Don Tapscott

Author, The Digital Economy —
20th Anniversary Edition
.
Co-author, Macrowikinomics and Wikinomics.

Putting the network revolution into practice.

Add to Shortlist dontapscott.com @dtapscott

Biography

No. 1 Top 10 Crowdsourcing Experts Series
No. 4 The Thinkers 50 and Global Solutions Award

All over the world, in every sector of the economy, from enterprise to government, old models of success are breaking down. The old top-down approaches are giving way to a new bottom-up approach: newspapers, media, crisis relief, energy, science, education, government, and health care are all being transformed around the web by a new generation of interconnected individuals who want to shape the world they live in. This isn't just a tweak to the old model: it's a wholesale reboot. Don Tapscott is the leading authority on this shift.

His newest book is the 20th anniversary edition of The Digital Economy. In this new edition of his 1994 bestseller, Tapscott updates the book with new analysis of how the Net (as he called it then) has changed business and society in the last 20 years. He has added twelve new chapters, leaving much of the original text untouched for historical review.

With Anthony Williams, he's the co-author of the international bestseller Wikinomics and its even more ambitious successor, Macrowikinomics, as well as the generation-defining Grown Up Digital. He's an entrepreneur, an internationally sought consultant, and an adjunct professor of Management at the University of Toronto's Joseph L. Rotman School of Management. He's the leader of U of T's Global Solution Networks, a new, landmark study of the potential of global web-based networks for cooperation, problem solving and governance. On top of that, he's currently heading up four multi-million dollar research programs.

Don's insights range from big-picture understandings of technology, business, and society to practical applications of new developments in IT. If you want to know how to convert the latest technology into real profits, Don's your man. If you're ready to re-imagine your business in the context of the new connected marketplace, he's right there with you. And if you want to understand the principles that any company or institution needs to adopt to make it in this brave new world, there's really no one better.

He created, in collaboration with Thinkers50 and the Rotman School of Management an App. Don Tapscott — New Solutions for a Connected Planet is an interactive tool that explores Don's thinking on how we can rebuild many of society’s broken institutions. Don also published a TED eBook titled Radical Openness: Four Unexpected Principles for Success. It is based on his talk from TED Global 2012.

Don delivers these insights in an enthralling, brilliant and inspiring style that often has audiences saying he's the most effective speaker they have ever had. We're glad such a timely message has such a charismatic spokesperson. Don's ready to share his wisdom with you whenever you're ready — to enter the world of tomorrow.

Credentials

  • CEO, The Tapscott Group
  • 11th Chancellor of Trent University
  • Inaugural Fellow, Martin Prosperity Institute at the Rotman School of Management
  • Vice Chair of Spencer Trask Collaborative Innovations
  • The Thinkers50 2011 and 2009
  • Adjunct Professor of Management at the Joseph L. Rotman School of Management, University of Toronto
  • Former Chief Executive, New Paradigm
  • Fellow, the World Economic Forum
  • Frequent writer for The Huffington Post, The Wall Street Journal, Forbes, Business 2.0, Financial Times, and USA Today
  • Interviewed and quoted widely in the broadcast media including CNN, NBC, CBS, NPR, and the BBC
  • Over 400 keynotes and presentations over the past five years
  • Benefactor, along with his wife Ana Lopes, Tapscott Chair in Schizophrenia Studies, University of Toronto

Books

The Digital Economy — 20th Anniversary Edition

Rethinking the Promise and the Peril of Networked Intelligence

Don Tapscott

It was the fall of 1994 when Don Tapscott released The Digital Economy — arguably the first best-selling book about the Internet. The book hit the charts quickly and lasted, for example 7 months on the BusinessWeek best sellers list.

The Digital Economy changed thinking about the Internet globally, and was translated into over two dozen languages. While everyone else was beginning to talk about “web sites” and dot coms, Tapscott argued correctly that the Internet would have a much deeper impact on the nature of corporations, government and every institution in society.

The book coined important terms today like networked intelligence, internetworked business, prosumption (turning consumers into producers), the molecularization of the enterprise, dis-intermediation and its flipside re-intermediation. It was the first book to raise the writings of Nobel Prize economist Ronal Coase and key to understanding the meaning of the Net. Tapscott’s analysis was profound about how the Net changes everything from healthcare, manufacturing and travel, to education, government and the converging industries of content, computing and communications. His warnings of the coming challenges to privacy are prophetic and even today governments around the world are building and implementing their Digital Economy Strategy.

In this new edition, Tapscott updates the book with a sweeping new analysis of how the Net (as he called it then) has changing business and society in the last 20 years. He leaves the original text untouched for historical purposes and scrutiny, writing a dozen new sections placed in the context of two decades of transformation.

Anyone who cares about the promise and peril of the digital revolution on business and society will find this new edition enlightening.

McGraw-Hill; 2 edition (September 26, 2014)

Review

The Digital Economy turns 20Orillia Packet and Times

Praise for the new edition:

“Twenty years of hindsight prove how deeply Tapscott understood the impact the Internet would have on the way we live, work, play and learn. This important book, now updated is just as relevant today as it was then.
— John Chambers, Chairman and CEO, Cisco

Brilliant.Governments can learn from the Digital Economy how to democratize access to prosperity, minimize social and economic divides and transform government and democracy for the 21st Century.
— President Peña, President of Mexico

“Twenty years ago this book gave us an invaluable and clear roadmap for an emerging revolution. In this timely update, Don Tapscott reminds us how far we have come, but more importantly, the extent of the transformation that still lies ahead.”
— Dominic Barton, Chief Executive Officer, McKinsey

“Twenty years of hindsight prove how deeply Tapscott understood the impact the Internet would have on the way we live, work, play and learn. The ‘Age of Networked Intelligence’ he accurately predicted two decades ago is what we call the Internet of Everything, in which all the new and better connections between us are making amazing things happen for people, businesses, communities and countries. This important book, now updated is just as relevant today as it was then.”
— John Chambers, Chairman and CEO, Cisco

"The digital forces of social media, mobility, cloud computing, robotics and big data will fundamentally change all aspects of our lives. There is no better starting point to understand this shift than Don Tapscott’s prescient Digital Economy. I am happy to see the release Anniversary Edition of Digital Economy. It will benefit many who are trying to fathom the extent of the impact of digital technologies."
— N Chandrasekaran, Chief Executive Officer and Managing Director, Tata Consultancy Services

