Post on 20-Dec-2014
description
Crowdsourcing: The Business Model for
Reinventing the Government
Dr. Michele Osella Head of Business Model & Policy Innovation
Unit
Copenhagen, 16th October 2014
@MicheleOsella
#CSWEurope
Copenhagen, 16th October 2014 2CrowdSourcing Week Europe 2014
Joy's Law“No matter who you are, most of the smartest people work for
someone else”
Bill Joy – Co-founder of Sun Microsystems
The Harsh Reality
Copenhagen, 16th October 2014 3CrowdSourcing Week Europe 2014
Networked Enterprises
Copenhagen, 16th October 2014 4CrowdSourcing Week Europe 2014
Crowdsourcing as Lever of Business Model Innovation
Crowd$ourci
ng
Longevity
Dependence on the crowd
Innovativeness curve
Radical
Incremental
‘Old guard’
‘New guard’
Copenhagen, 16th October 2014 5CrowdSourcing Week Europe 2014
The Crowdsourcing Space
Fertile soil for private sector business models
Copenhagen, 16th October 2014 6CrowdSourcing Week Europe 2014
Business Model Archetypes
Copenhagen, 16th October 2014 7CrowdSourcing Week Europe 2014
Archetypal Business Model A – Brain Attraction
Facilitation in finding solutions to well-defined problems
Seekers (charged side of the market)
Two-sided crowdsourcing platform
Generally medium or long term
Generally medium or long term
Seeker support, challenge definition, solution awarding, platform management
HR, IT estate, marketing mix
Solvers (funded side of the market)
Facilitation in finding challenges matching professional abilities
Solver community, brand reputation
Fees to list challenges, commissions on the awarded amounts, consulting fees
Giant companies for ad-hoc programs, donors for non-profit programs
Copenhagen, 16th October 2014 8CrowdSourcing Week Europe 2014
Archetypal Business Model B – Innovation Consumption
Enterprise offering
Company customers
Short, medium or long term
Need definition, IP management, platform management, product development
HR, R&D costs, production costs,compensations for external solutions
Product or service revenues
Solvers
Solver community, financial resources, R&D competences
Company channels
Copenhagen, 16th October 2014 9CrowdSourcing Week Europe 2014
Archetypal Business Model C – Social Product Development
Provision of cutting-edge products
Consumers, both members and non-members (charged side of the market)
Internal or external shopsCommunity-like platform
Generally medium or long term
Generally medium or long term
Product evaluation, product engineering, community engagement
HR, IT estate, influencer rewards, inventor rewards, development costs
Facilitation in cooperative product development
Innovator community, brand, skills in product development
Product sales
Suppliers, external wholesale distributors, external retailers
Members acting as inventors or influencers (funded side of the market)
Ex-ante submission fees (if any)
Copenhagen, 16th October 2014 10CrowdSourcing Week Europe 2014
Archetypal Business Model D – Labor as a Service
Access to a global, on-demand, scalable, 24 x 7 workforce
Requesters (charged side of the market)
Human intelligence marketplace platform
Generally short or medium term
Generally medium or long term
Order decomposition, micro-task supervision, quality check, order packaging
IT estate, compensations for completed micro-tasks
Individual workers (funded side of the market)
Facilitation in finding temporary tasks matching personal abilities
Worker community, brand reputation
Payments for completed orders, fees for consulting and added-value services
IT infrastructural providers
Copenhagen, 16th October 2014 11CrowdSourcing Week Europe 2014
The Nagging Question
Could this new wave of business models
be tapped by the government?
Copenhagen, 16th October 2014 12CrowdSourcing Week Europe 2014
Changing the Government – The Golden Circle
Need to generate
higher societal
impact with less resources
Providing fresh inputs that usher-in benefits in terms of
opportunity, time, and
costs
Crowdsourcing
Copenhagen, 16th October 2014 13CrowdSourcing Week Europe 2014
Creative Disruption?
Government 1.0
Government 2.0
“Bureaucratic administration means
fundamentally domination through knowledge”
Max Weber
“Government stripped down to its core, rediscovered and reimagined as if for the first
time” Tim O'Reilly
Bureaucracy as dominant governmental platform of the
20th century
Governments still in search for a governmental platform
Copenhagen, 16th October 2014 14CrowdSourcing Week Europe 2014
Next-generation government =outcome-based government + extended
government
Next-Generation Government Equation
Viable business model underlying governmental
operations
Collective intelligence as lifeblood of problem solving
mechanisms
Copenhagen, 16th October 2014 15CrowdSourcing Week Europe 2014
A Business Model for the Government?
Not everything that is profitable is of social value and not everything of
social value is profitable.
The governmental
business model is not about being
profitable, is about being sustainable!
Copenhagen, 16th October 2014 16CrowdSourcing Week Europe 2014
The Extended Government in a Nutshell
Extended government ushers in new
opportunities for grassroots
participation
Extended government opens the government not only for the sake of transparency
Extended government leverages network dynamics
Extended government turns the government into a platform
Switchboard connecting a
distributed and networked
community
Copenhagen, 16th October 2014 17CrowdSourcing Week Europe 2014
Examples of Crowdsourcing at Work in Government
Datapaloozas(USA
Government)
Challenge.Gov(USA
Government)
G-Cloud(UK Government)
ReCaptcha usage (many
governments)
Brain attraction
Innovation consumption
Social product development
Labor as a service
Copenhagen, 16th October 2014 18CrowdSourcing Week Europe 2014
To smoothly orchestrate the two souls of crowd engagement, depending on needs and expected results…
The Maturity of Crowdsourcing in Government
Participation Problem solving
Objective Opinion gathering Solution collection
Expected result Legitimacy Tackling of grand challenges
Crowdsourcing approach
Wide Wise
Focus How What
Motivation to participate
Intrinsic Intrinsic + Extrinsic
Users’ driving force Collaboration Collaboration + Competition
Prominent metric Number of individuals involved
Number of top-notch solutions
Signal-to-noise ratio Low High
Copenhagen, 16th October 2014 19CrowdSourcing Week Europe 2014
“The government is us. We are the government.”Theodore Roosevelt (1902)
“The crowd is us. We are the crowd. We can change the government.”
CrowdSourcing Week (2014)
Conclusions
Copenhagen, 16th October 2014 20CrowdSourcing Week Europe 2014
Thanks for your attention!
We believe in collaboration as a powerful source of innovation.We consider interdisciplinarity as a genuine multiplier of opportunities.We are optimistic.
Copenhagen, 16th October 2014 21CrowdSourcing Week Europe 2014
Contacts
Dr. Michele OsellaHead of Business Model & Policy Innovation UnitIstituto Superiore Mario BoellaE-mail: osella@ismb.it Twitter: @MicheleOsellaLinkedIn: linkd.in/MicheleOsella Web: www.ismb.it/michele.osella