Download - A tale from the future, by Eugenio Battaglia
BIOFLUX
presented at
Do It Together - Digital Biologya seminar organized byin January 2016, Berlin
“The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell
[…] There is a 98% chance they will
not map the right aspects of the
nervous system that they’ll need to
understand how it works.
What they should do is spend their
billion dollars on the drosophila and
make sure they understand it
thoroughly, before wasting money on
wrong theories of what to map in the
human brain.
– Marvin Minsky, on humanbrain mapping projects.
(2013)
[…] There is a 98% chance they will
not map the right aspects of the
nervous system that they’ll need to
understand how it works.
What they should do is spend their
billion dollars on the drosophila and
make sure they understand it
thoroughly, before wasting money on
wrong theories of what to map in the
human brain.
cc-by 4.0 @battagliaem
“It was 2007 when Giovanni Idili and I
started – naively – talking about
simulating the worm”
– Matteo Cantarelli
Andrey Palyanov
“There’s plenty of science that still
happens in non-english language, so
that there’s still a lot of talent that
isn’t talking to the rest of the world.”
–Stephen Larson
Sergey Khayrulin
9 core members fully committed from 7 countries
36 open source contributors
a total of 45 community members
we live in very interesting times for biology
engineering get into bio
bio get into engineering
art & design get into bio
bio get into art & design
In places like this Abandoned factory in Lurgan (UK)
Illustration: Simone Cicero – meedabyte.com
In places like this Abandoned factory in Lurgan (UK) ?
www.pentagrowth.com
Mass Labour Concentration ofthe means of
production
Mass Market
The Traditional (industrial) Linear Model
Means of productionare in the hands of users
Market and Societyare the same thing
Producer = Consumer
The Networked (post-industrial) platform model
Platform EnablesMass Collaboration
Means of productionare controlled bythe firm
Society is not part ofthe picture
Producer ≠ ConsumerPlatform Enables
Mass Collaboration
Thanks to tools like these Illustration: Simone Cicero – meedabyte.com
Thanks to tools like these Thanks to tools like these
Access +
Componentization +
Collaboration =
the highest disruption rate ever
Networked world +
Componentization +
Collaboration =
the highest disruption rate ever
BUREOCRACIES Organizing Production
PLATFORMS Organizing
Interactions
Mass Labour Concentration ofthe means of
production
Mass Market
The Traditional (industrial) Linear Model
Means of productionare in the hands of users
Market and Societyare the same thing
Producer = Consumer
The Networked (post-industrial) platform model
Platform EnablesMass Collaboration
Means of productionare controlled bythe firm
Society is not part ofthe picture
Producer ≠ Consumer
Mass Labour Concentration ofthe means of
production
Mass Market
The Traditional (industrial) Linear Model
Means of productionare in the hands of users
Market and Societyare the same thing
Producer = Consumer
The Networked (post-industrial) platform model
Platform EnablesMass Collaboration
Means of productionare controlled bythe firm
Society is not part ofthe picture
Producer ≠ Consumer
“Platforms are essentially bureaucracies for the networked age”
BUREOCRACIES Organizing Production
PLATFORMS Organizing
Interactions
Mass Labour Concentration ofthe means of
production
Mass Market
The Traditional (industrial) Linear Model
Means of productionare in the hands of users
Market and Societyare the same thing
Producer = Consumer
The Networked (post-industrial) platform model
Platform EnablesMass Collaboration
Means of productionare controlled bythe firm
Society is not part ofthe picture
Producer ≠ Consumer
Mass Labour Concentration ofthe means of
production
Mass Market
The Traditional (industrial) Linear Model
Means of productionare in the hands of users
Market and Societyare the same thing
Producer = Consumer
The Networked (post-industrial) platform model
Platform EnablesMass Collaboration
Means of productionare controlled bythe firm
Society is not part ofthe picture
Producer ≠ Consumer
every project has a set of definable milestones
no amount of funding can accelerate.
More money is helpful later, but not now.
– S. Blank on the Four Steps to Epiphany
every project has a set of definable milestones
no amount of funding can accelerate.
More money is helpful later, but not now.
– S. Blank on the Four Steps to Epiphany
$ 18,5 Mevery project has a set of definable milestones
no amount of funding can accelerate.
More money is helpful later, but not now.
– S. Blank on the Four Steps to Epiphany
“...a governance structure that determines who can participate, what roles they might play, how they might interact, and how disputes get resolved plus additional set of protocols or standards typically designed to facilitate connection, coordination, and collaboration.”
How to define “Platforms” in the end?
John Hagel’s definition exceprted from:”Business ecosystems come of age”
“...a governance structure that determines who can participate, what roles they might play, how they might interact, and how disputes get resolved plus additional set of protocols or standards typically designed to facilitate connection, coordination, and collaboration.”
