Charles Leadbeater: The era of open innovation

Translator: Judge Pau Reviewer: Radix Hidayat

What I'm going to do, in the spirit of collaborative creativity,

Apa yg akan saya lakukan, dalam semangat kolaboratif yg kreatif

is simply repeat many of the points

adalah cukup mengulang topik

that the three people before me have already made,

yang telah disampaikan ketiga pembicara sebelum saya.

but do them --

Tapi dalam pelaksanaannya --

this is called "creative collaboration;"

ini disebut kolaborasi kreatif;

it's actually called "borrowing" --

adalah yg biasa disebut 'meminjam'.

but do it through a particular perspective,

Hanya saja, lakukan ini dalam perspektif khusus

and that is to ask about the role of users and consumers

yaitu dari sudut peranan pengguna dan pelanggan

in this emerging world of

di zaman modern yang penuh

collaborative creativity

kreativitas kolaboratif

that Jimmy and others have talked about.

seperti yg disinggung Jimmy dan lain-lain.

Let me just ask you, to start with,

Coba saya tanya, untuk memulai,

this simple question:

pertanyaan sederhana ini :

who invented the mountain bike?

Siapa pencipta sepeda gunung ?

Because traditional economic theory would say,

Karena teori ekonomi kuno akan menunjukkan,

well, the mountain bike was probably invented by some big bike corporation

sepeda gunung itu mungkin diciptakan oleh sebuah perusahaan sepeda besar,

that had a big R&D lab

yg punya lab litbang besar

where they were thinking up new projects,

dimana ide-ide baru digodok

and it came out of there. It didn't come from there.

dan menghasilkan sepeda itu. Itu tidak datang dari sana.

Another answer might be, well, it came from a sort of lone genius

Jawaban lain mungkin, ide itu datang dr seorang jenius penyendiri

working in his garage, who,

yg biasa mengoprek digarasinya,

working away on different kinds of bikes, comes up

mengerjakan berbagai jenis sepeda, dan akhirnya

with a bike out of thin air.

mendapatkan ide itu dr langit.

It didn't come from there. The mountain bike

Ide itu bukan dr sana. Ide sepeda gunung

came from users, came from young users,

datang dari pengguna, datang dari pengguna muda,

particularly a group in Northern California,

tepatnya dr sebuah kelompok di California Utara,

who were frustrated with traditional racing bikes,

yg frutrasi dengan sepeda balap tradisional,

which were those sort of bikes that Eddy Merckx rode,

yg biasanya mirip sepeda yg dipakai Eddy Merckx,

or your big brother, and they're very glamorous.

atau kakak anda, yang luar biasa mewah.

But also frustrated with the bikes that your dad rode,

Tapi juga tidak suka dengan sepeda yang ayah anda tunggangi,

which sort of had big handlebars like that, and they were too heavy.

yang setangnya besar dan kaku, belum lagi beratnya.

So, they got the frames from these big bikes,

Jadi, mereka ambil rangka sepeda besar ini,

put them together with the gears from the racing bikes,

memadukannya dgn roda gigi sepeda balap,

got the brakes from motorcycles,

rem dari sepeda motor,

and sort of mixed and matched various ingredients.

dan berkreasi dengan berbagai komponen.

And for the first, I don't know, three to five years of their life,

Dan untuk, saya tidak tahu, tiga sampai lima tahun pertama,

mountain bikes were known as "clunkers."

sepeda gunung dikenal dgn sebutan "clunkers" (rombengan)

And they were just made in a community of bikers,

dan hanya dibuat didalam komunitas pengendara sepeda,

mainly in Northern California.

terutama di California Utara.

And then one of these companies that was importing parts

Lalu sebuah perusahaan yg biasa mengimpor suku cadang

for the clunkers decided to set up in business,

untuk clunkers yang memutuskan berbisnis,

start selling them to other people,

dan mulai menjualnya ke orang lain,

and gradually another company emerged out of that, Marin,

lalu muncul perusahaan lain, Marin,

and it probably was, I don't know,

dan itu mungkin, saya tidak tahu,

10, maybe even 15, years,

10 atau bahkan 15 tahun

before the big bike companies

sebelum perusahaan besar sepeda

realized there was a market.

menyadari potensi pasarnya.

Thirty years later,

30 tahun kemudian

mountain bike sales

penjualan sepeda gunung,

and mountain bike equipment

dan kelengkapan sepeda gunung,

account for 65 percent of bike sales in America.

mencakup 65 persen pasar sepeda di Amerika.

That's 58 billion dollars.

Itu sekitar 58 juta dolar.