“Don Tapscott defined the digital economy, through which connected individuals and organizations, could transport dominant structures to networks. His concepts of collective intelligence that changes how we innovate, produce, buy, communicate and learn was profound. In this new edition he shows how new generations can shape a sustainable social, technological and economic future. Read this book.”
— Juan Hurtado, Chairman, Entel Chile

“The Digital Economy was the book that defined the future 20 years ago. Tapscott charted the course in the early days of business on the Internet and this new look forward is equally insightful.”
— Dave Kepler, EVP and CIO, Dow Chemical Company

“It's hard to believe 20 years have flown by since the publication of The Digital Economy. The prescience of Don Tapscott's views of how the Internet would change our professional and personal lives was unparalleled. Don and I spent considerable time discussing how the world would transform itself and how I could use this perspective to help transform Oracle. Looking back, I'm thankful to have such a visionary as part of my life."
— Raymond Lane, Former President, Oracle Corporation; Partner Emertitus, Kleiner Perkins Caufield and Byers; Chairman, Carnegie Mellon University

“Over the last 20 years, The Digital Economy has had a significant impact on my leadership of, and strategic planning for, Seagate. The new chapters in this 20th anniversary edition once again provide unique insights as to the next evolution of our digital world, and will serve as excellent guideposts for anyone leading a company, or who is responsible for strategy.”
— Stephen Luczo, CEO, Seagate

“As Canada’s Industry Minister through much of the 90’s, Don Tapscott’s “Digital Economy” and earlier “Paradigm Shift” energized me and my officials to try to turn the Canadian Economy on its head! They were mandatory reading for senior staff and caused us to redirect the strategy and resources of our department in fundamental ways. It was early days of the digital revolution, and we were fortunate that Don provided us with such an accurate roadmap to navigate the changing global environment.”
— John Manley, President and Chief Executive Officer, Canadian Council of Chief Executives

"Every business is a digital business, and leaders must take action now to ensure their organizations remain relevant. Don Tapscott offers practical new insights to help us understand and unleash the power of digital."
— Pierre Nanterme, Chairman and CEO, Accenture

“Twenty years later, Don’s insights into the age of networked intelligence and its impact on industry are like a journey “back to the future”. Today more than ever, technology continues to disrupt the way we manufacture goods, power our communities, treat diseases, and most importantly, interact with each other.”
— Eric Spiegel, CEO, Siemens Corporation

“In this fascinating reflection of predictions and trends from the past 20 years, Don Tapscott continues to provide valuable insights into the opportunities and challenges for business, government and wider society in our increasingly digital and connected world. It is indeed sobering to see how the “age of networked intelligence” is in many ways just beginning to truly transform our world.”
— David Thodey, CEO, Telstra

“The Networked Society has arrived, and there has been no better chronicler and scrutinizer than Don Tapscott. Read this book and heed his advice!”
— Hans Vestberg, CEO, Ericsson

“1994 was a good year. Netscape Navigator and The Digital Economy. With this anniversary edition, Tapscott provides lucid insights for the next stage of these amazing times.”
— Marc Andreessen, Co-founder and General Partner, Andreessen Horowitz

“Brilliant. Governments can learn from The Digital Economy how to democratize access to prosperity, minimize social and economic divides and transform government and democracy for the 21st Century.”
—
Enrique Peña Nieto, President of Mexico

“We’re now into three decades of terrific insights and analysis from Don Tapscott about the digital revolution! Read this book!”
—
Ajay Banga, President and CEO, Mastercard

“In this fascinating reflection of predictions and trends from the past 20 years, Don Tapscott continues to provide valuable insights into the opportunities and challenges for business, government, and wider society in our increasingly digital and connected world.”
—
Indra K. Nooyi, Chairman and CEO, PepsiCo

“20 years ago Don Tapscott showed again that he had his finger on the pulse of the digital world. His new perspective, insights, and analysis should be required reading for everyone from students to CEOs.”
—
Bill McDermott, CEO, SAP

The Digital Economy was a pioneering work — a watershed. The 20th Anniversary Edition has unsettling reflections on the past and profound insights for our collective future.”
— Georg Kell, Executive Director, UN Global Compact

“Given Don’s foresight over the last 20 years, businesses who do not carefully monitor the trends he outlines about the next few years will do so at their own peril.”
—
Paul Polman, CEO, Unilever

Radical Openness

Four Unexpected Principles for Success

Anthony Williams and Don Tapscott

All over the world, the way people connect and collaborate is undergoing an astonishing transformation. Smart organizations are shunning their old, secretive practices and embracing transparency. Companies are widely sharing intellectual property and releasing patents. And movements for freedom and justice are exploding everywhere as organizations like Wikileaks spread information faster than every before. Though these movements may differ, they all share one idea: radical openness. In their compelling new book Radical Openness, Don Tapscott and Anthony Williams show how this revolutionary new philosophy is affecting every facet of our society, from the way we do business to whom we chose to govern us. But while radical openness promises many exciting transformations, it also comes with new risks and responsibilities. How much information should we share and with whom? What are the consequences of disclosing the intimate details of our business and personal lives?

TED Conferences; 28 edition (January 14, 2013)

MacroWikinomics

New Solutions for a Connected Planet

Don Tapscott and Anthony D. Williams

In their bestseller Wikinomics, Don Tapscott and Anthony Williams showed the world how mass collaboration was changing the way businesses communicate, create value, and compete in the new global marketplace.

This sequel shows that in more than a dozen fields — from finance to health care, science to education, the media to the environment — we have reached a historic turning point. Collaborative innovation is revolutionizing not only the way we work, but how we live, learn, create govern, and care for one another. The wiki revolutions of the Arab Spring were only one example of how rebuilding civilization was not only possible but necessary.

With vivid examples from diverse sectors, Macrowikinomics is a hand-book for people everywhere seeking a transformation of industry and institutions by embracing a new set of guiding principles, including openness and interdependence. Tapscott and Williams argue that this new communications medium, like the printing press before it, is enabling nothing less than the birth of a new civilization.

Portfolio Trade (May 29, 2012)

Macrowikinomics

Rebooting Business and the World

Don Tapscott and Anthony D. Williams

The sequel to the groundbreaking and bestselling Wikinomics, with new ideas and applications for mass collaboration.