How to define “Platforms” in the end?
John Hagel’s definition exceprted from:”Business ecosystems come of age”
SO IT’S NOT ONLY ABOUT TOOLS!
VALUES CULTURE
GOVERNANCE TOOLS
trust
empo
wer
men
tco-design
orga
nize
d co
llabo
rativ
e in
tera
ctio
ns
VALUES CULTURE
GOVERNANCE TOOLS
trust
empo
wer
men
tco-design
trust
orga
nize
d co
llabo
rativ
e in
tera
ctio
ns
“The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell
“The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell
Mass Labour Concentration ofthe means of
production
Mass Market
The Traditional (industrial) Linear Model
Means of productionare in the hands of users
Market and Societyare the same thing
Producer = Consumer
The Networked (post-industrial) platform model
Platform EnablesMass Collaboration
Means of productionare controlled bythe firm
Society is not part ofthe picture
Producer ≠ Consumer
Mass Labour Concentration ofthe means of
production
Mass Market
The Traditional (industrial) Linear Model
Means of productionare in the hands of users
Market and Societyare the same thing
Producer = Consumer
The Networked (post-industrial) platform model
Platform EnablesMass Collaboration
Means of productionare controlled bythe firm
Society is not part ofthe picture
Producer ≠ Consumer
“The past decade was about finding
new collaboration and innovation
tools and models on the web.
The next decade will be about
applying them to the real world.”
Chris Anderson
PARTICIPATIVE
ALLIGNED AUTONOMY
INDIVIDUAL WHOLENESS
EVOLUTIVE
MISSION
1. EMBRACE A RESPONSIVE ORGANIZATIONAL MODEL
“It will be up to us to ultimately determine how we use that digital technology.
Will we use it to narrowly squeeze out all inefficiency in the work we do? Or will we use it to catalyze and amplify the imagination that makes us uniquely human and that could identify entirely new avenues to create fundamentally new sources of value?”
John Hagel - Deloitte
LIQUID ORGANISATION
How we've invented LiquidO™ and why you should care.
www.liquidorganisation.info
LiquidO™ white paper, version 1.5 - May 2014
Discovery Driven Development
Friendly First Contacts
“Problem” presentation
Customer Understanding Market Knowledge
test your problem hypothesis
Product Hypothesis
Customer & Problem Hypothesis
Distribution & Pricing Hypothesis
Demand Creation Hypothesis
Market Type Hypothesis
Competitive Hypothesis
state your hypotheses
First Reality Check
Product Presentation
Yet More Customer Visits
Second Reality Check 1st Advisory Board
test your product hypothesis
Verify the Problem
Verify the Product
Verify the Business Model Iterate or Exit
verify
1. Human readable protocol
2. Dependency graph
1. Prepare Standards + sa
mples 1,2,3,4
2. Mix 2μL of e
ach st
andard dilutio
n w/ e
ach sa
mple
3. After e
ach m
ix, move th
e resu
lting drop in
a ordered array
7. Detectabso
rbance.
ready-to-use or build your own
array set-up and scheduling of operations and timing
Abstraction layer
5. For e
ach re
sultin
g drop add 1 μL of re
agent f1
4. Incubate
for 5 min.
6. Incubate
for 3 min.
Softw
are
Hum
an
tx
STD
w
w
t
t TOT
tx
m
tx
m
f1
s1s2s3s4
{
Step
Translate
{
Step 1 2 3 4
Dispense
{
Mix
{
Merge
{
Split
Har
dwar
e
3. Basic fluidic operations
Path routingand timing
4. Electrode switching sequence
1 2 3 4 Step 1 2 3 4
Data-driven Customer Discovery
50 most used
50 most labour intensive(repetitive,
long, error-prone)
in biolabs
+
+
which protocols?
Data-driven Customer Discovery Abstraction Layers Design
OpenDrop Eugenio Battaglia and Urs Gaudenz gaudilabs.ch/
Brainstorming
Assessment
Concept development
Team buliding
Large iterations
First design phase
Second design phase
Program development
Cost model
Partnerships
UXD / Logistics planning
Communications design
Execution phase
Nov ‘13 – Feb ‘14 Jun ‘14– Aug ‘14– Dec ‘14– Jan ‘15 Feb ‘15 Mar ‘15 Apr ‘15 May ‘15 Jun ‘14 Jul ‘15 Aug ‘15 Sep ‘15 Oct ‘14 Nov ‘15 Dec ‘15
Dissemination phase
Communications pre-camp
Venue Logistics
Program execution
Outputs dissemination
Output elaboration
Projects follow-ups
Today Kick-off day
OSF15
Gantt Charts
More Studies confirmed superior nature of networked business models: the Pentagrowth
A research study and model that described the five exponential growth levers identified after studying 50 organisations which have grown more than 50% in terms of revenue and number of users between 2008 and 2013.