This is a category entirely created by consumers

Ini segmen pasar yg seutuhnya diciptakan pelanggan,

that would not have been created by the mainstream bike market

yang tidak mungkin lahir dr pasar sepeda populer

because they couldn't see the need,

karena pasar tidak melihat kebutuhannya

the opportunity;

kesempatannya,

they didn't have the incentive to innovate.

Tidak ada insentif untuk berinovasi

The one thing I think I disagree with

Satu-satunya hal yg tidak saya setujui

about Yochai's presentation

dr presentasi Yochai

is when he said the Internet causes

adalah ketika dia bilang internet mewujudkan

this distributive capacity for innovation to come alive.

pendistribusian kemampuan berinovasi.

It's when the Internet combines

Adalah ketika internet memadukan

with these kinds of passionate pro-am consumers --

semangat pro ke-amatir-an dikalangan pelanggan --

who are knowledgeable; they've got the incentive to innovate;

yang memahami produknya, akan terdorong untuk berinovasi

they've got the tools; they want to --

Mereka punya alatnya, mereka ingin --

that you get this kind of explosion

Dan akhirnya anda merasakan ledakan

of creative collaboration.

kolaborasi kreatif ini.

And out of that, you get the need for the kind of things

Sebagai hasilnya, muncul kebutuhan untuk hal-hal

that Jimmy was talking about, which is our new kinds of organization,

seperti yg disinggung Jimmy, yg merupakan jenis organisasi terbaru kita,

or a better way to put it:

atau lebih tepatnya

how do we organize ourselves without organizations?

bagaimana cara kita mengatur diri senidri tanpa organisasi ?

That's now possible; you don't need an organization to be organized,

Sekarang itu jadi mungkin, anda tidak butuh organisasi untuk jadi teratur

to achieve large and complex tasks,

untuk mengerjakan hal yg besar dan rumit,

like innovating new software programs.

seperti menginovasi program perangkat lunak.

So this is a huge challenge

Ini memang sebuah tantangan besar

to the way we think creativity comes about.

Bagi cara kita berpikir tentang munculnya kreativitas.

The traditional view, still enshrined

Pandangan tradisional, yg masih mendominasi

in much of the way that we think about creativity

pola pikir kita berkenaan dgn kreativitas

-- in organizations, in government --

-- di organisasi, di pemerintahanan --

is that creativity is about special people:

adalah bahwa kreativitas datang dari orang-orang spesial:

wear baseball caps the wrong way round,

yang memakai topi dgn serampangan,

come to conferences like this, in special places,

menghadiri seminar seperti ini, di tempat-tempat spesial,

elite universities, R&D labs in the forests, water,

universitas elit, lab litbang di tengah hutan, danau,

maybe special rooms in companies painted funny colors,

mungkin di perusahaan dgn ruangan yang dicat warna warni

you know, bean bags, maybe the odd table-football table.

anda tahu, dgn bean bags, mungkin dilengkapi dengan meja futbol yang aneh.

Special people, special places, think up special ideas,

Orang-orang spesial, di tempat yg spesial, melahirkan ide yg spesial

then you have a pipeline that takes the ideas

jadilah sebuah alur proses yg mengolah ide

down to the waiting consumers, who are passive.

menjadi produk akhir untuk pelanggan yang menunggu dengan pasif.

They can say "yes" or "no" to the invention.

Yang cuma bisa bilang "ya" atau "tidak" pada hasil penemuan itu;

That's the idea of creativity.

Itulah ide ttg kreativitas.

What's the policy recommendation out of that

Bagaimana rekomendasi kebijakan ttg hal itu

if you're in government, or you're running a large company?

di instansi pemerintah, atau perusahaan besar?

More special people, more special places.

lebih banyak lagi orang spesial dan tempat spesial.

Build creative clusters in cities;

Bangun kluster kreatif di kota-kota;

create more R&D parks, so on and so forth.

bangun lebih banyak lagi taman litbang, dst.

Expand the pipeline down to the consumers.

Perluas alur prosesnya sampai ke pelanggan

Well this view, I think, is increasingly wrong.

Cara pandang ini, Menurut saya, semakin lama semakin salah.

I think it's always been wrong,

Menurut saya dari dulu sudah salah.

because I think always creativity has been highly collaborative,

Karena saya selalu meyakini kreativitas itu hasil kolaborasi.

and it's probably been largely interactive.

dan mungkin juga sifatnya sangat interaktif.

But it's increasingly wrong, and one of the reasons it's wrong

Tapi ini semakin salah, dan salah satu penyebabnya

is that the ideas are flowing back up the pipeline.

adalah idenya mengalir berlawanan arah dgn alur prosesnya.

