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Just found this awesome 27 min talk by Joi Ito on the 9 principles of open innovation. They are not that new – first version appeared in 2012 – but they seem to have matured, like good wine in well kept cellars. Almost every sentence he speaks is tweetable ;-)

To help me concentrate on the content, I usually make a lot of notes, and before knowing I almost made the transcript of this talk, so i can as well share my notes.

So, I have no credits on the content. I just did some mix and matching with some other material from others. Like Joi, I have been a DJ, and I have fun in mixing and weaving different themes into some form of new carpet. Highlights are mine.

joi ito

 

Joi Ito is Director of the MIT Media Lab and many other things (check out this Wikipedia page).

Here is the sort of transcript, more or less ordered around his 9 principles.

But in his intro, he says also loads of interesting things.

The MIT Media lab 30 years later: Media is plural for Medium, Medium is something in which you can express yourself. The Medium was hardware, screens, robots, etc. Now the medium is society, ecosystem, journalism,… Our work looks more like social science.

Before the Internet (BI) and Post the Internet (PI): Post the Internet, it is about participating responsibly in a system that you can’t predict and whose outcome to your intervention is almost random.

We are moving from “demo or die” to “deploy or die”. It just costs some “sweat equity” and some kids in a dorm room to get things done. Kids are competing with the incumbents. The innovation cost – the cost of trying something – went to nearly zero. Now you can innovate without asking permission, pushing innovation to the edges, and allow grassroots innovation.

Note: I believe “grassroots” innovation is very important in organizations. Last week I was on the judge panel of an internal innovation channel. I saw quite some things that our innovation team explored before, but never succeeded to get out there. With grassroots innovation, you have the buy-in from the fabric of the organization from day-1. It is very “swarmwise”.

Before, the guys who had the money had the power. Now, because the space of startups is so crowded, the VCs have to sell themselves.

Note: I heard something very similar recently in the context of innovation motivations: corporates looking for innovations have to sell themselves to startups.

Diminishing cost of innovation makes those having the money behave a little bit better. Who is thinking about those ideas that don’t start small? Thinking about it as a community. This is less about empowering the individual, more about empowering the community.

Note: “empowering the community”. Wow! Big ideas are usually shared ideas. In yesterday’s post, I mentioned the great Diego Miralles with his story of the Janssen Labs as a story of shared infrastructure. I believe the time is ripe – more than ever – for cooperative structures where we can form “coalitions of the willing” to solve the big community challenges.

Twitter was not a company, it was a feature. It only became useful when linked, when in a system. Can the ecosystem solve the big problems, a complex system with nobody really in charge? In stead of designing that one thing, in a system design is more like growing, giving birth to a child, you don’t know exactly where that child is going, it has your DNA, but hopefully turns into something that you are going to be proud of. Think of it like a gardener: the open internet is the water, the openness, the air that you need, and all of us are the organism that live in that system, to make this thing vibrant.

Then Joi started introducing and commenting some of the 9 principles.

A lot of people disagree with them, but I don’t care. I care about the arguments, I don’t care that they are disagreeing.

Joi Ito 9 Principles2

Pull over push

You pull from the network as you need it, rather than stocking it and centrally and control it. And agility is what comes out of that. If you have printing presses, and lines of code, and IP, those are all reasons not to shift course, to stick to your map, rather than the compass. All the things we think are assets are in fact liabilities, if you think about it from the perspective of agility.

Compasses over map

Often the map costs more to build than it is worth, because the complexity is so high and it is so unpredictable. Dependence on planning is a weakness.

Practice over theory

When I was looking for funding my first ISP, the investor spent 3M USD for consultants to advise not to invest 600K dollars. If it costs you more money to think about it than to do it, it’s better to do it. And if you do it, it turns out that you get a fact, not a theory. It is important to do things, especially if the cost of doing things is cheaper than talk about it. A lot of times it works in practice and not in theory, you can figure out the theory later. Most of the world deals with things that work in theory, but not in practice, and they try to discredit reality in order to fit with their theory. But “in theory” they say, “theory and practice are the same”

Disobedience over compliance

You don’t win a Nobel price by doing what you are told. You win a Nobel price by questioning authority and thinking for yourself. You want to build an organization that is resilient to disobedience

Emergence over authority

In communities, authority seems to be emergent. Open Source project leaders, tend to be somewhat quite people, with a lot of EQ, how are not naturally trying to grasp power, but end up in power because the followers (@petervan: I would say the fellowers) push them there. In an investment firm with a hierarchy that is based on function and title, you just need a stick to keep the troops aligned. But when you are in a system where you are paying to participate, then you want emerging authority.

Learning over education

Education is what people do to you, learning is what you do to yourself. About degrees and “finalizing my eduction”. I don’t want you to be at the media lab, because you want to get out.

Resilience over strength (part of the Q&A)

In stead of bulk-up and resist failure, invest the same money on recovery and resilience. You tend to try to minimize failure, rather than trying to work on resilience. It’s also kind of a Zen thing too. If you are extremely present and ready for anything, your are in an extremely resilient state. And it you are not present, you are always focused on the future, or the past, you try to build up walls and trying to make sure that you don’t get choved. And it is hard when you are surrounded by other planners in an institution like this (Knite Foundation) you tend to focus on structure, strength versus resilience, the structure vs this bounciness. Again on the Internet, a lot of the pieces are very resilient, when you are in an institution that uses a lot of planning; it is hard to create that interface

Also the Q&A part of this talk was interesting.

On how to share knowledge:

The conference model is a great system. A lot of people have experimented with ways to try to share knowledge, but it seems to be one of the hardest problems because everybody has a day-job, they are very busy, and people are talking sort of different languages, and when you are face to face you can coordinate your language in real-time

On how to you get people who are working on things coordinated?

At the Media Lab we have several approaches: we have this sort of big data, data mining, machine learning, predicting things through causalities and patterns vs something where people are more in charge and people are more active.

There is another version of this talk at TED talks:

The more I listen to Joi, the more I become aware that he is talking about leadership features to navigate our companies in this more then ever unpredictable fast moving world. It was a pure coincidence; right after Joi’s talk, I spotted this great post from John Maeda, about Creative Leaders versus Authoritative LeadersJohn Maeda was the President of the Rhode Island School of Design from 2008 to 2013. He is currently a Design Partner at Kleiner Perkins Caufield & Byers.

This chart represents a summary of the kind of creative leadership that is rising — and needed — in the face of our increasing interconnectedness due to global economies, mobile devices, and social media. In an age where anyone can “friend” the CEO, and where complexity and volatility are the only constants, what should leadership look like? I often say we are now operating within a “heterarchy” though I’ve also cleverly seen it called the “wirearchy.” In any case, it’s a world where I believe the natural perspective of artists and designers — who thrive in ambiguity, fail productively, and rebound naturally — will be become more and more useful in leadership contexts.

The chart was originally created for a workshop at the Davos World Economic Forum in 2009 and became the basis of my book Redesigning Leadership, written with Becky Bermont. In my own observation, there are authoritative leaders and creative leaders everywhere — it’s not something wholly determined by industry, generation, or position. And every leader will need, on any given day, a little bit of both types of leadership.

John Maeda principles

Makes me think about principles for Leadingship vs. Leadership. See also my post “The End of Leadership” of 1 ½ year ago. Like Joi’s talk makes us reflect on the openness of innovation, Maeda adds the openness of leadingship.