Result: growth is seen as a function of connectivity, enablement and empowerment of users and partners - a result of interaction and reach.
BUREOCRACIES Organizing Production
PLATFORMS Organizing
Interactions
3. BUILD AN AGILE PLATFORM
Mass Labour Concentration ofthe means of
production
Mass Market
The Traditional (industrial) Linear Model
Means of productionare in the hands of users
Market and Societyare the same thing
Producer = Consumer
The Networked (post-industrial) platform model
Platform EnablesMass Collaboration
Means of productionare controlled bythe firm
Society is not part ofthe picture
Producer ≠ Consumer
Mass Labour Concentration ofthe means of
production
Mass Market
The Traditional (industrial) Linear Model
Means of productionare in the hands of users
Market and Societyare the same thing
Producer = Consumer
The Networked (post-industrial) platform model
Platform EnablesMass Collaboration
Means of productionare controlled bythe firm
Society is not part ofthe picture
Producer ≠ Consumer
BUREOCRACIES Organizing Production
PLATFORMS Organizing
Interactions
3. BUILD AN AGILE PLATFORM
Mass Labour Concentration ofthe means of
production
Mass Market
The Traditional (industrial) Linear Model
Means of productionare in the hands of users
Market and Societyare the same thing
Producer = Consumer
The Networked (post-industrial) platform model
Platform EnablesMass Collaboration
Means of productionare controlled bythe firm
Society is not part ofthe picture
Producer ≠ Consumer
Mass Labour Concentration ofthe means of
production
Mass Market
The Traditional (industrial) Linear Model
Means of productionare in the hands of users
Market and Societyare the same thing
Producer = Consumer
The Networked (post-industrial) platform model
Platform EnablesMass Collaboration
Means of productionare controlled bythe firm
Society is not part ofthe picture
Producer ≠ Consumer
“Platforms are essentially bureaucracies for the networked age”
LIQUID ORGANISATIONHow we've invented LiquidO™ and why you should care.
www.liquidorganisation.infoLiquidO™ white paper, version 1.5 - May 2014
COLLABORATIVEWORKING BOARD
REPUTATION TRACKING
CONTRIBUTIONACCOUNTING
COLLABORATIVE DECISIONMAKING
COLLABORATIVEWORKING BOARD
REPUTATION TRACKING
CONTRIBUTIONACCOUNTING
COLLABORATIVE DECISIONMAKING
www.liquidorganisation.infoLiquidO™ white paper, version 1.5 - May 2014
COLLABORATIVEWORKING BOARD
REPUTATION TRACKING
CONTRIBUTIONACCOUNTING
COLLABORATIVE DECISIONMAKING
COLLABORATIVEWORKING BOARD
REPUTATION TRACKING
CONTRIBUTIONACCOUNTING
COLLABORATIVE DECISIONMAKING
www.liquidorganisation.infoLiquidO™ white paper, version 1.5 - May 2014
The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.
These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.
Rhythmic Rituals Governance Meetings
4 types
The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.
These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.
Rhythmic Rituals Governance Meetings Global Jam
twice per solar year, define the strategy for the next six months
4 types
The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.
These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.
Rhythmic Rituals Governance Meetings Global Jam
Quarterly Kick-off
twice per solar year, define the strategy for the next six months
deeper and halfway check on strategy execution
4 types
The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.
These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.
Rhythmic Rituals Governance Meetings Global Jam
Quarterly Kick-off
Monthly catch-up
twice per solar year, define the strategy for the next six months
deeper and halfway check on strategy execution
stop for few hours and allign vision and activities on the ongoing strategy
4 types
The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.
These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.
Rhythmic Rituals Governance Meetings Global Jam
Quarterly Kick-off
Monthly catch-up
Weekly coordination
twice per solar year, define the strategy for the next six months
deeper and halfway check on strategy execution
stop for few hours and allign vision and activities on the ongoing strategy
stop for few hours and allign vision and activities on the ongoing strategy
4 types
The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.
These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.
Rhythmic Rituals Governance Meetings Global Jam
Quarterly Kick-off
Monthly catch-up
Weekly coordination
twice per solar year, define the strategy for the next six months
deeper and halfway check on strategy execution
stop for few hours and allign vision and activities on the ongoing strategy
stop for few hours and allign vision and activities on the ongoing strategy
Mainly On-line
4 types
The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.
These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.
