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Simone Cicero @meedabyte www.meedabyte.com
Design for a new Humanism Why the Collaborative (Economy) Shift is about
empowered individuals and new institutions
me @meedabyte
strategist
connector
contributor
@meedabyte
Economy of Services Creativity = Work
Innovation as a Must
about the information “infused” future
Daniel Bell
Sharing Economy Digital Transformation Informati on Age Gig Economy Coll aborative Economy Digit al Platforms Ecosystems Industry 4.0 Automation
Sharing Economy Digital Transformation Informati on Age Gig Economy Coll aborative Economy Digit al Platforms Ecosystems Industry 4.0 Automation
What is the true meaning of the collaborative economy shift?
“The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell
The New Possible
The New Desirable
See: http://www.goldmansachs.com/our-thinking/pages/millennials/
Will become the bigger spender segment in 2017
The New Desirable
FAST
PERSONAL
RELEVANT
HUMAN
“Customer experience … is a fundamental dimension of how a company competes” Joe Pine
RESPONSIVE ORGANIZATIONS
Aaron Dignan
“hack together products and services, test them, and improve them”
“obsessed with company culture and talent, with employees that can imagine, build, and test their own ideas”
“maniacally focused on customers, hypersensitive to friction… They are open, connected, and build with and for their community of users and co-conspirators”
Transparent Salaries Completely Ditched the Office Experimenting with different forms of team self-management in public
“Generation X managers popularized the term work-life balance, but millennial managers are seeking a blend of work and life.”
“The number of branches and people
employed in the financial services sector
may decline by as much as 50% over the
next 10 years, and even in a less harsh
scenario I predict they will decline by at
least 20%.”
Market Cap per Employee:
Uber: 15 M$ The “average” big corp. bank: 0.6 M$
“…the digital economy is deeply disruptive to the hierarchical management structures that provided middle management, middle-class jobs for most of the twentieth century”
Geoffrey Moore
“anytime we stick a piece of paper in front of a customer it is pure friction, and it certainly won’t allow us to execute revenue or relationship on a mobile phone, iPad or in a self-driving car” Brett King
“Collapse is simply the last remaining method of simplification”
Clay Shirky
USER CO-PRODUCER EMPLOYEE ?
BUREOCRACIES Organizing Production
PLATFORMS Organizing
Interactions
“Platforms are essentially bureaucracies for the networked age” Greg Satell
ENABLING SERVICES
DIRECT EXCHANGES
trust
em
pow
erm
ent
“as more and more of our activities move onto web and mobile platforms, and these platforms take on increasing governance and stewardship roles, we need to trust that they are doing it in good faith and backed by fair policies. That trust is essential to success.” Nick Grossman - USV
CREATE VALUE FROM SOCIAL & RELATIONAL CAPITAL
general intellect
FIXED CAPITAL COGNITIVE & SOCIAL CAPITAL
“Our business model classification and analysis says that Network Orchestrators outperform companies with other business models on several key dimensions: higher valuations relative to their revenues, faster growth, larger profit margins.” (Deloitte and Open Matters Study)
Asset Builders: build, develop, and lease physical assets
Service Providers: provide services to customers in form of billable hours
Technology Creators: develop and sell intellectual property
Network Orchestrators: create a network of peers in which the participants interact and share in the value creation. NETWORK
ORCHESTRATORS The latest evolution in
business model for interconnected world
WE SHAPE OUR TOOLS OUR TOOLS SHAPE US
The Platform Design Toolkit 2.0
For full context see: bit.ly/PDT20DRAFT
Platform Owners
Stakeholders Partners Peer Producers
Peer Consumers
players who owns the vision behind the realization of the market and ensure that the platform exists
entities that have a specific interest in platform success or failure, in controlling platform externalities and outcomes
professional entities that seek to create additional professional value and to collaborate with platform owners with a stronger relationship
entities interested in providing value on the supply side of the ecosystem/marketplace, seeking for a better performance
entities interested in consuming, utilizing, accessing the value that the is created through and on the platform
Used to map all actors in
an ecosystem: prioritize
entities according to
potential impact for
platform success, and
according to the level of
attraction they have for it,
and end up with a set of
maximum five entities
globally (peer consumers,
peer producers,
partners).
