3. Indy Johar
TEAM DOCUMENT
00 @HDL2010 09.06.13
1800
1890
1980
1810
1820
1830
1840
1850
1860
1870
1880
1900
1910
1920
1930
1940
1950
1960
1970
2010
2000
1990
Royal Institute
1799
<
Royal Society
of the Arts
1754
Royal Academy of
the Arts
1768
Royal Institute of British
Architects
1834
Royal Academy
of Music
1822
Royal Society
1850
Royal College of Art
1837
Reform Club
1836
Atheneum
1824
Royal Academy of
Dramatic Arts
1904
National Health
Service
1948
PeabodyTrust
1862
Royal Institute of
Chartered Surveyors
1862
The National Gallery
1824
Victoria & Albert
Musuem
1852
Tate
1897
Wikipedia
2001
Octavia Hill Housing
1865
Zoological Society of
London
1824
Scouting Movement
1907
CarnegieTrust
1913
Institute of Mechanical Engineers
1847
The Football
Association
1863
English Heritage
1983
Natural History Museum
1856
The British Museum
1753
YMCA
1844
The NationalTrust
1884
Royal Society of
Medicine
1834
Open University
1969
4. ARCHITECTURE BY ARCHITECTS
Monetary Economy
ARCHITECTURE BY EVERYONE ELSE
Social Economy
Led by the many
Platform economy
Led by the few
Corporate economy
19. 1
2
3
4
1. Standard triple glazed unit.
2. CNC cut ‘sandwich’ frame. 18mm Birch plywood.
3. Capacity to use many different kinds of hinges, handles and seals.
4. No manufactured flashings required.
SECURITY
HEATING / COOLING
WATER
HEALTH
STRUCTURES
ENERGY
CONSTRUCTION
SANITATION
FURNITURE
..............................
PLAY
GROWING
22. 1. CYCLE NETWORK
Safe, delightful cycling infrastructure
1. OPEN SURFACE
Digital surface
2. OPEN SPACES
Open access workspace,
labs, incubators
4. OPEN EDUCATION
Peer-to-peer university
3. OPEN RIG
Events, exhibition, bazaar
5. OPEN STREETS
Serviced public realm for
pop-ups, markets
9. OPEN DATA
Public, corporate data commons
10. OPEN FUND
Civic booster / incubator fund
6. OPEN BUSINESS
Opt-in open business charter
7. OPEN NET
Free neighbourhood wi-fi,
mapping, concierge
8. OPEN FORUM
Town hall, Hackney+
Open
Institute
LDN
23. BROADCASTING SUITE
LAB
GARDEN
DIGITAL AD SANDBOX
PLATFORMS
FUTURE UPGRADES
TICKETING & BARRIERS
PERFORMANCE
EXPO
MICRO WORKSPACES
MICRO RETAIL
RETAIL
SANDBOX 24 HR EATING
VIRTUAL RETAIL
INSTALLATIONS
MUSIC
PUBLIC SPACE UPGRADE
CROSSINGS
MESSY / WET LAB
FAB LAB
MEDIA LAB
CRÈCHE
OPEN DATA LAB
SHARED RESOURCES
GAMING
FOOD LAB
MICRO PERFORMANCE
AUDITORIUMHACKATHONS
LAUNCH PAD
EXPO
MASS GAMING
HALL
DRINKABOUTS
GARDEN
GARDEN
BOARD ROOMS
LIVING ROOM
STUDIOS
VIDEOCONFERENCING SUITE
MEETING GARDENS
OPEN DATA
OPEN DIGITAL SURFACE
DIGITAL ADVERTISING
MICRO RETAIL
SEATING
LANDSCAPE
24. 1. FELLOWS
‘Professors’ as generous thematic knowledge aggregators.
Seeds projects, curates networks, open IP.
2. OPEN CURATORS
‘Broadcasters’ - processing raw data and knowledge and
disseminating meaning.