I am just back from the #disruptiontour with tour leaders Peter Hinssen https://twitter.com/hinssen and Steven Van Belleghem https://twitter.com/StevenVBe, and flawlessly put together by tour organizer Ilse Debondt from Connected Visions (https://twitter.com/ConnectdVisions ).

The PDF of the full program can be found here: http://www.connectedvisions.eu/pdf/cvdtour_program2014.pdf

I have made two blog posts about this excellent study tour:

  • “Highlights Disruption Tour” with a sequential overview of highlights per company visited (that post)
  • “The Uberization of Everything”, a more holistic analysis and sensemaking effort of what I believe are the disruption understreams (this post)

The tour started in the Bay Area on Monday 2 June 2014 with a visit to Google and ended on Friday 6 June 2014 at Scripps Research in San Diego.

Hereafter 8 “clusters” of transversal insights, with my very personal subjective sensemaking for which I am the sole responsible ;-)

 

Brand Identity and what the company stands for

 

We visited Tesla after Google. The Google campus of course looks great, but one starts to wonder whether all this is real. How much is theatre and drama? Somebody made the remark whether some of the folks on the campus were not hired as actors ;-)

Tesla Model S

What was more striking are the much higher enthusiasm and true engagement of the Tesla folks. In comparison, the Google people felt tired and at time un-interested. The Tesla tribe was full of fire and energy.

The Google portfolio looks more and more like a patchwork of apps and acquisitions. Even the Google presenter acknowledged that he did not know anymore what their brand was standing for. Something similar happened at Singularity University, where the presenter did not believe the singularity was going to happen, at least not in one “big bang”.

 

Companies need a “Collective Coherent Corporate Consciousness”

ànd clarity in their intentions and associated narratives.

 

Relating this all back to financial services, one may ask what a bank stands for or not. “When is a bank not a bank?”. When we see Paypal making payments invisible and blurring the online/offline worlds, what is holding back a Walmart, Amazon, and vibrant startups of offering these services under-the-hood, and elevating what they stand for at a more ethical level?

 

From Platform to Distributed and payload agnostic

On my blog, I have already many times hinted at the importance of peer-to-peer networks and business models. See also my post “The Revolution of the Data Slaves” http://petervan.wordpress.com/2014/06/23/the-revolution-of-the-data-slaves/

What was new for me in this tour was the power shift towards “fan-base” and “peer-base”. And the difference between platform-thinking and peer-thinking.

In the Uber scenario, it was the taxi dispatching company that was the friction in the system. This opened opportunities for newcomers like Uber to create a platform (to quote @sanguit, a combination of “magnets”, “matchmaking”, and “tools” like APIs, to let producers and consumers of “seeds” interact directly. But there is still a platform owner, server, “siren-server” that holds the power in the system.

While many enterprises are hesitantly making their first moves into platform-thinking, trying to avoid the Uberization of their own business, we are already witnessing the appearance of full peer-to-peer networks, where the infrastructure and business frameworks are owned by the peers, by the commons.

Have a look at newcomers like Ripple and Ethereum, very early days of organization moving from “company” towards “Distributed movement orchestrators” where the power lies in the end points, the nodes of the grid. It will be very interesting to see how governance and regulation will evolve in these 100% distributed environments.

But maybe this vision of infrastructure owned by the end points – owned by the commons – is all just wishful thinking, ignoring the fact that more of that infrastructure lands in the hands of massive new private infrastructures, replacing public goods and services. Where the worker becomes an “entrepreneur,” and assumes the entrepreneur’s risk

See more on this in this great Rhizome article on Internet Subjects: http://rhizome.org/editorial/2014/jun/20/sharing-and-solidarity/?ref=fp_post_title

“Such networks are in effect anti-communities, as Horning asserted with dystopic alarm, where users and independent contractors are pitted against one another, with the only unifying aspect being their use of digital technology to seek the best opportunity to exploit each other’s labor for the lowest rate. But at what cost?”

Just a couple of days ago, my colleague Jerry Kickenson made the following comment to my post “The Revolution of the Data Slaves” http://petervan.wordpress.com/2014/06/23/the-revolution-of-the-data-slaves/

“I wish I could agree with your view of a distributed, decentralized future. But on the contrary I see many examples of a trend in the opposite direction:

  • Software defined networking moving to replace the decentralized routing of the Internet with centralized, top-down policy enforced by a “controller”.
  • Bitcoin is fundamentally at risk due to consolidation of mining resources in a single pool.
  • Peer-to-peer music sharing being replaced with streaming services hosted by mega-corporations.
  • The most cutting edge software running on massively parallel, closely integrated oceans of compute nodes hosted in giant data centers owned by those same mega-corporations.

Perhaps these trends can be reversed – more powerful microprocessors and storage returning cutting edge computing to individuals, private clouds that are not just affordable but easy to set up and maintain, the type of networks you describe here.”

Regulation:

Regulation came back many times in our conversations. We all have seen the protests of taxi drivers against Uber in Boston, London, Brussels, Paris, and many other cities around the world. Diego Morales (Global Head of Innovation at Janssen Lab, part of J&J) hit the nail when he said:

The regulator is not evolving:

too much focus on preventing harm vs. enabling progress.

 

I listened to the painful efforts of innovators like 23andMe, Scanadu during the tour, and reflected on the regulatory FUD (Fear, Uncertainty, Doubt) tactics with respect to crypto-currencies. The lesson learned in this tour is that innovators have to embrace the regulation but that you need deep pockets to sustain that effort for several years.

 

Blending On-line and Off-line, and the risk of becoming invisible

On-line is not trying anymore to just mimic off-line. On-line is supporting off-line experiences. Being part of a stream starts blurring into the four walls of the shop. The best example was PayPal, showcasing some use cases in their showroom.

 

Suddenly commerce started feeling like streaming music.

 

I would call it the Spotify-cation of everything. But with sensors assisting you in your brick-and-mortar shopping experiences. We see the same happening in education, like at Coursera. Students are assumed to take responsibility, and hang on-line on the knowledge fire hose, while being assisted and coached in very 1-1 real world experiences by their educators. The knowledge flows are on-line, the coaching off-line.

 

We have to start thinking into intentions

 

“I want to bank” is not an intention. It’s a supporting function to commerce. “I want to buy something” or “I want to do commerce” is probably also not an intention. It’s more about satisfying immediately a need, with all the reflections I could make about commerce and advertising as propaganda and mass manipulation of the unconscious. The point I am trying to make is that horizontal functions like payment become invisible. Think about your business: can it be commoditized so much that it becomes invisible?

 

Data Ethical Companies

I have already written so much on my blog about the exploitation of personal data through big data, government and corporate mass surveillance. I condensed most of my thinking in my recent “The Revolution of the Data Slaves” post. What surprised me during this tour was the naivety, the indifference and the shoulder shrugging of most of the companies proposing apps and services that leverage personal data from their users, with comments like: “Yeah we all know it feels a bit creepy, but it is just a matter of time before you get used to it”.

All, except Palantir Technology, who starts to talk “beyond legal” and about the ethical role of the coders and designers. We start to become aware that we are developing an algorithmic bias defined by the developer and the designer without understanding their intentions or motivations. And @changist recently tweeted that we are seeing the appearance of “the slaves of the algorithm”, a play of words on Grace Jones famous 1987 hit.