The ideas are coming back from the consumers,

banyak sekali ide datang dr pelanggan,

and they're often ahead of the producers.

dan seringkali mendahului produsennya.

Why is that?

Mengapa demikian?

Well, one issue

Salah satu faktornya

is that radical innovation,

adalah inovasi yg radikal,

when you've got ideas that

ketika anda punya ide yang

affect a large number of technologies or people,

mempengaruhi teknologi dan orang banyak,

have a great deal of uncertainty attached to them.

biasanya akan disertai ketidakpastian yg tinggi.

The payoffs to innovation are greatest

Keuntungan sebuah inovasi akan maksimal

where the uncertainty is highest.

ketika ketidakpastiannya tertinggi.

And when you get a radical innovation,

Pada inovasi yang radikal,

it's often very uncertain how it can be applied.

seringkali tidak jelas bagaimana aplikasinya.

The whole history of telephony

Sejarah perteleponan

is a story of dealing with that uncertainty.

adalah cerita ttg bagaimana menghadapi ketidakpastian.

The very first landline telephones,

Telpon kabel pertama,

the inventors thought

dimaksudkan penciptanya

that they would be used for people to listen in

agar orang-orang bisa mendengarkan

to live performances

pertunjukan langsung

from West End theaters.

dr teater-teater di West End.

When the mobile telephone companies invented SMS,

Ketika perusahan selular menciptakan SMS,

they had no idea what it was for;

mereka tidak tahu apa gunanaya fitur itu,

it was only when that technology got into the hands

hanya ketika teknologi itu sampai ke tangan

of teenage users

para remaja

that they invented the use.

kegunannya jadi jelas.

So the more radical the innovation,

Jadi makin radikal sebuah inovasi,

the more the uncertainty,

makin tinggi ketidakpastiannya;

the more you need innovation in use

makin tinggi kebutuhan inovasi penggunaannya

to work out what a technology is for.

untuk menentukan kegunaan sebuah teknologi.

All of our patents, our entire approach

Semua paten kita, pendekatan kita

to patents and invention, is based on the idea

ttg paten dan temuan, didasarkan pada asumsi

that the inventor knows what the invention is for;

bahwa si pencipta tahu pasti kegunaan temuannya

we can say what it's for.

Fungsinya jelas.

More and more, the inventors of things

Tapi makin banyak penemu-penemu

will not be able to say that in advance.

yang tidak bisa menentukan ini di tahap awal.

It will be worked out in use,

kegunaannya dipikirkan kemudian,

in collaboration with users.

bersama-sama pengguna.

We like to think that invention is

Sebuah penemuan hanyalah

a sort of moment of creation:

satu momen dalam proses penciptaan:

there is a moment of birth when someone comes up with an idea.

ada momen kelahiran ketika seseorang memikirkan sebuah ide.

The truth is that most creativity

Kenyataannya adalah kebanyakan kreativitas

is cumulative and collaborative;

bersifat kumulatif dan kolaboratif,

like Wikipedia, it develops over a long period of time.

seperti Wikipedia, ia dikembangkan dlm waktu yg panjang

The second reason why users are more and more important

Alasan kedua mengapa pengguna makin lama makin penting

is that they are the source of big, disruptive innovations.

adalah karena mereka sumber innovasi yang radikal dan dahsyat.

If you want to find the big new ideas,

Kalau anda ingin mencari ide yg luar biasa,

it's often difficult to find them in mainstream markets,

biasanya sukar sekali didapat di pasaran,

in big organizations.

atau di perusahaan besar.

And just look inside large organizations

Kalau perusahaan besar itu dicermati

and you'll see why that is so.

anda akan tahu mengapa bisa begitu.

So, you're in a big corporation.

Kalau anda kerja buat perusahaan besar;

You're obviously keen to go up the corporate ladder.

anda tentu akan berusaha keras untuk naik pangkat.

Do you go into your board and say,

Jadi apa mungkin anda datang ke atasan,

"Look, I've got a fantastic idea

dan bilang, dengarlah, saya punya ide hebat

for an embryonic product

tentang produk yg tidak jelas

in a marginal market,

bagi pasar yg belum berkembang

with consumers we've never dealt with before,

dengan pelanggan yg belum pernah kita bidik,

and I'm not sure it's going to have a big payoff, but it could be really, really big in the future?"

dan buat sekarang saya tidak yakin akan menghasilkan, tapi kedepannya bisa jadi spektakuler.

