Charles Leadbeater: The era of open innovation

Prevodilac: Ivana Korom Lektor: Sandra Gojic

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

Ono što ću ja uraditi, u duhu zajedničke kreativnosti,

is simply repeat many of the points

je to da ću jednostavno da ponovim stvari

that the three people before me have already made,

koje je ovo troje ljudi pre mene već reklo.

but do them --

Ali ponoviću ih -

this is called "creative collaboration;"

Ovo se zove kreativna saradnja;

it's actually called "borrowing" --

u stvari pozajmljivanje.

but do it through a particular perspective,

Ali uradiću to kroz posebnu perspektivu

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

pitaću o ulozi korisnika i potrošača

in this emerging world of

u ovom rastućem svetu

collaborative creativity

zajedničke kreativnosti,

that Jimmy and others have talked about.

o kojem su pričali Džimi i ostali.

Let me just ask you, to start with,

Za početak, dopustite mi

this simple question:

da vam postavim ovo jednostavno pitanje:

who invented the mountain bike?

ko je izmislio "mountain" bicikl?

Because traditional economic theory would say,

Jer, tradicionalna teorija ekonomije bi rekla,

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

pa, verovatno ga je izmislila neka velika biciklistička firma

that had a big R&D lab

koja je imala veliko odeljenje istraživanja i razvoja

where they were thinking up new projects,

u kom su smišljali nove projekte i tamo je i nastao.

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

Nije tamo nastao.

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

Još jedan odgovor bi mogao biti, pa, napravio ga je neki usamljeni genije

working in his garage, who,

koji je radio u svojoj garaži i koji je,

working away on different kinds of bikes, comes up

radeći na raznim vrstama bicikala,

with a bike out of thin air.

smislio novi bajs iz vedra neba.

It didn't come from there. The mountain bike

Nije tako nastao.

"Mountain" bajs su napravili korisnici; mladi korisnici,

came from users, came from young users,

posebno jedna grupa iz Severne Kalifornije,

particularly a group in Northern California,

who were frustrated with traditional racing bikes,

koja je bila frustrirana tradicionalnim trkačkim biciklima,

which were those sort of bikes that Eddy Merckx rode,

a to su bili oni kakve je Edi Merks vozio,

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

ili vaš stariji brat i vrlo su glamurozni.

But also frustrated with the bikes that your dad rode,

Ali isto tako frustrirani biciklima koje je vaš tata vozio,

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

koji su imali velike kormane i bili preteški.

So, they got the frames from these big bikes,

Znači, oni su uzeli ramove sa tih velikih bicikala,

put them together with the gears from the racing bikes,

spojili ih sa opremom sa trkačkih bicikala,

got the brakes from motorcycles,

uzeli kočnice sa motocikala

and sort of mixed and matched various ingredients.

i tako smućkali različite sastojke.

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

I prvih, ne znam, tri do pet godina svog života,

mountain bikes were known as "clunkers."

"mountain" bajsevi su zvani "klankers".

And they were just made in a community of bikers,

Nastali su među biciklistima

mainly in Northern California.

u Severnoj Kaliforniji.

And then one of these companies that was importing parts

I onda je jedna on kompanija koja je uvozila delove

for the clunkers decided to set up in business,

za te bicikle, odlučila da pokrene posao,

start selling them to other people,

da počne da ih prodaje drugima,

and gradually another company emerged out of that, Marin,

i polako je druga kompanija nastala iz te, "Marin",

and it probably was, I don't know,

i prošlo je, ne znam,

10, maybe even 15, years,

možda 10 ili 15 godina

before the big bike companies

pre nego što su velike biciklističke firme

realized there was a market.

shvatile da postoji tržište.

Thirty years later,

Posle trideset godina,

mountain bike sales

prodaja "mountain" bajseva

and mountain bike equipment

i opreme za njih,

account for 65 percent of bike sales in America.

čini 65% ukupne prodaje bicikala u Americi.

That's 58 billion dollars.

To je 58 milijardi dolara.

This is a category entirely created by consumers

Ovo je kategorija koju su u potpunosti stvorili potrošači,

that would not have been created by the mainstream bike market

koju ne bi stvorilo mejnstrim tržište

because they couldn't see the need,

jer nisu videli potrebu, priliku;

the opportunity;

nisu bili motivisani za inovacije.

they didn't have the incentive to innovate.