 

Breathe to the rhythm,

Dance to the rhythm,

Work to the rhythm,

Live to the rhythm,

Love to the rhythm,

Slave to the rhythm.

 

The platitudes on the ethical debate are numerous. We seem to forget that ethical norms can be and are different (not right/wrong) in different countries. This is spot-on the subject of the book “Moral Tribes” where the author Joshua Green calls for a meta-morality, bridging norms of tribes and countries.

morality phase change

 

Societal Impact and Vested interests

Diego Miralles, Global Head Innovation at Janssen, blew me away with his holistic vision. I would like to get him one day in front of our banking audience at Innotribe, because there are so many parallels with the financial industry.

Diego Miralles 2

The story of the Janssen Labs is a story of shared infrastructure. In this need for infrastructure in a highly regulated industry, there are of course so many parallels with financial sector. Like healthcare, many businesses are in essence highly dysfunctional.

But the powers in these businesses will try at all means to keep the status quo. Like the traditional taxi companies, they are at best aware that their own institutions are the friction in the system, a friction that they exploit for their own benefit, by monopolizing the frictions, making sure that the barriers for entry for newcomers are very high.

These are the models that try to suck as much value out of the system for their own benefit, without giving back to society. These are the models that privatize the profits and share the deficits with the citizen.

These powers will pay lip service to innovation, and in reality try to fight it as much as possible newcomers to safeguard the monopoly.

To me this sounds like a lack of ambition. A good example in financial services would be the holding-on to the correspondent-banking model. The ambition could be to re-invent the model in a world of hyper-connectivity, as already suggested by Heidi Miller during her fantastic speech at Sibos 2004.

Existential questions don’t have ready answers. But how did we get to this point?

Despite the financial crisis, not much has changed in the levels of ambition and having the courage to ask and answer difficult existential questions. Many institutions seem to content themselves sustaining the current system and its related services fee model for as long as possible.

The current system of medicine is based on the healer having all the knowledge and the recipient almost none. This asymmetry is again valid in many industries, especially data exploitation services. But hyper-connectivity is changing that.

I would love to see these institutions embrace the phase change that is in front of them. A phase change of a new meta-morality and the phase change of the system where we have the ambition to create physical and mental spaces where people come alive.

system change

 

What if exponentially and scale are not relevant?

All the companies and models we have seen are based on exponential growth, on creating economies of scale. We seem to take for granted that future models will be based on exponential growth, speed, scale, and efficiency. We seem to forget that the exponential growth also leads to and exponential decrease of price. This could be a dead end street, with prices trending to zero.

What if the future model would not be based on exponentially, speed, scale, and efficiency?

What if uniqueness becomes more important than functional lego-bricks and efficiency?

Like art, where the primary objective is to make something that is beautiful and resonates deeply at a non-cognitive, sub-conscious level and created happiness and fulfillment at a whole different intensity and quality. Where we want to resonate at an emotional level with each other, with a well-measured level of sharing, beyond legality and morality, but at a level of human intimacy.

 

What if intimacy would be the new black?

Intimacy is the new black

 

Dreaming Away

At many moments during this tour, I became uncomfortable with the lack of critical conversations to balance of the over-glorification of technology. I became more and more hungry for depth and humanism in all this. And taking time to digest, reflect, synthesize and making sense.

Quest for depth

I am on a quest for depth. My purpose is “To inspire other people to dream” (see many other posts on this blog). Move people from the depth of their oceans to the surface of the sea of insights.

In that context, I would like to close with this picture of one evening tour that week on a catamaran in San Francisco harbor.

sailboat at night

Dreaming away… fog rolling in, when silence and critical self-reflection becomes more important than hollow words.

When mind goes beyond platitudes and copycatting like a parrot what other have written in books, TED talks, and beyond the abundance and exponentially of Singularity University.

 

When beauty becomes more important than function

I am just back from the #disruptiontour with tour leaders Peter Hinssen https://twitter.com/hinssen and Steven Van Belleghem https://twitter.com/StevenVBe, and flawlessly put together by tour organizer Ilse Debondt from Connected Visions (https://twitter.com/ConnectdVisions ).

The PDF of the full program can be found here: http://www.connectedvisions.eu/pdf/cvdtour_program2014.pdf

I have made two blog posts about this excellent study tour:

  • “Highlights Disruption Tour” with a sequential overview of highlights per company visited (this post)
  • The Uberization of Everything”, a more holistic analysis and sensemaking effort of what I believe are the disruption understreams.

The tour started in the Bay Area on Monday 2 June 2014 with a visit to Google and ended on Friday 6 June 2014 at Scripps Research in San Diego.

In chronological order, please find below some highlights in telegram style with my 100% subjective views for which I am 100% responsible ;-)

Google https://www.google.be/intl/en/about/

Google Play marketplace is cross platform. Focus on avoidance fragmentation Android platform. Focused on monetization developers, OEMs, Carriers, HW device manufacturers with “lead devices” launching new versions of android. “Interesting” to see that focus and monetization is on ecosystem, and not end customer. Trends: everything going mobile and multi-screen

Next:

  • Android beyond phones and tablets’, TVs, cars and wearables
  • Voice based search, and not only one way search but also leading into CONVERSATIONS
  • Car display as remote display for your phone
  • OS for the rest of the car, cars have much longer life cycles, how do we keep innovating?
  • Wearables: same strategy of platform, specific versions of android, skimmed down versions
  • Enterprise, “android at work”, with specific focus on security

Brand: speaker acknowledges that he does not know anymore what the Google brand is standing for

Google Glass https://www.google.com/glass/start/

We had opportunity to “play” with Google Glass. Some disappointment as far as I am concerned. Needs much more value prop. Baffled that some folks pay 1,500 USD for this.

YouTube https://www.youtube.com

Metaphor Switzerland vs India: Switzerland, cost of entry high, lots of barriers, everybody follows the rules; India, the opposite: low cost of entry, less barriers, no rules. Video is like India. Astonishing volumes of videos on YouTube. YouTube is the new search for Millenials. Little control what is watched. Organize for variation. Cost of production and distribution drastically down. Biggest learning: from “audience” to “fan-base”However, still talking in terms of “targeting the right adds to the right “audience”, not fans (sics) > not eating their own dog food

Khan Academy https://www.khanacademy.org

Khan logo

Mainly focused on math courses, some other categories emerging. Interesting: more focus on non-cognitive aspects coming: fear of math, fear of success, how to build confidence. Disrupting education: teachers become fellows/coaches

Tesla http://www.teslamotors.com

teslo plant

Wow! I was almost in a shock when entering the industrial the open office space (no pictures allowed inside) of Tesla in the ex-Toyota manufacturing plant. Really feels like pigeons in open cubicles. Before complaining about your open office space, first have a look at this one. From 600 to 6000 people in 3 years, and 6000 more this year. Presenter and head of supply chain: “The first 18 months were brutally tough”. The vehicle is a software platform, every car is a connected vehicle, over the air software upgrade of the vehicle. Burning 100m USD per quarter!!! Mission is about “transporting human beings” and caring about the customer: “somebody is looking after you” > we call them pro-actively in their car… We want to transform the automotive industry into sustainable practices”

The key thing for Tesla is driving he revolution, self driving vehicles are coming much much faster, and the future is one of no combustion engines, self driving, full connected vehicles.