In their 2007 bestseller Wikinomics, Don Tapscott and Anthony Williams taught the world how mass collaboration was changing the way businesses communicate, compete, and succeed in the new global marketplace. But much has changed in three years, and the principles of wikinomics are now more powerful than ever.

In this new age of networked intelligence, businesses and communities are bypassing crumbling institutions. We are altering the way our financial institutions and governments operate; how we educate our children; and how the healthcare, newspaper, and energy industries serve their customers.

In every corner of the globe, businesses, organizations, and individuals alike are using mass collaboration to revolutionize not only the way we work, but how we live, learn, create, and care for each other. You'll meet innovators such as:

  • An Iraq veteran whose start-up car company is "staffed" by over 45,000 competing designers and supplied by microfactories around the country
  • A "micro-lending" community where 570,000 individuals help fund new ventures-from Azerbaijan to the Ukraine
  • An online community for people with life-altering diseases that's also a large scale research project

Once again backed by original research, Tapscott and Williams provide vivid, new examples of organizations that are successfully embracing the principles of wikinomics.

Portfolio (October 2010)

Excerpt

Special ReportBloomberg Businessweek

Reviews

A Book I Had to Put DownEngaged Learning
MacrowikinomicsCSRwire
Book ReviewExecutive Book Summaries
Reach Out and Touch EveryoneThe Huffington Post
More business leader praise

Praise

"Fully networked solutions are no longer a dream of collaboration, they are today's reality as companies expect their business processes to run seamlessly across virtual boundaries, including their customers, partners, and suppliers. Tapscott and Williams underscore the importance of this concept, and the vital role technology plays in enabling new levels of business innovation and collaboration."
— Bill McDermott, Co-CEO, SAP AG

Grown Up Digital

How the Net Generation is Changing the World

Don Tapscott

From the author of Wikinomics — the follow-up to the acclaimed bestseller Growing Up Digital that explores how the digital generation is revolutionizing society

In Growing Up Digital, Don Tapscott revealed how the digital world created a generation that thought, played, and related to their world in a way radically different from that of their parents. In a fascinating follow-up to his seminal work, Grown Up Digital revisits the Net Generation as the eldest of its members turns 30, enters the workforce and marketplace, and establishes their roles as life-long learners and contributors to society. Based on a $4 million research project he led, Tapscott investigates how this dynamic generation is redefining today’s workplace, marketplace, schools, family, and governments by looking at how they learn and work, and what power and influence they hold.

McGraw-Hill; 1 edition (November 14, 2008)

Reviews

ReviewThe Independent
A Generation With More Than Hand-Eye CoordinationThe New York Times
The kids are all right, thanks to the webFinancial Times
The Influence of the Net GenerationBloomberg Businessweek
The kids are alrightThe Economist

Wikinomics

How Mass Collaboration Changes Everything

Don Tapscott and Anthony D. Williams

Selected as one of the best books of the year 2006 by BusinessWeek.

How winning companies innovate in the new age of Wikipedia and My Space.

Based on a major study organized by best-selling author Don Tapscott, Wikinomics explains some of the most profound changes of our time.

Interconnected through blogs, Wikis, chat rooms, peer-to-peer networks, and personal broadcasting, millions of people now use the Web as the first global platform for collaboration. Consumers, employees, suppliers, business partners, and even competitors now harness technology to innovate together.

In the world of Wikinomics, the choices for collaboration are endless. You can produce a television news clip for YouTube or create a community around your photo collection on Flickr. You can plug into InnoCentive and join Procter & Gamble’s virtual R&D department, or codesign the interactive features for your next BMW.

This new participation — “peer production” — is changing how goods and services are invented, produced, marketed, and distributed on a global basis. It presents farreaching opportunities for every company and individual.

With vivid and engaging examples based on five years of unprecedented research, Wikinomics explains the deep changes in technology, demographics, and business that will allow people to participate in the economy like never before.

Expanded Edition, Portfolio Hardcover (April 17, 2008)
Portfolio Hardcover (December 2006)

The Naked Corporation

How the Age of Transparency Will Revolutionize Business

Don Tapscott and David Ticoll

In The Naked Corporation, they explain how the new transparency has caused a power shift toward customers, employees, shareholders, and other stakeholders; how and where information has exploded; and how corporations across many industries have seized on transparency not as a challenge but as an opportunity.

Drawing on such examples as Chiquita's total turnaround on matters of ethics, to Shell Oil's reinvention of itself as an environmentally focused business, to Johnson & Johnson's longstanding and carefully nurtured reputation as a company worthy of trust — as well as little-known examples: from pharmaceuticals, insurance, high technology, and financial services — Tapscott and Ticoll offer invaluable advice on how to lead the new age, rather than simply react to it.

The Naked Corporation is a book for managers, employees, investors, customers, and anyone who cares about the future of the corporation and society. A new age is upon us, and you can either work with it and thrive, or fight it and die.

October 2003

Digital Capital

Harnessing the Power of Business Webs

Don Tapscott, David Ticoll and Alex Lowy

When Transmeta unveiled its remarkable new microprocessors earlier this year, the company's founder, David Ditzel, told the media: "The Internet changes everything. In the future you will no more want to leave your home without your Internet connection than you do without your cell phone today."

The Transmeta chips are designed from scratch to facilitate wireless Internet access from Web appliances and ultra-light laptops. Scores of other corporations are scrambling to come up with similar devices.

In Japan, the revolutionary "i-mode" mobile phone is soaring in popularity. These svelte phones are constantly connected to the Internet. You don't have to 'logon' to the Web as you do in North America. The display screen is the size of a business card. More than 350 companies have built a vast array of Web sites for the gadget. Users can receive email, chat, buy and sell securities, download video and music, swap photos, read train schedules, look up their horoscopes, check movie listings, and on and on. The Japanese are hooked.

This constant connectivity to the Net will profoundly effect how we go about our lives. At the early stages we will download straightforward content like music, newspaper clipping and ebooks.

Soon wireless devices that pinpoint your location will be able to answer any questions on services and amenities in the neighbourhood. As you drive through a neighbourhood that you would like to move to, you will be alerted to any houses for sale with the right number of bedrooms and bathrooms. Naturally the device will tell you how to get to each house.

These gadgets will be our constant companions and co-pilots as we go about our work and play. Their ability to extract useful information from the blizzard of digital data will be key. We will insist these devices intimately understand our needs and wants.

