One of the very interesting things we are coming to is that where… you know, I think in terms of crowds, in terms of where a crowd is best and where an individual is best. Crowds can be small or large, and I think there is certainly some domains where decision making should be done individually or by small groups that is either less… we get less effective outcomes, or it is just simply too unwieldy to get many people together.
So I think we do need to go through a process of exploring further, well, how we can build firstly effective collaborative decision making, and how to build beyond that, how do we build effective crowd decision making. And, but distinguish, we don’t really have the evidence yet. I think we can intuitively get some sense as to where decisions are better made by individuals or others. But we… we still need to get some better insights by trying, so are there some mechanisms whereby we can bring crowds together? Better to… or groups to be able to make decisions effectively? And all of those mechanisms.
And I think increasingly those are the crowd mechanisms, which I think are essentially the collaborative mechanisms, are about suggesting ideas, be able to filter them, be able to… unfold just one of the mechanisms to be able to do that, to essentially shape and to filter, and to also find how people with different backgrounds or contacts have different views.
That’s where we start to get value is when we get different perspectives to bear, but we are still really creating some of those processes, whereby the collaborative decisions can be matched against individual, or small group, decisions, and see what are the quality; how do we compare, how these decisions perform in real life situations.
Collaboration you know coming from the Latin “collaborare”, to work together, and it’s been able to… collaboration is really how do you get individuals or groups, organizations, to work together to create something that they could not have done individually, or they can do better together.
So my idea — to my mind, collaboration spans all of humanity. It is about we can work together. And to an increasing extent, that means that organizations, as we understand them, are less relevant. It doesn’t mean they are still not relevant or important or driving things, but we can, as we have collaboration within organizations increasingly spanning boundaries to collaboration with customers, with suppliers, with partners, with increasingly competitors, that the boundaries of the organization are blurring.
I think what we can start, begin to see, is this landscape where this creative collaboration, in the sense of creating value together, starts to transcend the organizational forms of today.
So one of the big questions, one of the big uncertainties, moving forward, is the degree which will have large organizations and the shape that organizations will want to take. I think we will still have large organizations. They will, the most successful ones will increasingly have a lot of value creation across their boundaries, and the small organizations that are successful will increasingly be virtualized in terms of where… it’s really being very hard to define, where is value created, either inside or across organizational boundaries. Collaboration will happen inside organizations, but the value will increasingly distribute across boundaries, making the organization gradually less relevant.
So you think the community is getting more important than organizations by themselves.
Yes, the value, value creation spans boundaries and sometimes that will be created within an organization, less… you know more frequently it won’t be. So what is relevant, what is important is the domain within which that value is created. And what is less important is the organizational shape, that can happen within the organization, can happen across several organizations, it can just be a whole set of individuals today. So the collaboration is the driver, the organization shape is less important