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The New Socialism: Global Collectivist Society Is Coming Online

Tags: business, trends, web2.0, government, innovation on 2009-07-01 and saved by 34 people -All Annotations (108) -About

more fromwww.wired.com

The frantic global rush to connect everyone to everyone, all the time, is quietly giving rise to a revised version of socialism.
digital socialism may be the newest American innovation.
the new socialism runs over a borderless Internet, through a tightly integrated global economy. It is designed to heighten individual autonomy and thwart centralization. It is decentralization extreme.
I use socialism because technically it is the best word to indicate a range of technologies that rely for their power on social interactions. Broadly, collective action is what Web sites and Net-connected apps generate when they harness input from the global audience.
When masses of people who own the means of production work toward a common goal and share their products in common, when they contribute labor without wages and enjoy the fruits free of charge, it's not unreasonable to call that socialism.
But there is one way in which socialism is the wrong word for what is happening: It is not an ideology
It is a design frontier and a particularly fertile space for innovation.
Groups of people start off simply sharing and then progress to cooperation, collaboration, and finally collectivism
The online masses have an incredible willingness to share.
Sharing is the mildest form of socialism, but it serves as the foundation for higher levels of communal engagement.
When individuals work together toward a large-scale goal, it produces results that emerge at the group level.
Thousands of aggregator sites employ the same social dynamic for threefold benefit. First, the technology aids users directly, letting them tag, bookmark, rank, and archive for their own use. Second, other users benefit from an individual's tags, bookmarks, and so on. And this, in turn, often creates additional value that can come only from the group as a whole.
"from each according to his ability, to each according to his needs" because it betters what you contribute and delivers more than you need.
these sites put in far more energy than they could ever get in return, but they keep contributing in part because of the cultural power these instruments wield.
That is the whole point of social institutions—the sum outperforms the parts.
Organized collaboration can produce results beyond the achievements of ad hoc cooperation.
In contrast to casual cooperation, collaboration on large, complex projects tends to bring the participants only indirect benefits, since each member of the group interacts with only a small part of the end product.
In fact, the work-reward ratio is so out of kilter from a free-market perspective—the workers do immense amounts of high-market-value work without being paid—that these collaborative efforts make no sense within capitalism.
Adding to the economic dissonance, we've become accustomed to enjoying the products of these collaborations free of charge. Instead of money, the peer producers who create the stuff gain credit, status, reputation, enjoyment, satisfaction, and experience.
While cooperation can write an encyclopedia, no one is held responsible if the community fails to reach consensus, and lack of agreement doesn't endanger the enterprise as a whole. The aim of a collective, however, is to engineer a system where self-directed peers take responsibility for critical processes and where difficult decisions, such as sorting out priorities, are decided by all participants.
While millions of writers contribute to Wikipedia, a smaller number of editors (around 1,500) are responsible for the majority of the editing.
"Inside every working anarchy, there's an old-boy network."
This isn't necessarily a bad thing. Some types of collectives benefit from hierarchy while others are hurt by it.
In the past, constructing an organization that exploited hierarchy yet maximized collectivism was nearly impossible. Now digital networking provides the necessary infrastructure.
it can be seen as a cultural OS that elevates both the individual and the group at once. The largely unarticulated but intuitively understood goal of communitarian technology is this: to maximize both individual autonomy and the power of people working together. Thus, digital socialism can be viewed as a third way that renders irrelevant the old debates.
The new OS is neither the classic communism of centralized planning without private property nor the undiluted chaos of a free market. Instead, it is an emerging design space in which decentralized public coordination can solve problems and create things that neither pure communism nor pure capitalism can.
Revolutions have grown out of much smaller numbers.
don't think of themselves as revolutionaries
Indeed, the leaders of the new socialism are extremely pragmatic.
But the last election demonstrated the power of a decentralized, webified base with digital collaboration at its core.
the sharing model is a viable alternative to both profit-seeking corporations and tax-supported civic institutions.
The increasingly common habit of sharing what you're thinking (Twitter), what you're reading (StumbleUpon), your finances (Wesabe), your everything (the Web) is becoming a foundation of our culture.
Now we're trying the same trick with collaborative social technology, applying digital socialism to a growing list of wishes—and occasionally to problems that the free market couldn't solve—to see if it works.
we find that the power of the new socialism is bigger than we imagined.
The force of online socialism is growing. Its dynamic is spreading beyond electrons—perhaps into elections.

