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

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2.0 Draft is out, stay tuned for next official release in Q1 2106:

www.platformdesigntoolkit.com