Mislim da se u jednoj stvari ne slažem

The one thing I think I disagree with

about Yochai's presentation

sa Jokaijevom prezentacijom,

is when he said the Internet causes

a to je kada je rekao da internet uzrokuje

this distributive capacity for innovation to come alive.

da distributivni kapacitet za inovacije oživi.

It's when the Internet combines

Tek kada spojite internet sa tim

with these kinds of passionate pro-am consumers --

strastvenim potrošačima, profesionalnim amaterima

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

koji imaju znanja, motivisani su za inovacije,

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

imaju alate, želju -

that you get this kind of explosion

onda dobijate nekakvu eksploziju

of creative collaboration.

kreativne saradnje.

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

I iz toga dobijate potrebu za stvarima

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

o kojima je Džimi pričao, a to su nove vrste organizacija,

or a better way to put it:

ili bolje rečeno:

how do we organize ourselves without organizations?

kako se organizujemo bez organizacija?

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

To je sada moguće; nije vam potrebna organizacija da biste bili organizovani,

to achieve large and complex tasks,

da biste rešili velike i kompleksne zadatke,

like innovating new software programs.

kao što je smišljanje novih softverskih programa.

So this is a huge challenge

Ovo je veliki izazov

to the way we think creativity comes about.

za naše razmišljanje o kreativnosti.

The traditional view, still enshrined

Tradicionalno shvatanje, još uvek ukorenjeno

in much of the way that we think about creativity

u velikom delu našeg razmišljanja o kreativnosti -

-- in organizations, in government --

u organizacijama, u vladi -

is that creativity is about special people:

je da kreativnost važi za posebne ljude:

wear baseball caps the wrong way round,

koji nose kačkete naopačke,

come to conferences like this, in special places,

dolaze na ovakve konferencije, na posebna mesta,

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

idu na elitne univerzitete, imaju laboratorije u šumama, vodi,

maybe special rooms in companies painted funny colors,

možda u firmama imaju posebne sobe sa smešnim bojama,

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

znate, "lazy bag"-ove, možda čudan sto oblika stonog fudbala.

Special people, special places, think up special ideas,

Posebni ljudi, na posebnim mestima smišljaju posebne stvari,

then you have a pipeline that takes the ideas

onda imate put koji prenosi te ideje

down to the waiting consumers, who are passive.

do pasivnih potrošača koji čekaju.

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

Oni tom izumu mogu reći "da" ili "ne".

That's the idea of creativity.

To je ideja kreativnosti.

What's the policy recommendation out of that

Kakve preporuke iz toga možete izvući,

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

ako ste u vladi ili ako vodite veliku kompaniju?

More special people, more special places.

Još više posebnih ljudi, još posebnih mesta.

Build creative clusters in cities;

Pravite kreativne grupe u gradovima;

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

pravite više istraživačkih i razvojnih parkova, itd.

Expand the pipeline down to the consumers.

Proširite put do potrošača.

Well this view, I think, is increasingly wrong.

Ja mislim da je ovaj stav izuzetno pogrešan.

I think it's always been wrong,

Mislim da je oduvek pogrešan,

because I think always creativity has been highly collaborative,

jer mislim da je kreativnost uvek bila uglavnom saradnja,

and it's probably been largely interactive.

i u velikom delu interaktivna.

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

Ali to je izuzetno pogrešno i jedan razlog za to

is that the ideas are flowing back up the pipeline.

je što se ideje vraćaju nazad kroz cev.

The ideas are coming back from the consumers,

Ideje se vraćaju od potrošača

and they're often ahead of the producers.

koji su često ispred proizvođača.

Why is that?

Zašto je to tako?

Well, one issue

Pa, jedna stvar je ta da

is that radical innovation,

radikalne inovacije,

when you've got ideas that

kada imate ideje koje

affect a large number of technologies or people,

utiču na veliki broj tehnologija ili ljudi,

have a great deal of uncertainty attached to them.

nose sa sobom veliku dozu nesigurnosti.

The payoffs to innovation are greatest

Dobitak od inovacije je najveći

where the uncertainty is highest.

kada je nesigurnost najveća.

And when you get a radical innovation,

I kada imate radikalnu inovaciju,

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

često nije sigurno kako ona može da se primeni.