3. OPEN FUND
Investors activating investment both in entrepreneurs and
intrapreneurs (innovators within existing corporations & public
sector)
4. OPEN LIBRARIAN
Processing open IP, data, and making it useful.
5. OPEN AUDITORS
Data collection, impact analysis, feedback and ethics
commentator.
6. HOSTS
Approachable operator in ‘concierge’ role, helping by
co-ordinating, suggesting, introducing and responding to need.
THEMATICS
Design
Law
Governance
Markets
Technology
Finance
Ethics
Science
Medicine
Behaviour
. . .
Open
OS.
The platform is conceived not
unlike a typical smartphone.
It will consist of:
1. Hardware The physical kit
2. Operating system (rules and
running software)
3.‘Apps’ by third parties, such as
programmes, uses, events or
software. (e.g Hackspace)
‘APPS’ BY THIRD PARTIES
Labs
Incubators
Businesses
Organisations
Education programmes
Events
Lectures
Civic surface
Web
Mobile
. . .
EXECUTIVE TEAM
Operating team responsible for management, operation &
maintenance.
25. OPENGOVERNANCE
Community-interest company constitution
OPENINFRASTRUCTURE
Shared space & resources
OPEN
INSTITUTEA new open commons in East London: a civic platform acting both as a cultural
platform and a kind of ‘open source university’ – owned by and for everyone. An
extension of the pavement.
OPENBUSINESSMODEL
Sustainable use / revenue
OPENOPERATINGSYSTEM
Open platform software
>
OPENLICENSE
Open brand / license to support replication
OPENLIBRARY
Curating the commons
>
>
>
>
>
>
26. EXPERT
INTERVIEWS
X30-40
(Tech/Education/Policy/
Science/Design/Community)
90% COLLECTING
COLLECT
DEEP
KNOWLEDGE
INVITE TO
PARTICIPATE
(WRITTEN)
7
PLATFORM 1
DIGITAL
90% SHARING
10% COLLECTING
PLATFORM 2
LIVE EVENT
MINI ‘MASSIVE CHANGE’
2 DAY WEEKEND
70% SHARING
ANALYSE
SYNTHESISE
1
BLOG
FILM
TOP 10
OPEN
SOURCES
ARTICLES
QUOTES
DIGESTIBLE
COMMONS
DIAGRAM
MATERIAL
COLLECT LIGHT
KNOWLEDGE
[IDEAS/COMMENTS]
INTRO
MATERIAL
DESIGN
INVITE TO
PARTICIPATE
(LIVE)
TALK
PANEL
FILM
EXHIBITION - Interactive elements
Designed with ideas and content from the experts
TALKS AND PANELS [6]
WORKSHOPS [2]
MAKE/HACK [2] E.G. Iconathon - open source
LAUNCH PERMANENT OI FORUMS
OPEN PLATFORM
For people to add their own conversation topics (30 mins)
INVITE TO
PARTICIPATE
(COMMITTED)
STRONG ADVISORY
CO-BUILDERS
INFRASTRUCTURE
CONTENT
KNOWLEDGE & INSIGHT
WHAT
HOW
(OUTPUTS?)
PROOF OF SUPPORT
EVIDENCE OF ENGAGEMENT
ANALYSE
SYNTHESISE
2
COLLECT LIGHT KNOWLEDGE
[IDEAS/COMMENTS]
INVITATION TO
PARTICIPATE
START PROJECT/FORUM
KNOWLEDGE
COLLECT
BUILD/DESIGN
SHARE
OBJECTS/
MATERIAL
PARTICIPATION
RELATIONSHIP BUILDING
KNOWLEDGE BUILDING
Seedingthe
open
economy.
28. Open
License.
The institution’s model and brand is itself entirely open,
including legal documents, software and operating model. This
means that other groups can more easily replicate it in other
cities under the same constitution.
31. Hub Kolkata | Proposition
9/16
15,000 sqft
facility
Incubator space for
startups to work, meet,
learn and launch their
business.
