Archive for July 8th, 2011
Roger Malina is convinced that neither technology or science have an inherent moral compass (the enlightenment has failed: we are still in a century of famines). We have built an unsustainable society and urgently need the help of the Arts and the Humanities. Sustainability is a cultural and social problem.
His first warning: beware of techno-philia (what is the title of this blog again?).
For him Lift 2011 France has foregrounded cultural appropriation and transformation as a key enabling factor, but we need to make a distinction between the “feel good” homeopathic solutions to the world’s problems versus systemic change. Roger does not believe that science and technology are driven by governments and big organizations. He calls “bullshit”: they are driven culturally, so look at the current youth.
He wants to remind us that curiosity has transformed from a Christian sin to a modern virtue.
Finally he wants to re-emphasize that innovation is situated: it is embodied, enacted, social and collective. This means he is very suspicious of large scale initiatives that try to institutionalize innovation (like the EU Innovation Futures project).
The Leonardo foundation is trying to cross-fertilize art, science and technology. We need more places like this in our society.
Philippe Lemoin speak in French and without slides. In good French tradition it takes him no effort to be very “intellectual” in his commentary on the conference. His conclusion: yes, we have to be radical!
The final themed session at Lift 11 France is about OPEN – What happens when barriers to innovation become drastically lower?. From the introduction:
The Internet has radically open innovation systems in digital products, content and services. Today, the same is happening to manufacturing, finance, urban services, even health care and life sciences. What will this new innovation landscape look like?
She starts her talk by showing how large Africa truly is. Ushahidi shares a heritage of openness with the Internet. Africa is getting connected fast and the costs of the connection keeps on dropping. Eventually this will change the rural landscape. Initially a lot of web 2.0 services where local copies of silicon valley services, but now we are starting to see services being developed for true local (check out iHub).
Mobile technology plays an important part. The coverage is getting better. In 2015 they expect to have 7.2 billion non smartphones and 1.3 billion smartphones in Africa. Mobile money is an innovation that is a third world first. More than 20% of Kenia’s GDP flows trough the mobile money system. It is transforming many (government) services: for example prepaying for electricity.
By making the tools open source, people can take the tools, use their own data and make it their own: it really lowers the barriers for people to use the technology. Ushahidi as a platform is now used for all kinds of use-cases that were never imagined. Crowdmap has pushed the number of Ushahidi implementations to over 15.000.
Of course there are challenges: the last mile stays difficult. Nothing is as big a showstopper as power black outs. She then goes on to critique Facebook as a walled garden for its lack of generativity. When there are closed walls around technology it becomes much harder to innovate (hear, hear!). So her advice is to bet on generativity and open source.
Homesense started with a blog post. She got a bit sick of the idea of the “smart” home. Every home is different. She thought it would be a good idea to give this new simple open technology to “normal” people without any specific interest in technology and let them use it in a creative commons way. She then went looking for people who were willing to get people to volunteer their home for experimentation. In the end they found 6 households in 4 countries.
So what happened? People were given a “homesense kit” based around the Arduino. The households worked with technological experts to create things that were useful to them, like a robot that would tell you when you left the toilet seat up, or a little map that would show you were the shared bike-hubs around your house had bikes available, or something that would turn off the light when there was enough light around the house.
Then suddenly the project received a cease and desist letter from a large manufacturer who has a trademark on the word “Homesense”. Luckily, after some legal advice, they could go on. Now they’ve been invited by the MoMa to exhibit their project in the Talk to me exhibition.
Open innovation is hard to do when you are an organization. It is very hard to do when you are a big business. Smaller outfits can do this much cheaper and get the results shared much more quickly.
Brazil is now the 5th largest Internet audience with only 38% penetration. A new digital middle class is coming up in Brazil and they are the most intense social media users in the world. Portuguese is the second most spoken language in Twitter and Brazil is the 2nd largest Youtube audience in the world. Why is this the case? Brazilians are social by nature. A global average social media user in the world has 120 network friends, in Latin America this is 176 and Brazil this is 230 friends.
What happens when you mix all these ingredients? You can get things like Queremos with five guys organizing concert by disintermediating all the people that are normally between a band and the attendee. It works like this:
Another example is how they used WordPress to invite consumers to really help in designing a concept car. The Fiat Mio concept car had 17.000 consumers bringing in their 11.000 ideas in about 15 months. It is fundamentally changing the way that Fiat Brazil wants to work going forward.