The whole history of telephony

Cela istorija telefonije

is a story of dealing with that uncertainty.

je priča o borbi sa tom nesigurnošću.

Izumitelji prvih telefona

The very first landline telephones,

the inventors thought

su mislili da će

that they would be used for people to listen in

ih ljudi koristiti da slušaju

to live performances

žive izvedbe

from West End theaters.

iz pozorištima na Vest Endu.

When the mobile telephone companies invented SMS,

Kada su kompanije mobilnih telefona izmislile SMS,

they had no idea what it was for;

nisu imali pojma čemu služe;

it was only when that technology got into the hands

tek kada je ta tehnologija dospela u ruke

of teenage users

tinejdžera,

that they invented the use.

osmišljena je primena.

So the more radical the innovation,

Dakle, što je radikalnija inovacija,

the more the uncertainty,

veća je nesigurnost;

the more you need innovation in use

potrebnije vam je da tu inovaciju koristite

to work out what a technology is for.

da biste shvatili čemu neka tehnologija služi.

All of our patents, our entire approach

Svi naši patenti, naš ceo pristup

to patents and invention, is based on the idea

patentima i invencijama je zasnovan na ideji

that the inventor knows what the invention is for;

da izumitelj zna čemu taj izum služi;

we can say what it's for.

možemo reći čemu služi.

More and more, the inventors of things

Sve više izumitelja stvari

will not be able to say that in advance.

neće moći to da kažu unapred.

It will be worked out in use,

To će se shvatati upotrebom,

in collaboration with users.

u saradnji sa korisnicima.

We like to think that invention is

Mi volimo da mislimo da je izum

a sort of moment of creation:

nekakav trenutak kreacije:

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

postoji momenat kada neko smisli neku ideju.

The truth is that most creativity

Istina je da je kreativnost uglavnom

is cumulative and collaborative;

kumulativna i zajednička,

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

kao "Wikipedia", razvija se kroz dug vremenski period.

The second reason why users are more and more important

Drugi razlog zašto su korisnici sve važniji,

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

je taj što su oni izvor velikih, prodornih inovacija.

If you want to find the big new ideas,

Ako želite da nađete velike i nove ideje,

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

teško ih je naći na mejnstrim tržištima,

in big organizations.

u velikim organizacijama.

And just look inside large organizations

Samo pogledajte u velike organizacije

and you'll see why that is so.

i videćete zašto je to tako.

So, you're in a big corporation.

Dakle, vi ste u velikoj korporaciji;

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

očigledno vam je stalo da se penjete na korporativnoj lestvici.

Do you go into your board and say,

Da li dođete u odbor i kažete,

"Look, I've got a fantastic idea

vidite, imam odličnu ideju

for an embryonic product

za jedan novi proizvod

in a marginal market,

na marginalnom tržištu,

with consumers we've never dealt with before,

za potrošače sa kojima se nismo do sada susreli,

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

nisam siguran da li će se isplatiti,

ali mogao bi da bude stvarno uspešan u budućnosti?

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

Ne, vi dođete i kažete,

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

imam odličnu ideju za postepenu inovaciju

to an existing product we sell through existing channels

jednog postojećeg proizvoda koji prodajemo poznatim kanalima,

to existing users, and I can guarantee

poznatim potrošačima i mogu da garantujem

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

da ćete od njega zaraditi toliko u naredne tri godine.

Big corporations have an in-built tendency

Velike korporacije imaju ugrađenu tendenciju

to reinforce past success.

da osnaže prošle uspehe.

They've got so much sunk in it

Toliko su u tome,

that it's very difficult for them to spot

da im je veoma teško da uoče nastajanje novih tržišta.

emerging new markets. Emerging new markets, then,

Nova tržišta su, potom,

are the breeding grounds for passionate users.

plodna tla za strastvene korisnike.

Best example:

Najbolji primer:

who in the music industry,

ko bi, u muzičkoj industriji,

30 years ago, would have said,

pre 30 godina rekao:

"Yes, let's invent a musical form

"Da, hajde da izmislimo muzički oblik

which is all about dispossessed black men

koji govori samo o nesrećnim crncima

in ghettos expressing their frustration

u getoima koji izražavaju svoju frustriranost

with the world through a form of music

svetom kroz muzičku formu

that many people find initially quite difficult to listen to.

koju mnogi ljudi smatraju teškom za slušanje.

