Page 100, graphics “Phases Most Peer Inc Organizations Pas Through”:
“Controlled Kernel”.
“Everywone Welcome”.
“Power Imbalance”.
“Power Parity”, Page 126:
Permit data portability.
The platform should be an advocate for the peers.
Give peers the abilily to communicate with each other and organize.
Share the best practices with all peers.
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Define clear group boundaries ( to exclude parties who are not entitled ).
Match rules governing use of common good to local needs and conditions.
Ensure that those affected by the rules can participate in modifying the rules.
Make shure the rule-making rights of community members are respected by outside authorities.
Develop a system, carried out by community members, for monitoring member's behaviour.
Use granduated sanctions for rule violator.
Provide accessible, low cost means for dispute resolution.
Build responsibility for governing the common resource in the nested tiers from the lowest level up to the entire interonnected system.
Page 104, about YouTube: “Within just two more months..., they settled the three components prominently displayed and equially weighted on their homepage: watch, upload, share. These last two actions are the heart of a Peer Inc approach, since they invite direct peer engagement”.
Page 113: “WhatsApp Co.-founder and CEO Jan Koum (
EN.Wikipedia "Jan Koum",
DE.Wikipedia "Jan Koum" ) made the brilliant ( he told me 'laziest' ) decision to
repurpose user's existing phone numbers from people's contact lists as unique identifier... Skype... chose the annoying path of requireing people to create an entirely new name for their Skype account”.
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User choice: Users get to choose which applications they want to use, without influence by the network providers.
No permission: Innovation on the network does not require permission from the network providers.
Application blindness: The network itself is blind to applications or use. I doesn´t know or care how it is used.
Low cost: The costs of innovation on the network are low.
Page 148: “How to encourage, enable, and enhance the economic development of platforms:”.
Open things up.
Reduce interference.
Don´t require permissions.
Maximize potential.
Page 154 ”'I want to live in a world where people can become entrepreneurs and micro-entrepreneurs, and if we can lower the friction and inspire them to do that, especially in an economy like today, this is the promise of the sharing economy' said Brian Chesky Airbnb CEO”.
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Page 168 “A key feature is 'crowd refinement', which engages anyone in the workforce interested in triaging and improving emerging ideas”.
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Page 180 “Veronique Laury, the .. CEO of Castarama, a home improvement business... 'I think the company has to become a H2H company - human to human'... Her strategy for Castarama”:
“Create awiki of home improvement solutions”.
“Work closely with start-up and learn from their processes”.
“Create a system of skills bartering among and between the public and the employees”.
“Hold 'bar camps' conferences whose topics are user-generated on the fly”.
“Create MOOCs - video instruction courses”.
“Move toward 3D printing for tool repair than discounting repariable items”.
Page 184 “Jeremiah Owyang... He has a simple four-phase circular path that explains the transition from the old industrial approach t the new one: Product → Service → Marketplace → Platform”.
Product → Service: ”... making durable goods available as a service”.
Service → Marketplace: “companies create marketplaces, which enable buyers and sellers to transact around their brand. In addition..., are all offering used-goods marketplaces where the people can get 'gently loved' apparel and furnitures from other customers. Their efforts illustrate a brand's commitment to sustainablity, offer proof of durable products, and create brand loyalty for a potential upsell”.
Marketplace → Platform: “creation of a platform that opens itself up more broadly to peer creation of the products themselves”.
Page 184 “value is beeing created in three significantely new ways”:
”...the platform itself adds a lot of value by organizing the exceess capacity”.
”...each peer adds a value ( and, generally speaking, a peer will participate only because it is worth it to him or her ).
“created by the group - the aggregated peers making a network. It is this third part of value pie that the Incs generally eat as well. Venture capitalists recently valued Airbnb at $10 billion in 2014, shurely taking this network value into consideration”.
Page 203: “The three Peer Inc. miracles”:
Exponential growth.
Exponential learning.
Finding the right person.
Page 245, about mesh networks:
“Mesh networks are a terrific solution for wireless in congrested or remote places, helping connect up the Internet of Things... A mesh works like this:... Data that are local stay local: your calls, texts and photos to friends can all go just a few hops from house to house in your neighbourhood, rather than beeing transmitted to San Francisco and back for every new reader”.
“There's no need to build new infrastructure; we connect up our existing wireless devices and routers.
“There is no monthly fee”.
“There's complete privacy”.
GuiFi.net in Spain has more than 20.000 peer nodes.
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Joshua Breitbart: “The general narrative of Silicon Valley is, build an app and change the world. But there should be room to say 'Build an app and change my neighborhood'.
“Build and app that changes so many neighborhoods, it changes the world. Mesh networking does just that”.
Page 251 “The principles of collaborative economy”:
“Open acccessible assets > closed assets”.
“More networked minds > fewer walled-in minds”.
“Benefits of openess > problems of openess”.
“Collectively, the upside opportunities of innovation and shared learning are much larger than the downside problems, such as bad behavior, which we can identify and address with ratings, comments, and trust networks”.
“I get> I give”.
“As individuals, each person who contributes assets to a platform necessarily gets more than she gives. This is how Wikipedia, potluck dinners, and taxes that pay for public libraries and national defense work”.