What are the 3 key learnings from this?
- A collaborative environment should never be based on anarchy. Leadership, stimulation, organization and ground rules are very necessary.
- It doesn’t mean that everyone interested in your cause will feel thrilled to collaborate effectively. Make room for all interested people.
- Even for the most collaborative cause, at the end, the motivation for any and every participant will be extremely individualist.
“Slow” seems to be the new black. I guess the slow food movement started it all. Now I am starting to see consultants for “slow learning” and there is a whole track at Lift 11 France about the topic titled Can we use technology to reclaim control over how we and our organizations manage time?. From the introduction:
Technologies make our lives and work faster, accelerate economic and social rhythms. They bring about constant sollicitations, infobesity, and the blurring of boundaries between work and leisure. Individuals as well as organizations are trying to regain control over time. How can we achieve this?
The first thing Alex asks us to do is check our email. Do we hold our breath when we are checking our email? Almost every does do that, and barely anybody realizes that. It is an ancient subconscious system triggered by modern technology. It shows how problematic our relation to technology has become. Every innovation is followed by a shift in the cognitive skills we need to practice and shift in the way we learn.
There is a way out: contemplative computing. This sounds like an oxymoron in this day and age, but doesn’t have to be. This is something that you cannot consume or build, it something that you do. Four big ideas:
- Our relationships with technology/computers is incredibly deep. We are born cyborgs: always looking to extend our minds. The problem is that today’s technologies or badly designed and poorly used.
- Humans have always had to deal with distraction and lack of attention and contemplative practices seems to have emerged about three millennia ago.
- In order to change your extended mind, you have to understand how the digital world is trying to change you.
- You can redesign your extended mind. One way of doing this is to self-experiment. Buddha treated himself as a laboratory in which he experimented on his own mind. Self-experimentation is a reminder that only we ourselves have the ability to redesign our extended mind. Tinkering (make-culture) is also way to get a better understanding. Self-experimentation and tinkering are complementary strategies. Distractions become less appealing as the inherent pleasure of attention replace it. Developing a contemplative approach to computing is not easy and fast, it is slow.
One questions at the end of the talk: Can there be a thing like a contemplative organization?
The next speaker is Kris de Deckers who works at Low-Tech Magazine (an example of an article from the magazine is Automata: engineering for a post-oil world?). In his talk he looks at ecotech myths and lessons from the past and wants to show us the potential of past and often forgotten technologies for a future sustainable society. The history of technology hides lots of interesting solutions that can help us in the future. An example is the Timbrel vault which is a materials saving way of building that was recently discovered.
Kris contents that our current consensus that we can engineer our way out of the current ecological problems we are facing: green tech or eco-tech has a lot of problems. Nearly all of these technologies are still dependent on fossil fuels, especially in their creation. You also need a huge import of fossil fuel to keep a society running on renewable energy (think about batteries). Another problem is that energy-efficient technology does not save energy, it actually often leads to more energy consumption rather than less energy consumption. Citroën’s 2CV is as efficient as the smallest car made Citroën today. All the progress in efficiency in cars has gone into more speed, more weight, more power and more comfort.
Underlying this common view of high-tech sustainable society is the believe that we don’t have to change our lifestyle. He doesn’t beliefs this is actually possible. However this doesn’t mean we have to go back to the medieval ages.
Now onto thinking about energy production/storage rather than energy consumption. We can learn a lot from how energy was created and stored before the industrial revolution. Europe had hundreds of thousands of windmills where used for all kinds of energy consuming applications (more than 100 industrial processes). How did they solve the energy storage problem (in cases of no wind/sun being available)? One backup solution was to use animals, these were not very efficient and thus only used for critical industrial processes. Another solution is that they did not store energy, but that they stored work. In the middle ages this meant that the miller worked whenever there was wind (even on Sundays) and where there was no wind he didn’t work. We could apply the same “storage solution” to our modern technology. Storing work instead of energy eliminates the need for a backup infrastructure. This solution will create less production, but we have to realize that overproduction and overconsumption are big problems anyhow and this could be one way of solving it.