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

To zvuči kao dobitna kombinacija, to ćemo uraditi."

(Laughter).

(Smeh)

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

I šta se dešava? Rep muziku stvaraju korisnici.

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

Na svojim kasetama, sa svojom opremom za snimanje;

they distribute it themselves.

sami je distribuiraju.

30 years later,

Trideset godina kasnije,

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

rep muzika je dominantan muzički oblik popularne kulture -

would never have come from the big companies.

koji nikada ne bi nastao u velikim kompanijama.

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

Morao je da počne - ovo je treća tačka -

with these pro-ams.

sa profesionalnim amaterima.

This is the phrase that I've used in

To je fraza koju sam koristio

some stuff which I've done

za neke stvari koje sam radio

with a think tank in London called Demos,

sa jednom radnom grupom u Londonu zvanom Demo,

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

gde su bili ti ljudi koji su amateri -

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

tj rade to iz ljubavi -

but they want to do it to very high standards.

ali žele da rade na veoma visokom nivou.

And across a whole range of fields --

I na različitim poljima -

from software, astronomy,

od softvera, astronomije,

natural sciences,

prirodnih nauka,

vast areas of leisure and culture

širokom polju zabave i kulture

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

kao što je kajt surfing itd -

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

nalazite ljude koji žele da rade stvari jer ih vole,

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

ali žele da ih rade na veoma visokom nivou.

They work at their leisure, if you like.

Rade u svoje slobodno vreme, ako hoćete.

They take their leisure very seriously:

To slobodno vreme veoma ozbiljno shvataju:

they acquire skills; they invest time;

razvijaju veštine, ulažu vreme,

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

koriste tehnologiju koja postaje jevtinija: to nije samo internet;

cameras, design technology,

kamere, tehnologije dizajna,

leisure technology, surfboards, so on and so forth.

slobodnog vremena, daske za surf, itd.

Largely through globalization,

Mnoštvo ove opreme je uglavnom

a lot of this equipment has got a lot cheaper.

globalizacijom postalo mnogo jevtinije.

More knowledgeable consumers, more educated,

Potrošači su obrazovaniji,

more able to connect with one another,

više u mogućnosti da se međusobno povežu,

more able to do things together.

da rade stvari zajedno.

Consumption, in that sense, is an expression

Potrošnja, u tom smislu, je izraz

of their productive potential.

njihovog produktivnog potencijala.

Why, we found, people were interested in this,

Otkrili smo da su ljudi zainteresovani za ovo

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

zato što ne osećaju da mogu da se izraze na poslu.

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

Ne osećaju da se bave nečim do čega im je zaista stalo,

so they pick up these kinds of activities.

pa se onda bave ovakvim aktivnostima.

This has huge organizational implications

Ovo ima veoma velike organizacijske implikacije

for very large areas of life.

za velika životna polja.

Take astronomy as an example,

Uzmite na primer astronomiju,

which Yochai has already mentioned.

koju je Jokai već pomenuo.

Twenty years ago, 30 years ago,

Pre 20, 30 godina,

only big professional astronomers

jedino su veliki profesionalni astronomi

with very big telescopes could see far into space.

sa veoma velikim teleskopima mogli da vide daleko u svemir.

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

U Severnoj Engleskoj postoji veliki teleskop, Džodrel Bank,

and when I was a kid, it was amazing,

i kada sam bio klinac bilo je neverovatno,

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

jer bi slikao mesec i kretao se na šinama.

I bio je ogroman - apsolutno ogroman.

Now, six

Sad, šest astronoma amatera,

amateur astronomers, working with the Internet,

koji rade sa internetom,

with Dobsonian digital telescopes --

sa "Dobsonian" digitalnim teleskopima -

which are pretty much open source --

koji su uglavnom "open source" -

with some light sensors

sa nekim svetlosnim senzorima,

developed over the last 10 years, the Internet --

razvijenim u poslednjih 10 godina, uz internet -

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

mogu da rade ono što je Džodrel Bank radio pre 30 godina.

So here in astronomy, you have this vast explosion

Dakle, u astronomiji imate veliku eksploziju

of new productive resources.

novih produktivnih izvora.

The users can be producers.

Korisnici mogu biti stvaraoci.

What does this mean, then, for our

Šta onda ovo znači

organizational landscape?

za naše organizaciono okruženje?