Rhythmic Rituals Governance Meetings Global Jam
Quarterly Kick-off
Monthly catch-up
Weekly coordination
twice per solar year, define the strategy for the next six months
deeper and halfway check on strategy execution
stop for few hours and allign vision and activities on the ongoing strategy
stop for few hours and allign vision and activities on the ongoing strategy
Mainly On-line
Possibly live
4 types
The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.
These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.
Rhythmic Rituals Governance Meetings Global Jam
Quarterly Kick-off
Monthly catch-up
Weekly coordination
twice per solar year, define the strategy for the next six months
deeper and halfway check on strategy execution
stop for few hours and allign vision and activities on the ongoing strategy
stop for few hours and allign vision and activities on the ongoing strategy
Mainly On-line
Possibly live
Definitely live!
4 types
The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.
These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.
Rhythmic Rituals Governance Meetings Global Jam
Quarterly Kick-off
Monthly catch-up
Weekly coordination
twice per solar year, define the strategy for the next six months
deeper and halfway check on strategy execution
stop for few hours and allign vision and activities on the ongoing strategy
stop for few hours and allign vision and activities on the ongoing strategy
Mainly On-line
Possibly live
Definitely live!
Strategy
Execution
4 types
The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.
These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.
Rhythmic Rituals Governance Meetings Global Jam
Quarterly Kick-off
Monthly catch-up
Weekly coordination
twice per solar year, define the strategy for the next six months
deeper and halfway check on strategy execution
stop for few hours and allign vision and activities on the ongoing strategy
stop for few hours and allign vision and activities on the ongoing strategy
Mainly On-line
Possibly live
Definitely live!
Strategy
Execution
This doesn’t exclude
the need for random
hackathons, jams or
any other meeting!4 types
COLLABORATIVEWORKING BOARD
REPUTATION TRACKING
CONTRIBUTIONACCOUNTING
COLLABORATIVE DECISIONMAKING
COLLABORATIVEWORKING BOARD
REPUTATION TRACKING
CONTRIBUTIONACCOUNTING
COLLABORATIVE DECISIONMAKING
COLLABORATIVEWORKING BOARD
REPUTATION TRACKING
CONTRIBUTIONACCOUNTING
COLLABORATIVE DECISIONMAKING
www.liquidorganisation.infoLiquidO™ white paper, version 1.5 - May 2014
COLLABORATIVEWORKING BOARD
REPUTATION TRACKING
CONTRIBUTIONACCOUNTING
COLLABORATIVE DECISIONMAKING
COLLABORATIVEWORKING BOARD
REPUTATION TRACKING
CONTRIBUTIONACCOUNTING
COLLABORATIVE DECISIONMAKING
COLLABORATIVEWORKING BOARD
REPUTATION TRACKING
CONTRIBUTIONACCOUNTING
COLLABORATIVE DECISIONMAKING
www.liquidorganisation.infoLiquidO™ white paper, version 1.5 - May 2014
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with current
mission
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with current
mission
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with current
mission
Open Items get
prioritized each
monday
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with current
mission
Open Items get
prioritized each
monday
When an Open
Item is first in line
anyone can take it
into In Progress
and lead it
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with current
mission
Open Items get
prioritized each
monday
When an Open
Item is first in line
anyone can take it
into In Progress
and lead it
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with current
mission
Open Items get
prioritized each
monday
When an Open
Item is first in line
anyone can take it
into In Progress
and lead it
Other people join
the In Progress
task, and
contribute to it.
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with current
mission
Open Items get
prioritized each
monday
When an Open
Item is first in line
anyone can take it
into In Progress
and lead it
Other people join
the In Progress
task, and
contribute to it.
When the task is
done, leader put it
into Completed.
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with current
mission
Open Items get
prioritized each
monday
When an Open
Item is first in line
anyone can take it
into In Progress
and lead it
Other people join
the In Progress
task, and
contribute to it.
When the task is
done, leader put it
into Completed.
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with current
mission
Open Items get
prioritized each
monday
When an Open
Item is first in line
anyone can take it
into In Progress
and lead it
Other people join
the In Progress
task, and
contribute to it.
When the task is
done, leader put it
into Completed.
Here members
vote if it’s accepted
or not
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with current
mission
Open Items get
prioritized each
monday
When an Open
Item is first in line
anyone can take it
into In Progress
and lead it
Other people join
the In Progress
task, and
contribute to it.
When the task is
done, leader put it
into Completed.
Here members
vote if it’s accepted
or not
Anyone
can propose
new activities
according to the
current mission
Ideas get accepted
by members
beacuse in line
with current
mission
Open Items get
prioritized each
monday
When an Open
Item is first in line
anyone can take it
into In Progress
and lead it
Other people join
the In Progress
task, and
contribute to it.
When the task is
done, leader put it
into Completed.
Here members
vote if it’s accepted
or not
Retrospective &
Contribution
Accounting