TED's Chris Anderson says the rise of web video is driving a worldwide phenomenon he calls Crowd Accelerated Innovation -- a self-fueling cycle of learning that could be as significant as the invention of print. But to tap into its power, organizations will need to embrace radical openness. And for TED, it means the dawn of a whole new chapter.
After a long career in journalism and publishing, Chris Anderson became the curator of the TED Conference in 2002 and has developed it as a platform for identifying and disseminating ideas worth disseminating.
This commons based innovation, a concept I've been pursuing for years.
Showing posts with label sourcing. Show all posts
Showing posts with label sourcing. Show all posts
Wednesday, February 9, 2011
Wednesday, January 6, 2010
Open Sourcing: Self Organizing Collaborative Communities
Flattener # 4: Open Sourcing – Self-Organizing Collaborative Communities
From The World is Flat by Thomas Friedman
For anyone interested in the concept of an innovation commons, The World is Flat is a must read. Here are a few quotes from this section of the book:
“…I discovered it was an amazing universe of its own, with communities of online, come as you are volunteers who share their insights with one another and then offer it to the public for nothing. They do it because they want something the market doesn’t offer them; they do it for the psychic buzz that comes from creating a collective product that can beat something produced by giants like Microsoft or IBM, and – even more important – to earn the respect of their intellectual peers. Indeed, these guys and gals are one of the most interesting and controversial new forms of collaboration that have been facilitated by the flat world and are flattening it even more.” p83
Quoting Bellendorf who was talking about the development of Apache: “We had a software project, but the coordination and direction were an emergent behavior based on whoever showed up and wanted to write code.” p 88
Concurrent Versions System used to keep track of the software and its revisions. p88
Still quoting Bellendorf, “We started with eight people who really trusted each other, and as new people showed up at the discussion forum and offered patch files posted to the discussion forum, we would gain trust in others, and that eight grew to over one thousand.” p88
“The Apache collaborators did not set out to make free software. They set out to solve a common problem – web serving – and found that collaborating for free was the best way to assemble the best brains for the job that needed to be doe.” p90
Quoting Swainson about the involvement of IBM in the project: “The Apache people were not interested in payment of cash. Thye wanted contribution to the base.” p90
Quoting Irving Wladawsky-Berger from IBM: “This emerging era is characterized by the collaborative innovation of many people working in gifted communities, just as innovation in the industrial era was characterized by individual genius.” p 93
“The striking thing about the intellectual commons form of open sourcing is how quickly it has morphed into other spheres and spawned other self organizing collaborative communities, which are flattening hierarchies in their areas.” p93
Talking about an open commons: “These bloggers have created their own online commons, with no barriers to entry. That open commons often has many rumors and wild allegations swirling in it. Because no one is in charge, standards of practice vary wildly, and some are downright irresponsible. But, because no one is in charge, information flows with total freedom.” p 93-94
“If everyone contributes his or her intellectual capital for free, where will the resources for new innovation come from?” p96
“How do you push innovation forward if everyone is working for free and giving away their work?” p 100
“Open source is an important flattener because it makes available for free many tools, from software to encyclopedias, that millions of people around the world would have to buy in order to use, and because open source network associations – with their open borders and come as you are approach – can challenge hierarchical structures with a horizontal model of innovation that is clearly working in a number of areas…This movement is not going away. Indeed, it may just be getting started – with a huge, growing appetite that could apply to many industries. As The Economist mused (June 10, 2004), ‘some zealots even argue that the open source approach represents a new post-capitalist model of production.’