As we explore in Digital Capital: Harnessing the Power of Business Webs, corporations are reinventing their business models around the ubiquitous, deep, rich and increasingly functional Internet. Large and diverse sets of people scattered around the world can now, easily and cheaply, gain near real-time access to the information they need to make safe decisions and coordinate complex activities.

Different companies can add knowledge value to a product or service — through innovation, enhancement, cost reduction, or customization — at each step in its lifecycle. Often, specialists do a better value-adding job than vertically integrated firms. In the digital economy, the notion of a separate, electronically negotiated deal at each step of the value cycle becomes a reasonable, often compelling, proposition.

Successful corporations are now distinguished by their ability to identify and accumulate digital capital. They use the Net to blend their intellectual acumen with other companies and leverage the combined insight. They use the Web to develop much deeper relationships with their customers. And they jettison the business models of the industrial age to reinvent their corporations for success in the digital economy.

To repeat: The Internet changes everything. Digital Capital shows how.

Harvard Business School Press, May 2000

Growing up Digital

The Rise of the Net Generation

Don Tapscott

The bestselling book announcing the arrival of the Net Generation — those kids who are growing up digital — now in paperback. Heraled by Library Journal as one of the Best Business Books of 1997,Growing Up Digital tells how the N-Generation is learning to communicate,work,shop and play in profoundly new ways — and what implications this has for the world and business.

Growing Up Digital offers an overview of the N-Generation,the generation of children who in the year 2000 will be between the ages of two and twenty-two. This group is a "tsunami" that will force changes in communications,retailing,branding,advertising,education,etc. Tapscott commends that the N-Generation are becoming so technologically proficient that they will "lap" their parents and leave them behind.

The book also demonstrates the common characteristics of the N-Generation: acceptance of diversity,because the Net doesn't distinguish between racial or gender identities,curiosity about exploring and discovering new worlds over the Internet and assertiveness and self-reliance,which result when these kids realize they know more about technology than the adults around them.

This eye-opening,fact-filled book profiles the rise of the Net Generation,which is using digital technology to change the way individuals and society interact. Essential reading for parents,teachers,policy makers,marketers,business leaders,social activists,and others, Growing Up Digital makes a compelling distinction between the passive medium of television and the explosion of interactive digital media,sparked by the computer and the Internet.

Tapscott shows how children,empowered by new technology,are takingthe reins from their boomer parents and making inroads into all areas of society,including our education system,the government,and economy. The result is a timely,revealing look at our digital future that kids and adults will find both fascinating and instructive.

McGraw-Hill, October 1997

The Digital Economy

Promise and Peril in the Age of Networked Intelligence

Don Tapscott

In this eagerly awaited follow-up to his best-selling Paradigm Shift, global IT expert Don Tapscott answers the one question that burns on the mind of every forward-looking executive and manager: What does the new technology mean to me and my business? In clear, jargon-free English, using actual examples of leading-edge organizations who are successfully riding the new IT wave, Don Tapscott reveals how the new technology and business strategies are transforming not only business processes but also the way products and services are created and marketed, the structure and goals of the enterprise, the dynamics of competition, and all the rules for business success. But the remarkable journey doesn't end there. The Digital Economy also takes you to the epicenter of a new convergence of computing, telecommunications, and entertainment. From Wal-Mart's electronically linked purchasing systems to Sun Microsystem's desktop university to Chase Manhattan Bank's consumer video kiosks, and beyond, it discloses how results-hungry organizations are moving past simple reengineering to the complete IT-enabled transformation of the corporation. The Digital Economy also tackles the dark side of the information highway — the first frank, balanced, and comprehensive look at the perils of the revolution underway for every business, society, and individual. With this book Tapscott opens an international debate on the role of business in the transition to the new economy and a new society based on fairness, justice, and democracy.

McGraw-Hill, May 1997

Paradigm Shift

The New Promise of Information Technology

Don Tapscott and Art Caston

Everywhere organizations are attempting to "reinvent" themselves. The old, unresponsive bureaucracy simply doesn't work in today's volatile, open, global business environment. However, the computing systems in today's organization seem unable to deliver the goods for corporate rebirth. They are limited in function, and expensive, and seem to take forever to change. Here's a book that explains how a new era of technology can enable the transition to the new enterprise and business success. It shows managers and professionals with little or no technical background how to take action NOW to achieve short-term benefits of this technology and position their organizations for long-term transformation. Based on a series of multimillion dollar investigations of more than 4,500 businesses and government organizations, Paradigm Shift examines and synthesizes the recent experiences of leading edge companies in making the transition to the second era. The book reveals the promise of the new technology in creating the open, networked, "client/server" enterprise — altering virtually every facet of today's business operations, including the impact of work-group computing and business process reengineering in building a network of high performance business teams; enterprise computing in achieving the integrated competitive organization; and interenterprise computing in extending the react of companies to their customers, suppliers, business partners, and even competitors. You'll learn how major shifts in the nature of information technology are enabling previously unimagined breakthroughs in its use and useability: the shift from proprietary to open systems; the shift from host-based to network-based systems; and the shift from software craft to software manufacturing. Most important you will learn critical insights into how to make the transition to the second era enterprise.

McGraw-Hill, Feburary 1992

Topics

Don tailors each presentation to the needs of his audience and is not limited to the topics we have listed below. These are subjects that have proven valuable to customers in the past and are meant only to suggest his range and interests. Please ask us about any subject that interests you; we are sure that we can accommodate you.

The New Analytics

To be competitive in this new environment, organizations need to analyze complex business environments in enough time to respond effectively — and that requires a better approach to the explosion of data and information.

The amount of data pouring into the social web is staggering. Every minute of every day, 48 hours of content is uploaded to YouTube, 47,000 apps are downloaded from Apple, 684,478 items are shared on Facebook, 100,000 new posts appear on Twitter and 2 million search queries are sent to Google. Combining this with company data, whether it is structured (customer relationship management, supply chain, point-of-sale) or unstructured (social media, blogs, call centre recordings) and organizing it in a user-friendly way is a huge challenge.

In the past, analytics focused on internal information that supported tactical decisions aimed at cost avoidance. It informed a few select executives whose scope of analysis remained inside firm boundaries. Interfaces were complex and access was limited to sophisticated IT experts. The systems themselves were static, producing a series of standardized reports. Finally, they supported sporadic strategy planning processes that were subject to rigid rules.

