future of collaboration - ispim - budapest - 15 june 2015
TRANSCRIPT
The Future of Collabora/on| ISPIM | Budapest| 15 June 2015
Context Be?er, deeper, richer collabora/on is increasingly seen as a necessity
by many organisa/ons. Whether to more effec/vely address big emerging challenges or to more efficiently exploit new innova/on opportuni/es.
Future Agenda The Future Agenda is the world’s largest open foresight program
that accesses mul/ple views of the next decade so all can be be?er informed and s/mulate innova/on.
Looking Forwards Organisa/ons increasingly want to iden/fy and understand
both the an/cipated and unexpected changes so that they can be be?er prepared for the future.
FA 1.0 Top Insights for 2020 From the 2010 program, 52 key insights on the next decade
were shared widely via books, cards and online and have been extensively used by organisa/ons around the world.
Future Agenda in Numbers The first Future Agenda programme engaged a wide range of views in 25 countries. Future Agenda 2.0 is doubling the face-‐to-‐face interac/on
and significantly raising online sharing, debate and discussion.
Future Agenda 1.0 1 HOST 16 TOPICS 25 COUNTRIES 50 WORKSHOPS 1500 ORGANISATIONS
Future Agenda 2.0 40+ HOSTS 21 TOPICS 50 COUNTRIES 100 WORKSHOPS 2500 ORGANISATIONS
Future Agenda 2.0 Topics The second version of the Future Agenda program is taking place
during 2015 and is addressing 20 topics via 100 events in 50 countries with around 35 core hosts.
Ageing
CiNes
Company
ConnecNvity
Data
EducaNon
Energy
Food
Government
Health
Learning
Loyalty
Payments
Privacy
Resources
Transport
Travel
Water
Wealth
Work
The Process 20 ini/al perspec/ves on the future kicked off the Future Agenda discussions taking place across 5 con/nents from Feb to July 2015. These are ini/al views to be shared, challenged and enhanced.
Ini/al Perspec/ves Q4 2014
Global Discussions Q1/2 2015
Insight Synthesis Q3 2015
Sharing Output Q4 2015
The Future of CollaboraNon From the discussions to date, there were many issues iden/fied as being significant for the next decade. A number of these relate to the changing nature of the future of collabora/on and were built upon on June 15th
Most Significant ExisNng Views Of the 30 exis/ng views (see appendix) shared, 8 were seen to be most
significant in influencing the future of collabora/on and selected as having high poten/al impact by all par/cipants
Also Significant ExisNng Views Another six issues were rated as being highly important by some, and of
medium significance by others, for the future of collabora/on
Other Significant ExisNng Views And 8 other issues were seen as highly significant for the
future of collabora/on by one group
Missing Issues During the workshop we iden/fied a number of addi/onal issues that were felt to be poten/ally significant for the future of collabora/on in
the next decade of which the top 4 were discussed in detail.
• Tools for enabling and managing collaboraNon • Business models for collaboraNve ecosystems • Cross-‐generaNonal collaboraNon • CollaboraNon Nme as a new currency
• Regulatory frameworks for collabora/on • New marketplaces for competencies and problems • Collabora/ve models that help reduce inequality • Establishing trust in digital media
CollaboraNon Time as a Social Currency Time spent working on collabora/ve projects addressing real issues is a metric that drives reputa/on and social status. Individuals seek to give up their free-‐/me to help solve emerging problems to be?er support society.
Cross-‐generaNonal CollaboraNon Tapping into the exper/se of part-‐/me older workers and the re/red is supported both by the elderly, who seek to remain ac/ve and make a
difference, and the young who can help share and apply their knowledge.
CollaboraNve Business Models Partnerships shifs to become more dynamic, agile, long-‐term, democra/sed and mul/-‐party collabora/ons. Big challenges are addressed by global groups
of diverse stakeholders built around new, non-‐financial incen/ves.
Unified CollaboraNon PlaXorms Public and private communi/es of interest partner to create comprehensive, unified digital plagorms that support mul/ple players working together to
take major innova/ons through to proof of concept and beyond.
CollaboraNon Standards As we move to a world of IP-‐free, mass-‐collabora/on to help address the
big challenges ahead, compe/tor alliances and wider public par/cipa/on drive regulators to create new legal frameworks for open, empathe/c collabora/on.
The Future of CollaboraNon -‐ Appendix This is the full range of insights both used as input to
the Budapest event at ISPIM
Global vs. Local Technology is by its very nature global and data does not respect na/onal
boundaries. Can na/on states con/nue to set the rules or will tension in global interoperability drive us to design for global standards but with localised use?
Joining the Dots Increasing collabora/on drives companies to re-‐organise based on social
networks. The shared economy changes the shape of many organisa/ons, but a shif in the role of the company from employer to facilitator challenges many.
Rise of the Micro-‐Actors We can see a blurring of energy consumers and producers – to ‘prosumers’
who do both. Hence a move to mul/ple micro-‐actors working individually and collec/vely -‐ supported by new technological developments, including storage.
Big CollaboraNon Addressing future major challenges relies on deeper and wider collabora/on between organiza/ons with no lead
company and IP value crea/on replaced by new recogni/on.
Taking Hard Decisions We know that there is a growing urban popula/on; climate change is taking effect and that the vola/lity in water supply can only be par/ally mi/gated by improved efficiency. We have yet to decide how to address the problem.