Well, just imagine a world,

Pa, za trenutak zamislite

for the moment, divided into two camps.

svet podeljen u dva kampa.

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

Sa ove strane imate stari, tradicionalni korporacijski model.

special people, special places;

Posebni ljudi, posebna mesta;

patent it, push it down the pipeline

patentirajte, pustite kroz cev

to largely waiting, passive consumers.

do pasivnih potrošača koji čekaju.

Over here, let's imagine we've got

Sa druge strane, zamislimo da imamo

Wikipedia, Linux, and beyond -- open source.

"Vikipediju", "Linux" itd - "open source".

This is open; this is closed.

Ovo je otvoreno, ovo zatvoreno;

This is new; this is traditional.

ovo je novo, ovo tradicionalno.

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

Pa, sa sigurnošću mislim da biste prvo rekli

is what Yochai has said already --

ono što je Jokai već rekao -

is there is a great big struggle

postoji velika borba

between those two organizational forms.

između ova dva organizacijska oblika.

These people over there will do everything they can

Ljudi sa ove strane će uraditi sve što mogu

to stop these kinds of organizations succeeding,

da zaustave ovakve organizacije

because they're threatened by them.

jer se osećaju ugroženim.

And so the debates about

Tako da su debate

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

o autorskim pravima, digitalnim pravima, itd -

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

po mom mišljenju, pokušaji da se uguše

these kinds of organizations.

ovakve vrste organizacija.

What we're seeing is a complete corruption

Vidimo potpuno kvarenje ideje

of the idea of patents and copyright.

o patentima i autorskim pravima.

Meant to be a way to incentivize invention,

Trebalo bi da motivišu inovacije,

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

da budu način organizovanja širenja znanja,

they are increasingly being used by large companies

a velike kompanije ih sve više koriste

to create thickets of patents

da kreiraju šumu patenata

to prevent innovation taking place.

da spreče inovacije.

Let me just give you two examples.

Daću vam dva primera.

Prvo, zamislite sebe kako odlazite kod finansijera

The first is: imagine yourself going to a venture capitalist

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

i kažete: "Ima jednu fantastičnu ideju.

I've invented this brilliant new program

Smislio sam izuzetan novi program

that is much, much better than Microsoft Outlook."

koji je mnogo, mnogo bolji od "Microsoft Outlook"-a."

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

Koji normalni kapitalista bi vam dao pare da krenete u poduhvat

competing with Microsoft, with Microsoft Outlook? No one.

takmičenja protiv "Microsofta", protiv "Microsoft Outlooka"? Nijedan.

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

Zato konkurencija "Microsoft"-u mora doći -

will only come --

i jedino će doći -

from an open-source kind of project.

iz projekata koji su "open source".

So, there is a huge competitive argument

Dakle, postoji veliki takmičarski argument

about sustaining the capacity

o održanju kapaciteta

for open-source and consumer-driven innovation,

za open-source i inovacije koje pokreću potrošači,

because it's one of the greatest

jer to je jedna od najjačih

competitive levers against monopoly.

konkurentskih poluga protiv monopola.

There'll be huge professional arguments as well.

Biće i velikih profesionalnih razloga.

Because the professionals, over here

Jer profesionalci,

ovde u ovim zatvorenim organizacijama -

in these closed organizations --

they might be academics; they might be programmers;

možda su oni akademici, možda su programeri,

they might be doctors; they might be journalists --

možda lekari, novinari -

my former profession --

što sam ja bio -

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

oni kažu, "Ne, ne - ne možete verovati tim ljudima tamo."

When I started in journalism --

Kada sam ja započeo u novinarstvu -

Financial Times, 20 years ago --

u "Financial Times", pre 20 godina -

it was very, very exciting

bilo je veoma, veoma uzbudljivo

to see someone reading the newspaper.

videti nekoga kako čita novine.

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

I pogledali biste preko njihovog ramena u metrou

to see if they were reading your article.

da vidite da li čitaju vaš tekst.

Usually they were reading the share prices,

Obično su čitali cene deonica,

and the bit of the paper with your article on

a deo novina s vašim člankom

was on the floor, or something like that,

bio je na podu, ili tako nešto

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

i znate, "Zaboga, šta to rade!

They're not reading my brilliant article!"

Ne čitaju moj sjajni članak!"