That may prove true. But if it does, then we have some huge global governance issues to sort out over who owns what and how individuals and companies will profit form their creations.” p 102-103
From The World is Flat by Thomas Friedman
For anyone interested in the concept of an innovation commons, The World is Flat is a must read. Here are a few quotes from this section of the book:
“…I discovered it was an amazing universe of its own, with communities of online, come as you are volunteers who share their insights with one another and then offer it to the public for nothing. They do it because they want something the market doesn’t offer them; they do it for the psychic buzz that comes from creating a collective product that can beat something produced by giants like Microsoft or IBM, and – even more important – to earn the respect of their intellectual peers. Indeed, these guys and gals are one of the most interesting and controversial new forms of collaboration that have been facilitated by the flat world and are flattening it even more.” p83
Quoting Bellendorf who was talking about the development of Apache: “We had a software project, but the coordination and direction were an emergent behavior based on whoever showed up and wanted to write code.” p 88
Concurrent Versions System used to keep track of the software and its revisions. p88
Still quoting Bellendorf, “We started with eight people who really trusted each other, and as new people showed up at the discussion forum and offered patch files posted to the discussion forum, we would gain trust in others, and that eight grew to over one thousand.” p88
“The Apache collaborators did not set out to make free software. They set out to solve a common problem – web serving – and found that collaborating for free was the best way to assemble the best brains for the job that needed to be doe.” p90
Quoting Swainson about the involvement of IBM in the project: “The Apache people were not interested in payment of cash. Thye wanted contribution to the base.” p90
Quoting Irving Wladawsky-Berger from IBM: “This emerging era is characterized by the collaborative innovation of many people working in gifted communities, just as innovation in the industrial era was characterized by individual genius.” p 93
“The striking thing about the intellectual commons form of open sourcing is how quickly it has morphed into other spheres and spawned other self organizing collaborative communities, which are flattening hierarchies in their areas.” p93
Talking about an open commons: “These bloggers have created their own online commons, with no barriers to entry. That open commons often has many rumors and wild allegations swirling in it. Because no one is in charge, standards of practice vary wildly, and some are downright irresponsible. But, because no one is in charge, information flows with total freedom.” p 93-94
“If everyone contributes his or her intellectual capital for free, where will the resources for new innovation come from?” p96
“How do you push innovation forward if everyone is working for free and giving away their work?” p 100
“Open source is an important flattener because it makes available for free many tools, from software to encyclopedias, that millions of people around the world would have to buy in order to use, and because open source network associations – with their open borders and come as you are approach – can challenge hierarchical structures with a horizontal model of innovation that is clearly working in a number of areas…This movement is not going away. Indeed, it may just be getting started – with a huge, growing appetite that could apply to many industries. As The Economist mused (June 10, 2004), ‘some zealots even argue that the open source approach represents a new post-capitalist model of production.’
That may prove true. But if it does, then we have some huge global governance issues to sort out over who owns what and how individuals and companies will profit form their creations.” p 102-103
Wednesday, January 21, 2009
Why Crowdsourcing Might Be Better than Secret Service
Matt.Bachman, College Mogul
Microsoft put its Photosynth technology to work yesterday at the Presidential Inauguration and the results are impressive. In a nutshell, the application builds a navigable, 3-D model of a landscape by compiling, sorting, and repositioning a collection of photos. Here’s the kicker: the app is crowdsource-capable. (What is crowdsourcing? ) Working with CNN photographers located among the masses, Microsoft successfully mapped the scene around the Capitol building. By allocating each photo to a specific point cloud, or notable point of focus within the photo, the application calculates patterns and variations in the photo cloud, locates the vantage point of each photo, and finally positions it accordingly within the model.
See Photosynthesis
The decision to showcase technology calculating vantage points and mapping a seemingly infinite area at an event where the President is exposed to a massive crowd underscores the security potential of Photosynth. It is not hard to imagine Presidential security using this software to track a sniper hidden within a sea of people. More astounding is that the application’s performance improves with increasing scale, as more photos create a more detailed model.
Photosynth is just one of several surveillance technologies that rely on a human network to provide near-real time information and become increasingly effective as they scale. Back in October, CM profiled Purdue University’s Distributed Nuclear Detection by Ubiquitous Cell Phone project, where a chip embedded in a network mobile devices can detect radiation from a dirty bomb and triangulate its location. More recently, the surveillance capability of mobile phones allowed users to almost instantly upload photos of flight 1549 from passing ferries and midtown offices to Twitter —before mainstream media or authorities reached the scene its crash in the Hudson.
