WIKIPEDIA, leverages technological innovation afforded by the Internet combined with a crowdsourcing approach to content development and maintenance. Beyond the technical challenges of web interfaces, servers, and bandwidth for delivery is a sometimes-overlooked capability: the Wikipedians themselves. Over 32 million people have registered accounts to contribute edits to Wikipedia. More than 300,000 users provide edits to the website at least once a month. These volunteers build the content for the site, using a creative commons license that ensures free access to any of the 500 million unique visitors each month. This crowdsourcing and its legal underpinnings are successful only as long as individuals are willing to spend their own time contributing to the site for no pay or other extrinsic benefits. The ability to attract and utilize legions of interested individuals is vital to the success of Wikipedia both today and into the future. Moreover, Wikipedia is a nonprofit, free-of-advertising social entrepreneurship venture that is exclusively financed by donations. Wikipedia runs regular calls for donations using slogans such as: “Please help us feed the servers,” “We make the Internet not suck. Help us out,” and “We are free, our bandwidth isn’t!” Calls for donations also come in the form of personal appeals by co-founder Jimmy Wales. The question arises whether the donation model is sustainable given not only the increasing demand for Wikipedia’s services, but also the emergence of competitors. Wikipedia might not be as error-prone in science topics as shown in the Nature study mentioned earlier, because most entries on Wikipedia are not about science. Wikipedia maintains that it fosters a “neutral point of view.” A recent research study tested this claim. In particular, a study of 28,000 articles about US politics revealed a significant bias. On average, Wikipedia entries lean left of center. Initial entries arrive with a slant, and change little over time. This bias is more pronounced in earlier Wikipedia articles. The authors call this the “vintage bias.” Although the degree of slant in Wikipedia articles changes little over time, more recent political entries are more balanced. One reason the authors put forth to explain the vintage effect is that in the early days of Wikipedia only technology enthusiasts and early adopters participated, and this demographic tends to lean left. The shift toward a more “neutral point of view” over the years has arisen from the growth of Wikipedia, bringing in the early and late majority as contributors. Questions

a. How can Wikipedia maintain and grow its ability to harness the crowdsourcing of its “Wikipedians” to maintain high-quality (and quickly updated) content?

b. As Wikipedia keeps growing, do you think it can continue to rely exclusively on donations (in time and money)? Why or why not? What other “business models” could be considered? Would any of those “violate the spirit of Wikipedia”? Why or why not?

c. What, if anything, should Wikipedia do to ensure that its articles indeed present a “neutral point of view”? Shouldn’t the crowdsourcing approach ensure objectivity? Does a “neutral point of view” matter to Wikipedia’s sustainability? Why or why not?

d. How has the “long tail” affected Wikipedia?

Week 7 Discussion

"The Necessity of building and Managing Innovation Networks" Please respond to the following:

Describe three methods of building a formal network and then discuss the benefits of each strategy. Next, discuss the formal network strategy you would utilize for your business model and explain the implications of this decision. Provide examples to support your rationale.

Discuss how you could utilize formal network structures to develop new products and services for an organization Next, evaluate two success factors that would contribute to the success of your new product development strategy. Provide support for your response.