No, what you do, is you go in and you say,

Tidak mungkin. Yang biasa terjadi adalah anda bilang,

"I've got a fantastic idea for an incremental innovation

saya punya ide hebat buat inovasi lanjutan

to an existing product we sell through existing channels

dari produk yang sudah ada yang kita jual lewat distributor yang sudah ada

to existing users, and I can guarantee

dengan pelanggan saat ini, dan saya jamin

you get this much return out of it over the next three years."

ini kan menghasilkan sekian besar dalam tiga tahun.

Big corporations have an in-built tendency

Perusahaan besar secara internal cenderung

to reinforce past success.

berusaha mengulang sukses masa lalu

They've got so much sunk in it

Mereka mencurahkan semua perhatian ke arah itu,

that it's very difficult for them to spot

sulit sekali bagi mereka utk menemukan

emerging new markets. Emerging new markets, then,

pasar baru yg potensial. pasar baru yg potensial, selanjutnya,

are the breeding grounds for passionate users.

adalah jadi lahan subur bagi pengguna yg berdedikasi.

Best example:

Contoh paling bagus :

who in the music industry,

Siapa di dalam industri musik,

30 years ago, would have said,

"30 tahun yg lalu, yg berani bilang,

"Yes, let's invent a musical form

"Yuk, kita ciptakan bentuk musikal

which is all about dispossessed black men

ttg ke-frustasi-an warga keturunan afrika

in ghettos expressing their frustration

di tempat kumuh, mengekspresikan rasa frustrasi mereka

with the world through a form of music

pada dunia melalui sejenis musik

that many people find initially quite difficult to listen to.

yg mungkin akan kedengaran tidak enak pada awalnya.

That sounds like a winner; we'll go with it."

Wah sepertinya ide bagus, mari kita wujudkan."

(Laughter).

(tertawa)

So what happens? Rap music is created by the users.

Apa yg terjadi ? Musik rap diciptakan penggunanya.

They do it on their own tapes, with their own recording equipment;

Mereka melakukannya di kaset sendiri, dengan peralatan rekaman mereka sendiri;

they distribute it themselves.

dan mendistribusikan sendiri hasilnya.

30 years later,

30 tahun kemudian,

rap music is the dominant musical form of popular culture --

musik rap jadi bentuk musikal dominan dalam budaya modern --

would never have come from the big companies.

sesuatu yg mustahil datang dr perusahaan besar.

Had to start -- this is the third point --

Harus segera memulai -- ini point ketiga --

with these pro-ams.

dengan pro-ams (pro amatir).

This is the phrase that I've used in

Itu sebutan yang saya gunakan

some stuff which I've done

dalam beberapa pekerjaan yg saya kerjakan

with a think tank in London called Demos,

bersama think tank di London bernama Demos,

where we've been looking at these people who are amateurs --

dimana kami mempelajari orang-orang yg amatir dibidangnya --

i.e., they do it for the love of it --

mereka lakukan karena kecintaan mereka --

but they want to do it to very high standards.

tapi mereka punya standar kerja yg tinggi.

And across a whole range of fields --

dan meluas ke berbagai bidang --

from software, astronomy,

dari perangkat lunak, astronomi,

natural sciences,

ilmu alam,

vast areas of leisure and culture

serta bidang luas di rekreasi dan budaya

like kite-surfing, so on and so forth --

seperti kite-surfing, dan lain lain --

you find people who want to do things because they love it,

kami temukan orang yg melakukan sesuatu karena kecintaannya,

but they want to do these things to very high standards.

tapi mereka mengerjakannya dgn sungguh-sungguh.

They work at their leisure, if you like.

Mereka kerjakan di waktu luang mereka.

They take their leisure very seriously:

tapi mereka menggunakannya dgn sangat serius:

they acquire skills; they invest time;

mereka mendapatkan keahlian, mereka menginvestasikan waktu mereka,

they use technology that's getting cheaper -- it's not just the Internet:

mereka menggunakan teknologi yg semakin murah, tidak hanya internet;

cameras, design technology,

kamera, teknologi desain,

leisure technology, surfboards, so on and so forth.

teknologi rekreasi, papan selancar, dan lain-lain.

Largely through globalization,

yg didapat lewat globalisasi,

a lot of this equipment has got a lot cheaper.

sehingga banyak dr hal itu jadi sangat murah.

More knowledgeable consumers, more educated,

Pelanggannya makin canggih, makin pandai,

more able to connect with one another,

makin terhubung satu dengan yg lain

more able to do things together.

makin banyak yg bisa dikerjakan bersama.

Consumption, in that sense, is an expression

Berbelanja, dlm konteks itu, adalah ekspresi

of their productive potential.

potensi produktif mereka.

