As part of the global future agenda programme we ran an event in partnership with ISPIM in Budapest in June 2015. This focused on the future of collaboration and drew together different issues raised about collaboration from several strands of the future agenda events to date. The aim of the event wss to critique, enhance, add and build a clearer view of how collaboration will change over the next decade and what will be some of the key impacts and implications. This documents includes both the key ouputs and the starting point for this discussion.

1. The
Future
of
Collabora/on|
ISPIM
|
Budapest|
15
June
2015

2. Context
Be?er,
deeper,
richer
collabora/on
is
increasingly
seen
as
a
necessity
by
many
organisa/ons.
Whether
to
more
effec/vely
address
big
emerging
challenges
or
to
more
efficiently
exploit
new
innova/on
opportuni/es.

3. Future
Agenda
The
Future
Agenda
is
the
world’s
largest
open
foresight
program
that
accesses
mul/ple
views
of
the
next
decade
so
all
can
be
be?er
informed
and
s/mulate
innova/on.

4. Looking
Forwards
Organisa/ons
increasingly
want
to
iden/fy
and
understand
both
the
an/cipated
and
unexpected
changes
so
that
they
can
be
be?er
prepared
for
the
future.

5. FA
1.0
Top
Insights
for
2020
From
the
2010
program,
52
key
insights
on
the
next
decade
were
shared
widely
via
books,
cards
and
online
and
have
been
extensively
used
by
organisa/ons
around
the
world.

6. Future
Agenda
in
Numbers
The
first
Future
Agenda
programme
engaged
a
wide
range
of
views
in
25
countries.
Future
Agenda
2.0
is
doubling
the
face-­‐to-­‐face
interac/on
and
significantly
raising
online
sharing,
debate
and
discussion.
Future
Agenda
1.0
1
HOST
16
TOPICS
25
COUNTRIES
50
WORKSHOPS
1500
ORGANISATIONS
Future
Agenda
2.0
40+
HOSTS
21
TOPICS
50
COUNTRIES
100
WORKSHOPS
2500
ORGANISATIONS

7. Future
Agenda
2.0
Topics
The
second
version
of
the
Future
Agenda
program
is
taking
place
during
2015
and
is
addressing
20
topics
via
100
events
in
50
countries
with
around
35
core
hosts.
Ageing
CiNes
Company
ConnecNvity
Data
EducaNon
Energy
Food
Government
Health
Learning
Loyalty
Payments
Privacy
Resources
Transport
Travel
Water
Wealth
Work

8. The
Process
20
ini/al
perspec/ves
on
the
future
kicked
off
the
Future
Agenda
discussions
taking
place
across
5
con/nents
from
Feb
to
July
2015.
These
are
ini/al
views
to
be
shared,
challenged
and
enhanced.
Ini/al
Perspec/ves
Q4
2014
Global
Discussions
Q1/2
2015
Insight
Synthesis
Q3
2015
Sharing
Output
Q4
2015

9. The
Future
of
CollaboraNon
From
the
discussions
to
date,
there
were
many
issues
iden/fied
as
being
significant
for
the
next
decade.
A
number
of
these
relate
to
the
changing
nature
of
the
future
of
collabora/on
and
were
built
upon
on
June
15th

10. Most
Significant
ExisNng
Views
Of
the
30
exis/ng
views
(see
appendix)
shared,
8
were
seen
to
be
most
significant
in
influencing
the
future
of
collabora/on
and
selected
as
having
high
poten/al
impact
by
all
par/cipants

11. Also
Significant
ExisNng
Views
Another
six
issues
were
rated
as
being
highly
important
by
some,
and
of
medium
significance
by
others,
for
the
future
of
collabora/on

12. Other
Significant
ExisNng
Views
And
8
other
issues
were
seen
as
highly
significant
for
the
future
of
collabora/on
by
one
group