A new approach extends analytics to a broader range of employees, as well as external stake- holders. It enables and supports collaboration within and outside the enterprise. An articulated transparency strategy defines who receives what information, under what conditions, with what frequency and in what formats. Integrating internal and external information enables competitive advantage. Cost reduction is no longer the only focus: managers use data about customer behavior, supply chain performance and the market to drive revenue growth. Tools are visual and interactive, enabling non-specialized users to identify and act on opportunities and challenges. Information delivers predictive insights in addition to historic analysis, enabling a continuously evolving strategy plan guided by corporate performance management criteria.

As corporations grapple with ever increasing volumes of data, they need to deliver it to the decision-making individuals in the front lines. Younger workers are comfortable with interactive tools and expect access to the information they need to perform effectively. By engaging and collaborating throughout the firm and with its entire b-web, a firm drives decisions to the points of highest impact.

Don shares the result of a recent research project called Rethinking analytics for the Social Business, discussing topics like:

  • how social changes analytics
  • the new role of analytics in marketing, supply chain, manufacturing, R@D and business strategy
  • how to leverage structured and unstructured data for competitive advantage
  • lighthouse case study examples of how companies are getting it right
  • how to monetize “information exhaust”
  • what organizational changes (in structure and philosophy) are required.

Jazz and the New Models of the Enterprise

Avoiding a 20 Year Slump

More and more pundits admit that Tapscott was right a year ago when he said “This economics crisis is not over, it’s just beginning.” But how do we avoid a prolonged period of calamity? Tapscott holds that the future is not something to be predicted but achieved, and to fix a broken world we must first understand the true problem. The economic crisis is unprecedented, but is just one aspect of the world going through fundamental change as the industrial age comes to a close. Because of digital information and communication tools, society needs to embrace a new set of principles for the 21st century — collaboration, openness, sharing, interdependence and integrity. Moreover, we shouldn’t look solely to big government or big corporations to supply the answers. We should also look to new web-based, collaborative technologies to rebuild our failing institutions. Entrepreneurship and Innovation will be key. But what is to be done?

Beyond Wiki Revolutions to Democratic, Secular Governments

In Egypt and Tunisia we saw a revolution in how to foment revolutions. Now we need to reinvent how to build democracies. Enabled by social media, anti-government leadership in these two countries came from the people themselves rather than a traditional vanguard. Tools such as Facebook, YouTube and Twitter radically lowered the cost and effort of collaboration and undermined state censorship. Now leaders must use the same tools to help build functional democracies. “Social networks, Twitter and texting were critical to the revolution,” says Yassine Brahim, Tunisia’s new minister of infrastructure and transport. “We are going to leverage social media to build a horizontal democracy rather than a vertical democracy.” Tapscott explains how.

Addressing the Coming Worldwide Generational Conflict

Today’s youth were told that if they got a college degree, worked hard, and stayed out of trouble, they would have a prosperous and fulfilling life. But that’s not happening. Around the world, youth unemployment is far higher than the national average. Young people are disillusioned, and their high unemployment raises the spectre of a new youth radicalization. In the ‘60s, youth radicalization was based on causes such as opposing the Vietnam War. Today’s radicalization is deeply rooted in personal broken hopes, mistreatment, and injustice. Today’s frustrated youth have at their fingertips the most powerful tool ever for finding out what’s going on, informing others and organizing collective responses. We could see a protest movement that makes the 1960s look like kids’ play. How can we avoid this situation?

Kick-starting Job Creation

The “jobless recovery” is an oxymoron. There is no recovery unless it is inclusive. Unemployment levels around the world are brutally high, particularly for young people. We urgently need to create more jobs, and we know that eighty percent of new jobs come from companies that are less than five years old. The good news: every day it’s increasingly easy to start a business. The internet provides young companies with unprecedented access to the resources and promotional tools once associated only with larger and older corporations. And start-ups have the advantage of not being saddled with bureaucracy and other legacy costs. To create jobs governments should adopt policies to encourage entrepreneurship. Entrepreneurs also need more than just money — they need encouragement in the form of a supportive environment, access to resources, talent, innovations, and customers. This can be done with Web 2.0 and social networking. Tapscott explains how.

Overcoming the Inability of International Organizations to Solve 21st Century Problems

Institutions for global problem solving, such as the UN or G20, aren’t meeting our needs. Witness recent failures such as the Doha Development Round of the World Trade Organization and the Copenhagen conference on climate change. And the good things that are happening around the world, such as the struggles for democracy in the Middle East and north Africa, are not being made because of our global systems for co-operation, they are happening in spite of these institutions. Progress towards democracy is the result of citizens using social media to self-organize and rise up against dictatorships. Our existing global institutions created the status quo, and in their current form are simply incapable of dealing with modern challenges.

Corporations in the Age of Hyper-Transparency

WikiLeaks continues to release classified government and corporate information. But it is just the tip of the iceberg. Increasingly all organizations operate in a hyper-transparent world. Today customers can use the Internet to help evaluate the true worth of products and services. Employees share formerly secret information about corporate strategy, management and challenges. To collaborate effectively, companies share intimate knowledge with one another. And in a world of instant communications, whistleblowers, inquisitive media, and Google, citizens and communities routinely put firms under the microscope. So if a corporation is going to be naked — and it really has no choice in the matter — it had better be buff. Companies that embrace transparency will prosper. Tapscott explains how.

Privacy in the Age of Facebook

The Facebook leadership continues to treat privacy as an afterthought, which could prove to be its undoing. To be sure, when hundreds of millions of people post online detailed data about themselves, their activities, their likes and dislikes, and so on, they do this voluntarily. But this information should be treated with respect. Unfortunately, Facebook’s leadership confuses the right to privacy with transparency, arguing that transparency is good for individual relationships. This is misguided. Transparency applies to organizations, not people. Organizations are increasingly obliged to communicate pertinent information to their customers, shareholders, business partners and so on. This is not the case for individuals. Indeed, individuals have an obligation to themselves to safeguard their personal information. And institutions should be transparent about what they do with our personal information.