Why, we found, people were interested in this,

Alasan, yg kami temukan, mengapa orang menyukai ini,

is that at work they don't feel very expressed.

adalah karena di tempat kerja mereka tdk leluasa berekspresi.

They don't feel as if they're doing something that really matters to them,

Mereka tidak merasa melakukan sesuatu yg berarti untuk mereka,

so they pick up these kinds of activities.

jadi mereka melakukan berbagai kegiatan ini.

This has huge organizational implications

Ini berpengaruh besar secara organisasi

for very large areas of life.

terhadap banyak area kehidupan.

Take astronomy as an example,

Astronomi contohnya,

which Yochai has already mentioned.

seperti yg telah disinggung Yochai

Twenty years ago, 30 years ago,

20, yg lalu, 30 tahun yg lalu

only big professional astronomers

hanya astronomer profesional

with very big telescopes could see far into space.

dengan teleskop megah yang bisa mengintip angkasa raya.

And there's a big telescope in Northern England called Jodrell Bank,

seperti teleskop di inggris utara yg disebut Jodrell Bank,

and when I was a kid, it was amazing,

Dulu waktu saya masih kecil, kelihatannya hebat,

because the moon shots would take off, and this thing would move on rails.

karena ketika citra bulan muncul, teleskop itu bergerak di relnya.

Padahal ukurannya luar biasa besar.

Now, six

Tapi sekarang, enam orang

amateur astronomers, working with the Internet,

astronomer amatir, bekerja lewat internet

with Dobsonian digital telescopes --

dgn teleskop digital Dobsonian

which are pretty much open source --

yg praktis berbasis open source --

with some light sensors

dgn sejumlah sensor cahaya

developed over the last 10 years, the Internet --

dikembangkan 10 tahun terakhir, sekarang internet --

they can do what Jodrell Bank could only do 30 years ago.

mereka bisa melakukan apa yg Jodrell Bank bisa lakukan 30 thn yg lalu

So here in astronomy, you have this vast explosion

Jadi dlm bidang astronomi, ada ledakan besar tersebut

of new productive resources.

tentang sumberdaya yg produktif yang baru.

The users can be producers.

Pengguna jadi produser

What does this mean, then, for our

Apa maknanya, kemudian,

organizational landscape?

bagi landasan organisasi kami?

Well, just imagine a world,

Ya, bayangkan saja sebuah dunia,

for the moment, divided into two camps.

yg anggap saja, terbagi atas dua kelompok/

Over here, you've got the old, traditional corporate model:

Sebelah sini, para senior, dgn model perusahaan tradisional.

special people, special places;

orang-orang spesial, tempat-tempat spesial;

patent it, push it down the pipeline

patenkan semuanya, masukkan ke jalur proses

to largely waiting, passive consumers.

ke konsumen yg menunggu dgn pasif.

Over here, let's imagine we've got

Sebelah sini, mari bayangkan, kita memiliki

Wikipedia, Linux, and beyond -- open source.

Wikipedia, Linux, dan masih banyak lagi -- open source.

This is open; this is closed.

Yang satu terbuka, yang satu tertutup.

This is new; this is traditional.

Yang satu baru, yang satu kuno.

Well, the first thing you can say, I think with certainty,

Hal pertama yang terpikir, tentunya,

is what Yochai has said already --

adalah seperti apa yg Yochai telah katakan --

is there is a great big struggle

bahwa ada satu pergulatan hebat

between those two organizational forms.

antara kedua bentuk organisasi itu

These people over there will do everything they can

Orang-orang sebelah sini akan melakukan apa saja

to stop these kinds of organizations succeeding,

untuk menghalangi keberhasilan orang-orang sebelah sana

because they're threatened by them.

karena mereka merasa terancam

And so the debates about

jadi semua perdebatan tentang

copyright, digital rights, so on and so forth --

hak cipta, kewenangan digital, dan lain-lain --

these are all about trying to stifle, in my view,

semua itu upaya untuk menjatuhkan, menurut saya,

these kinds of organizations.

orang-orang di sebelah sana.

What we're seeing is a complete corruption

Yang kita saksikan adalah kerusakan total

of the idea of patents and copyright.

dari konsep-konsep paten dan hak cipta.

Meant to be a way to incentivize invention,

Yg semula dimaksudkan untuk memotivasi penemuan,

meant to be a way to orchestrate the dissemination of knowledge,

untuk mengendalikan penyebaran pengetahuan,

they are increasingly being used by large companies

mereka lebih sering digunakan perusahaan-perusahaan besar

to create thickets of patents

untuk menciptakan dinding-dinding paten

to prevent innovation taking place.

yang menghalangi terjadinya inovasi.