HUB
Westminster
Accelerator
Fund
Mentoring and
investment to catalyse
startups
HUB
Launchpad
Birmingham
Village
Capital
Accelerator
HUB
Launcher
Trade-
school
Global Hub
Network
HUB
Academy
Top up learning
programmes for
startups
IIT & ISI
Education
partnerships
with world class
institutions
Big Data
Publication
LDN <> KOL
LAUNCHPAD
HUB Westminster
Hub
Community
32. Hub Kolkata | Proposition
9/16
15,000 sqft
facility
Incubator space for
startups to work, meet,
learn and launch their
business.
HUB
Westminster
Accelerator
Fund
Mentoring and
investment to catalyse
startups
HUB
Launchpad
Birmingham
Village
Capital
Accelerator
HUB
Launcher
Trade-
school
Global Hub
Network
HUB
Academy
Top up learning
programmes for
startups
IIT & ISI
Education
partnerships
with world class
institutions
Big Data
Publication
LDN <> KOL
LAUNCHPAD
HUB Westminster
Hub
Community
33.
34. LKX LWE
LIS
SFO
AMS
STO
JNB
DXB
MEL
TLV
SIN
BRI
BGO
BRU BUH
HEL
CPH
MAD
MIL
PRG
RTM
ROM
ROV
SIR
TMP
VIE
ZRH
HFX
LAX
OAX
BHO
CBA
SPO
OTW
BKY
SEA
Asia | Pacific
Melbourne
Singapore
Tel Aviv
Africa
Johannesburg
Europe
Amsterdam
Bergen
Brussels
Bucharest
Copenhagen
Helsinki
London Islington
London Kings Cross
London Westminster
Madrid
Milan
Prague
Rome
Rotterdam
Rovereto
Stockholm
Tampere
Vienna
Zurich
North America
Berkeley
Halifax
Los Angeles
Oaxaca
Ottawa
Seattle
San Francisco
South America
Belo Horizonte
Curitiba
Sao Paulo
HUB Initiatives
Bari
Bogota
Boulder
Boston
Dubai
Mexico City
Caracas
Munich
Rome
Seoul
Syracuse
Tokyo
Washington
Zagreb
FLorence
Geneva
Lima
Luxemburg
Miami
Moscow
Nice
Portland
Raleigh
Recife
San Sebastian
SantaCruzdeTenerife
Oakland
HUB Candidates
Athens
Barcelona
Beirut
Berlin
Network
HUB Islington, the original HUB
opened in January 2005.
Today there are 38 Hubs + 14
initiatives across 5 continents.
A global network of 6500 +
members and 6million+ EUR
revenue
36. HUB LAUNCHPAD PROGRAMMETHEMATIC DELIVERY PARTNERS
(with local networks,
social capital in sector)
SPECIALIST MICRO
ACCELERATORS
PUBLIC SERVICES
INNOVATION
(2013)
NURTURING EARLY
STAGE TALENT AT PRE
START UP STAGE
FUTURE
MANUFACTURING
(2015)
PUBLIC SERVICES
INNOVATION
(2014)
BIRMINGHAM
PROGRAMME :
PUBLIC SERVICE
INNOVATION
&
FUTURE
MANUFACTURING
LONDON
PROGRAMME:
PUBLIC SERVICE
INNOVATION
&
FINANCE
INNOVATION
FINANCE
INNOVATION
(2014)
4 YEAR
PROGRAMME
£1.5M TOTAL
INVESTMENT
AWARDS
100 SOCIAL
VENTURES
200 CO-
FOUNDERS
4000 ENTREPRENEURS
TECHNICAL PARTNERS - MAVENS ACADEMY
100 NIGHT
SCHOLARSHIPS
X
4 PROGRAMMES
44
2
+
£25,000
3 MONTH EVENING
MEMBERSHIPS TO HUBS
PROVIDING ACCESS TO
PEER STARTUP
COMMUNITY, STARTUP
RESPIRCES AND EVENTS
RAISES AWARENESS ON
THEMES & BUILD A
COMMUNITY CLUSTER &
RAPID PROTOTYPE YOUR
TEAM
HOUR HACK EVENT
FORMAT
£46,000 INVESTMENT
AWARDS EACH PROGRAMME
TOTAL
£1.5 MILLION
INVESTMENT
AWARD
TOTAL
140 SOCIAL
VENTURE
FOUNDERS
£
PEER
INVESTMENT
PRIZES
INVESTMENT
COMMITTEE
PRIZE
£2350 MONTHLY
STIPEND / FOUNDER
MIN. 2 CO-FOUNDERS
PER TEAM
FULL TIME 14 WEEK
ACCELERATORS
2
48
X 35
=
IN BIRMINGHAM
2 IN LONDON
£
FINANCEMANUFACTURING
#1 #2 #3 #4
200 BIRMINGHAM
SCHOLARS
200 LONDON
SCHOLARS
HIGH PROFILE HACK CAMPS
AS MARKET MAKING FOR
EACH PROGRAMME
8 TOTAL CAMPS OVER 4
PROGRAMMES
PUBLIC
SERVICES
X 2
X 2
HUB LAUNCHPAD FOUNDING
PARTNERS
DO LABORATORIES
00
38. Indy Johar
PLATFORM_MAKING.THE SHIFT
1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE
