don tapscott's new solutions for a connected planet - mars global leadership
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1 | © 2012 The Tapscott Group. All Rights Reserved. !
New Solutions for a Connected Planet
Don Tapscott www.dontapscott.com
416 863 8801 @dtapscott
MacroWikinomics 2010
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Feudalism and the
Age of City States
Capitalism and the Development
of Nation States
The Age of Networked Intelligence
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The Bretton Woods System
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1944: The Bretton Woods Agreements Included: World Bank and the International Monetary Fund (IMF)
1945: Creation of the United Nations (1945)
1947: General Agreement on Tariffs and Trade (GATT)
1948: Universal Declaration of Human Rights
1949: Geneva Conventions
1968: Creation and Implementation of Nuclear Non-Proliferation Treaty
1975: Establishment of the G8 (Group of Eight)
1995: World Trade Organization (WTO) replaces GATT
2008: Establishment of the G20 (Group of Twenty Finance Ministers and Central Bank Governors) 19 countries plus European Union
The World After WWII
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The Rise of Multi-Stakeholder Networks
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A Turning Point in History: Rebooting our Institutions
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THE TECHNOLOGICAL
REVOLUTION
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Drivers for Change
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The Rise of Collaborative Communities
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THE TECHNOLOGICAL
REVOLUTION
THE NET GENERATION
Drivers for Change
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World Map According to Surface Area
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World Map According to Population: Ages 15-30
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THE TECHNOLOGICAL
REVOLUTION
THE NET GENERATION
THE SOCIAL
REVOLUTION
Drivers for Change
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New Models of Citizen Engagement: Wikinomics and Obama
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Transparency circa 1947
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WikiLeaks
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WikiLeaks is just the tip of the iceberg.
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Openness Transparency as a New Force
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Openness Five Classes of Stakeholders
Employees Society
Partners
Shareholders
Customers
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THE TECHNOLOGICAL
REVOLUTION
THE NET GENERATION
THE SOCIAL
REVOLUTION
THE ECONOMIC
REVOLUTION Drivers for Change
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The Economics of Collaboration: New Competitive Space
Business Webs
Extended Enterprise
Industrial Age Corporation
VALUE CREATION
Mass Collaboration
Physical Financial Knowledge CRITICAL RESOURCES
Self- Organization
Traditional Hierarchy
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The Integrity Imperative
1. Honesty
2. Consideration
3. Accountability
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Drivers for Change
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THE TECHNOLOGICAL
REVOLUTION
THE NET GENERATION
THE SOCIAL
REVOLUTION
THE ECONOMIC
REVOLUTION
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A Burning Platform for Change
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What is a multi-stakeholder network for global problem solving?
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1. Diverse Stakeholders
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2. Beyond one Nation State
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3. Goals
The network seeks to improve the state of the world by helping to solve a problem, develop new policies or new solutions, influence states and institutions, or otherwise contribute to economic and social development, human rights, sustainability, democracy, global cooperation and global governance.
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4. Networking
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Taxonomy of Multi- Stakeholder Networks
1. Knowledge Networks
2. Policy Networks
3. Advocacy Networks
4. Operational and Delivery Networks
5. Convening Networks
6. Watchdog Networks
7. Platforms
8. Political Action Networks
9. Governance Networks
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1. Knowledge Networks
The primary function of Knowledge Networks are to develop new thinking, research, ideas and policies that can be helpful in solving global problems. Their emphasis is on the creation of new ideas not their advocacy.
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1. Knowledge Networks
http://martinprosperity.org/
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2. Policy Networks
Policy networks include non-governmental players in the creation of government policy. They may or may not be created or even encouraged by formal governments of government institutions.
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2. Policy Networks
http://www.intgovforum.org/cms/
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3. Advocacy Networks
Advocacy Networks seek to change the agenda or policies of governments, corporations or other institutions.
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3. Advocacy Networks
http://www.avaaz.org
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4. Operational and Delivery Networks
This class of networks actually delivers the change it seeks, supplementing or even bypassing the efforts of traditional institutions.
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4. Operational and Delivery Networks
http://wiki.crisiscommons.org/wiki/Main_Page
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5. Convening Networks
Some networks convene leaders from government, the private sector and civil society for global cooperation and problem solving.
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5. Convening Networks
http://www.weforum.org/
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6. Watchdog Networks
These networks scrutinize institutions to ensure that they behave appropriately. Topics range from human rights, corruption, the environment, to financial services.
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7. Platforms
Some networks seek to provide platforms for other networks to organize.
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7. Platforms
http://www.ushahidi.com
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8. Political Action Networks
Political Action Networks seek governmental or regime change.
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8. Political Action Networks
http://www.moveon.org
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9. Governance Networks
These are multi-stakeholder networks who have achieved or been granted the right and responsibility of non-institutional global governance. They are different from “government networks” as described by Anne-Marie Slughter (non-state networks of government representatives addressing a global problem) to include non-government players.
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9. Governance Networks
http://www.icann.org/
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Issues Regarding Multi-Stakeholder Networks
1. Legitimacy
2. Accountability
3. Representation
4. Relationship to Existing Institutions
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Achieving Legitimacy for the New Models
1. Clear definition of the mission.
2. Structure processes to ensure the network operates within the mission.
3. Results and measurement of the results.
4. Transparency.
5. Clear representation process for decision making.
6. Personal gain, compensation for leaders, and conflict of interest.
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Implications for State Based Institutions
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NEW: Models of Citizen Engagement
40,000 people around the world
engage in a 72-hour deliberation
around urban sustainability
issues, producing hundreds of
recommendations
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NEW: Models of Citizen Engagement
https://innovation.ed.gov/my-portal/
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NEW: Models of Citizen Engagement
http://www.livesmartbc.ca/A4CA/
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NEW: A Second Wave of Democracy
If the first wave of democracy established elected and accountable institution of governance, but with a weak public mandate and an inert citizenry …
… the second wave will be characterized by strong representation and a new culture of public deliberation built on active citizenship.
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The stakes are high for the global economy.
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The stakes are high for the world.
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London: August 2011
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Québec: May 2012
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Paradigm 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.
Rethinking Leadership
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Program on New Models for Global Coopera5on, Problem Solving and Governance Execu5ve Director: Don TapscoB, CEO The Tapsco* Group and Chair, World Economic Forum Working Group on New Models for Global Problem Solving, CooperaBon and Governance Among the IniBal Faculty: Anne-‐Marie Slaughter, Professor of Poli5cs and Interna5onal Affairs, Princeton University Ngaire Woods, Dean, Blavatnik School of Government, Oxford University Richard Florida, Director, MarBn Prosperity InsBtute Alec Ross, Senior Advisor for Innova5on, Office of the Secretary of State Kris Balderston, Office of the Secretary of State Mitchell Baker, Chair, Mozilla FoundaBon Anthony D. Williams, Fellow, Munk School of Global Affairs Robert Madelin, Director-‐General for Informa5on, Society and Media Parag Khana, Author of How to Run the World; President, Hybrid Reality InsBtute Barbard Ridpath, CEO, InternaBonal Center Financial RegulaBon Sara BoeSger, University of California Berkley Sean Wise, Ryerson University
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Don Tapscott www.dontapscott.com
@dtapscott
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