Let me just give you two examples.

Saya akan tunjukan dua contoh saja.

The first is: imagine yourself going to a venture capitalist

pertama, bayangkan anda mengunjungi seorang venture capitalist.

and saying, "I've got a fantastic idea.

dan bilang, "Saya punya ide hebat.

I've invented this brilliant new program

Saya telah menciptakan sebuah program baru

that is much, much better than Microsoft Outlook."

yang jauh jauh lebih baik dr MS Oultook."

Which venture capitalist in their right mind is going to give you any money to set up a venture

Kira-kira investor mana yang mau mendanai anda untuk memulai sebuah usaha

competing with Microsoft, with Microsoft Outlook? No one.

yg berkompetisi dgn Microsoft, dgn MS Outlook ? Tidak ada.

That is why the competition with Microsoft is bound to come --

Karena itulah, yg sanggup bersaing dengan Microsoft

will only come --

hanya bisa datang

from an open-source kind of project.

dari projek-projek seperti open-source.

So, there is a huge competitive argument

Ada banyak argumentasi ttg persaingan

about sustaining the capacity

ttg mempertahankan kapasitas

for open-source and consumer-driven innovation,

dr inovasi-inovasi berbasis open source dan konsumen,

because it's one of the greatest

karena merupakan salah satu

competitive levers against monopoly.

pesaing terbesar monopoli.

There'll be huge professional arguments as well.

Dari sisi profesionalisme juga akan banyak sanggahan.

Because the professionals, over here

Karena para profesional, di sebalah sini

in these closed organizations --

di bagian yg tertutup

they might be academics; they might be programmers;

yg terdiri dr cendekiawan, pemrogram,

they might be doctors; they might be journalists --

dokter atau wartawan --

my former profession --

profesi saya sebelumnya --

say, "No, no -- you can't trust these people over here."

yg akan bilang, " tidak tidak -- orang-orang itu tidak bisa dipercaya"

When I started in journalism --

Ketika saya memulai karir jadi jurnalis --

Financial Times, 20 years ago --

Financial Times, 20 thn yg lalu --

it was very, very exciting

adalah sangat sangat menyenangkan

to see someone reading the newspaper.

melihat orang membaca koran

And you'd kind of look over their shoulder on the Tube

anda berusaha megintip dr belakang

to see if they were reading your article.

untuk melihat apa yg dibaca itu -- artikel yg dibaca itu milik anda.

Usually they were reading the share prices,

Biasanya mereka membaca info harga saham,

and the bit of the paper with your article on

sedangkan bagian yg memuat artikel anda

was on the floor, or something like that,

tergeletak di lantai, atau dlm posisi serupa,

and you know, "For heaven's sake, what are they doing!

dan anda akan, "demi Tuhan, apa yang mereka lakukan!

They're not reading my brilliant article!"

masak artikel begitu hebat tidak dibaca!"

And we allowed users, readers,

Kita juga hanya mengizinkan pengguna maupun pembaca,

two places where they could contribute to the paper:

dua tempat untuk berinteraksi:

the letters page, where they could write a letter in,

Kolom surat pembaca, kemana mereka bisa melayangkan surat,

and we would condescend to them, cut it in half,

yg akan kita pilih-pilih, di proses hanya separonya,

and print it three days later.

yg akan dicetak 2 hari kemudian.

Or the op-ed page, where if they knew the editor --

atau tajuk rencana, dimana mereka harus kenal baik dgn editor --

had been to school with him, slept with his wife --

pernah sekolah bareng, atau berselingkuh dgn istrinya --

they could write an article for the op-ed page.

mereka dibolehkan menulis tajuk rencana

Those were the two places.

Hanya dua cara itu.

Shock, horror: now, the readers want to be writers and publishers.

Dengan mengejutkan, sekarang, para pembaca mau jadi penulis dan penerbit.

That's not their role; they're supposed to read what we write.

itu kan bukan tugas mereka, mestinya mereka hanya membaca saja.

But they don't want to be journalists. The journalists think

Padahal mereka tidak berniat menjadi jurnalis. Para jurnalis pikir

that the bloggers want to be journalists;

bahwa para -- para blogger mau menjadi jurnalis;

they don't want to be journalists; they just want to have a voice.

mereka tidak ingin menjadi jurnalis, mereka hanya mau didengar.

They want to, as Jimmy said, they want to have a dialogue, a conversation.

mereka, seperti kata Jimmy, mereka mau berdialog, bercakap-cakap.