13. Missing
Issues
During
the
workshop
we
iden/fied
a
number
of
addi/onal
issues
that
were
felt
to
be
poten/ally
significant
for
the
future
of
collabora/on
in
the
next
decade
of
which
the
top
4
were
discussed
in
detail.
• Tools
for
enabling
and
managing
collaboraNon
• Business
models
for
collaboraNve
ecosystems
• Cross-­‐generaNonal
collaboraNon
• CollaboraNon
Nme
as
a
new
currency
• Regulatory
frameworks
for
collabora/on
• New
marketplaces
for
competencies
and
problems
• Collabora/ve
models
that
help
reduce
inequality
• Establishing
trust
in
digital
media

14. CollaboraNon
Time
as
a
Social
Currency
Time
spent
working
on
collabora/ve
projects
addressing
real
issues
is
a
metric
that
drives
reputa/on
and
social
status.
Individuals
seek
to
give
up
their
free-­‐/me
to
help
solve
emerging
problems
to
be?er
support
society.

15. Cross-­‐generaNonal
CollaboraNon
Tapping
into
the
exper/se
of
part-­‐/me
older
workers
and
the
re/red
is
supported
both
by
the
elderly,
who
seek
to
remain
ac/ve
and
make
a
difference,
and
the
young
who
can
help
share
and
apply
their
knowledge.

16. CollaboraNve
Business
Models
Partnerships
shifs
to
become
more
dynamic,
agile,
long-­‐term,
democra/sed
and
mul/-­‐party
collabora/ons.
Big
challenges
are
addressed
by
global
groups
of
diverse
stakeholders
built
around
new,
non-­‐financial
incen/ves.

17. Unified
CollaboraNon
PlaXorms
Public
and
private
communi/es
of
interest
partner
to
create
comprehensive,
unified
digital
plagorms
that
support
mul/ple
players
working
together
to
take
major
innova/ons
through
to
proof
of
concept
and
beyond.

18. CollaboraNon
Standards
As
we
move
to
a
world
of
IP-­‐free,
mass-­‐collabora/on
to
help
address
the
big
challenges
ahead,
compe/tor
alliances
and
wider
public
par/cipa/on
drive
regulators
to
create
new
legal
frameworks
for
open,
empathe/c
collabora/on.

19. The
Future
of
CollaboraNon
-­‐
Appendix
This
is
the
full
range
of
insights
both
used
as
input
to
the
Budapest
event
at
ISPIM

20. Global
vs.
Local
Technology
is
by
its
very
nature
global
and
data
does
not
respect
na/onal
boundaries.
Can
na/on
states
con/nue
to
set
the
rules
or
will
tension
in
global
interoperability
drive
us
to
design
for
global
standards
but
with
localised
use?

21. Joining
the
Dots
Increasing
collabora/on
drives
companies
to
re-­‐organise
based
on
social
networks.
The
shared
economy
changes
the
shape
of
many
organisa/ons,
but
a
shif
in
the
role
of
the
company
from
employer
to
facilitator
challenges
many.

22. Rise
of
the
Micro-­‐Actors
We
can
see
a
blurring
of
energy
consumers
and
producers
–
to
‘prosumers’
who
do
both.
Hence
a
move
to
mul/ple
micro-­‐actors
working
individually
and
collec/vely
-­‐
supported
by
new
technological
developments,
including
storage.

23. Big
CollaboraNon
Addressing
future
major
challenges
relies
on
deeper
and
wider
collabora/on
between
organiza/ons
with
no
lead
company
and
IP
value
crea/on
replaced
by
new
recogni/on.

24. Taking
Hard
Decisions
We
know
that
there
is
a
growing
urban
popula/on;
climate
change
is
taking
effect
and
that
the
vola/lity
in
water
supply
can
only
be
par/ally
mi/gated
by
improved
efficiency.
We
have
yet
to
decide
how
to
address
the
problem.

25. A
Data
Marketplace
Data
is
a
currency,
it
has
a
value
and
a
price,
and
therefore
requires
a
market
place.
An
ecosystem
for
trading
data
is
emerging
and
anything
that
is
informa/on
is
represented
in
a
new
data
marketplace.