Biggest eye-opener: the people at Tesla are more proud and more engaged than the Google folks. Also here: fighting regulation of retail structure of dealerships, and fighting regulation requires deep pockets

23andMe https://www.23andme.com

Who gets money of making sure people do NOT getting sick. Towards “data ethical organizations” and personalised medicine. Google-like big data principles applied to genetics. FDA update: “FDA was more concerned with The INTERPRETATION of The data”. Embraced the process of FDA regulation > will be very beneficial for us!!! The only one standing FDA approved one… going through the regulation process makes you stronger, but required deep pockets”Research: ONE big aggregated database: shared (against fee) with pharma research, even with P&G > makes me feel very uncomfortable. Do I have the right to be forgotten in the aggregates data pool of 23andMe?

Paypal http://www.paypal.com

Mobile, mobile, mobile. Target, target, target. Get in, get out, any currency. Next target, move bodies and shopping. In shop cameras, sensors, real time, creepy. Fascinating how easy they say “what the heck, it’s cool…” shop more efficient, immediate satisfaction. Making payments invisible. ONE hour delivery in Manhattan.

Cross “method of value”, anything in, anything out. They were avoiding my question about supporting crypto-currencies, although their (now ex-) CEO Marcus seemed to open the door. Marcus is now with Facebook….. Online and offline. Blurring into the OFFLINE physical world

PayPal Beacon: It’s a tracking and checking device handsfree. “You have been “tagged”

Cross merchant payment profile: “It’s creepy but we will get over this”

Very nice showroom/lab: User experience looks more and more like Spotification” of commerce information streamPayment becomes invisible aspect of commerce experience

Palantir Technologies http://www.palantir.com

Had very high expectations. Awesome opening presentation by Ari Gersher, #9 non-founding employee of Palantir

Pamantir

  • AI and chess: “weak human plus weak machine plus better interface beats the grandmaster”
  • Human machine symbiosis
  • Engineering all the friction between human and machine
  • A “synergistic system” for decision making
  • “Just works” experiences for enterprise, like what Apple did for consumer
  • We can build Facebook in one day
  • HR: Seniority does not encompass competence
  • 40% is government work
  • Data integration in 8 weeks in stead of 5 years, anecdote of McKinsey brain just incapable of taking in this sort of time disruption
  • “Nuanced analysis” > love the vocabulary
  • Have a philanthropic engineering team
  • Do things not because the law, but because it is the right thing to do
  • Working on changing IT purchasing in government
    • “We have learned that you don’t sell to a government, you sell to a budget”
  • Great metaphor, comparing Hadoop to engine block and LeMans car race with team of 120 people…
  • Doing UX is always hard: have team of 20 product designers for UX > UX is major capability for 21st century

Demo section of visit was disappointing. A lot of the demo videos on their website are much more convincing. A missed opportunity for Palantir.

  • Cyber crime demo, Turn around exploits in 4-6 hours, 1-2 TB per day digital exhaust
  • Credit card processor demo: 100 billion data points, “fluid” data exploration, showing their Valhalla application

Palantir Valhalla

Singularity University http://singularityu.org

On NASA Research Park, Moffet Field. Old building. Glasses, drones, genome, and other over glorifications of technology and abundance. Missing the critical dialogue here. Referring to CIA TED video about ethics > how cynical can you get post Snowden? Interesting: spokesperson herself does not believe in a singularity one single moment… “Singularity University is not about the singularity and not a university”, another brand identification issueSingularity University is also and incubation space for startups/companies. “lots of ethical stuff about all that, but… Anyway…

Scanadu https://www.scanadu.com

Quick visit and chat with Samia from Scanadu, who have office in incubation space of Singularity University. Lots of issues to solve with regulators. Almost forgot the story/narrative of why Scanadu was started > narrative is so important

Coursera https://www.coursera.org

Coursera Logo

One of the highlights of this tour. Very impressive track record in only 2nd year of existence. Quality education at scale. Peer assessment is as good as teacher assessment

  • From lectures to high quality feedback loops
  • From audience to fan-base
  • From audience to peer-base

Specializations: Capstone project, apply in real world project. Sponsorships by corporates for specific curriculum possible

Stanford Faculty Club panel discussion http://facultyclub.stanford.edu

About corporate Labs/Outposts in Silicon Valley. Btw: Vodaphone just closed their InnoLab in Silicon Valley

Panel discussion introduced by Mark Zawacki http://www.650labs.com/team-member/mark-zawacki/ of http://www.650labs.com with Todd Schofield from Standard Chartered Bank Studios and Ursula Oesterle from Swisscom

  • Todd also spearheads a group of 20 banks that have presence in Silicon Valley
  • Swisscom have 4 people, most rotating, projects-based, looking into foresights, insights, actions

o   Common themes

  • Corporate needs to sell to startup and not the other way around
  • Stop, go, stop, go,….you lab activities: the worst things you can do to your brand and reputation
  • Remote silicon valley labs only work if you have high quality alignment at exec level

Ripple Labs https://www.ripplelabs.com

ripple labs logo

Presented by the awesome Patrick Griffin, who was at Innotribe Sibos 2013 in Dubai last year.

Excellent presentation:

  • Peer to peer exchange of currency
  • It is a settlement system, it is not a payment system
  • Bitcoin is single currency Ledger (the currency is Bitcoin), Ripple is multi-currency

Ripple is attacking the correspondent banking space.

ripple slide correspondent banking

Ripple super-sweet for SWIFT, talking about “complementarity” although difficult to believe this is not disruptive for SWIFT. Positioning Ripple as “complementary” to SWIFT. Sending swift messages on top of the ripple layer.

StockTwits http://stocktwits.com

Founder (now Chairman) Howard Lindzon was already at Innotribe Sibos in Toronto in 2011. I know it’s a great company, but our presenter was Chris Corriveau (CTO), who apparently just left the company.. Interesting to see other end of spectrum of somebody who has run out of energy and motivation. Had lot of funding: “4M here, 4M there….”, Lots of funding, but no clear direction: “Throw stuff and see what sticks “. New CEO comes from media, stock tweets seen as media. Personal aha moment: “Social IS media”

EvoNexus http://www.commnexus.org/evonexus/

No strings attached high tech incubator Www.commnexus.org. 30 startups now in incubation. “Wet lab, dry lab” > only dry labs. Started in 2009.

Feeling of me too old, they too young

Too young

Here is their International Business Development Manager

What’s special? Free for startups. Tough to get in. No board seat, no equity, and no legal oversight. Can kick you out if no progress shown. All buildings owned by Irvine Company, largest property owner in California. Provide this completely free, growing next generation of tenants. “An engineer can always reinvent himself, a banker not”

Liked the Timeline for managing the startups

Evonexus Timeline

Janssens Labs (Johnson and Johnson) http://www.janssenrnd.com/our-innovation/partnerships/janssen-labs-at-san-diego

Without doubt the absolute highlight of this tour.

Main_Entrance_Home_JanssenLabs

Wow, what a campus!!!! Corporate Credo in welcome hall. See PDF version here: http://www.jnj.com/sites/default/files/pdf/jnj_ourcredo_english_us_8.5x11_cmyk.pdf Here is an extract:

Janssen Credo extract

Our host is Diego Miralles, Global Head Innovation at Janssen. Very impressive. Walks into room, says hello, and gets right into the subject, and entertains audience for 1 ½ hour without slides. Absolute magic!