And we allowed users, readers,

Dozvoljavali smo korisnicima, čitaocima,

two places where they could contribute to the paper:

da na dva mesta doprinesu novinama:

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

na strani sa pismima, gde mogu da pošalju pismo

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

i mi bismo im udovoljili, prepolovili ga

and print it three days later.

i objavili tri dana kasnije.

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

Ili na strani pored urednikove, gde, ako su znali urednika -

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

išli s njim u školu, spavali s njegovom ženom -

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

mogli su da napišu članak na toj strani.

Those were the two places.

To su bila ta dva mesta.

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

Šok, užas: sad, čitaoci žele da budu pisci i izdavači.

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

To nije njihova uloga; oni bi trebalo da čitaju ono što mi napišemo.

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

Ali oni ne žele da budu novinari.

that the bloggers want to be journalists;

Novinari misle da blogeri žele da budu novinari;

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

oni ne žele da budu novinari, samo žele da se čuju.

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

Kao što je Džimi rekao, žele da razgovaraju.

They want to be part of that flow of information.

Žele da budu deo protoka informacija.

What's happening there is that the whole domain

Dešava se da se ceo domen

of creativity is expanding.

kreativnosti širi.

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

Dakle, biće velika borba.

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

Ali takođe će biti i veliki prelaz

from the open to the closed.

sa otvorenog na zatvoreno.

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

Mislim da ćete videti dve bitne stvari,

and these, I think, are two challenges

a to su, po mom mišljenju, dva izazova

for the open movement.

za otvoreni pokret.

The first is:

Prvi je:

can we really survive on volunteers?

da li stvarno možemo preživeti sa volonterima?

If this is so critical,

Ako je ovo toliko bitno,

do we not need it funded, organized, supported

zar nam nisu potrebne investicije, organizovane,

in much more structured ways?

podržane na strukturisaniji način?

I think the idea of creating the Red Cross

Mislim da je ideja da se osnuje Crveni Krst

for information and knowledge is a fantastic idea,

za informacije i znanje sjajna,

but can we really organize that, just on volunteers?

ali da li možemo to organizovati samo sa volonterima?

What kind of changes do we need in public policy

Kakve su promene potrebne u zakonima

and funding to make that possible?

i finansiranju, da bismo to omogućili?

What's the role of the BBC,

Kakva je na primer, uloga

for instance, in that world?

BBC-a u tom svetu?

What should be the role of public policy?

Kakva bi trebalo da bude uloga javne politike?

And finally, what I think you will see

I na kraju, mislim da ćete videti

is the intelligent, closed organizations

da se inteligentne, zatvorene organizacije

moving increasingly in the open direction.

sve više pomeraju u pravcu otvaranja.

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

Znači neće biti takmičenja između dva kampa,

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

ali ćete između njih pronaći mnogo zanimljivih mesta

that people will occupy.

gde će se ljudi okupljati.

New organizational models coming about,

Nastaju novi modeli organizacija,

mixing closed and open in tricky ways.

zatvorene i otvorene se mešaju na čudne načine.

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

To neće biti tako jasno; neće biti "Microsoft" protiv "Linuxa" -

there'll be all sorts of things in between.

biće mnogo stvari između.

And those organizational models, it turns out,

A ispostavlja se da su ti organizacijski modeli

are incredibly powerful,

neverovatno moćni

and the people who can understand them

i ljudi koji mogu da ih razumeju

will be very, very successful.

biće veoma, veoma uspešni.

Let me just give you one final example

Daću vam poslednji primer toga

of what that means.

šta to znači.

I was in Shanghai,

Bio sam u Šangaju,

in an office block

u poslovnoj zgradi izgrađenoj

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

na nekadašnjem pirinčanom polju -

one of the 2,500 skyscrapers

jedan od 2500 nebodera

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

izgrađenih u Šangaju za poslednjih 10 godina.

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

Večerao sam sa momkom koji se zove Timoti Čen.

Timothy Chan set up an Internet business

Timoti Čen je pokrenuo posao sa internetom

in 2000.

2000. godine.

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

Nije ušao na internet, zadržao je svoj novac,

decided to go into computer games.

odlučio je da se bavi kompjuterskim igrama.

He runs a company called Shanda,

Vodi kompaniju koja se zove "Šanda",

which is the largest computer games company in China.

koja je najveća kompanija za kompjuterske igre u Kini.

