This document discusses how crowdsourcing and open collaboration can allow organizations to harness more talent and innovation. It provides examples like how Innocentive has helped solve over 1,200 challenges by tapping into a network of 250,000 solvers from around the world, and how gamers on Foldit solved a protein structure that had stumped scientists for a decade in just three weeks. The document argues that by breaking problems into smaller pieces and allowing organic collaboration, organizations can achieve more than any group working alone. It suggests ways professional associations like ASTD could adopt these principles to expand their reach and impact.

1. The Historic Inevitability of Social Everything David Wilkins VP of Research

4. Human Capacity and the Kardashev Lens Type 0 corporation can harness a portion of its workers talent.Type 1 corporation can harness all the talent of its company. Type 2 corporation can harness the talent of its country. Type 3 corporation can harness the talent of the entire planet. Wayne ReganHR Technology Conference group on LinkedIn

5. PROOF POINT #1TALENT COMPETITIONS

7. Innocentive Total Registered SolversApproximately 250,000 from nearly 200 countries Total Solver ReachMore than 12 million Total Challenges Posted to InnoCentive.comMore than 1,200 Total Solution Submissions24,256 Average Success Rate50%

9. Besides the sheer thrill of seeing the winner place first by mere minutes after years of work, the Netflix Prize competition has proffered hard proof of a basic crowdsourcing concept: Better solutions come from unorganized people who are allowed to organize organically. But something else happened that wasn’t entirely expected: Teams that had it basically wrong — but for a few good ideas — made the difference when combined with teams which had it basically right, but couldn’t close the deal on their own. http://www.wired.com/epicenter/2009/09/how-the-netflix-prize-was-won/

10. The Winning Team “BellKor’s Pragmatic Chaos” Team members nationalities:

11. The Winning Team “BellKor’s Pragmatic Chaos” Team members nationalities: Total teams: < 1000Total countries: 100+

12. The Winning Team “BellKor’s Pragmatic Chaos” Team members nationalities: Total teams: < 1000Total countries: 100+ You look at the cumulative hours and you’re gettingPh.D.’s for a dollar an hour.

15. Some ideas Have members submit L&D related challenges and have other members answer? Maybe even do this across chapters? Create relationships to other associations, joint events? Horizontals: Marketing? SHRM? ISPI? NASAGA? Verticals: Retail? Finance? Manufacturing? Create relationships to other ASTD chapters? Shared content Shared practices Break chapter tasks into smaller bits for hyperspecialization practices and to support succession planning

16. PROOF POINT #2CROWDSOURCING

18. …we multiply our internal innovation capability with a global network of innovation partners outside P&G. More than half of all product innovation coming from P&G today includes at least one major component from anexternal partner. http://www.annualreport.pg.com/annualreport2009/letter/strength.shtml

23. A small group of enthusiastic gamers on a site called Foldit recently solved the structure of a protein found in an AIDS-like monkey virus. The structure had stumped scientists for over a decade; the gamers, incredibly, cracked it in less than three weeks.

25. Some ideas Gamefication – badges, awards, recognition for members Ideation tools within a chapter and across chapters Shared lists of great speakers, killer topics Partner with CLOs and CHROs for topic ideas, meeting space Partner with business, HR, training professors at local colleges Capture member content and expertise HD video Best practices Innovation and new ideas

26. PROOF POINT #3OPEN SOURCING

28. Co-ops In US, more in coops than stock market IN Columbia, 25% of HealthcareL3C companiesLow profit, limited liability (modest profits, real goal social benefit) Social + PURPOSE = results

29. Social Activates and manifests third drive Mastery Autonomy Self-direction Self-actualization Purpose

32. Some ideas Leverage the third drive when you are asking for freebies Align to “purpose” and “meaning” drivers of your “mark” Software you need is mostly free, focus on services Expand membership around a “Give Back” theme Chapters create job training for veterans Chapters partner with University to support reskilling for structurally unemployed Chapters partner with business to tackle skill shortages in particular industries

33. Concluding Thoughts Work is rapidly changing Knowledge Work = Social, Global, Virtual, Mobile Manual Work = Automated and Off-shored Social and mobile tech plays a role But the bigger changes are tied to the *way* we work We need to consider the role of learning professionals in this Core changes flatten and invert knowledge transfer paradigms We need to *live* these changes and deeply understand them And help our chapter members do the same