They want to be part of that flow of information.

Mereka mau jadi bagian dr arus informasi.

What's happening there is that the whole domain

Apa yg terjadi adalah keseluruhan ranah

of creativity is expanding.

kreativitas itu meluas.

So, there's going to be a tremendous struggle.

Jadi pasti akan timbul pergulatan luar biasa.

But, also, there's going to be tremendous movement

Tapi juga akan ada satu gerakan masif

from the open to the closed.

dari yg terbuka ke yg tertutup.

What you'll see, I think, is two things that are critical,

Yang akan terjadi, menurut saya, adalah dua hal penting,

and these, I think, are two challenges

dan ini merupakan tantangan

for the open movement.

bagi gerakan open souce.

The first is:

Yg pertama adalah :

can we really survive on volunteers?

apa kita benar-benar bisa mengandalkan relawan?

If this is so critical,

Kalau ini sangat penting,

do we not need it funded, organized, supported

apa tidak sebaiknya didanai, diatur dan didukung

in much more structured ways?

dalam cara-cara yang lebih terstruktur?

I think the idea of creating the Red Cross

menurut saya, ide menciptakan Palang Merah

for information and knowledge is a fantastic idea,

bagi informasi dan pengetahuan adalah ide yg fantastis,

but can we really organize that, just on volunteers?

tapi apa benar kita bisa mengandalkan hanya para relawan?

What kind of changes do we need in public policy

Penyesuaian apa yg dibutuhkan pada kebijakan publik?

and funding to make that possible?

dan pendanaannya untuk mewujudkannya?

What's the role of the BBC,

Apa peranan BBC,

for instance, in that world?

misalnya, di dunia?

What should be the role of public policy?

Mestinya apa peranan kebijakan publik?

And finally, what I think you will see

Dan akhirnya, apa yg akan anda saksikan

is the intelligent, closed organizations

adalah organisasi yg tertutup tapi berkualitas

moving increasingly in the open direction.

lambat laun akan bergerak ke arah yg terbuka.

So it's not going to be a contest between two camps,

Jadi tidak akan seperti pertandingan antara dua kubu,

but, in between them, you'll find all sorts of interesting places

tapi yg akan terjadi diantara mereka adalah

that people will occupy.

upaya-upaya baru yang menarik.

New organizational models coming about,

model organisasi baru akan muncul,

mixing closed and open in tricky ways.

memadukan gaya tertutup dan terbuka dgn cerdik.

It won't be so clear-cut; it won't be Microsoft versus Linux --

Hasilnya tidak akan lugas; tidak akan jadi Microsoft vs Linux --

there'll be all sorts of things in between.

akan banyak hal-hal menarik dimana-mana.

And those organizational models, it turns out,

Model-model organisasi baru itu, ternyata,

are incredibly powerful,

luar biasa dahsyat,

and the people who can understand them

dan mereka yg memahami cara kerjanya

will be very, very successful.

akan menjadi sangat, sangat sukses.

Let me just give you one final example

Saya akan berikan satu contoh terakhir

of what that means.

ttg apa yg saya maksud.

I was in Shanghai,

Saya pernah ke Shanghai,

in an office block

kerja di sebuah perkantoran

built on what was a rice paddy five years ago --

yg dibangun di atas tanah yg 5 tahun yg lalu adalah sawah --

one of the 2,500 skyscrapers

Yang jadi salah satu dr 2500 pencakar langit

they've built in Shanghai in the last 10 years.

yg dibangun di Shanghai 10 tahun terakhir.

And I was having dinner with this guy called Timothy Chan.

Waktu itu saya makan malam dgn orang bernama Timothy Chen.

Timothy Chan set up an Internet business

Timothy Chen mendirikan bisnis internet

in 2000.

pada tahun 2000.

Didn't go into the Internet, kept his money,

Tapi dia tidak buka usaha di internet, dia simpan uangnya,

decided to go into computer games.

dan memutuskan masuk bisnis game komputer.

He runs a company called Shanda,

Dia mengelola perusahan bernama Shanda,

which is the largest computer games company in China.

yg merupakan salah satu perusahaan permainan komputer terbesar di Cina.

Nine thousand servers all over China,

dgn 9000 server di seluruh Cina

has 250 million subscribers.

dan punya 250 juta pelanggan.

At any one time, there are four million people playing one of his games.

Dalam satu waktu, 4 juta orang memainkan permainan yg dia jual.

How many people does he employ

Kira-kira berapa banyak orang yg dipekerjakannya

to service that population?

untuk melayani populasi itu?

500 people.

500 orang.