Diego Miralles 2

  • Story of Janssen Labs is story of shared infrastructure
  • Life sciences is very different from tech, you need a lot of infrastructure, highly regulated, etc > so many parallels with financial sector
  • “we should all be humble , there are a lot of smart people in the world”
  • Money in healthcare is almost exclusively made in the presence of disease > this business is highly dysfunctional
  • The current system of medicine is based on healer having all the knowledge and the recipient
  • The system is so vested, the problem is not technical, it is societal
  • The idea of fee for service in this business is the problem, based in volume, based on keeping the status quo of the system > a lot of parallels with financial services
  • The regulator is not evolving: too much focus on preventing harm vs. enabling progress
  • We a getting old too > you have to refill your organization with mentally young healthy minds for sustained innovation
  • Beware of entitlement

Qualcomm http://www.qualcomm.com

This was new territory for me. Huge campus, huge company. Qualcomm can best be summarized as the Intel for Mobile”5B USD last year in R&D. Vibrant partner ecosystem, like Microsoft, but for device design. 4 focus areas: energy, infrastructure, transportation, government. Look at things that are IP-addressable8B smartphones to be shipped 2014-2018. Smart Cities Connectivity has to be heterogeneous. Thinking through the longevity of connectivity. Decision making in cities is a mess: 40 different city departments making decisions about city connectivity. Also in Cars and in metering. Cities getting afraid of being punished for NOT doing anything with the data collected. Interesting how longevity of infrastructure is so important in this business 

Qualcomm Museum Tour http://www.qualcomm.com/about/buildings/museum

Qualcomm Museum

First Kindle is in museum as item #30. In overview of smartphones, the timeline starts in the year 2000

kindle in museummobile starts in 2000

Scripps Research http://www.scripps.edu

When we came in, we all got a copy of the book “Creative Destruction of Medecine”, just to set the scene ;-)

Creative Destuction of Medicine

First part of presentation was relatively basic with Airbnb, Uber, Mobile, etc. Surprised to hear that 40 USD for a 15 min doctor appointment is seen here as progress. Key message: monitoring you see today in hospital emergency room will soon be available on your wrist: blood pressure, ECG, Physical exam, house calls can now all be done with mobile device.

scripps body sensors

End

This was just a chronological overview of the Disruption Tour. See also my blog post “The Uberization of Everything” for some transversal sensemaking.

Some years ago, when Facebook “only” had 356M users, I remember Marc Zuckerberg saying:

“… changing the privacy options of 356M users overnight, that’s not something everybody would do. Well, we decided to do it, and to decide what are the social norms.”

 

But who decides those social norms?

 

In my opinion it’s not normal or desirable that we leave those decisions to powerhouses with commercial interests like Facebook, Google, or any other “siren servers” like your health insurance company, your bank, your retailer, or even your government. These norms should be given back to the commons, with equal rights, obligation and benefits for all parties in the data-ecosystem, from providers of services and products, to data-intermediaries, and including the end-users.

Armitage_Siren

“Siren servers” was a term coined by Jaron Lanier in his seminal book “Who owns the Future?” It reminded me of the master-slave relationship spelled out by Doc Searls, the godfather of VRM (Vender Relationship Management). With VRM users get the tools to decide what data they want to share with whom in what particular transaction context. In other words, the opposite of CRM, where the goal of the product/service provider is to collect as much as possible information/data about the customer in order to be able to “shoot” as good as possible products, services, and ads to the “target” “consumer”. This is a language of war. This is a language of slavery.

To put things into perspective, I recommend all of you to watch the fantastic BBC video series “The Century of the Self” by Adam Curtis. It’s four hours of video, but if you only watch episode-1, you will get the hang of it.

 

Century Self2

 

It’s the story of the invention of PR, or maybe better “propaganda”, as a set of techniques to appeal to the immediate satisfaction of the conscious and unconscious needs of the “target” audience, who is deemed not smart enough to think for itself, or worse, an attempt to suppress any dissenting voices that may challenge the status quo of those who are in power.

We are not only becoming data slaves of those siren servers, but we are also becoming slaves of their invisible algorithms. That, combined with the recent revelations of mass surveillance by our own governments, leads to a very unhealthy environment with very little privacy and freedom of speech/thought is left, both online and offline.

We are in urgent need of finding a new balance between privacy, transparency, shelter, censorship, propaganda, governance, regulation, oversight, surveillance, co-veillance, sous-veillance, trust and even human intimacy.

To get a good sense of how bad it gets, I strongly recommend Glenn Greenwald’s “No place to hide”, and Cory Doctorow’s “Little Brother”, which was very recently put on the black list of some schools in the US, because the ideas in the book would incentivize young people to revolt and rebel against the power in place, against the accepted social norms.

Greenwald  no place to hideLittle-Brother

Or listen to Bruce Schneier in this TEDxCambrigde talk on “Trust in Networks”, where he explains how we have put our trust in “Feudal Lords”, who are betraying our trust for profit. That feudal model is based on power. The feudal lords have created the utopia/illusion of the Internet: that we have given power to the masses and unpowered the governments.

 

 

“It does not work this way”, says Schneier, “on the contrary it magnifies power, because there are huge asymmetries in power, disorganizing the initially more agile groundswell movements, and letting the initially slower institutions catch up quickly through sheer computer power and science, and thus fast becoming more effective than the nimble and quick.”

 

Feudal lords should get responsibilities as well as rights.

 

There should be limitations on what vendors can do with our data and public scrutiny on the rules by which we are judged by our data.

More Bruce Schneier thinking in this Atlantic piece from Oct 2013:

“Medieval feudalism was a hierarchical political system, with obligations in both directions. Lords offered protection, and vassals offered service. The lord-peasant relationship was similar, with a much greater power differential. It was a response to a dangerous world. Feudal security consolidates power in the hands of the few.”

Or Kevin Kelly in March 2014 in Wired:

“So our central choice now is whether this surveillance is a secret, one-way panopticon — or a mutual, transparent kind of “coveillance” that involves watching the watchers. The first option is hell, the second redeemable.”

“So while a world of total surveillance seems inevitable, we don’t know if such a mode will nurture a strong sense of self, which is the engine of innovation and creativity — and thus all future progress. How would an individual maintain the boundaries of self when their every thought, utterance, and action is captured, archived, analyzed, and eventually anticipated by others?”

I went back to my history books – these days on Wikipedia – and tried to find out what happened in the medieval era when feudal lords misused their power.

What happens then is revolt and rebellion, what happens then is revolution and take back of control.

 

magna carta brief history

king-john magna carta

 

In 1215, the Barons and the Servants rebelled against King John, and that revolt led to the signature of the Magna Carta, that was the basis of our current democracy.

I used this metaphor in the first version of my talk “The upcoming revolution of the data slaves” at the Nov 2013 Future Trends event in Los Angeles, echoing Bruce Schneier’s call for the need of a new Magna Carta. And in March 2014, nobody less than Tim Berners Lee himself repeated this need for a new on-line Magna Carta.

But what would be the basis and fundamentals of such Magna Carta? To know, we may want to have a look in one of the fundamental changes happening in full sight, but not getting enough attention.

It was technology and trends researcher Michel Zappa, who really got my attention when he published his work on “The Future of Money”. The key insight was that we are at a tipping point in the transition from centralized to decentralized to fully distributed models, architectures, topologies and the associated shifts in power.