The Demise of the Newspaper and the Rise of the New News

How can newspaper executives reinvent their value propositions and their business models to survive in the digital age? First, listen to today’s youth, because within their culture is the new culture of news and information. Second, commodity news won’t cut it for any audience, so create a distinct offering. Third, develop rich, multimedia experiences for new digital platforms and devices. Finally, embrace collaborative innovation by creating an open platform so that others can help you invent new sources of value.

How More Musicians can Earn a Living in the Age of MP3s

Apple, Amazon, and Google have announced initiatives to make music available in the cloud, but the big music labels still don’t understand that viewing songs as individual products to be sold for 99 cents is the wrong approach. Music should be a service, not a product. Instead of purchasing tunes, listeners would pay a small fee — say $4 per month — for access to all the songs in the world. Recordings would be streamed to them via the Internet to any appliance of their choosing — such as their laptop, mobile device, car, or home stereo. A huge advantage of this restructuring is that a lot more musicians could earn a living doing what they love: Singing and playing music. The superstars may make fewer millions, but our culture would benefit enormously.

Ending the Government Debt Crisis

The concept of “Reinventing Government” — for better cheaper government, has been around for two decades. But its time as come. The Sovereign Debt crisis in Europe and the spiralling debt in America and other Western countries calls for more than tinkering. There is now a new medium of communications that only changes the way we innovate and create goods and services — it can change the way societies create public value. Governments can become a stronger part of the social ecosystem that binds individuals, communities, and businesses—not by absorbing new responsibilities or building additional layers of bureaucracy, but through its willingness to open-up formerly closed processes and data to broader input and innovation. In other words, government becomes a platform the creation of services and for social innovation. It provides resources, sets rules and mediates disputes, but allows citizens, non-profits and the private sector to share in the heavy lifting. This is leading to a change in the division of labor in society about how public value is created, and holds the promise of solving the debt crisis.

Transforming the Universities

Without fundamental reform, universities will not be able to compete with cheaper and more effective online education providers. While many young people are still going to university, a growing portion of the best and the brightest students have given up attending classes, because the information is available in a more easily ingested form online. Universities must shift their business model from the centuries-old notion that a professor lectures students, to a more collaborative, interactive model. Instead of being the “sage on the stage,” teachers should be the co-pilot for students as they explore and collaborate online to acquire knowledge.

Urban Intelligence: Achieving Smart Connected Cities

The world’s cities are under stress with megacities paralyzed by population influx, lack of infrastructure, traffic congestion, pollution and crime. Many cities built up since the Second World War are dysfunctional and getting worse as the industrial economy collapses. Yet everywhere there are bold new collaborative initiatives for reinvention of cities. Governments of all levels realize that they can’t do this work alone. Thanks to digital information and communication technologies, it’s now more effective to develop a platform that enables the public sector and private sector to collaborate.

Don Tapscott discusses how cities can transform themselves around 10 axes: Economic Development; Public Safety; Open Government; Transportation and Managing Traffic congestion, Powering the City, Clean air and water, Human Services; Education; Government Operations; and Transforming Democracy.

Rethinking Business Processes for an Age of Networked Intelligence

Industrial age processes focused on structured work. But the Industrial Economy is finally running out of gas, giving way to a new age where knowledge contained in the brains of everyone can be interconnected. People can now collaborate like never before and this has profound implications for every process. In fact, web is changing the deep structures and architecture of the corporation and how we innovate, create goods and services and engage with the world. Talent can be inside but also outside.

In fact, we need to rethink and rebuild many of the organizations and institutions that have served us well for decades, even centuries, but are no longer able. Evidence is mounting that traditional economic and social pillars of the industrial age have come to the end of their life cycle. How must our institutions change for a new century, new media, new generation and a new economy? How does knowledge work and collaborate with the business process? How can companies find the leadership for this rethinking of their modus operandi?

Grown Up Digital: How the Net Generation is Changing Your World

The Net-Generation has come of age. The children of the baby boom, aged 13-30, are not only the largest generation ever — they are the first generation to come of age in the digital age. The new digital media, particularly the Internet, are at the heart of a new youth culture and a new generation who, in profound and fundamental ways, learn, work, play, communicate, shop and create communities very differently than their parents. For the first time in human history children are authorities on a central innovation. This generation gap is leading to far reaching changes in commerce and in every institution in society.

In this presentation, the author of the earlier book Growing Up Digital brings us up to date on these profound transformations and their implications for organizations of all kinds, using the results of a multi-million dollar study that has followed these young people for the past decade.

Don can bring some of the people in his book to participate in a panel that can also include young people from your own organization. This has proven to be a unique and exciting progam—ask us about the details.

Government 2.0: Wikinomics, Government and Democracy

Until now, governments were modeled after the command and control industrial organizations that dominated the business landscape. If it was good enough for GM it was good enough for government bureaucrats. But in the digital economy, mammoth vertically integrated industrial corpora- tions have started to unbundle. Today’s most successful corporations aren’t just speeded up versions of the old industrial behemoths. Instead we are seeing the rise of the business web, a much more supple and effective form of wealth creation.

An equally dramatic innovation is starting to happen throughout the public sector, paralleling the new forms of commercial value creation. Around the world, creative bureaucracies are partnering with companies and organizations to develop governance webs. The big wins are not achieved simply by taking the status quo online, but by transforming the industrial age model into digital-age governance. Ultimately this promises to change the nature of democracy and the relationship between citizens and the state — for the better.

Marketing 2.0

As the net generation enters the marketplace, they are changing many facets of retail and marketing from advertising to the brand.

How does the net generation influence others through their N-Fluence Networks? What should companies do to reach this generation? Why is traditional advertising becoming less effective? How are social media becoming as important as traditional media? How can you harness the power of self-organization? Why are the four P’s of marketing (Product, Place, Price, Promotion) no longer valid? How should companies rethink marketing for the 21st century?

Wikinomics

Don Tapscott’s Wikinomics is the first book to truly come to grips with the most profound change in corporate architecture, strategy and management in a century—the reinvention of the Web to provide the first global platform for collaboration in history. In this presentation based on the book, Don offers audiences the tools and insights required to succeed in this emerging Age of Collaboration.

The knowledge, resources, and computing power of billions of people are self-organizing into a massive collective force, inter-connected and orchestrated through blogs, Wikis, chat rooms, peer-to-peer networks, and personal broadcasting. This mass collaboration is changing everything. The pace of innovation and change is accelerating, and end users — whether consumers, employees, suppliers, business partners, or competitors — now harness technology to innovate, collaborate and challenge incumbents like never before.