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Beyond Detroit: On the Road to Recovery, Let the Little Guys Drive

Tags: business, trends, web2.0, plm, innovation on 2009-07-01 -All Annotations (19) -About

more fromwww.wired.com

the most fundamental problem is also the hardest to overcome: The most innovative cars are no longer made in America.
Automakers will need to transition from a vertical, proprietary, hierarchical model to an open, modular, collaborative one, becoming central nodes in an entrepreneurial ecosystem.
"The only way I can see for them to win the game is to change it entirely."
Initially, the complex was Ford's attempt to solve a manufacturing problem; in the days before networked communication, coordinating precisely with small suppliers was impossible, which meant he couldn't ensure that all the parts for his cars would be ready at the right time and in the proper condition. Ford's answer: total control.
By seeking to match the likes of Toyota, Detroit has been trying to come from behind in a game where its adversaries set the rules.
"Every time American companies catch up to the competition," Klepper says, "the competition already has moved on and instituted new things. In that situation, it's extremely difficult to get ahead."
a big NIH problem
but the relationship has typically been one-way and often hostile; car companies specify exactly what services they need and how much they'll pay for them.
a narrow well of innovation
A growing number of firms have adopted what UC Berkeley's Chesbrough dubbed "open innovation"—accelerating change by letting ideas flow much more freely in and out of companies.
Unsurprisingly, open innovation is seen most clearly in firms like IBM, Alcatel-Lucent, and Millennium Pharmaceuticals, but Chesbrough argues that it has been picked up with success by companies in fields ranging from chemicals and packaged goods to lubricants and home-improvement gadgets.
"It hasn't learned that no one company or industry has a monopoly on useful ideas."
In other words, modularity encouraged multiple innovations from multiple sources and made them easy to incorporate.
The growing sophistication of design and simulation software makes it easier for startups to create prototypes and test new products virtually, before undergoing those expensive processes in the real world.
somewhat as Dell allows purchasers to click on hyperlinks to add or subtract computer features.
Custom-rebuilt
to pharmaceutical companies,
In other words, the US automotive industry will not introduce innovative cars unless there is a market to support them.

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The New New Economy: More Startups, Fewer Giants, Infinite Opportunity

Tags: business, trends, web2.0 on 2009-07-01 and saved by 14 people -All Annotations (67) -About

more fromwww.wired.com

What will be the future potential cost saving with PLM 2.0? « Daily PLM Think Tank Blog

Tags: socialmedia, web2.0, plm on 2009-06-13 -All Annotations (0) -About

more fromplmtwine.com

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At Procter & Gamble, The Good And Bad Of Web 2.0 Tools -- Enterprise 2.0 -- InformationWeek

Tags: web2.0, enterprise2.0 on 2009-05-27 -All Annotations (4) -About

more fromwww.informationweek.com

How about e-mail, which Schueller describes as the biggest barrier to employee use of more interactive and effective tools. "As a sender of an e-mail, I control the agenda of everyone around me," Schueller says. E-mailers decide who has permission to read a message, and the Reply To All button ensures that peripheral participants will be prompted long after they have lost all interest. Blogs, in contrast, beg for comments from those most interested. Schueller also faces the harrumphing of employees who see anything other than e-mail as an addition to their workloads. "We consistently hear that information posted to the intranet is incremental work," he says.
Now they ask me how these tools can integrate with their existing content management systems,"
In 2005, P&G laid plans for a Microsoft-centric collaboration initiative, with instant messaging, unified communications, and presence using Live Communications Server; Web conferencing with Live Meeting; and content management and collaboration via SharePoint. About 80,000 employees use Microsoft IM, and 20,000 have moved to Outlook. P&G has a few SharePoint sites running, and the major rollout begins in August.
with social networking tools like Lotus' Connections and Microsoft SharePoint Server 2007's support for blogs, wikis, and calendar sharing--many companies are concluding that one platform won't be enough.