Also to be used to track
bricks and API’s to be
used in building the
platform. Link for comments:
https://goo.gl/AKDJJK
Used to dig deep into the
motivation that push
entities in the ecosystem
to participate: helps you
track the main
advantages in
participating in the the
ecosystem through the
platform (namely, needs
they can meet,
opportunities they can
find and such positive
outcomes) and what
each entity can “give to”
others. Link for comments:
https://goo.gl/0NxHd5
Used to rapidly map the
overall platform’s
dynamics, important
resources and enabling
and empowering
potential - will help to
understand if the
platform is doing its job
of sustaining the
ecosystem in value
production, will also help
you identify enabling and
empowering services
that the platforms should
provide. Link for comments:
https://goo.gl/NMlQcc
Used to understand
better and dig up the the
details of the
transactions happening
in the ecosystem. The
use of the transaction
matrix is not mandatory
but it is of great help in
identifying the key
elements of each
transaction that happens
in the ecosystem.
Link for comments:
https://goo.gl/lYpxQf
Used to identify who’s to
produce the “Core Value
Proposition” and the
other Value Generation
Activities and how such
activities impact on
external stakeholders
and to complement this
by thinking how the
different entities should
be involved in platform
steering activities.
Link for comments:
https://goo.gl/jmeiOU
ECOSYSTEM DESIGN = SHAPING STRATEGIES
…restructure entire markets and industries by designing new platforms and offering powerful incentives to motivate third parties to participate on them. …ecosystems enable the participation of large and small organizations (or individuals) in creating value at a scale beyond the possibilities of a single firm from Deloitte’s “Business ecosystems come of age”
PEOPLE DESIGN
INVENTORIES INFRASTRUCTURES
MO
BILI
TY
TRAV
EL
RET
AIL
HEA
LTH
HO
ME
COM
MER
CE
TELE
COM
S
disruptors
INCUMBENTS
Post-Industial
Post-Industial Capitalism?
“small things that can set big things in motion”
John Hagel
the bitcoin/blockchain ecosystem as a new design landmark
a currency as a mean to own a revolution
a self emerging infrastructure
an insurgent form
of democracy
An Insurance Policy Smart
Contract
“…a cryptographically secure environment redefining how we think about home automation systems, extending popular protocols such as Z-Wave and ZigBee and allowing you to directly rent access to a home or office. The Ethereum Computer brings smart contract technology to the entire home…”
“. . . In that Empire, the Art of Cartography attained such Perfection that the map of a single Province occupied the entirety of a City, and the map of the Empire, the entirety of a Province. In time, those Unconscionable Maps no longer satisfied, and the Cartographers Guilds struck a Map of the Empire whose size was that of the Empire, and which coincided point for point with it. “
Programmable Reality (the “Borges” Map)
Smart Contracts
DESIGN
Things
The next institution could be a
Code Snippet
“The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell
3 KEY STEPS to enabling the transformation
“[technology ] platforms represent the ability to generate multiple revenue streams over the same set of assets [while] currently firms invest on dedicated infrastructures to support one revenue stream with a dedicated set of assets“ Mark McDonald, Accenture
1. BUILD AN AGILE TECNOLOGY PLATFORM
2. EMBRACE A NEW ORGANIZATION MODEL
PARTICIPATIVE
SELF MANAGEMENT
EMPLOYEE WHOLENESS
EVOLUTIVE MISSION
3. BUILD INNOVATION CAPABILITIES
“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
Thanks! Learn how to design platforms
bit.ly/PDT20DRAFT
www.meedabyte.com
2.0 Draft is out, stay tuned for next official release in Q1 2106:
www.platformdesigntoolkit.com