don tapscott's new solutions for a connected planet - mars global leadership

New Solutions for a Connected Planet

Don Tapscott www.dontapscott.com

416 863 8801 @dtapscott

MacroWikinomics 2010

Feudalism and the

Age of City States

Capitalism and the Development

of Nation States

The Age of Networked Intelligence

The Bretton Woods System

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

The Rise of Multi-Stakeholder Networks

A Turning Point in History: Rebooting our Institutions

THE TECHNOLOGICAL

REVOLUTION

Drivers for Change

The Rise of Collaborative Communities

THE TECHNOLOGICAL

REVOLUTION

THE NET GENERATION

Drivers for Change

World Map According to Surface Area

World Map According to Population: Ages 15-30

THE TECHNOLOGICAL

REVOLUTION

THE NET GENERATION

THE SOCIAL

REVOLUTION

Drivers for Change

New Models of Citizen Engagement: Wikinomics and Obama

Transparency circa 1947

WikiLeaks

WikiLeaks is just the tip of the iceberg.

Openness Transparency as a New Force

Openness Five Classes of Stakeholders

Employees Society

Partners

Shareholders

Customers

THE TECHNOLOGICAL

REVOLUTION

THE NET GENERATION

THE SOCIAL

REVOLUTION

THE ECONOMIC

REVOLUTION Drivers for Change

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

The Integrity Imperative

1.  Honesty

2.  Consideration

3.  Accountability

Drivers for Change

THE TECHNOLOGICAL

REVOLUTION

THE NET GENERATION

THE SOCIAL

REVOLUTION

THE ECONOMIC

REVOLUTION

A Burning Platform for Change

What is a multi-stakeholder network for global problem solving?

1. Diverse Stakeholders

2. Beyond one Nation State

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.

4. Networking

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

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.

1.  Knowledge Networks

http://martinprosperity.org/

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.

2. Policy Networks

http://www.intgovforum.org/cms/

3. Advocacy Networks

Advocacy Networks seek to change the agenda or policies of governments, corporations or other institutions.

3. Advocacy Networks

http://www.avaaz.org

4. Operational and Delivery Networks

This class of networks actually delivers the change it seeks, supplementing or even bypassing the efforts of traditional institutions.

4. Operational and Delivery Networks

http://wiki.crisiscommons.org/wiki/Main_Page

5. Convening Networks

Some networks convene leaders from government, the private sector and civil society for global cooperation and problem solving.

5. Convening Networks

http://www.weforum.org/

6. Watchdog Networks

These networks scrutinize institutions to ensure that they behave appropriately. Topics range from human rights, corruption, the environment, to financial services.

7. Platforms

Some networks seek to provide platforms for other networks to organize.

7. Platforms

http://www.ushahidi.com

8. Political Action Networks

Political Action Networks seek governmental or regime change.

8. Political Action Networks

http://www.moveon.org

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.

9. Governance Networks

http://www.icann.org/

Issues Regarding Multi-Stakeholder Networks

1.  Legitimacy

2.  Accountability

3.  Representation

4.  Relationship to Existing Institutions

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.

Implications for State Based Institutions

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

https://innovation.ed.gov/my-portal/

http://www.livesmartbc.ca/A4CA/

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.

The stakes are high for the global economy.

The stakes are high for the world.

London: August 2011

Québec: May 2012

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

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

Don Tapscott www.dontapscott.com

@dtapscott

don tapscott's new solutions for a connected planet - mars global leadership

global problem

problem solving

net generation

knowledge

social revolution

global cooperation

technological

stakeholder

Business

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