2.FROM CONSUMER TO COMMUNITY CO_GENERATION
3.FROM MANAGEMENT TO CURATION & CULTURE
4.FROM RULE BASED TO DESIGN BASED
5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN
6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE
7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
39. Indy Johar
PLATFORM_MAKING.THE SHIFT
1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE
2.FROM CONSUMER TO COMMUNITY CO_GENERATION
3.FROM MANAGEMENT TO CURATION & CULTURE
4.FROM RULE BASED TO DESIGN BASED
5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN
6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE
7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
40. Indy Johar
PLATFORM_MAKING.THE SHIFT
1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE
2.FROM CONSUMER TO COMMUNITY CO_GENERATION
3.FROM MANAGEMENT TO CURATION & CULTURE
4.FROM RULE BASED TO DESIGN BASED
5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN
6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE
7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
41. Indy Johar
PLATFORM_MAKING.THE SHIFT
1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE
2.FROM CONSUMER TO COMMUNITY CO_GENERATION
3.FROM MANAGEMENT TO CURATION & CULTURE
4.FROM RULE BASED TO DESIGN BASED
5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN
6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE
7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
42. Indy Johar
PLATFORM_MAKING.THE SHIFT
1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE
2.FROM CONSUMER TO COMMUNITY CO_GENERATION
3.FROM MANAGEMENT TO CURATION & CULTURE
4.FROM RULE BASED TO DESIGN BASED
5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN
6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE
7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
43. Indy Johar
PLATFORM_MAKING.THE SHIFT
1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE
2.FROM CONSUMER TO COMMUNITY CO_GENERATION
3.FROM MANAGEMENT TO CURATION & CULTURE
4.FROM RULE BASED TO DESIGN BASED
5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN
6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE
7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
44. Indy Johar
PLATFORM_MAKING.THE SHIFT
1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE
2.FROM CONSUMER TO COMMUNITY CO_GENERATION
3.FROM MANAGEMENT TO CURATION & CULTURE
4.FROM RULE BASED TO DESIGN BASED
5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN
6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE
7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
45. Indy Johar
PLATFORM_MAKING.THE SHIFT
1.FROM ORGANIZING ACTIVITY TO ALIGNMENT OF PURPOSE
2.FROM CONSUMER TO COMMUNITY CO_GENERATION
3.FROM MANAGEMENT TO CURATION & CULTURE
4.FROM RULE BASED TO DESIGN BASED
5.FROM FINANCE DRIVEN TO RICH DATA DRIVEN
6.FROM SHAREHOLDER VALUE TO STAKEHOLDER VALUE
7.FROM DECISION POWER TO DOING POWER
00 @HDL2010 09.06.13
46. Indy Johar
PLATFORM_MAKING.THE CHALLENGES
1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT
2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED
3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE
4. AUTHORSHIP & REPUTATION MANAGEMENT
5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS
6. GOVERNANCE PLATFORM ECOSYSTEMS
7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.