Solar energy is often talked about in the context of generating electricity, but it can also be used directly as it gives and endless source of heat energy. We now have concentrated solar power. If you use it to create electricity it is only effective in the desert, but if you use it directly you can use it in areas with less sun too. Unlike solar panels and wind turbines this technology can actually be used to produce itself.
Finally Anna Meroni is a designer speaking about Feeding Milano, a human platform to regain the meaning of slowness. Her project tries to marry the idea of conviviality to the city as a whole. Currently in Milan they eat very little of all that is produced agriculturally just a few kilometers south of the city. Feeding Milan tries to change this (to me it is seems very similar to La Ruche Qui Dit Oui that we saw yesterday).
Conviviality in this case is challenging the industrial system through collaboration and trust. One practical outcome is a farmer’s market where people can come and eat and do workshops. They also have an idea-sharing stall that tries to decrease the time between an idea coming up and the implementation of the idea. Another things they have done is creating a pilot for farmer’s boxes on a subscription model. The word for this is a “design supported community” in which the technology has disappeared.
She finished the talk with a quote from Illich (it seems to be a trend to finish your presentation with a quote today!): “The capacity to promote autonomy is a fundamental characteristic of a convivial tool”. (Note to self, I really have to get to reading Tools for conviviality which has been lying around my living room for ages now).
The WORK/LEARN track at Lift 11 is subtitled: Transforming the way we work, innovate and learn. From the introduction:
What will the XXIst-century organization look like: A network, a nebula, or a process-based system where everything is standardized and measured? How can these two cultures, these two ways of producing and of innovating, work together? And, since education seems to have changed far less than most of society, how can we prepare for a world where we all learn continuously and ubiquitously?
Geoff Mulgan is Chief Executive at Nesta, a funding body for science, and talks about Openness and collective intelligence, its prospects and its challenges.
According to him people have different perspectives on networks. People predicted networks would lead to big brother states and corporations and fascistic organizations, whereas other said it would flatten hierarchies. The truth is, networks do both. We need to learn how to navigate the balance of openness and closure.
He thinks we will need to develop three different strategies to do the following:
- Stop the abuses of networked technology
- Infect and embrace the hierarchies
- Grow the new
Who shows the example of Who Owns My Neighbourhood and Sutton Bookshare. He is interested in depth rather than breadth in relationships. Another project he is involved with is the Action for Happiness website, giving people science based advice on how to be happy:
Next he focuses on some methodological solutions to make progress in solving the problems mentioned above. One is social innovation camps, another is I do ideas where you people can get a grant not by filling in a grant request form, but by posting a video.
He uses some Hegelian thinking to frame the problem. If “Hierarchy” is the “Thesis” and “Open Networks” are the “Antithesis”, then what is the “Synthesis”? There are testing out the model by means of a Global Innovation Academy with pilots in many countries.
He leaves us with his advice on what we need. We need fast and slow, we need always on, but also often off and we need open as well as closed. He doesn’t have the answer on how to do these things and realizes we are in a time of heavy experimentation.
Edial Dekker is the CEO of Gidsy a marketplace for authentic experiences. He is of Hack de Overheid (Hack the government) fame. His talk is titled Trusted networks and the rise of the micro-entrepreneur.
According to Edial we are in trouble: we are in the slowest economic recovery since the 30s, we will run out of natural resources and we are at peak globalization. He sees all kinds of initiatives that are trying to tackle these problems from the bottom up and are getting a lot of traction. Examples are The School of Life or How to Homestead, a community that tries to help you become self-sufficient, or the Betahaus a very successful makers-lab in Berlin. He could give endless examples of empowering technologies allowing people to share resources in a different way.
He aligns his argument with Robin Chase, where these new collaborative platform are very scalable and capable of making use of the excess capacity. He quotes Kevin Kelly who says that “Access is better than ownership”:
Currently he is raising money for his start up. The question that always comes up from investors is: “How big is your market?”. He didn’t really know how to answer that question. So he asked his advisers at Etsy who told him that when they started there was no market for handmade items. They created a market that wasn’t there before. Jyri Engeström invented the concept of “Social objects” to describe this.
He finished by giving some tips:
- Make your product as human as possible (Rob Kalin of Etsy)
- It start with chips and end with trust (Kevin Kelly)
- Unmute the web (Alex & Eric from Soundcloud)
- Don’t solve problems, pursue opportunities
The final speaker in this track is the Finnish Ville Keränen, a “geek and learning designer” at Monkey Business (check out their site, the tag line is “More action. More chaos. More mistakes. More learning.”). He must be the best branded speaker of the event, taking his sun-glassed banana everywhere and wearing yellow pants. His talk has the title: From Team Academy to the future: Building organizations for humans.