When Sensors and Social Networks Mix - ReadWriteWeb

Tags: web2.0, socialnetworking on 2009-04-28 and saved by 9 people -All Annotations (0) -About

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The FASTForward Blog » Nice Comparison of Enterprise 2.0 and Web 2.0: Enterprise 2.0 Blog: News, Coverage, and Commentary

Tags: enterprise2.0, web2.0 on 2009-04-09 and saved by 3 people -All Annotations (0) -About

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Five Technologies Tim O'Reilly Says Point Past Web 2.0 - ReadWriteWeb

Tags: web2.0, web3.0, trends on 2009-04-02 and saved by 12 people -All Annotations (0) -About

more fromwww.readwriteweb.com

Tim O'Reilly Steers Us to a Post-Web-2.0 World, Part I | FastCompany.TV

Tags: web2.0, web3.0, semanticweb, trends on 2009-04-01 and saved by 10 people -All Annotations (0) -About

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Tim O'Reilly Steers Us to a Post-Web-2.0 World, Part II | FastCompany.TV

Tags: web2.0, web3.0, semanticweb, trends on 2009-04-01 -All Annotations (0) -About

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Google, WalMart, and MyBarackObama.com: The Power of the Real Time Enterprise - O'Reilly Radar

Tags: web2.0, enterprise2.0 on 2009-03-25 and saved by 10 people -All Annotations (14) -About

more fromradar.oreilly.com

infused with IT i
As I said in my keynote at the Web 2.0 Expo NY (and in a followup radar post), WalMart is a better example of Enterprise 2.0 than any of these more trendy examples of user contribution systems.
If Google's key innovation with PageRank was to recognize that a link was a vote, which could be counted and measured to get better search results, so too, WalMart recognized early on that a purchase was a vote.
competitive advantage comes from capturing data more quickly, and building systems to respond automatically to that data.
Sensing, processing, and responding (based on pre-built models of what matters, "the database of expectations," so to speak) is arg
hybrid human-machine system
What became clear in the ensuing decade is that humans are not just part of the programming, but also sensors and actuators for computers. Our aggregate behavior is measured, monitored, and becomes feedback that improves the overall intelligence of the system. That is why I've said that the defining characteristic of Web 2.0 applications is that they "harness collective intelligence."
Aside: I seem to have lost the battle to define Web 2.0 as" the use of the network as platform to build systems that get better the more people use them. Perhaps its the lure of the obvious: companies and products that harness explicit user contribution are easier to recognize than those that pursue the more subtle and difficult task of harnessing implicit contribution. Or perhaps it's the persistent gravitational tug of the idea that the heart of Web 2.0 is ad-supported business models; therefore, enterprise features that look like those of well-known companies featuring user contribution and ad-supported business models must by definition also be "2.0." For me, the far more profound and powerful systems come from harnessing both explicit and implicit human contribution.

8 Experts Predict How Web 2.0 Will Evolve In 2009 | Radical Tech | Fast Company

Tags: web2.0, trends on 2009-03-09 and saved by 17 people -All Annotations (7) -About

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Jive, Lotus Connections and SocialText | Jon Mell - Web 2.0 ideas and strategy

Tags: collaboration, web2.0, socialmedia on 2009-02-20 and saved by 3 people -All Annotations (0) -About

more fromjonmell.co.uk

Six ways to make Web 2.0 work - The McKinsey Quarterly - Six ways Web 2.0 work - Business Technology - Application Management

Tags: enterprise2.0, adoption, web2.0 on 2009-02-18 and saved by 83 people -All Annotations (124) -About

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Top 8 Web 2.0 Security Threats - ReadWriteWeb

Tags: web2.0, security on 2009-02-17 and saved by 8 people -All Annotations (0) -About

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Do Web 2.0 tools help personal effectiveness? - Knowledge Jolt with Jack

Tags: web2.0, productivity, knowledgeworker on 2009-02-14 and saved by 4 people -All Annotations (0) -About

more fromblog.jackvinson.com

YouTube - Web 2.0 Goes to Work for Business

Tags: web2.0, business, socialmedia on 2009-02-10 -All Annotations (0) -About

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