Don Tapscott - Macrowikinomics
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The document discusses the rise of an "Age of Networked Intelligence" driven by technological and social changes. Key aspects of these changes include the rise of web 2.0 technologies, social networks, and mass collaboration, which are shifting power away from traditional hierarchies to more open participation and knowledge sharing on networks. This represents a major paradigm shift that challenges existing institutions and leadership models.
![Macrowikinomics: Collaboration, Connectivity, and Cooperation in the Age of Networked Intelligence Don Tapscott Chairman, Moxie Insight [email_address] twitter.com/dtapscott www.dontapscott.com October 3, 2011](https://image.slidesharecdn.com/dontapscott-macrowikinomics-111117102836-phpapp01/85/Don-Tapscott-Macrowikinomics-1-320.jpg)
![| © 2011 The Tapscott Group. All Rights Reserved. Don Tapscott [email_address] Twitter: @dtapscott (416) 863-8801 www.dontapscott.com](https://image.slidesharecdn.com/dontapscott-macrowikinomics-111117102836-phpapp01/85/Don-Tapscott-Macrowikinomics-50-320.jpg)
Don Tapscott - Macrowikinomics
- 1. Macrowikinomics: Collaboration, Connectivity, and Cooperation in the Age of Networked Intelligence Don Tapscott Chairman, Moxie Insight [email_address] twitter.com/dtapscott www.dontapscott.com October 3, 2011
- 3. Current Crisis | © 2011 The Tapscott Group. All Rights Reserved.
- 5. A Turning Point in History: Rebooting Our Institutions
- 6. The Rise of the Age of Networked Intelligence Printing Press Internet Agrarian Age Industrial Age Age of Networked Intelligence
- 7. THE TECHNOLOGICAL REVOLUTION Four Drivers for Change
- 8. Web 2.0 Taxonomy GEOSPATIALITY Web 2.0 TRUE MULTIMEDIA WEB SERVICES INTEGRATION
- 9. Four Drivers for Change THE NET GENERATION THE TECHNOLOGICAL REVOLUTION
- 12. THE SOCIAL REVOLUTION Four Drivers for Change THE TECHNOLOGICAL REVOLUTION THE NET GENERATION
- 13. Alex Tapscott’s Wikinomicists Community
- 14. New Models of Citizen Engagement: Wikinomics and Obama
- 15. Tunisia
- 16. Bahrain
- 17. Egypt
- 18. Libya
- 19. Yemen
- 20. | © 2011 The Tapscott Group. All Rights Reserved. Oman
- 21. | © 2011 The Tapscott Group. All Rights Reserved. Jordan
- 22. | © 2011 The Tapscott Group. All Rights Reserved. Iraq
- 23. | © 2011 The Tapscott Group. All Rights Reserved. Algeria
- 24. | © 2011 The Tapscott Group. All Rights Reserved. Syria
- 25. Iran June 2009
- 27. Japan June 2010
- 28. Spain May 2011
- 29. Greece May 2010
- 30. Greece June 2011
- 32. Four Drivers for Change THE ECONOMIC REVOLUTION THE TECHNOLOGICAL REVOLUTION THE NET GENERATION THE SOCIAL REVOLUTION
- 33. New Competitive Space Value Creation Critical Resources Physical Financial Knowledge Self- Organization Traditional Hierarchy The Economics of Collaboration Extended Enterprise Industrial Age Corporation Mass Collaboration Business Webs
- 34. A 50 year old mining company peers, opens, shares its proprietary data and acts globally in a bid to transform itself and explore the extent of a rich new find. Goldcorp
- 35. | © 2011 The Tapscott Group. All Rights Reserved. THE ECONOMIC REVOLUTION Four Drivers for Change THE TECHNOLOGICAL REVOLUTION THE NET GENERATION THE SOCIAL REVOLUTION
- 36. A Burning Platform for Change
- 37. 5 Principles for the Age of Networked Intelligence | © 2011 The Tapscott Group. All Rights Reserved.
- 38. A Turning Point in History: Rebooting Our Institutions | © 2011 The Tapscott Group. All Rights Reserved.