Zappa central-decentral-distributed

Zappa’s study focused on the impact of this shift on the future of money and the appearance of decentralized currencies like Bitcoin and many other cryptocurrencies. But in my opinion, this shift is not only relevant for virtual currencies, but more importantly leading to a whole new set of technical protocols that enable a fully decentralized sharing of any data between millions – of not trillions – if we think Internet of Things – independent nodes on the grid.

We are evolving towards infrastructure that is owned by the nodes, owned by the commons.

To get a good feel of what’s next, check out the Ethereum Project, with Vitalik Buterin as one of the 20 year old founders. By adding a scripting language on top of the Bitcoin protocol, Ethereum is laying the basis of an lego-brick architecture for financial services based on the shared ledger.

What if we could extend these models to people self-tracking themselves, maintain a ledger and blockchain memory of their life, and letting the next generation issue their own currencies and becoming themselves their “truest source of data”

And once having established this “truest source of data” what mechanisms could we put in place to let the people – the independent nodes – control the sharing of their data, whilst preserving their rights on privacy? And what would privacy mean in such a word?

It depends on whom you ask, because privacy – just like identity – is something highly contextual.

Andrew Keen talks about “the right to have a secret” in Digital Vertigo. John Havens from the Happathon Project talks about “user’s preferences and control of sharing” vs. “looking after the rights of data brokers”

I agree:

it is not about what we want to hide, but what we want to share 

 

Ann Cavoukian, Information and Privacy Commissioner of Ontario, explained in her publication “Privacy by design” that privacy is about control, not about keeping secrets. “Privacy does not equal secrecy of personal data, it equates to individual control of one’s data.”

ann cavoukianprivacy by design logo

And Cory Doctorow feels that “Privacy doesn’t mean that no one in the world knows about your business. It means that you get to choose who knows about your business.”

Cory Doctorow

I would like to add that “The meaning of the word privacy includes shelter” paraphrasing architect Frank Lloyd Wright “The meaning of the word shelter includes privacy” when reflecting on Philip Johnson’s fully transparent Glass House from 1948.

transparent house1

Just think about this metaphor in the context of today’s mass surveillance revelations and how it would “feel” to live in such hyper-transparent environment.

 

Like identity, privacy and sharing of data are highly contextual.

 

Today, people are not really involved in the data collection that is what is wrong. The consent model is broken. We need to re-build trust with our consumers beyond consent at data collection.

I would dare to go further than trust and call for a deep sense of intimacy in our evolution towards a higher ambition for quality in our personal and business relationships. I would like to hope that “Intimacy is the new black”. The data-relationship economy needs to be more human, and needs context of what wealth really means. It is about the deeper self.

Way back, Carl Jung was already making the distinction between the external self and the real self, and how our identity has been instigated by archetypes and mythologies that have formed our species’ mental DNA over many thousands of years. So far, we “only” share some aspects of our external self on Facebook and alike. But don’t touch my archetype, my real self, what really drives me subconsciously, based on this Darwinian evolution of our mental selves.

Jung Circle

Jennifer Sertl called this an identity crisis:

“I believe we are all in an identity crisis. A crisis between nature and technology, a crisis between capitalism and collaboration, a crisis between big data and intuition, and finally a crisis between influencer seduction and our own solo voice.”

So where is all this leading us?

Some weeks ago, the moderator of a panel on privacy asked the following question: “How can data be used responsibly and non-intrusively when marketing a product/ Service?” I believe the question is somewhat outdated ;-)

It is not anymore about pushing out and “marketing” (like in propaganda) products and services. I think we are moving from marketing a product/service to users intent-casting their needs. I believe we are evolving towards a new set of Trust Frameworks for peer-to-peer data sharing. I believe that – like already the case in some cryptocurrencies – we will need to provide the users the possibility of a “scaling” their data sharing, controlled and “tuned-on-a-scale” by the user.

In summary, the biggest revolution in my opinion is the advent of peer-to-peer network topologies and business models. We are moving from a centralized to a fully distributed model, with a new type of architecture, a new business model, new governance, and even a new meta-morality, where it is not good enough anymore to do what is legal but to do what is ethically right. We are evolving from a “century of me” towards a “century of we”. (I already reserved the domain http://www.centuryofwe.com and “Century of We” is another upcoming post on this site ;-)

 

 

The Century of We

 

That revolution is coming. In November 2013, my audience was asking “when?” and I answered “in 2014”.

Today, I can be more precise: the privacy revolution starts today on 23 June 2014, when Respect Network will launch globally at the start of their worldwide launch tour in London’s City Hall. It will be my privilege to be one of their guests this evening and one of the keynote speakers at the subsequent event tomorrow 24 June 2014, in my capacity of independent thinker, creator and sensemaker.

RespectNetwork_Logo_H_RGB-300x94

 

The Revolution of the Data Slaves starts today. Join the revolution and co-shape the next Internet with privacy and respect. Own your digital future. Join Respect Network and be one of the first million members to co-own the infrastructure for future privacy.

RN artwork - own your digital future

Take back control.

RN First Million

Disclosure: I decided to put my money where my mouth is, and earlier this year decided to become an (modest) investor in the Series-A funding round of Respect Network.

SibosBoston opening

It’s been six years since we launched Innotribe@Sibos, and we have put together a comprehensive programme covering a range of topics crucial to the future of the financial industry. A powerful mix of world experts in engaging keynote sessions, in-depth case studies and interactive immersive discussions, and of course the Innotribe Startup Challenge 2014 Grand Finale.

As usual, our content curators have explored the edges of our ecosystem, giving you a sneak preview of developments that have the potential to impact or even disrupt our industry in 3-5 years. Remember: Cloud, Mobile, and Social were already on the Innotribe agenda in 2009, and many of these topics have now moved mainstream.

building bridges

The tagline of Innotribe at Sibos 2014 is “Building Bridges”: bridges between the core and the non-core, bridges between the disruptors and the incumbents, between what’s happening at Innotribe and the rest of the Sibos conference, bridges between the InnoTRIBE Space and our presence on the exhibition floor with our brand new InnoTRIBE Stand.

The overall theme of this year’s Innotribe at Sibos is “Network Disruptions” We will explore the move from centralised to decentralised to fully distributed networks and how these network dynamics cause a phase-change of innovation and radical disruption at an ever-faster pace and scale. With thought leaders from our Innotribe network, we will assess the impact on the financial industry, with a specific focus on the payments, securities and investment management verticals.

Our design principle this year is “depth”: in stead of scattered subjects throughout the week, we’d like to spend a full day on one particular theme, look at it from all angles, and offer advanced sensemaking and reflection for the financial industry.

Slide06

Innotribe at Sibos 2014 will run over four days, each day focused on a particular set of phase-changes, disruptions and innovations:

  • Monday 29 Sep 2014: Disruption and Opportunities of Cryptocurrencies
  • Tuesday 30 Sep 2014: Network Effects – Towards a 21st Century Networked Organization
  • Wednesday 1 Oct 2014: Innovation Capabilities and Grand Finale Innotribe Startup Challenge 2014
  • Thursday 2 Oct 2014: Federation of the Fintech Innovation Ecosystem

Most of the sessions will happen in the InnoTRIBE Space:

Camera 05b Camera 02b

  • A space designed where people come alive, with multiple stages, and physical bridges to make the connections happen.
  • Overlaid with an non-intrusive digital layer, with direct feedback loops, almost real-time production of video snippets, and live production of infographics, leading to a knowledge repository for you to take back home your learning.
  • And for the first time ever, we will Live Stream the whole event, in a way that you never saw Live Streaming before

We are biased of course, but we believe we have once more re-defined what an “event” is. Our ambition has never been higher:

 

“We are not in the events business; we are in the business of creating high quality feedback loops to enable immersive learning experiences.”