WIKIPEDIA, leverages technological innovation afforded by the Internet combined with a crowdsourcing approach to content development and maintenance. Beyond the technical challenges of web interfaces, servers, and bandwidth for delivery is a sometimes-overlooked capability: the Wikipedians themselves. Over 32 million people have registered accounts to contribute edits to Wikipedia. More than 300,000 users provide edits to the website at least once a month. These volunteers build the content for the site, using a creative commons license that ensures free access to any of the 500 million unique visitors each month. This crowdsourcing and its legal underpinnings are successful only as long as individuals are willing to spend their own time contributing to the site for no pay or other extrinsic benefits. The ability to attract and utilize legions of interested individuals is vital to the success of Wikipedia both today and into the future. Moreover, Wikipedia is a nonprofit, free-of-advertising social entrepreneurship venture that is exclusively financed by donations. Wikipedia runs regular calls for donations using slogans such as: “Please help us feed the servers,” “We make the Internet not suck. Help us out,” and “We are free, our bandwidth isn’t!” Calls for donations also come in the form of personal appeals by co-founder Jimmy Wales. The question arises whether the donation model is sustainable given not only the increasing demand for Wikipedia’s services, but also the emergence of competitors. Wikipedia might not be as error-prone in science topics as shown in the Nature study mentioned earlier, because most entries on Wikipedia are not about science. Wikipedia maintains that it fosters a “neutral point of view.” A recent research study tested this claim. In particular, a study of 28,000 articles about US politics revealed a significant bias. On average, Wikipedia entries lean left of center. Initial entries arrive with a slant, and change little over time. This bias is more pronounced in earlier Wikipedia articles. The authors call this the “vintage bias.” Although the degree of slant in Wikipedia articles changes little over time, more recent political entries are more balanced. One reason the authors put forth to explain the vintage effect is that in the early days of Wikipedia only technology enthusiasts and early adopters participated, and this demographic tends to lean left. The shift toward a more “neutral point of view” over the years has arisen from the growth of Wikipedia, bringing in the early and late majority as contributors. Questions a. How can Wikipedia maintain and grow its ability to harness the crowdsourcing of its “Wikipedians” to maintain high-quality (and quickly updated) content? b. As Wikipedia keeps growing, do you think it can continue to rely exclusively on donations (in time and money)? Why or why not? What other “business models” could be considered? Would any of those “violate the spirit of Wikipedia”? Why or why not? c. What, if anything, should Wikipedia do to ensure that its articles indeed present a “neutral point of view”? Shouldn’t the crowdsourcing approach ensure objectivity? Does a “neutral point of view” matter to Wikipedia’s sustainability? Why or why not? d. How has the “long tail” affected Wikipedia? 5. The chapter discussed the Internet as a disruptive innovation that has facilitated online retailing. It also, however, has presented challenges to brick-and-mortar retailers. How might retailers such as Nordstrom, Neiman Marcus, or Macy’s need to change their in-store experience in order to continue to attract a flow of customers into their stores to expand sales using direct selling and store displays of the actual merchandise? If the Internet continues to grow and sales of brick-and-mortar retailers decline, how might the retailers attract, train, and retain high-quality employees if the industry is perceived as in decline?

Alighting Innovation in the Utility IndustryThere are 3,200 utilities that make up the U.S. electrical grid that sell $400 billion worth of electricity per year. However, that’s slowly changing. Companies such as Comcast, NineStar Connect, and Vivint have started selling their customers electricity along with their services. Comcast offers its XFINITY customers in Pennsylvania the opportunity to purchase electricity as well as phone, Internet, and TV services. NineStar Connect offers electricity, phone, broadband and home security to customers in central Indiana. Vivint, an alarm system company on the East Coast, installs solar panels on alarm clients’ homes for free and then requires the homeowner to purchase the electricity that is generated. Any excess is sold to the local power company. Google, while it has not formally entered the market, has its own wholesale power license and has purchased Nest, which makes a “learning thermostat.” Industry experts speculate that it will only be a matter of time before Google formally enters the market.

With this influx of new competitors, utilities will have to start learning to compete. Michael Peevey, the president of the California Public Utilities Commission, states that these days utilities “hold their own fate in their hands. They can do nothing but complain or moan about technological change or they can try to adapt.”56

Utilities lose revenues when businesses and residential customers switch to solar and wind power and lose additional money from having to buy any excess electricity generated. Utilities have to maintain the power transmission lines across the grid. Customers often are assessed fees in their bills that help cover line maintenance, but those who are selling back power don’t pay these fees while still using the power lines.

Further, utility companies face a number of regulations and are limited in their actions. For instance, utilities in Louisiana, Idaho, and California want to impose fees or taxes on solar users but have been rejected by regulators. It is unlikely that U.S. regulators will ever completely do away with electric companies as there will always be a need to have a secure supply of power. Thus, these companies will always have to incur the expense of maintaining the power lines with a dwindling customer base.