A Data Marketplace Data is a currency, it has a value and a price, and therefore requires a market place. An ecosystem for trading data is emerging and anything
that is informa/on is represented in a new data marketplace.
21st Century OrganisaNons The emerging organisa/on feels very different from c20th companies -‐ collabora/ve, crowd-‐funded, fla?er, human-‐focused, hyper-‐specialised, informal, localised, out-‐sourced, project-‐based, purpose-‐led and virtual.
Deep Distant InteracNons Reliable, ubiquitous mobile communica/ons will enable deep and
effec/ve geographically-‐distant interac/ons where the online experience will be difficult to differen/ate from face-‐to-‐face mee/ngs.
CollaboraNve Health Data-‐centric pa/ents shif from a dependency on expert prac//oners: They take on more responsibility for their own care and collaborate with a wider
range of health professionals as they pursue improved health and preven/on.
Value of Data There is undoubtedly a huge economic incen/ve to generate and collect data from whatever sources it becomes available. As more data from more things becomes available, we can expect to see a data “land grab” by organisa/ons.
Reaching the Limits Growing popula/ons and rising consumer demand related to higher standards of living across all socie/es are increasing consump/on of
resources and we are in danger of exceeding the Earth’s natural thresholds.
CollaboraNve Networked Learning There will be a movement away from a top-‐down, broadcast approach
of learning to a hyper-‐collabora/ve global network consis/ng of learners, ins/tu/ons and content providers.
Securing Sustainable Society The benefits of making data open, especially for solving some of society’s greatest problems, will drive governments to insist that certain private data sets are made public, democra/sing data-‐use and driving social innova/on.
Public-‐Private City Partnerships To collec/vely address major urban challenges, as shown by Medellin in Colombia, governments increasingly openly collaborate with business to improve the ins/tu/onal fabric of ci/es as well as core infrastructure.
Data Darwinism Data is a new form of power: Corporate consolida/on places data in the hands of a few who are able to dictate terms above others. Governments correspondingly have less power as they have less access to key data.
Individual Control New disrup/ve providers are seeking to put the individual in control of their personal data. In the process, they are seeking to disintermediate
data-‐intensive businesses from their exis/ng sources of data.
Deeper vs. Wider RelaNonships Social interac/ons broaden through extended access but may also
become more superficial: A divide grows between those establishing rela/onships purely on data and those basing connec/ons on emo/ons.
Self-‐Organised Learning By removing adult restric/ons on educa/on and providing children with Internet access and on-‐line support and encouragement,
children are able to self-‐organise and learn.
Conscious Stewards We are more aware of the consequences of our ac/ons: There is a sense of stewardship of the world -‐ not only in how we manage our home, but also in how we live in our ecosystem. We start to behave as conscious stewards.
New Value, Different Models In the coming years, brands will need to be disrup/ve in their thinking about loyalty, seeking new kinds of value proposi/on, exploring different models
and redefining the very ways in which loyalty is conceived.
ParNcipatory Government One of the ways that the state can legi/mize itself to its cons/tuents might be to facilitate the building of rela/onships with the people
and other sectors to co-‐provide solu/ons to problems.
Fair CompensaNon Fairer prices for farmers, food producers and consumers are driven by the elimina/on of subsidies, the introduc/on of sustainability accoun/ng into the corporate P&L and increased transparency and traceability of supply.
Lessons From Large CiNes Smaller ci/es and towns will increasingly adopt approaches that have worked in larger ci/es: Mul/-‐modal, integrated transport
op/ons will be adapted and op/mised for midi ci/es.
Post Modern Workplaces We are on the cusp of a transi/on to a world where, half of the popula/ons
of Europe and the United States subscribe to post-‐modern values of autonomy and diversity. The workplace will not escape this trend.
Global vs. Bilateral Agreements A key ques/on for the next decade will be whether we will be able to achieve true global agreements, or will bilateral trade agreements remain the way by which na/ons can be?er manage and control economic influence?
CollaboraNon and Trade-‐Offs To bring about a shif and to broaden the frame of discussion, pragma/c collabora/on is needed, between government,
society and industry at an unprecedented scale.
Incumbent Blockers Several large, well-‐established organisa/ons con/nue to seek to prevent
change by arguing for short-‐term incremental shifs rather than wider, more collabora/ve system-‐based change that may benefit society in the long-‐term.
Transport and Society Transport systems need to contribute to suppor/ng and improving
society rather than only serving it and risking unintended, unan/cipated and unwelcome consequences.
Changing Role of Government En//es compete with the state for influence -‐ environmental, human rights, and other ac/vist NGOs – and operate at many levels of government around
the world. This new dynamic changes the role of the state.
Making Compromises Reconciling the need for companies to act sustainably and in accordance with principles of interna/onal human rights with the local prac/ces will require compromise to develop workable context and industry-‐specific guidelines.
Skill ConcentraNons The growth of the nomadic global elite ci/zenship accelerates the
concentra/on of the high-‐skill / high-‐reward opportuni/es within a select group of globally-‐connected ci/zens, who move ahead of the urban pack.
Measuring Wealth in a More Human Way As we evolve from seeing progress purely as growth of GDP and income per capita to a more holis/c understanding and measurement of wealth, the
metrics by which we judge success will have to be reinvented.
Business SoluNons to Societal Problems Re-‐visioning the role of business in society may lead to a reduc/on in inequality, less par/san poli/cs and greater ac/on as businesses take the lead rather than wai/ng for Government to lead them.
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