In the world of Wikinomics, the choices for collaboration are endless. You can build your own business on Amazon; produce a television news clip for Current TV; create a community around your photo collection on Flickr; or edit the astronomy entry on Wikipedia. You can plug into InnoCentive and join Procter and Gamble’s virtual R&D department; remix the Nine Inch Nails rock album; or co-design the interactive features for your next BMW.

This new participation — “peer production” — is changing how goods and services are invented, produced, marketed, and distributed on a global basis. It also presents far-reaching opportunities for every company willing to understand and master its dynamics.

With vivid and engaging examples, Tapscott shows how value creation increasingly depends on these dense networks of public and private participants and large pools of intellectual property that routinely combine to create end products.

Unlike Web 1.0, this new Web 2.0 links over a billion people directly, and now it reaches out to the physical world, connecting trillions of objects from hotel doors to cars. It is beginning to deliver dynamic new services, from free, long distance video-telephony to remote brain surgery.

In this environment, internal capabilities and a handful of tightly coupled partnerships will no longer ensure success. Instead, firms must engage a dynamic, self-organizing ecosystem of partners to co-create and peer-produce value for customers.

This presentation is based on one of the largest investigations of strategy and management to date. The project, entitled Information Technology and Competitive Advantage, was funded by 22 large corporations who invested $4.2 million to understand the changing nature of the corporation and how firms compete. The study’s lessons include rich case studies, valuable data, some “big ideas,” and new practices that will significantly contribute to your business growth.

Winning with the Enterprise 2.0

The corporation is undergoing the biggest change in a century. Due to deep changes in technology, demographics, business, the economy and the world, we are entering a new age where people participate in the economy like never before. This new participation has reached a tipping point where new forms of mass collaboration are changing how goods and services are invented, produced, marketed, and distributed on a global basis. his change does not wreck corporate profit. If understood, it presents far-reaching opportunities for every company and for every person who gets connected, in both the developed and developing world.

Don Tapscott, one of the world’s leading thinkers about the role of technology in business discusses insights from his new book Wikinomics: How Mass Collaboration changes Everything. He explains how a “Perfect Storm” of four drivers for change is creating the first category 6 business storm.

  1. The technology revolution — the rise of the Web 2.0
  2. A demographic revolution — the rise of the Net Generation
  3. A social revolution — social networking and the explosion of community
  4. An economic revolution — the global unbundling of the vertically integrated corporation posing the need to not just think, but act globally.

The conclusion? A new Enterprise 2.0 is emerging — one that innovates, creates value, orchestrates capability and builds relationships differently than the corporation that has dominated the 20th century. These new enterprises compete better and grow faster than the old model. But how can firms find the leadership to make the change?

Trust and Competitiveness in the Age of Transparency

Don Tapscott, one of the world’s leading authorities on business strategy, explains the rise of transparency and discusses how firms can embrace it to enhance their reputation, build trusting relationships with their staff, partners, shareholders and the public, and achieve competitive advantage. He discusses the far-reaching implications for every manager.

Tapscott explains how customers can evaluate the worth of products and services at levels never before possible. Employees share formerly secret information about corporate strategy, management, and challenges. To collaborate effectively, companies and their business partners have no choice but to share intimate knowledge with one another. Powerful institutional investors today own or manage most wealth, and they are developing x-ray vision. Finally, in a world of instant communications, whistle-blowers, inquisitive media, and Googling, citizens and communities routinely put firms under the microscope.

Corporations have no choice but to rethink their values and behaviors — for the better.

Macrowikinomics: Rebooting Business and the World

Reinventing Healthcare for the Age of Collaboration

Rethinking the Media for the Age of Collaboration

Leadership and Collective Intelligence

Rethinking Science for the Age of Collaboration

Social Media and Competitive Advantage

Fighting Climate Change in the Age of Networked Intelligence

Surviving and Thriving Times—Now is the Time to Innovate

Web 2.0: How Mobile, Pervasive, Network Computing is Transforming Business

Videos

Solving the World's Problems Differently

Global Solution Network Driver #1: Demand Pull for Change

New Solutions for a Connected Planet

Thought leaders join Hans Vestberg to talk urbanization

A Journey of Discovery | World Economic Forum 2014

How to Solve the World's Problems | SXSW Interactive 2013

Solving the World's Problems Differently

Jazz and the New Model of the Enterprise | TOPIC: Special Programs

Don Tapscott's keynote address to the Association of Fundraising Professionals in Toronto - Philanthropy in the Age of Collaboration.

Don introduces six themes of the new enterprise and shows their applicability to philanthropy:
1. Collaborative Innovation; 2. Openness; 3. Molecularization; 4. Self-organization; 5. Interdependence;
6. Dynamic Leadership

In this video, Don sits in with a jazz band to illustrate how these themes are also analogous to jazz.

Feedback

A global leader in technology, analytics and data service solutions:
Don is really great on stage and his unique perspective on market trends and their global impact is impressive and spell-binding for the audience. Overall the conference was a huge success!! We’re extremely pleased (and still recovering this week).

Jeff Bezos, Founder and CEO, Amazon.com:
Listening to Don, we were enlightened and enthralled. I wish the session had gone on all morning.

A national trade association for credit unions in Canada:
Don's superbly delivered keynote address directly impacted the overall success of our national conference. His comments weaved together all the themes that were discussed throughout the conference. It was the perfect closing keynote address!

A major international conference addressing innovation in the digital world:
Don's keynote during the [...] Forum truly resonated with our theme of Coexistence. His presentation was thoughtful and filled us with great hope about what is possible during this age of Networked Intelligence.

A finance security service provider:
I have been holding customer conferences and summits for over 12 years and have had the opportunity to meet and listen to hundreds of speakers. Don, is by far one of the best speakers I have had the privilege to engage with and would recommend him for any event.

A global social interactive conference:
As Global Curator and opening keynote speaker for 2012, Don Tapscott enlightened and inspired thousands of people around the world on the theme of 'Empowering Change Through Collaboration.' He was a perfect choice for us.

An organizer of an independent conference:
Don Tapscott is a masterful story teller. His talks are compelling because he conveys his messages in a language that everyone can understand and relate to; he can distill a complex problem into manageable pieces. Don was the perfect opening speaker because he set the tone for the day under our theme of ‘Redefining Success.’