8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
47. Indy Johar
PLATFORM_MAKING.THE CHALLENGES
1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT
2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED
3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE
4. AUTHORSHIP & REPUTATION MANAGEMENT
5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS
6. GOVERNANCE PLATFORM ECOSYSTEMS
7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.
8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
48. Indy Johar
PLATFORM_MAKING.THE CHALLENGES
1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT
2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED
3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE
4. AUTHORSHIP & REPUTATION MANAGEMENT
5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS
6. GOVERNANCE PLATFORM ECOSYSTEMS
7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.
8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
49. Indy Johar
PLATFORM_MAKING.THE CHALLENGES
1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT
2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED
3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE
4. AUTHORSHIP & REPUTATION MANAGEMENT
5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS
6. GOVERNANCE PLATFORM ECOSYSTEMS
7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.
8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
50. Indy Johar
PLATFORM_MAKING.THE CHALLENGES
1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT
2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED
3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE
4. AUTHORSHIP & REPUTATION MANAGEMENT
5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS
6. GOVERNANCE PLATFORM ECOSYSTEMS
7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.
8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
51. Indy Johar
PLATFORM_MAKING.THE CHALLENGES
1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT
2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED
3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE
4. AUTHORSHIP & REPUTATION MANAGEMENT
5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS
6. GOVERNANCE PLATFORM ECOSYSTEMS
7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.
8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
52. Indy Johar
PLATFORM_MAKING.THE CHALLENGES
1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT
2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED
3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE
4. AUTHORSHIP & REPUTATION MANAGEMENT
5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS
6. GOVERNANCE PLATFORM ECOSYSTEMS
7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.
8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
53. Indy Johar
PLATFORM_MAKING.THE CHALLENGES
1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT
2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED
3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE
4. AUTHORSHIP & REPUTATION MANAGEMENT
5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS
6. GOVERNANCE PLATFORM ECOSYSTEMS
7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.
8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
54. Indy Johar
PLATFORM_MAKING.THE CHALLENGES
1. SOFT POWER - INVISIBLE AND DIFFICULT TO ACCOUNT
2. LEAD TEAM CULTURE SETTING NOT MANAGEMENT LED
3. STAKEHOLDERS - CURRENT COMMUNITY VS PUBLIC VALUE
4. AUTHORSHIP & REPUTATION MANAGEMENT
5. INVESTMENT MODELS IN PLATFORM ECOSYSTEMS
6. GOVERNANCE PLATFORM ECOSYSTEMS
7. MOVING BEYOND THE FINANCIAL METRICS AND THE CFO.
8. HOW DO WE ECOSYSTEM STRATEGY - THE TOOLS DO NOT WORK
TEAM DOCUMENT
00 @HDL2010 09.06.13
59. 15
04/
ADAPT
VERSION 2.0
SHARE
IMPROVE
INVITE<SEED<HOST
COMMUNITIES OF INTEREST
CROWDMAKE COMPONENT
INFRASTRUCTURE
VERSION 1.1
IMPROVE
SHARE
GROW A
COMMUNITY
OF
COMMON PUPOSE
SHARE
EVIDENCE & SHARE
PERSONAL PURPOSE
BUILD SHARED A
LANGUAGE
SEED, IDENTIFY
PROTOTYPE SHARED ACCELERATOR
INFRASTRUCTURE FOR
COMMUNITIES OF INTEREST.
SEED AND HOST SHARED A
ECOSYSTEM UNDERSTANDING
_.OpenlySocialSystemChange
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