Additionally, most utility companies are behind the times on technology. While there are smart meters, most utilities have a limited presence in customer homes with programmable thermostats. They could have a greater presence if they were to invest in developing better in-home energy management tools (like the thermostats offered by Nest). Nor have many utilities looked into apps for phones or tablets that can help consumers manage

Finally, the utilities themselves have been getting in the way of their own success. Over a decade ago, Peevey recommended to the California utilities to enter the solar power business. He suggested they put solar panels on people’s homes and then build the cost of installation into the rate base. CEOs of the utility companies balked at Peevey’s calls for change. Most CEOs replied back to his innovative ideas: “It’s not our culture.” This is true, as most electric companies didn’t have a need to innovate its production processes or products for decades.

4. What cna you do to help overcom employees' resistance to change both before the changes are implemented as well as during the change process? Is it simply behavior that will need to chnage, or will attitudes need to change as well?

As part of his effort in promoting innovation and healthy relationship among all the employees working in different locations (branches), Andrus started an annual activity where groups of employees (based on location) compete to pitch their most extreme ideas to one another. Each group would present their ideas, then the branches vote one by one. (They are not allowed to vote for their own branch) Each branch awards 8 votes to their favorite, 4 to the second, 2 to the third and 1 to the fourth. Clearly, tactical voting is important, so the order of voting is changed every year. This year, the branches vote in order from most northerly to most southerly. The results before the last two branches have voted are shown below (in voting order). Who still stands a chance of winning? Walk me through your entire thought process! (30 points)

1) Human history is full of examples of adaptability and innovation. Some observers believe that predictions of climate impact do not take human adaptability into account, and so climate impacts tend to be overestimated. Do you agree?

2) As other countries rush to compete in the global market, their greenhouse gas emissions rise rapidly as well. Leaders in developing countries argue that they should have the same opportunities to grow and compete that the developed world enjoyed. What strategies and approaches could induce developing nations to reduce their emissions?

3)Material continually cycles in the natural world, where waste from one organism or process becomes food for another. If that is so, what prevents humans from taking advantage of the potential value in human biological waste?

4)List several human impacts on the health of the oceans. Describe how elements of your life connect to each impact.

Sony Corporation – Since its founding in 1960, Sony was always known for innovation and market leadership. But in the last 20 years, troubling issues have emerged to partially counter the many successes along the way. Research Sony and its subsidiaries, and answer the following questions:

3. Should Sony’s R&D efforts be focused on a limited number of core products, or should it aim to be the leader in each business segment it operates in?

4. Some say Sony Entertainment “runs the show” now, because one very successful movie returns massive profits. Do you think excessive diversification is Sony’s problem? They usually target the upscale high-end consumer groups. Should they change strategies?

Thank you!