26. 21st
Century
OrganisaNons
The
emerging
organisa/on
feels
very
different
from
c20th
companies
-­‐
collabora/ve,
crowd-­‐funded,
fla?er,
human-­‐focused,
hyper-­‐specialised,
informal,
localised,
out-­‐sourced,
project-­‐based,
purpose-­‐led
and
virtual.

27. Deep
Distant
InteracNons
Reliable,
ubiquitous
mobile
communica/ons
will
enable
deep
and
effec/ve
geographically-­‐distant
interac/ons
where
the
online
experience
will
be
difficult
to
differen/ate
from
face-­‐to-­‐face
mee/ngs.

28. CollaboraNve
Health
Data-­‐centric
pa/ents
shif
from
a
dependency
on
expert
prac//oners:
They
take
on
more
responsibility
for
their
own
care
and
collaborate
with
a
wider
range
of
health
professionals
as
they
pursue
improved
health
and
preven/on.

29. Value
of
Data
There
is
undoubtedly
a
huge
economic
incen/ve
to
generate
and
collect
data
from
whatever
sources
it
becomes
available.
As
more
data
from
more
things
becomes
available,
we
can
expect
to
see
a
data
“land
grab”
by
organisa/ons.

30. Reaching
the
Limits
Growing
popula/ons
and
rising
consumer
demand
related
to
higher
standards
of
living
across
all
socie/es
are
increasing
consump/on
of
resources
and
we
are
in
danger
of
exceeding
the
Earth’s
natural
thresholds.

31. CollaboraNve
Networked
Learning
There
will
be
a
movement
away
from
a
top-­‐down,
broadcast
approach
of
learning
to
a
hyper-­‐collabora/ve
global
network
consis/ng
of
learners,
ins/tu/ons
and
content
providers.

32. Securing
Sustainable
Society
The
benefits
of
making
data
open,
especially
for
solving
some
of
society’s
greatest
problems,
will
drive
governments
to
insist
that
certain
private
data
sets
are
made
public,
democra/sing
data-­‐use
and
driving
social
innova/on.

33. Public-­‐Private
City
Partnerships
To
collec/vely
address
major
urban
challenges,
as
shown
by
Medellin
in
Colombia,
governments
increasingly
openly
collaborate
with
business
to
improve
the
ins/tu/onal
fabric
of
ci/es
as
well
as
core
infrastructure.

34. Data
Darwinism
Data
is
a
new
form
of
power:
Corporate
consolida/on
places
data
in
the
hands
of
a
few
who
are
able
to
dictate
terms
above
others.
Governments
correspondingly
have
less
power
as
they
have
less
access
to
key
data.

35. Individual
Control
New
disrup/ve
providers
are
seeking
to
put
the
individual
in
control
of
their
personal
data.
In
the
process,
they
are
seeking
to
disintermediate
data-­‐intensive
businesses
from
their
exis/ng
sources
of
data.

36. Deeper
vs.
Wider
RelaNonships
Social
interac/ons
broaden
through
extended
access
but
may
also
become
more
superficial:
A
divide
grows
between
those
establishing
rela/onships
purely
on
data
and
those
basing
connec/ons
on
emo/ons.

37. Self-­‐Organised
Learning
By
removing
adult
restric/ons
on
educa/on
and
providing
children
with
Internet
access
and
on-­‐line
support
and
encouragement,
children
are
able
to
self-­‐organise
and
learn.

38. Conscious
Stewards
We
are
more
aware
of
the
consequences
of
our
ac/ons:
There
is
a
sense
of
stewardship
of
the
world
-­‐
not
only
in
how
we
manage
our
home,
but
also
in
how
we
live
in
our
ecosystem.
We
start
to
behave
as
conscious
stewards.

