peter vander auwera

[overijse, belgium]

We met Peter at http://contactcon.com/

contactcon

put on by Douglas Rushkoff and Venessa Miemis.

Find Peter’s work below..

His blog:

And from this recent post on – the bridge: (with inserts from us)

The conversation got my head buzzing, and I felt I was onto something: a menu, a mind map, and/or the ingredients of a re-invention of innovation.

• Lab explosion: the one castle and one sandbox will be replaced by many mini “labs”, at times subversive and in guerilla mode, deeply embedded in the fabric of our organizations, creating a viral effect of systematic and systemic change.

• The Bridge, or Bridges, or many 3^rd Places where we can blend (see above) and respect each other.

• Integral Innovation: our organizations will require a much bigger focus on external symbiosis and innovation, where we not only suck value out of the system for our own benefit, but we give back to society as equal contributors/fellows, way beyond many master-slave relationships. Focusing only/primarily on the inside or the core will not do it anymore.

• Functional Integration: In the same realm, check out this article related to the announcement of FastCompany’s 2103 world most innovative companies. The article is titled “Death to Core Competency: Lessons from Nike, Apple and Netflix”: “In a world of rapid disruption, the idea ofhaving a core competency–an intrinsic set of skills required to thrive in certain markets–is an outmoded principle”. It is very much related to the end of horizontal or vertical integration, and the advent of “functional integration” as wonderfully explained by R/GA CEO and founder, Bob Greenberg, and Barry Wacksman, EVP, Chief Growth Officer, discussing how to grow and thrive amid the chaos and the future of the industry and beyond, and explaining how they re-invent themselves every 9 years (click part-3 under the video stream to get right to the hart of the matter)

• People Innovation: we need a different type of person, more vulnerable and more human. With other strengths and skills. People with a creative life&work style: people who can experience and digest self-validation, risk and peer rejection, risk and peer validation, failure and triumph.

• Peer-to-Peer Innovation. P2P is changing everything. Not only technology-wise but also in the way people interact with each otherwithout intermediaries or hierarchies. It even puts in question the need for any form of central organization to filter and dispatch ideas.

• Uber-Innovation: what if we would apply the Uber-taxi concept to innovation itself? And arm the participants in the innovation demand-and-supply chain with mobile devices, so that ideas can flow freely from the idea-generator straight into the last mile of the one who materializes the idea in a desirable product or service? Is this sort of “Uber-Innovation” just a wet dream, or is it exactly what P&G is doing with P&G-Connect+Develop ™, a first incarnation of this dream becoming reality?

from Douglas – bout Bitcoin/Blockchain (at minute 37): “what are they programming for?” Bitcoin creates trust? No, Bitcoin SUBSTITUTES trust

[..]

We don’t need to fix the existing system, we need another system. We need radical ideas for the new century: platform cooperatism could be the answer. But a lot needs to change.

a nother way

for (blank)’s sake…

Still inspired by Scharmer, we need to improve the quality of how we engage with each other, the way we debate, dialogue, coordinate, organize. We need to take into account the quality of the context. We need to go from experiments and prototypes to models that can scale and be transformative. And that needs to happen at an institutional level.

or perhaps beyond institutional.. beyond decision making… ie: tech to coord rather than measure/validate.. et al

In his ULabs, Otto Scharmer has identified two missing conditions for this to happen:

• Enabling infrastructures that bring together the right set of players into a system
• Move from abstract coordination mechanisms (like hierarchy, markets or organized interest groups) to co-creating ecosystems

short ness

Somebody has to take up the role of the commons for financial services, where the end-goal is not to maximize profit and shareholders value, but the interest of the community and the maximalisation of flow between all the stakeholders.

short bp ness – 1 to try commons et al

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jan 2018.. let’s do something interesting

https://petervan.wordpress.com/2018/01/13/petervan-jan-2018-lets-do-something-interesting/

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Peter Vander Auwera (@petervan) tweeted at 2:56 AM – 16 Sep 2018 :
Slides from my performance at #FSMEX @Finnovista @Finnosummit Mexico 2018. Title of the performance: “Get out of your prison cell: an artistic reflection on listening, learning and leading” https://t.co/XhfnaBwKKo via @SlideShare (http://twitter.com/petervan/status/104

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Jon Husband (@jonhusband) tweeted at 5:11 AM on Thu, Jul 09, 2020:
<< But I am afraid that a focus on real business problems won’t help. The only way to enable real change and lasting innovation is changing the structure of an organisation. >>
“The tyranny of the Problem-Solver” by @petervan
https://t.co/UWWfXPDVf5
(https://twitter.com/jonhusband/status/1281184150607794177?s=03)

ie: cure ios city

change structure of organizing

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follow Peter:

http://about.me/petervanderauwera

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