He first asks us to get up and give each other a “tender and dynamic greeting”.
For Ville it is all about people, courage and fun and well-being. He feels we are sometimes a bit too serious in the way we work. He quotes Tom Peters who said “I would have done some real cool stuff, but my boss didn’t allow me”. He then shows a quite incredible youtube video in which a Finnish ice hockey player show exactly the right behaviors you need:
Some key concepts from the team academy: you enter the academy and start a company with a team of people on day one (even without a business idea). There are no simulations, only real projects. There are no lectures, but there is lots of dialog. There are no teachers, but team coaches instead. There are no exams, only team companies. There are no grades, but real clients. One of the goals is to make a trip around the world with the money you have made (if you made enough money).
There are few learning principles behind the team academy. Learners learn what they want to learn (constructivism). Learning is always situational and contextual. Learning is social and happens in a community. I believe that in my company we are relatively good at the second principle, but have a lot to learn about the first and third principles.
Team Academy is now expanding rapidly. Their challenges are currently how to lead a global network, how to think big and how to expand to domains outside of business? One thing that they are doing well is capturing the excess capacity of their students.
Philine Warnke works at the Fraunhofer Institute for Systems and Innovation Research (ISI). Her talk is titled: The futures of innovation and innovation policies and she is at Lift France 11 because of the Innovation Futures (INFU) program. From the introduction:
Innovation is changing in many ways. New meanings, new actors, new models, new motivations and new targets are emerging. In the academic discourse attempts to conceptualize these changes abound. Notions like open innovation, distributed innovation, user innovation, social innovation, relational innovation, frugal innovation, design driven innovation, local innovation are hotly debated in management and academic circles alike. While innovation is adopted as a core element in more and more policy realms, “Innovation Policy” is increasingly aiming at addressing societal needs instead of funding key technologies with a view on competitiveness alone. In my talk I will reflect upon possible “innovation policy futures” in the light of these developments. In particular I will discuss the need for establishing enabling platforms for “collective experimentation”.
Warnke assumes we as an audience know about the new models for innovation (i.e. open innovation, disruptive innovation, etc.), instead she will focus on the implications this will have for innovation policy. Foresight is all about having structured futures dialogs through we can discover the potential of the present. Thinking about the future can make you see the present in a different light.
The project has taken a couple of different steps. See this PDF for some more information about those. First you look for signals, then you structure them through clustering and amplifying by thinking about transfer, generalization and radicalization. INFU has created about twenty innovation visions explained on this video:
They then created some “nodes of change” and created mini-panels to discuss these nodes (something similar to the workshop we did yesterday). Several of the mini-panels pointed to completely different economic frameworks in which innovation will be embedded.
This means there are some implications for innovation policy. We will go beyond the usual innovation suspects, the focus on high- and key-tech, disciplinary excellence, the need for global breakthrough and growth and competitiveness, and we will go towards “Innovation Campsite” and an infrastructure for distributed experimental collaborative innovation. So this will not only change our priorities, but will also require new instruments.
Warnke is recently seeing a shift towards mission oriented schemes (grand challenges, moon shots, etc.), away from key technologies. There is also a shift to social innovation and systemic eco-innovation and there is a slow alignment with other policy realms. But at the same time there is still this focus on competitiveness and growth dominant drivers and global breakthroughs.
Her idea for a way forward is what she calls “Collective Experimentation”, a non-linear co-evolution of technology and society. The rationale for this is that modulation of messy innovation trajectories are only possible by experimenting local, context-specific solutions around the nexus of variation and selection. This will have a lot of challenges:
- You need to be open for different outcomes without upfront objectives. This is hard in the current funding models.
- You have to be open for new actors, can’t have a fixed consortium from the start.
- You have to be open for local diversity, nothing will be best for all settings.
- We need to start taking socio-technical approaches. Usually only technology gets the funding.
- There needs to be a tolerance for messy innovation journeys.
- Quality of life will need to become an orientation.
- We need to integrate a debate about values for which there is usually no space.
- Combining freedom and structure will be very difficult.