You joined Digitech in Cambridge as the Chief Innovation Officer four years ago, and since then the company has been undergoing significant changes. Although known for its computer software, with a worldwide reputation for a smaller company, the leadership has been looking to expand the work in the social sector. You have been actively searching for ways that Digitech could get more involved with public-private partnerships and the board has proposed a wide variety of initiatives from promoting computer literacy in the US public school system to improving technology access in developing countries. You and the board have decided to create a new position to help you start and manage these initiatives, Director of Public and Non-Profit Partnerships. However, you have been having a hard time finding someone to lead the new department. A couple weeks ago, you ran into another parent, Jordan Webb at a fundraiser for your child’s pre-school. Jordan is finishing a graduate degree, but previously worked for one of your rivals, Alpine Technology, as the Manager for International Business Strategy. Jordan really wants to stay in the Boston area due to family ties and seemed enthusiastic about a potential job leading public-private partnerships at their old company. Because of this enthusiasm, you thought Jordan might be a great fit for Digitech and after talking more they appear to be a perfect fit: experience in the tech industry, familiar with a similar sized organization, and additional education to support this interest. Jordan came through for informal interviews with your executives and everyone came away with a positive impression, wanting to offer Jordan the job as Director of Public and Non-Profit Partnerships. You called Jordan to share this news and promised to send a follow-up email to figure out the terms. You checked in with the Vice President of Human Resources (VP of HR) at Digitech to find out what kind of package you may be able to offer. She informed you that the going salary range for the incoming director working on nonprofit public-private partnerships would be around $70,000-$100,000, and she would prefer you to negotiate an agreement at the lower end of the range, since public and non-profit partnerships are unlikely to generate much revenue for Digitech. This would be a substantial pay cut from Jordan’s previous position with Alpine Technologies, which you are guessing would have paid in the range of $150,000 to $200,000. You told the VP of HR that although the salary range she presented seems fair, you may not be able to attract Jordan without providing additional incentives. The VP of HR responded by describing the standard benefits package offered to Digitech employees: 4 weeks of paid vacation plus select holidays off, full individual health coverage with all premiums paid by Digitech (family coverage requires employees to make a $350/month contribution; employees who waive all employer-sponsored health insurance coverage can get a rebate from Digitech for $5,000 per year). Digitech also matches employee 401k retirement contributions by 50%, for up to 6% of an employee’s base salary. Finally, Digitech does not give tuition reimbursement to employees. The VP of HR let you know that these standard benefits are offered to all employees and no exceptions can be made. When you pressed the VP of HR to increase the amount you can offer for salary, or to allow you to offer a year-end bonus, she was very unenthusiastic. She explained that year-end bonuses are tied to the profitability of each department, and since this new department would work primarily with non-profit or government partners, it is unlikely to be highly profitable. However, she did finally agree to authorize you to use up to $20,000 in extra money, to be offered at your discretion--as a signing bonus, to reimburse moving costs, or for whatever purpose seems most appropriate. You would prefer not to have to offer any extra money beyond the base salary, unless you think it absolutely necessary to convince Jordan to join you. Digitech has a very strong office culture and employees are expected to work out of the office in Cambridge so they can interact with colleagues, except when on business trips. The company was founded on the belief that making personal connections and being able to directly turn to colleagues for immediate, personal feedback are key pillars to success. Employees are given one flex day per week in the summer months (when they can work at home or reduce their hours by working extra hours other days of the week), but the rest of the year most employees work 5 days per week from the office. You did allow two employees to work from home one day per week last year (one had a new baby and the other was caring for an elderly parent); however, you are reluctant to allow this to spread too widely for fear your strong office culture may be damaged. You expect Jordan’s position to require travel once every month or so, to meet with partners in other locations. However, you are open to Jordan conducting most meetings via teleconference. You expect that this new position will be fairly demanding, especially in the first year, but you hope the opportunity to create a new department, as well as the prestige and focus of this new job, will be worth it. You want to make sure that the person you hire is really a team player. That is one of the reasons you are so excited to hire Jordan. Recently, one of the board members suggested you consider his best friend’s daughter, Robin, who is about to graduate with an MBA. At the advice of the board member, you hired Robin as a summer intern last summer, and were very unimpressed. You felt Robin lacked sufficient experience and was not very proactive, waiting to be guided in each activity. Robin also went on vacation halfway through the summer and left a project unfinished. You are a little worried that if you do not lock in someone else for the new job soon, the board member will push you to consider Robin more seriously; you would really like to avoid this if at all possible. Because Digitech’s lawyers need time to structure the public-private partnership agreements, you would prefer Jordan start in early to mid-July. However, Jordan has been so enthusiastic that if Jordan really wants to start immediately after graduation, you will try to be flexible.

You are now getting ready to send an email to Jordan to try to reach an agreement on the terms of employment. Prepare for and conduct your negotiation with Jordan. What would you do to convince Jordan to work for your company in your email?

1.Discuss the issue of digital divide. Is it lessening or widening with more technological innovation? How have businesses, government bodies, and nonprofit organizations met the digital divide challenge?

2. Describe the ethical challenges regarding one of the following scientific breakthroughs: genetically modified foods, human genome or stem cell research. Do the potential benefits of this breakthrough outweigh the potential costs?

3. Explain the concept of the "right to be forgotten." What are its implications to governments, businesses and individuals?

4. Discuss the motivations of cybercriminals. Explain the costs that cybercrime has on businesses, governments, and individuals.