- 39. A Turning Point in History: Rebooting Our Institutions | © 2011 The Tapscott Group. All Rights Reserved.
- 40. Building the EDAC Community OLD: Dilbert | © 2011 The Tapscott Group. All Rights Reserved.
- 41. Old New Finite Resource Infinite Resource Internal Internal and External Containerization Collaboration Building the EDAC Community NEW: Knowledge Management 2.0 | © 2011 The Tapscott Group. All Rights Reserved.
- 42. The failed view of knowledge management views knowledge as a finite resource to be captured in containers and then made available to appropriate human resources. But human knowledge is an infinite resource – both inside AND outside organizations. It is not achieved through containerization, but through collaboration – both inside AND outside organizations. Building the EDAC Community NEW: Knowledge Management 2.0 | © 2011 The Tapscott Group. All Rights Reserved.
- 43. Building the EDAC Community NEW: A New Operating Platform to Power the Collaborative Enterprise Personal Profiles (based on people) Industrial Strength Social Networking Blogging and Microblogging Wikis and Document Co-creation Ideastorms Team Project Tools Deliberation-Decision Making New Generation Knowledge Management IT Integration and Administration | © 2011 The Tapscott Group. All Rights Reserved.
- 44. Building the EDAC Community NEW: Collaborative Working Spaces | © 2011 The Tapscott Group. All Rights Reserved.
- 45. A Turning Point in History: Rebooting Our Institutions | © 2011 The Tapscott Group. All Rights Reserved.
- 46. Crisis of Leadership Pa radigm shifts involve dislocation, conflict, confusion, uncertainty. New paradigms are nearly always received with coolness, even mockery or hostility . Those with vested interests fight the change . The shift demands such a different view of things that established leaders are often last to be won over, if at all. | © 2011 The Tapscott Group. All Rights Reserved.
- 47. | © 2011 The Tapscott Group. All Rights Reserved.
- 48. | © 2011 The Tapscott Group. All Rights Reserved.
- 49. The Age of Networked Intelligence | © 2011 The Tapscott Group. All Rights Reserved.
- 50. | © 2011 The Tapscott Group. All Rights Reserved. Don Tapscott [email_address] Twitter: @dtapscott (416) 863-8801 www.dontapscott.com
Editor's Notes
- #20: Demonstrators scatter after police officers use teargas during a protest in Tunis, Friday, Jan. 14, 2011. Tunisia's official news agency says President Zine El Abidine Ben Ali has declared a state of emergency as riots escalated in his North African nation. (AP Photo/Christophe Ena)
- #42: At Dresdner Kleinwort (DKW), a Europe-based investment bank, employees started using wikis in the IT department to document new software in an informal pilot. Soon afterward, wikis began to migrate out of the IT department and into the broader workplace environment, where teams picked up on them as a way to get collaborative projects up and running quickly. When DKW CIO J.P. Rangaswami learned of the process, he was intrigued by the technology's versatility. The company went ahead with more pilots, and after just six months of usage, the traffic on the internal wiki exceeded that on the entire DKW intranet. Today the wiki has more than 2,000 pages and is used by more than a quarter of the company's workforce. Lead users have decreased e-mail volume by 75% and cut the company's meeting times in half. Rangaswami says, "We recognized early on that these tools would allow us to collaborate more effectively than existing technologies."
- #43: At Dresdner Kleinwort (DKW), a Europe-based investment bank, employees started using wikis in the IT department to document new software in an informal pilot. Soon afterward, wikis began to migrate out of the IT department and into the broader workplace environment, where teams picked up on them as a way to get collaborative projects up and running quickly. When DKW CIO J.P. Rangaswami learned of the process, he was intrigued by the technology's versatility. The company went ahead with more pilots, and after just six months of usage, the traffic on the internal wiki exceeded that on the entire DKW intranet. Today the wiki has more than 2,000 pages and is used by more than a quarter of the company's workforce. Lead users have decreased e-mail volume by 75% and cut the company's meeting times in half. Rangaswami says, "We recognized early on that these tools would allow us to collaborate more effectively than existing technologies."