 

Program overview

Slide07

Day-1 (Monday 29 Sep 2014): Disruption and Opportunities of Cryptocurrencies

Location: InnoTRIBE Space

Bitcoin has been the talk of the town in 2013/2014. We will offer critical conversations about the currency, the asset class, and the technical protocols. We aim to include an impact assessment of Bitcoin and other cryptocurrencies on the core business of correspondent banking, and highlight some VC investment strategies and drivers. Cryptocurrencies represent another cataclysmic shift that is real and here to stay: will financial institutions ignore this phase-change, or will they hopefully embrace for the greater interest for the industry and the customers it serves?

A mix of keynote sessions and interactive learning experiences spread of four sessions on cryptocurrencies:

  • Future of Money
  • Regulation
  • Disruption
  • Disruption, Big Banks and VCs

Confirmed speakers include:

  • Gottfried Leibbrandt, CEO SWIFT
  • Believers: Jon Matonis, Executive Director & Board Member, Bitcoin Foundation
  • Skeptics: Jem Bendell, Professor and Director of IFLAS and WEF Young Global Leader
  • Disruptors: Chris Larsen (Co-founder and CEO of Ripple Labs), Jeremy Allaire (Founder and CEO, Circle Internet Financial), Scott Millar (Founder & CEO Cryex), Marcus Swaenepoel (Co-founder and CEO Switchless), Yoni Assia (CEO eToro and Board member Israel Bitcoin Association)
  • Sensemakers: Richard Gendal Brown (Executive Architect for Industry Innovation, Banking and Financial Markets, IBM UK), Marc Hochstein (Executive Editor American Banker), Udayan Goyal (Founder Anthemis Group), Chris Skinner (Chairman, The Financial Services Club, Author of Digital Bank)
  • Regulation, Stan Stalnaker (Member of the Board, Digital Asset Transfer Authority (DATA), Founder Hub Culture / Ven Currency), Adam Shapiro (Director Promontory Financial Group)
  • Visionaries: Vitalik Buterin, Founder of the Ethereum Project, Dan Elitzer and Jeremy Rubin, Co-creators of the MIT Bitcoin Project.
  • Investors: Barry Silbert (Founder Secondmarket and Creator Bitcoin Investment Trust)
  • Financial Institutions: Ebru Pakcan (Managing Director, Head of Global Payments, Citi Treasury and Trade Solutions), and Mark Buitenhek (Global Head Transaction Services at ING), Lee Fulmer (CTO, Global Head of Cash Management at JP Morgan), Gautam Jain (Managing Director and Global Head of Client Access, Standard Chartered Bank)

At the end of the day, we will transform the InnoTRIBE Space into an Innotribe Movie lounge – with popcorn – for a film screening of a brand new film on Bitcoin from the Trebeka film festival.

Day-2 (Tuesday 30 Sep 2014): Network Effects: Towards a 21st Century Networked Organization

Location: InnoTRIBE Space

What are the mechanisms driving network dynamics versus more linear models? How do speed and scale of disrupt everything, from HR, to innovation, software and hardware deployment, platform thinking and a revamped definition of work? What’s the impact on architecture, governance, and security when millions of devices will join the conversation?

A mix of keynote sessions and interactive learning experiences spread over five sessions:

  • The Network always wins
  • From Hierarchies to Wierarchies
  • Platform thinking
  • APIs
  • Ecosystem Innovation

Confirmed speakers:

  • Peter Hinssen (Thought leader and Co-founder of NexxWorks): keynote “The Network always Wins”
  • Mickey McManus (Chairman @ Principal MAYA Design): when Trillions join the conversation
  • Jon Husband (Founder, Wierarchy)
  • Celine Schillinger (Charter Member, Change Agents Worldwide LLC and Senior Director, Stakeholder Engagement Sanofi, 2013 French Woman’s Award by La Tribune)
  • Sangeet Paul Choudary (Founder and Managing Director, Platform Thinking Labs)
  • Haydn Shaughnessy (Author and Consultant on platform-based transformation and innovation/ Owner, Bearing-Cogenuity Research)
  • John Sheldon (SVP, Group Head of Innovation Management, MasterCard)
  • Ann Badillo (Entrepreneur in Residence, T2 Venture Creation) on Ecosystems
  • Todd Johnston (Entrepreneur in Residence, T2 Venture Creation) on Ecosystems

Evening: informal Innotribe speakers dinner in the sky, on one of the conference bridges that will be transformed in a lounge area (by invitation).

Day-3 AM (Wednesday 1 Oct 2014): Innovation Capabilities for the 21st Century

Location: InnoTRIBE Space

In this session we will discuss the Innovation Capabilities needed by organisations to succeed in the 21st century. We will look at cross-industry Innovation Indices/Benchmarks based on both input and the output of the innovation process.

Confirmed speakers:

  • Haydn Shaughnessy (Author and Consultant on platform-based transformation and innovation/ Owner, Bearing-Cogenuity Research)

Day-3 PM (Wednesday 1 Oct 2014):Innotribe Startup Challenge 2014

Location: InnoTRIBE Space

For sure one of the climax moments of this year’s edition, the now famous Innotribe Startup Challenge 2014 Grand Finale, showcases the 15 finalists from our regional showcases in London, Singapore and New York. Sponsored this year by HP, SAP, Invest Northern Ireland, Level 39, and SWIFT.

New this year is that we have tagged the startups that applied to the Startup Challenge in order to highlight new trends that are affecting the financial service industry.

Innotribe Map 2014

We will use this information to understand what threats and opportunities are currently in the financial service industry space and identify the areas where the startups are innovating these days.

Followed by a reception and celebration of the winners.

 

Day-4 (Thursday 2 Oct 2014): The federation of the Fintech innovation ecosystem

Location: InnoTRIBE Space

On day-4, we create a true federation of as many as possible movers and shakers of the Fintech ecosystem.

With keynotes, interactive sessions and informal conversations, we hope to give an overview of the successes, lessons learned, challenges and opportunities in the Fintech innovation ecosystem.

We plan to gather the who’s who of the Fintech innovation scene:

  • Heads of Innovation of the major financial institutions
  • Fintech accelerators, incubators, and bootcamps
  • Innotribe and other Startup communities
  • Angel Investors, Venture Capitalists and Captive Funds from some major financial institutions.

A mix of keynote sessions and interactive learning experiences spread over four sessions:

  • Captive Funds
  • FinTech Ecosystem, part-1 and part-2
  • Closing ceremony Innotribe

All days: Startup Alumni Stand

Location: InnoTRIBE Stand (next to the main SWIFT stand)

Throughout the Sibos week, we are welcoming you in our wonderful Startup Alumni Village/Satellite/Stand on the exhibition floor: we’ll have a focus on the Alumni of the Innotribe Startup Challenge.

Innotribe Stand

 

Winners of previous years will have a chance to:

  • Present their offerings to the Sibos audience
  • Have private conversations “Office Hours” with interested financial institutions and investors.