39. New
Value,
Different
Models
In
the
coming
years,
brands
will
need
to
be
disrup/ve
in
their
thinking
about
loyalty,
seeking
new
kinds
of
value
proposi/on,
exploring
different
models
and
redefining
the
very
ways
in
which
loyalty
is
conceived.

40. ParNcipatory
Government
One
of
the
ways
that
the
state
can
legi/mize
itself
to
its
cons/tuents
might
be
to
facilitate
the
building
of
rela/onships
with
the
people
and
other
sectors
to
co-­‐provide
solu/ons
to
problems.

41. Fair
CompensaNon
Fairer
prices
for
farmers,
food
producers
and
consumers
are
driven
by
the
elimina/on
of
subsidies,
the
introduc/on
of
sustainability
accoun/ng
into
the
corporate
P&L
and
increased
transparency
and
traceability
of
supply.

42. Lessons
From
Large
CiNes
Smaller
ci/es
and
towns
will
increasingly
adopt
approaches
that
have
worked
in
larger
ci/es:
Mul/-­‐modal,
integrated
transport
op/ons
will
be
adapted
and
op/mised
for
midi
ci/es.

43. Post
Modern
Workplaces
We
are
on
the
cusp
of
a
transi/on
to
a
world
where,
half
of
the
popula/ons
of
Europe
and
the
United
States
subscribe
to
post-­‐modern
values
of
autonomy
and
diversity.
The
workplace
will
not
escape
this
trend.

44. Global
vs.
Bilateral
Agreements
A
key
ques/on
for
the
next
decade
will
be
whether
we
will
be
able
to
achieve
true
global
agreements,
or
will
bilateral
trade
agreements
remain
the
way
by
which
na/ons
can
be?er
manage
and
control
economic
influence?

45. CollaboraNon
and
Trade-­‐Offs
To
bring
about
a
shif
and
to
broaden
the
frame
of
discussion,
pragma/c
collabora/on
is
needed,
between
government,
society
and
industry
at
an
unprecedented
scale.

46. Incumbent
Blockers
Several
large,
well-­‐established
organisa/ons
con/nue
to
seek
to
prevent
change
by
arguing
for
short-­‐term
incremental
shifs
rather
than
wider,
more
collabora/ve
system-­‐based
change
that
may
benefit
society
in
the
long-­‐term.

47. Transport
and
Society
Transport
systems
need
to
contribute
to
suppor/ng
and
improving
society
rather
than
only
serving
it
and
risking
unintended,
unan/cipated
and
unwelcome
consequences.

48. Changing
Role
of
Government
En//es
compete
with
the
state
for
influence
-­‐
environmental,
human
rights,
and
other
ac/vist
NGOs
–
and
operate
at
many
levels
of
government
around
the
world.
This
new
dynamic
changes
the
role
of
the
state.

49. Making
Compromises
Reconciling
the
need
for
companies
to
act
sustainably
and
in
accordance
with
principles
of
interna/onal
human
rights
with
the
local
prac/ces
will
require
compromise
to
develop
workable
context
and
industry-­‐specific
guidelines.

50. Skill
ConcentraNons
The
growth
of
the
nomadic
global
elite
ci/zenship
accelerates
the
concentra/on
of
the
high-­‐skill
/
high-­‐reward
opportuni/es
within
a
select
group
of
globally-­‐connected
ci/zens,
who
move
ahead
of
the
urban
pack.

51. Measuring
Wealth
in
a
More
Human
Way
As
we
evolve
from
seeing
progress
purely
as
growth
of
GDP
and
income
per
capita
to
a
more
holis/c
understanding
and
measurement
of
wealth,
the
metrics
by
which
we
judge
success
will
have
to
be
reinvented.

52. Business
SoluNons
to
Societal
Problems
Re-­‐visioning
the
role
of
business
in
society
may
lead
to
a
reduc/on
in
inequality,
less
par/san
poli/cs
and
greater
ac/on
as
businesses
take
the
lead
rather
than
wai/ng
for
Government
to
lead
them.

53. Future
Agenda
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