PRIZES
INVESTMENT COMMITTEE PRIZE
£2350 MONTHLY STIPEND / FOUNDER
MIN. 2 CO-FOUNDERS PER TEAM
FULL TIME 14 WEEK ACCELERATORS
2
48
X 35
=
IN BIRMINGHAM
2 IN LONDON
£
FINANCEMANUFACTURING
#1 #2 #3 #4
200 BIRMINGHAM SCHOLARS
200 LONDONSCHOLARS
HIGH PROFILE HACK CAMPS AS MARKET MAKING FOR EACH PROGRAMME
8 TOTAL CAMPS OVER 4 PROGRAMMES
PUBLIC SERVICESX 2
X 2
HUB LAUNCHPAD(Company Limited by Guarantee)
HUB LAUNCHPAD FOUNDING PARTNERS
INVESTORS
DO LABORATORIES 00
PLATFORM_MAKING
Indy Johar
PLATFORM_MAKING. THE SHIFT1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE2.FROM CONSUMER TO COMMUNITY CO_GENERATION3.FROM MANAGEMENT TO CURATION & CULTURE4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE SHIFT1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE2.FROM CONSUMER TO COMMUNITY CO_GENERATION3.FROM MANAGEMENT TO CURATION & CULTURE4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE SHIFT1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE2.FROM CONSUMER TO COMMUNITY CO_GENERATION3.FROM MANAGEMENT TO CURATION & CULTURE4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE SHIFT1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE2.FROM CONSUMER TO COMMUNITY CO_GENERATION3.FROM MANAGEMENT TO CURATION & CULTURE4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE SHIFT1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE2.FROM CONSUMER TO COMMUNITY CO_GENERATION3.FROM MANAGEMENT TO CURATION & CULTURE4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE SHIFT1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE2.FROM CONSUMER TO COMMUNITY CO_GENERATION3.FROM MANAGEMENT TO CURATION & CULTURE4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE SHIFT1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE2.FROM CONSUMER TO COMMUNITY CO_GENERATION3.FROM MANAGEMENT TO CURATION & CULTURE4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE SHIFT1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE2.FROM CONSUMER TO COMMUNITY CO_GENERATION3.FROM MANAGEMENT TO CURATION & CULTURE4.FROM RULE BASED TO DESIGN BASED 5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE CHALLENGES1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE4. AUTHORSHIP & REPUTATION MANAGEMENT5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS6. GOVERNANCE PLATFORM ECOSYSTEMS7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE CHALLENGES1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE4. AUTHORSHIP & REPUTATION MANAGEMENT5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS6. GOVERNANCE PLATFORM ECOSYSTEMS7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE CHALLENGES1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE4. AUTHORSHIP & REPUTATION MANAGEMENT5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS6. GOVERNANCE PLATFORM ECOSYSTEMS7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE CHALLENGES1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE4. AUTHORSHIP & REPUTATION MANAGEMENT5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS6. GOVERNANCE PLATFORM ECOSYSTEMS7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE CHALLENGES1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE4. AUTHORSHIP & REPUTATION MANAGEMENT5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS6. GOVERNANCE PLATFORM ECOSYSTEMS7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE CHALLENGES1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE4. AUTHORSHIP & REPUTATION MANAGEMENT5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS6. GOVERNANCE PLATFORM ECOSYSTEMS7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE CHALLENGES1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE4. AUTHORSHIP & REPUTATION MANAGEMENT5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS6. GOVERNANCE PLATFORM ECOSYSTEMS7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE CHALLENGES1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE4. AUTHORSHIP & REPUTATION MANAGEMENT5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS6. GOVERNANCE PLATFORM ECOSYSTEMS7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
Indy Johar
PLATFORM_MAKING. THE CHALLENGES1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE4. AUTHORSHIP & REPUTATION MANAGEMENT5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS6. GOVERNANCE PLATFORM ECOSYSTEMS7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
PLATFORM_TOOLMAKING
OUTCOME METHOD GOVERNANCE OWNERSHIP INPUTS
_.OPENLY_Social
_.Ltd_.LLP_.LP_.PLC_.CIC_.CIO+_.OLC Open Limited Company
_.Version authoring
15
04/
ADAPT
VERSION 2.0
SHARE
IMPROVE
INVITE<SEED<HOST COMMUNITIES OF INTEREST
CROWDMAKE COMPONENT INFRASTRUCTURE
VERSION 1.1IMPROVE
SHARE
GROW A COMMUNITY OFCOMMON PUPOSE
SHARE
EVIDENCE & SHARE PERSONAL PURPOSE
BUILD SHARED A LANGUAGE
SEED, IDENTIFY PROTOTYPE SHARED ACCELERATOR INFRASTRUCTURE FOR COMMUNITIES OF INTEREST.
SEED AND HOST SHARED A ECOSYSTEM UNDERSTANDING
_.Openly Social System Change
00 ‘Zero Zero ‘Hub WestminsterNew Zealand House80 HaymarketLondonSW1Y 4TE
T 0207 739 2230www.architecture00.net
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