 

Bookstore and Publications

We’ll have a Bookstore corner in our InnoTRIBE Space, including:

  • The 2014 Innotribe/Informilo Magazine, a glossy publication reflecting the Innotribe program, startups, and federated ecosystem. Advertising and sponsoring options still available.
  • Books and essays published by our speakers, and opportunity for signing by the authors.
  • A curated set of other non-commercial publications, research documents, and innovation whitepapers (please let us know if you have a publication you would like to share for free in the InnoTRIBE Space)

We are super excited by the brainpower and insights we bring together in this 2014 edition of Innotribe at Sibos.

Logo Innotribe

The Innotribe Team @innotribe

Written by @petervan, Executive Producer, Architect and Content Curator Innotribe@Sibos

Dream #1: Breakfast

Some time a ago, i took a “little” break for the rat-race, also know as “sabbatical leave”. It allowed me to find internal rest, and clarity about a lot of things important to life. One of the “plans” was to stick to “the plan of not having plan” and let emerge what comes.

I got back to drawing – yes, i was trained as an architect – and discovered i am still quite good at drawing straight lines, but really challenged by curved lines, like human bodies, faces, hands,… probably a testimony of my inclination to the cognitive, analytic, “straight” thinking patterns that formed the first part of my life.

I also did a little dive in the works of Carl Jung. One of the works i struggled through was “Man and his Symbols“.

 

Jung Man and his Symbols

 

I was particularly attracted to the part on dream analysis, and how a dream strictly spoken can only be analysed by the dreamer himself. There is not something like a standard way of analysing dreams. I followed the suggestion to document my dreams. I found this quite confrontational. Very personal. Most of it not really for publication on a public blog.

But i was surprised how some dream transcripts came out in different formats: from films scenarios, to paintings, or even poetry like.

I will start publishing some of these dreams. Here is the first one: i labeled it “breakfast”. Hope you like it.

 

Warm hands wiping

Caressing the table

Weeping leftovers of the night

Used and worn-out shrapnel

Dispersed sparks amidst breadcrumbs and tears

 

More to come…

Rogier Noort just published a post on his site, for a great part based on an interview he did with me during the Enterprise 2.0 Summit in Paris in February of this year. Rogier’s original title of the post was “Collaboration:  Salvation or Myth”. It’s a great post, and Rogier clearly took the pain to reflect on our conversation. I would label it as “The Myth of Collaboration”. Some people call my point of view blasphemy in a period where everything has to be “social”, “working together” and “collaboration and hacking spaces”. So be it. I just felt there was something deep wrong about it, and Rogier did an awesome job of articulating my thoughts. I have copied the text in it’s entirety, and just added the usual colour emphasis.

+++ Start Rogier’s post +++

Collaboration is an important part of productivity. It’s a highly desired commodity, but seemingly more elusive that you’d might think.., and it cannot be forced.

The other day my wife saw a message from an old colleague.., they’re moving her to a flex desk. “Now, I’m no longer allowed to place a photo of my grand children on my desk”, is what she said.

Her work is routine, she’s not allowed to work from home, needs no collaboration, won’t hop from desk to desk, and nobody will wander in looking for a place to work.., in other words.., that particular department does not need flexible workspaces. What they need is a working environment where an employee feels comfortable, secure and relaxed. A place where it’s okay to have a picture of your grand children on your desk.

This message reminded me of a conversation I had with Peter Vander Auwera about this very topic. I didn’t know quite how to put this in a post, until now.

The Key to Success

There is a wide variety of approaches to SocBiz, or Enterprise 2.0, some say the business goals have to be aligned to social, or we need to measure everything first, or we have to have a Digital Village first… others take a more tangible approach. A more non-virtual one. They reshuffle the physical space people work in.., the office floor.

Collaboration is the key to success.., so.., we create a (physical) working environment where collaboration is as easy as raising your hand and ask a question. Serendipity is guaranteed because people have no fixed desk, so you never know who you’re going to sit next to.

The Myth

According to Peter “[the office space] has been designed to enhance collaboration… working with each other across departments.”

The myth is, you have to collaborate all the time.

But, not everybody operates that way. As far as I’m concerned, I like my work area quiet. I need focus to concentrate, and more often than not, my work needs to be accurate and creative. Two things I can (or need to) do alone, no collaboration is needed.

For Peter it’s the same; “I don’t function that way… I need time on my own to think.”

Collaboration is Not Happening

Peter explains his view further; “When you sit with other colleagues around a “collaboration” table.., I hardly see any collaboration. Everybody still works in their own zone, because they have work to do. It just doesn’t happen.”

This happens when culture and progressive ideas clash. You can’t force people into a collaborative state of mind. Reshuffling desks, open up the floor, and taking away personal offices does not guarantee collaboration.., it just doesn’t.

I’m sure at some companies, for some departments this approach can do wonders. But, we should judge the merit of such huge changes on any specific floor/office/department/company.

You could simply ask employees their stand on such a high impact change.

Personal Space

“The other aspect has to do with physical space and emotional space. When working in a collaborative space I have the feeling my privacy is disturbed. At any time somebody can come up behind you and look over your shoulder.., it feels like a sort of surveillance.”, Peter says.

“It’s difficult to articulate, because I have nothing to hide, in fact, I have a lot of things to share. The idea of collaboration has the opposite effect, it doesn’t invite me to collaborate with the people who look over my shoulder. Because I feel they are intruding in my privacy zone, my creativity zone.”

The idea that anybody can criticise your work at any time can be a great hinder. This is not just in the physical space, but can also occur in a collaborative on-line space. When I’m working on something, a blogpost for instance, I like to write a great deal, preferably all the way to the end with a revision or two, before I let anybody read it.

This is my process, the way I want to work.., I do not want any input, suggestions or comments until I’m good and well ready for them.

More about working in peace can be read in “Silence, I’m Painting“, an article by Peter on his personal blog.

Inspiration

… or lack thereof. Most people in the office have nothing or very little to do with your work. The chance of having exactly that person that you need come sit next to you in an open floor space is quite slim.

The odds of serendipity (fortuitous happenstance or pleasant surprise) are against you, against us. Even if you plan and scheme everything to enhance those chances.

Inspiration therefore is one of those things we seek out. We connect with those people who can help us move beyond a certain point.., everything else is just noise.

Controversial

Peter worries about this attitude sounding arrogant. Knowing Peter.., this is far from what is happening.

What’s really happening is that, at times, we should stop and think, reflect on the changes we’re trying to make, and the goals we want to achieve. Despite the fact there are a lot of talented people out there with a great number of good ideas, we cannot, and should not, just apply them. This goes for collaboration, but also hierarchy, job titles, software.., you name it.

Social business, The New Way of Working.., or whatever you want to call it.., is NOT generic. There is no One-Size-Fits-All. Not only does this apply to every company, but also to each department and each individual. To generalise, automate, or standardise this idea works as good as trying to fit every person in exactly the same suit.

Balance

Like any other undertaking, regardless of what it is, for it to have long term success, there has to be balance.

An office should provide spaces for all sorts of productivity styles. Employees should be involved in the design, their opinions should drive the change. After all, it is they who do the work.

 Thank you Peter for the insights and challenging us to think.

Peter is a creative thinker, creator and sensemaker. Co-initiator of Corporate Rebels United, a movement to unite corporate rebels worldwide to ensure that true change happens virally. Charter Member of Change Agents Worldwide.


Edit: Richard Martin (@IndaleGenesis) pointed me to this wonderful video made by Dave Coplin (@DCoplin). It really adds to the points made in the post. It’s only 9 minutes, I encourage you to watch it.

+++ end Rogier’s post

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