Nine thousand servers all over China,

Ima 9000 servera širom Kine;

has 250 million subscribers.

250 miliona pretplatnika.

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

U svakom trenutku 4 miliona ljudi igra neku od njegovih igara.

How many people does he employ

Koliko ljudi on zapošljava

to service that population?

da usluži toliku populaciju?

500 people.

500 ljudi.

Well, how can he service

Pa, kako može da usluži

250 million people from 500 employees?

250 miliona ljudi sa 500 zaposlenih?

Because basically, he doesn't service them.

Jer, u suštini on ih ne uslužuje.

He gives them a platform;

Daje im platformu,

he gives them some rules; he gives them the tools

daje im neka pravila, daje im alate

and then he kind of orchestrates the conversation;

i onda upravlja tim razgovorom;

he orchestrates the action.

upravlja akcijom.

But actually, a lot of the content

Ali u stvari, sami korisnici

is created by the users themselves.

kreiraju mnogo tog sadržaja.

And it creates a kind of stickiness

To stvara neku vezanost

between the community and the company

između zajednice i kompanije

which is really, really powerful.

koja je veoma, veoma moćna.

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

Najbolji pokazatelj toga: uđete u neku od igara,

you create a character

kreirate svog lika

that you develop in the course of the game.

koga razvijate u toku igre.

If, for some reason, your credit card bounces,

Ako vam iz nekog razloga kreditna kartica ne radi

or there's some other problem,

ili dođe do nekog drugog problema,

you lose your character.

izgubite lika.

You've got two options.

Imate dve mogućnosti.

One option: you can create a new character,

Prva: možete da napravite novog lika,

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

od početka, ali bez ikakve istorije tog lika.

That costs about 100 dollars.

To košta oko 100 dolara.

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

Ili možete da sednete na avion, odletite u Šangaj,

queue up outside Shanda's offices --

stanete u red ispred zgrade "Šande" -

cost probably 600, 700 dollars --

što košta oko 600, 700 dolara -

and reclaim your character, get your history back.

i da vratite svog lika i njegovu istoriju.

Every morning, there are 600 people queuing

Svakog jutra 600 ljudi

outside their offices

koji žele da vrate svoje likove,

to reclaim these characters. (Laughter)

stoji u redu ispred njihove zgrade.

So this is about companies built on communities,

Ovde se radi o kompanijama koje su izgrađene na zajednicama,

that provide communities with tools,

koje zajednicama daju alate,

resources, platforms in which they can share.

izvore, platforme koje mogu da dele.

He's not open source,

On nije u otvorenom sistemu,

but it's very, very powerful.

ali to je veoma, veoma moćno.

So here is one of the challenges, I think,

Dakle tu je jedan od izazova

for people like me, who

za ljude kao što sam ja,

do a lot of work with government.

koji mnogo rade sa vladom.

If you're a games company,

Ako ste kompanija za igre

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

i imate milion igrača u svojoj igri,

you only need one percent of them

potreban vam je samo 1 procenat njih

to be co-developers, contributing ideas,

da rade razvoj, daju ideje

and you've got a development workforce

i imaćete razvojnu radnu silu

of 10,000 people.

od 10.000 ljudi.

Imagine you could take all the children

Zamislite da uzmete svu decu

in education in Britain, and one percent of them

koja se obrazuju u Britaniji i da jedan procenat njih

were co-developers of education.

učestvuje u razvoju obrazovanja.

What would that do to the resources available

Šta bi to učinilo za izvore dostupne

to the education system?

obrazovnom sistemu?

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

Ili ako bi jedan procenat pacijenata u NHS-u

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

na neki način bio stvaralac zdravlja.

The reason why --

Razlog zašto -

despite all the efforts to cut it down,

uprkos svim naporima da se smanje,

to constrain it, to hold it back --

ograniče i zadrže -

why these open models will still start emerging

zašto će ovi otvoreni modeli nastajati

with tremendous force,

sa velikom silinom,

is that they multiply our productive resources.

je taj da oni umnožavaju naše produktivne izvore.

And one of the reasons they do that

A razlog zbog kog to rade

is that they turn users into producers,

je zato što pretvaraju korisnike u stvaraoce;

consumers into designers.

potrošače u kreatore.

Thank you very much.

Mnogo vam hvala.