Advisory+Groups+&amp;+Networks


 * JA NOTE:**

As we think about //Learning through Connected Intelligence// I'm wondering about the growth in advisory groups and networks to bring learning to organizations. I'm thinking especially of the work of organizations like [|Mark Bonchek's Truman Company] creating A[|dvisory Councils] and [|Executive Networks]. Mark's experience with the Avaya Network is a chapter in [|The Firm as a Collaborative Community: The Reconstruction of Trust in the Knowledge Economy] [|Charles Heckscher], [|Paul S. Adler] Oxford University Press 2006.

Related to this where does [|Von Hippel's] study of the open source movement and lead users fit?

//MARK BONCHEK INSIGHT VIA EMAIL June 28, 2007//
//"Our networks are very much about learning through connected intelligence. Customers can be a powerful force for driving change in an organization. Unfortunately they are usually limited to providing feedback, which is not quite the same as intelligence. It’s one thing to ask your customers what they like or don’t like about your products or services. But what about asking them what business you should be in. There is a lot of focus these days on user-generated content. We are interested in user-generated strategy. The advisory boards and networks are vehicles for enabling collaboration and co-creation of customer-centered strategies."

NYTIMES MAGAZINE July 1, 2007 http://www.nytimes.com/pages/magazine/index.html Cover story: The Amateur's Hour! Or why the tool-bench innovators, self-schooled savants, Internet nighthawks and all the rest of the utterly ecentric nonpros are the last, best embodiment of American Independence.

Can a Bunch of Garagistas Revive NASA? By Jack Hitt http://www.nytimes.com/2007/07/01/magazine/01nasa-t.html?_r=1&ref=magazine&oref=slogin

Who's Turning Wikipedia Into the Next CNN by Jonathan Dee http://www.nytimes.com/2007/07/01/magazine/01WIKIPEDIA-t.html?ref=magazine////

Cisco ad Magazine p11:// "//On the human network, a kid can rewrite the book of knowledge. Welcome to a place where an idea is created by one, tweaked by many and shared with teh world. Where collaborative applications are rewriting the rules of business. And encylcopedias. One network makes this all happen. The human one. The story continues at cisco.com/humannetwork."// http://www.cisco.com/web/thehumannetwork/index.html

Bingham Eli Lilly.. MUST LISTEN..
 * MIT Presentation on Innocentive by Founder** [|**http://cci.mit.edu/bingham.html**]

Share of Mind Tangent information on talk radio-- Nikon camera problem solution through chat room

Space is mostly empty, especially solution space. i.e. More ways to not solve a problem than do so.

Thomas Edison (light bulb).. Iterative approach Now knows 100-10,000 ways not to invent a light bulb.

Archimedes- tyrant of Syracuse.. needs to know density.. no formula for crown.. measures using density.. EUREKA I found it.

Very different of thinking about innovation, genius. Viagra an accident of the clinical trials. Archimedian innovation.

Organizations organize for Edison but hope for Archimedes. Therefore recruit at MIT.

Reward navigation.

What if all people attempting problem solving was pooled. Cognitive function. Prediction markets had that property.

Thinking about organization structure. From command and control, limited fluidity.

Innocentive.. minimizes risk. 75% chance somebody is using a product with an innocentive component. Democratic approach. Taps a lot of intellectual capacity that is hard to reach using a push model. Problems posted as challenges. Pushed by email to people who have indicated interest in a field.

Value proposition. Most open innovation comes under better, faster, cheaper rationale. Here, unique. Wanted to diversify funnel. Spot market for buying and selling intellectual capital. Want lateral thinking. Bring in outsiders.

"I was thinking about your challenging Idea is a dangerous thing if you only have one.

Spot market reduces expenses: contracts, bricks, legal before anything happens.

Bounty hunting model. Offers a reward. Hired McKinsey. Said cheaper to launch company and see if idea works than paying McKinsey. Thought contract research companies wouldn't like them. Didn't do that. Invited to meetings. Have a noisy demand so started responding to challenges when excess capacity.

Solvers. In India. $75k to somebody in a remote village Russian expat in a CRO. Retired technology officer ..an early solver.."work on something somebody thinks is important" Northern Ireland Lab..

First come first win. If 2

IP concerns shape thinking. Challenges posted in tiers. Teaser, more description, agreement.

6 months after launch. Global reach. US State Dept rules apply.

Agreement with company to audit future use.

Drucker in Linux Journal 1999.. still be a money making and legal entity but structure and economics will change. Kevin Kelly.. biology, ..co-evolution .. chief psychological chore in 21st century "letting go with dignity". Tournament literature