A major banking institution:
Don Tapscott’s presentation was a stand-out — in fact, it has inspired me.

A business software solutions for legal, education and government industries:
Don Tapscott's presentation at our management retreat was perfect. In 45 minutes he actually created an awakening in our company and everyone left energized and brimming with new ideas for our business.

The global conferences and events arm of an international newspaper:
Don Tapscott's keynote address, "Macrowikinomics - Innovation and Competitiveness in the Age of Collaboration" at our event was informative and inspirational. We have had Don speak at a few of our events in the last year and he is always a star.

A leading provider of information technology consulting:
A brief note to thank you personally for your central role in making our recent customer event such a success. Your comments were incredibly well received. Thanks again, and look forward to doing more work together.

A global leader in media and entertainment:
Don — Thank you for the fantastic session at yesterday's conference in New York.

A worldwide addressing, interoperability, and infrastructure service:
In my four years at [...] working as the lead on booking author/speakers I can say Don is by far the best. His talk was relevant, entertaining, informative, and the audience commented afterwards that Don was a great story teller. The stories were scattered throughout the presentation and it helped make his points. I also have to applaud Jody and Derek. As members of Don’s team I can tell you first hand they were helpful, responsive, and proactive. It was truly a joy to work with such professionals.

Most of all I truly appreciated Don’s willingness to customize his talk and presentation to our audience of telecommunication and internet executives. He hit the mark, personalized the presentation and following his talk networked with customers during the book signing delivering added value on top of a brilliant presentation.

An event organizer for a trend forum on social networks and web 2.0:
We really enjoyed listening to Mr. Tapscott. His speech was brillant and everyone was thrilled because of his charming character and the way he communicate his great knowledge.

Everything was fine and we were really sorry that we hadn't had the time for a longer speech.

We got a lot of positive feedback from the listeners and we are really happy about the whole presentation!

A business intelligence and predictive analytics software company:
Conference participants found the most value in Don's presentation "Harnessing the Power of Mass Collaboration" as it received a 4.5 out of a possible 5 and they viewed Don Tapscott as the most engaging speaker receiving a 4.7 out of a possible 5. These were the highest ratings out of all of our presentations and presenters.

Here is a comment from one of the attendees - Don Tapscott's material and presentation was probably one of the best I have ever seen. Extremely interesting and very informative. Don was excellent. Thanks for all your help and support.

A leading technology media, research and event company:
HOME RUN! Everything we asked for and our attendees wanted. The session was a huge hit.

A securities financial management organization:
Don did a great job (as he did the first time I used him). He was well prepared and gave in-depth, useful information. He's a very "smooth"/comfortable speaker. I got many compliments about him.

A global audience of meeting professionals:
Everything went excellently with Don. He was very gracious and really went above and beyond to make it a good experience for our attendees, even including some advance communication with us and on our blog.

His speech was awesome and our attendees really talked about it all week long. And it's funny, they didn't only rave about it, but they used it in conversation, like, in our meeting, "well, as don says, we need to do a, b and c..."

So, it really hit the right cord, as we were hoping, and I really appreciate all of your help very much. You were crucial in getting him for us, as well as communicating with him after the fact.

So thank you. We're very thrilled and pleased.

A meeting planner association:
Truly the most amenable, value-adding keynote speaker I've ever worked with.

A venture capital firm:
He was widely thought to be the BEST speaker we have EVER had. Period. The founder of [the company] pronounced in front of a bunch of people, "We've had many great speakers over the years but you were by far the best."

The executive vice president for marketing, a logistics solutions company:
We've had a lot of keynote speakers over the years, but never one that was so relevant, appropriate, powerful and enjoyable as Don. I really mean it when I say this - it couldn't have been better.

Senior Vice President, a large financial institution:
Don — I had the pleasure of attending your presentation this morning.

I am thankful that you have taken the time and the energy to think through what is happening in our world today and with your obvious gift for observing and deducting focused on what is really important going forward and distilled your thoughts to a clear, concise and brilliantly delivered message that is applicable to everyone in every line of business. In spite of the broad application of your conclusions, they were so relevant to my business situation that I felt you were talking directly to me. I have not the standard one or two "take away" actionable ideas but a whole slew of them. I feel I was one of the first to hear your valuable insights from your new book. I am in the process of planning objectives for next year and your core message helped me re-evaluate and reshape my department's priorities.

Thank you.

A satisfied customer:
That's what I expect in a keynote. Well presented, visionary, entertaining & some good thinking to take home.

A corporate president:
I've heard Don Tapscott called ‘the Peter Drucker of the 21st century’. After reading his books and hearing his compelling presentation to our association, I'd heartily agree with the characterization. I could have listened to him for hours.

Founder of the World Congress on Knowledge Management:
Don Tapscott has done it again and this time, you should all take notice! The man has reinvented himself, extending his work on networked businesses to the theme of transparency. Feel naked if you miss a presentation on the evolution of his thinking! Tapscott has become the speaker that all other speakers admire and look up to — enlightening, provoking, and giving the straight goods. We couldn't have had a better keynote.

A satisfied customer:
Thank you again for helping to make our conference a success. Don Tapscott was incredible — so engaging. The attendees loved him...

We are starting to plan for next year and so if you have any recommendations for a keynote speaker, we would welcome your input. Don was exactly what our audience wanted. We like to have someone that can not only align their learnings with corporate citizenship/corporate social responsibility professionals but also someone that is entertaining, humorous and a good story teller that can engage the audience. Don was all of them!

A major technology firm:

  • Great job can't wait to read the book!
  • Truly inspirational.
  • Loved the websites I've never heard of.
  • Outstanding.
  • Don really has a great vision.
  • Best speaker of the event.
  • Liked his energy & topic was great!
  • Good timing with theme and content supported message!!

A Senior Executive Level Event for HBR Poland:
Our conference has just ended — it was a great success.

Don is amazing person — very good speaker, with perfect contact with the audience - very funny and open. He had standing ovations! He was one of the best speakers we were working with.

All conference participants were satisfied after his presentation. The most important think they mentioned was that the presentation was describing current situations - problems and was also foreseeing the future of the net world.

Also cooperation with Don and his office was great — very professional. Everything prepared on time and the best quality.

I would like to thank you and all your team for the cooperation. It was a pleasure to work with you. I am sure the soon we will work again!

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