Chapter 10

I think this is the most important chapter in the book and could have possibly been all that was needed with a few mentions of the next generation of employees and prosumers. I think the authors did a good job pointing out that companies need to embrace the changes in business and consumers and learn to work with them. The most obvious industry that needs to heed this warning is the music industry; so far this holiday season they have already noticed a distint drop in CD sales and they predict that it will continue into next year. Most of this slump can probably be pinned on their refusal to participate in the digital music world; consumers want digital music that they can customize and the industry insists on sticking to their out-dated mode of business. In this age of mass collaboration, as the authors point out, the consumers will eventually win and only those companies that were created or evolved to serve those customers will be around to enjoy the success of the future.

Chapter 9

I thought this chapter was pretty cool. I have never used the Geek Squad but I always thought it was a good idea. I think the fact that they are all not only connected, but voluntarily connected, says a lot about the people they employ. I also think that the fact that Stephens was upset at himself for not noticing their communication shows how innovative he really is; most bosses would insist that you use their prescribed system whether yours worked better or not.

I think it is very interesting to note that the most successful uses of mass collaboration have occured in tech companies. The real key now is to figure out how to implement these successes into non-tech companies. I mean, really, can anyone see accountants or doctors communicating over MMOGs?

Chapter 8

This chapter caused me a little concern. Up to this point, most of the mass collaboration being done involved individuals or companies that maintained their own independence in some way. In this chapter, however, the authors discuss companies that have formed groups involving all levels of supply, manufacture, and distribution. This is incredily similar to the monopolies of the early 20th century. While these companies may be able to work more efficiently than lone competitors, the consumers may be hurt if this process continues. Without regulation, these companies can combine all of their processes into a collaborative effort through which the can control prices and supply.

I can see how mass collaboration could be good for both companies and consumers, but companies must not be allowed to take all of the advantage for themselves. The very nature of mass collaboration may prevent that from happenings since consumers are more connected and involved than ever before, but I still feel that the process in general should be carefully watched.

Chapter 7

I definitely learned something new from this chapter. I had not heard of the People Finder initiative following Hurricane Katrina. I think that this shows how each person can make a difference and how well mass collaboration lends itself to our world, both business and personal.

I also like the way the authors tie in some of the drawbacks of participatory platforms; little or no protection and recreation barriers. This points to a previous comment I made about the utopian views of the authors. I think it is important to note that while a person might generate something for their own personal use, without proper motivation, they will not share it. I remember when Google Maps becamse attached to everything; I thought it was the neatest thing ever and had even thought of the need for it on Real Estate search pages but I had no idea how to do it. I was extremely glad someone figured it out and I assumed they were getting paid by all of the sites using it.

Chapter 6

This chapter addresses the use of collaboration in the sciences. The authors point out that scientific innovation has always depended on collaboration and the exchange of ideas but that the recent trend of privatization and protectionism has led to constrictions in idea exchange and fewer innovations. They propose that our laws need to be adapted to allow for the protection of ideas without restricting their exchange. Current patent and copyright laws have led to much information being kept from the public or other innovators which restrict the amount of innovation that can occur.

Chapter 5

I found this chapter particularly interesting. The idea of Second Life seemed insane to me the first time I heard about it, but now it seems like something to keep an eye on. The fact that users are provided the very basics to get started and then given a free hand to create new items and new worlds makes me wish that my internet connection was faster so I could try it out. I love customizable games (mostly AD&D on the computer or PS2) and Second Life takes that idea to the extreme. I mean, if you're going to play something with realistic characters, why not have the ability to make them exactly the way you want them?

I think the authors do a great job linking Second Life to their previous discussion of the next generation of workers; users of Second Life will be used to having things their way and will insist on the ability to collaborate as well as change their surroundings to suit them. Businesses would be wise to pay attention to Second Life and how this generation uses it so they will know what to expect when these people come to work. Businesses will have to adapt to this ever-changing way of life if they hope to maintain their workforce (even if it is through mass collaboration).

Chapter 4

I think this chapter provides the best example yet of how to make mass collaboration and open-sourcing work for companies, contributors, and consumers. The use of InnoCentive shows how companies can receive the best solutions to their problems, contributors get paid for providing the BEST solution encouraging them to do their BEST work, and consumers benefit from lower costs and faster production.

Companies also benefit by being able to continuously innovate only within their own capabilities. If a company has a solution to a problem outside their current production or comes up with a GREAT new product that would require a complete revamping of their production lines, they can sell it through a collaboration network, recoup or exceed any costs that went into idea generation, and focus on their own products. Consumers benefit from this exchange because they are able to choose from a wider variety of products that are produced more cheaply because only companies equipped for their production accept them.