Monday, August 20, 2012

Quotes I like

"Over the course of history, these five elements have characterized teams and collaborative innovators, starting a the dawn of humanity. Disruptive innovations like gunpowder, the printing press, paper money, and bookkeeping are not the result of a carefully planned innovation process. Nevertheless, by analyzing teams and collaborative innovators of the past, we can identify their typical behavioral patterns. Those lessons from the past form five corollaries.

1.Collaboration networks are learning networks.
2.Collaboration networks need an ethical code.
3.Collaboration networks are based on trust and self-organization.
4.Collaboration networks make knowledge accessible to everybody.
5.Collaboration networks operate in internal honesty and transparency.

The elements constitute the “genetic code” of participants in COINs."

pg. 53, Swarm Creativity, Peter A. Gloor

This quote reminds me of distributed funding as described in an earlier post:

'One could envision a "digital-age co-op" with peer-rating systems that dynamically apportion shares to contributors based on the community's assessment of the value added by individual contributors. Annual profits form sales and services could then be distributed across the community of contributors. Whatever the precise arrangement, it's clear that the future of peer production lies in hybrid models where participants share and appropriate at the same time.' pg. 283, Wikinomics

Quotes related to Boeing:

"Like many of its contemporaries, Boeing is moving beyond the multinational model to something new--a truly global firm that breaks down national silos, deploys resources and capabilities globally, and harnesses the power of human capital across borders and organizational boundaries." pg. 284, Wikinomics

Concerning Boeing's 787:

"Altogether, it's a massive technological and human challenge to bring together such a diverse and globally distributed team of designers and manufactures into a highly complex and structured development project. Underlying this complex network is a real-time collaboration system created by Boeing and Dassault Systemes called the Global Collaboration Environment. This cutting-edge system links all of the various partners to a platform of product life-cycle management tools and a shared pool of design data." pg. 227, Wikinomics (See the YouTube video Global Collaboration Environment for Electronics or End to end PLM story for an example.)

"No more need to send engineering drawings back and forth between engineering and design teams. Any member of any team, anywhere in the world, at any time, can access, review, and revise the same drawings and simulations while the software tracks the revisions. Non-engineering managers can get in on the action too. Light-weight viewers enable everyone from marketing execs to cost accountants to review and comment on the plans as they progress, ensuring that the final design come to fruition in the broadest possible context.', pg. 227-228 Wikinomics

"Without real-time access to a shared pool of design tools and engineering data, Boeing's efforts to create effective interenterprise collaboration would be nowhere.", pg. 238 Wikinomics

The Wikinomics relating to Open Source:

"In the old days you were assigned to a corporate team, and that's where you stayed, building up bonds of trust and loyalty that would enable you and your teammates to collaborate effectively. Today, new forms of mass collaboration suggest that companies may be better off with a more self-organized approach to teaming. ... Some will no doubt complain that such a radical approach to workplace organization is unmanageable. But if that were really the case, then we wouldn't see communities like Wikipedia, the open source movement, of the Human Genome Project collaborating successfully on a very large scale. With the right tools and enough transparency, a large and diverse group of people self-selecting to add value can complete even the most complex tasks with only a minimum of central control", pg. 259, Wikinomics

Strategies of SocialText:

"Mayfield thinks that the solution is collaboration tools that adapt to the habits of workplace teams and social networks rather than the other way around. Indeed, this insight was the genesis of the business. He and his partners came up with the idea for Socialtext when they observed how employees in Silcon Valley firms were bringing in applications from the open source community and using them as a source of personal competitive advantage. If the tool proved to be effective, they would quickly begin to see a bottom-up demand pattern emerging in the firm as other employees clamored to try them out." pg. 252 Wikinomics