More
Microsoft put its Photosynth technology to work yesterday at the Presidential Inauguration and the results are impressive. In a nutshell, the application builds a navigable, 3-D model of a landscape by compiling, sorting, and repositioning a collection of photos. Here’s the kicker: the app is crowdsource-capable. (What is crowdsourcing? ) Working with CNN photographers located among the masses, Microsoft successfully mapped the scene around the Capitol building. By allocating each photo to a specific point cloud, or notable point of focus within the photo, the application calculates patterns and variations in the photo cloud, locates the vantage point of each photo, and finally positions it accordingly within the model.
See Photosynthesis
The decision to showcase technology calculating vantage points and mapping a seemingly infinite area at an event where the President is exposed to a massive crowd underscores the security potential of Photosynth. It is not hard to imagine Presidential security using this software to track a sniper hidden within a sea of people. More astounding is that the application’s performance improves with increasing scale, as more photos create a more detailed model.
Photosynth is just one of several surveillance technologies that rely on a human network to provide near-real time information and become increasingly effective as they scale. Back in October, CM profiled Purdue University’s Distributed Nuclear Detection by Ubiquitous Cell Phone project, where a chip embedded in a network mobile devices can detect radiation from a dirty bomb and triangulate its location. More recently, the surveillance capability of mobile phones allowed users to almost instantly upload photos of flight 1549 from passing ferries and midtown offices to Twitter —before mainstream media or authorities reached the scene its crash in the Hudson.
More
Tuesday, October 7, 2008
Crowd Sourcing
Crowdsourcing
Why the Power of the Crowd Is Driving the Future of Business
By: Jeff Howe
Review by 800ceoread
First identified by journalist Jeff Howe in a June 2006 Wired article, “crowdsourcing” describes the process by which the power of the many can be leveraged to accomplish feats that were once the province of the specialized few. Howe reveals that the crowd is more than wise—it’s talented, creative, and stunningly productive. Crowdsourcing activates the transformative power of today’s technology, liberating the latent potential within us all. It’s a perfect meritocracy, where age, gender, race, education, and job history no longer matter; the quality of work is all that counts; and every field is open to people of every imaginable background. If you can perform the service, design the product, or solve the problem, you’ve got the job.
But crowdsourcing has also triggered a dramatic shift in the way work is organized, talent is employed, research is conducted, and products are made and marketed. As the crowd comes to supplant traditional forms of labor, pain and disruption are inevitable.
Jeff Howe delves into both the positive and negative consequences of this intriguing phenomenon. Through extensive reporting from the front lines of this revolution, he employs a brilliant array of stories to look at the economic, cultural, business, and political implications of crowdsourcing. How were a bunch of part-time dabblers in finance able to help an investment company consistently beat the market? Why does Procter & Gamble repeatedly call on enthusiastic amateurs to solve scientific and technical challenges? How can companies as diverse as iStockphoto and Threadless employ just a handful of people, yet generate millions of dollars in revenue every year? The answers lie within these pages.
More
Why the Power of the Crowd Is Driving the Future of Business
By: Jeff Howe
Review by 800ceoread
First identified by journalist Jeff Howe in a June 2006 Wired article, “crowdsourcing” describes the process by which the power of the many can be leveraged to accomplish feats that were once the province of the specialized few. Howe reveals that the crowd is more than wise—it’s talented, creative, and stunningly productive. Crowdsourcing activates the transformative power of today’s technology, liberating the latent potential within us all. It’s a perfect meritocracy, where age, gender, race, education, and job history no longer matter; the quality of work is all that counts; and every field is open to people of every imaginable background. If you can perform the service, design the product, or solve the problem, you’ve got the job.
But crowdsourcing has also triggered a dramatic shift in the way work is organized, talent is employed, research is conducted, and products are made and marketed. As the crowd comes to supplant traditional forms of labor, pain and disruption are inevitable.
Jeff Howe delves into both the positive and negative consequences of this intriguing phenomenon. Through extensive reporting from the front lines of this revolution, he employs a brilliant array of stories to look at the economic, cultural, business, and political implications of crowdsourcing. How were a bunch of part-time dabblers in finance able to help an investment company consistently beat the market? Why does Procter & Gamble repeatedly call on enthusiastic amateurs to solve scientific and technical challenges? How can companies as diverse as iStockphoto and Threadless employ just a handful of people, yet generate millions of dollars in revenue every year? The answers lie within these pages.
More
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