Well, how can he service

Lho, bagaimana mungkin dia melayani dua setengah

250 million people from 500 employees?

250 juta orang dgn 500 karyawan?

Because basically, he doesn't service them.

Dia memang tidak melayani mereka.

He gives them a platform;

Dia menyediakan platform,

he gives them some rules; he gives them the tools

dia menentukan aturannya, dia sediakan alatnya

and then he kind of orchestrates the conversation;

dan dia tinggal mendalangi komunikasi yg terjadi;

he orchestrates the action.

dia mendalangi kegiatan yg diperlukan.

But actually, a lot of the content

Yang sebenarnya, sebagian besar isinya

is created by the users themselves.

dikerjakan oleh penggunanya sendiri.

And it creates a kind of stickiness

dan ini menciptakan semacam ketergantungan

between the community and the company

antara komunitas dan perusahaan.

which is really, really powerful.

yg adalah sangat sangat dahsyat.

The best measure of that: so you go into one of his games,

Ini buktinya : Kalau anda mainkan permainannya,

you create a character

anda ciptakan sebuah karakter

that you develop in the course of the game.

yg akan tumbuh sejalan dgn apa yg anda mainkan

If, for some reason, your credit card bounces,

Kalau, karena suatu sebab, kartu kredit anda ditolak,

or there's some other problem,

atau karena masalah lainnya

you lose your character.

anda akan kehilangan karakter anda.

You've got two options.

pilihannya tinggal dua

One option: you can create a new character,

Pertama : anda bikin karakter baru

right from scratch, but with none of the history of your player.

dari nol, tanpa "pengalaman" yg anda dapat selama bermain.

That costs about 100 dollars.

yang biayanya sekitar 100 dolar.

Or you can get on a plane, fly to Shanghai,

atau anda naik pesawat dan terbang ke Shanghai

queue up outside Shanda's offices --

mengantri di salah-satu kantor Shanda --

cost probably 600, 700 dollars --

dgn biaya sekitar 600, 700 dolar --

and reclaim your character, get your history back.

dan menghidupkan kembali karakter anda lengkap dgn pengalamannya

Every morning, there are 600 people queuing

Setiap pagi ada sekitar 600 orang yg mengantri

outside their offices

diluar kantor mereka

to reclaim these characters. (Laughter)

untuk menghidupkan kembali karakter mereka.

So this is about companies built on communities,

Jadi ini tentang perusahaan yg dibangun diatas komunitas,

that provide communities with tools,

yg menyediakan alat bagi komunitas,

resources, platforms in which they can share.

sumberdaya, platform yg bisa mereka pakai bersama.

He's not open source,

Usahanya tidak open source

but it's very, very powerful.

tapi jadi sangat menghasilkan

So here is one of the challenges, I think,

Jadi itulah tantangannya, menurut saya,

for people like me, who

bagi orang-orang seperti saya yang

do a lot of work with government.

sering bekerja untuk pemerintah.

If you're a games company,

Kalau anda menjalankan perusahaan game,

and you've got a million players in your game,

yg punya sejuta pelanggan,

you only need one percent of them

hanya perlu 1 persen saja dr mereka

to be co-developers, contributing ideas,

untuk ikutan membangun, memberikan ide,

and you've got a development workforce

dan menghasilkan tenaga kerja kreatif

of 10,000 people.

sebanyak 10.000 orang.

Imagine you could take all the children

Bayangkan jika anda melibatkan semua anak

in education in Britain, and one percent of them

di inggris dalam kegiatan pendidikan, dan 1 persen dr mereka

were co-developers of education.

ikut membangun sistem pendidikannya.

What would that do to the resources available

Kira-kira apa yg akan terjadi dgn sumber daya

to the education system?

pendidikan yang ada?

Or if you got one percent of the patients in the NHS

Atau kalau satu persen dr semua pasien di NHS (National Health Service)

to, in some sense, be co-producers of health.

bisa terlibat dlm membentuk sistem kesehatan.

The reason why --

Alasan utama mengapa --

despite all the efforts to cut it down,

meski dengan berbagai upaya menjatuhkannya,

to constrain it, to hold it back --

membatasinya, menahannya --

why these open models will still start emerging

mengapa model terbuka ini tetap saja bersemi

with tremendous force,

dgn dorongan begitu kuat,

is that they multiply our productive resources.

adalah karena model itu melipat gandakan sumberdaya.

And one of the reasons they do that

Dan alasan kenapa itu bisa terjadi

is that they turn users into producers,

adalah karena model itu mengubah pelanggan menjadi produser;

consumers into designers.

pengguna menjadi perancang.

Thank you very much.

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