The author introduces 5 aspects of economic life: how we work, consume, innovate, lead and own productive endeavor that We-Think could have an impact on.
Innovation
We used to believe that ideas and invention would come from special people, who worked at special place, and who would wear special clothes: white clothes in lab, smock in studio. Overtime, invention-driven innovation proved to be unproductive. Use pharmaceutical industry, Henry Ford's revolutionary moving assembly line, Werner Heisenberg's discussion with Neils Bohr, Thomas Edison as examples, it is proven alternative model of innovation has emerged as an open activity: "open innovation uses the web to take to scale a collaborative and social approach to creativity" (p95.) Scientist, educators, researchers in any field will have an option to create a "We-Think" approach to sharing and developing ideas.
Consumer
Before, we usually thought that consumers were the final link of the production process. Nowadays, people are no longer passive recipients, but they want to be participants in the creation of service. Take a look World of Warcraft as example: it is a social structure. Players create their characters, fight with monster and acquire point to pass through levels. The game was designed to be participative and social as there are many tasks to be taken, some of which would need collaboration of many players. Consumers also want to participate in designing new solution, such as the emergence of the mountain bike.
Work
If organizations want to get work done, usually they must follow 2 simple steps: motivate, co-ordinate and innovate their workers. However, corporations usuually find it hard to do all three at once. Open source of We-Think brings an inspirational model that would infiltrate organization to have better collaboration, and more progressively open. Such organizations that has started to applied the new model are Gore-Tex, British telecommunication behemoth, whose productivities have gone up 5% and quality up by 8%.
Leadership
Leaders give permissions and issue order to make sure resources are aligned behind their strategies. Instructions and permissions run down the chain of command while decisions are passed up for approval. Most traditional corporations work in this closed model of leadership. However, this model is illequipped to cope with demands. It is too slow because there are too many decisions waiting for approval. We-Think created a new leadership model that exercise in a different way from tradition corporations. Leaders will focus on making the norms and rules that many people can take responsibility over small parts; they tend to identify with the communities; such leader as Craige Newamark, Mark Shuttleworth, Sydney Brenner excercise inviting others to come forward with ideas.
Innovation
We used to believe that ideas and invention would come from special people, who worked at special place, and who would wear special clothes: white clothes in lab, smock in studio. Overtime, invention-driven innovation proved to be unproductive. Use pharmaceutical industry, Henry Ford's revolutionary moving assembly line, Werner Heisenberg's discussion with Neils Bohr, Thomas Edison as examples, it is proven alternative model of innovation has emerged as an open activity: "open innovation uses the web to take to scale a collaborative and social approach to creativity" (p95.) Scientist, educators, researchers in any field will have an option to create a "We-Think" approach to sharing and developing ideas.
Consumer
Before, we usually thought that consumers were the final link of the production process. Nowadays, people are no longer passive recipients, but they want to be participants in the creation of service. Take a look World of Warcraft as example: it is a social structure. Players create their characters, fight with monster and acquire point to pass through levels. The game was designed to be participative and social as there are many tasks to be taken, some of which would need collaboration of many players. Consumers also want to participate in designing new solution, such as the emergence of the mountain bike.
Work
If organizations want to get work done, usually they must follow 2 simple steps: motivate, co-ordinate and innovate their workers. However, corporations usuually find it hard to do all three at once. Open source of We-Think brings an inspirational model that would infiltrate organization to have better collaboration, and more progressively open. Such organizations that has started to applied the new model are Gore-Tex, British telecommunication behemoth, whose productivities have gone up 5% and quality up by 8%.
Leadership
Leaders give permissions and issue order to make sure resources are aligned behind their strategies. Instructions and permissions run down the chain of command while decisions are passed up for approval. Most traditional corporations work in this closed model of leadership. However, this model is illequipped to cope with demands. It is too slow because there are too many decisions waiting for approval. We-Think created a new leadership model that exercise in a different way from tradition corporations. Leaders will focus on making the norms and rules that many people can take responsibility over small parts; they tend to identify with the communities; such leader as Craige Newamark, Mark Shuttleworth, Sydney Brenner excercise inviting others to come forward with ideas.
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