TEDGlobal 2005
Charles Leadbeater: The era of open innovation
チャールズ・リードビーター：イノベーションについて
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チャールズ・リードビーターは、イノベーションがもはや専門家の仕事ではなくなっていること明らかにします。情熱を持った素人集団が新しいツールを駆使し、企業では作れない新製品や新しい枠組みを生み出しているのです。
Charles Leadbeater - Innovation consultant
A researcher at the London think tank Demos, Charles Leadbeater was early to notice the rise of "amateur innovation" -- great ideas from outside the traditional walls, from people who suddenly have the tools to collaborate, innovate and make their expertise known. Full bio
A researcher at the London think tank Demos, Charles Leadbeater was early to notice the rise of "amateur innovation" -- great ideas from outside the traditional walls, from people who suddenly have the tools to collaborate, innovate and make their expertise known. Full bio
Double-click the English transcript below to play the video.
00:25
What I'm going to do, in the spirit of collaborative creativity,
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これからお話しする
00:28
is simply repeat many of the points
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協働による創造的な発明というのは
00:31
that the three people before me have already made,
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先の3人が話したものと同じものです
00:34
but do them --
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でもこの意味
00:36
this is called "creative collaboration;"
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創造的な協働とも呼ばれる
00:38
it's actually called "borrowing" --
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この
00:41
but do it through a particular perspective,
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創造的な発明の意義を
00:43
and that is to ask about the role of users and consumers
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違った視点 つまり
00:46
in this emerging world of
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ユーザーや消費者の
00:48
collaborative creativity
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役割を見直すことで
00:50
that Jimmy and others have talked about.
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明確にしたいと思います
00:53
Let me just ask you, to start with,
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簡単な質問から始めましょう
00:55
this simple question:
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マウンテンバイクは
00:57
who invented the mountain bike?
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誰が発明したのでしょう？
00:59
Because traditional economic theory would say,
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今までの経済理論なら
01:02
well, the mountain bike was probably invented by some big bike corporation
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新規の事業を始める
01:05
that had a big R&D lab
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大きな研究所を持った
01:07
where they were thinking up new projects,
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大企業だと考えるでしょう
01:09
and it came out of there. It didn't come from there.
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でも大企業ではないのです
01:12
Another answer might be, well, it came from a sort of lone genius
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あるいは一人の天才が
01:15
working in his garage, who,
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自分の車庫で
01:17
working away on different kinds of bikes, comes up
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自転車部品を組み合わせ
01:19
with a bike out of thin air.
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開発したと考えるでしょう
01:21
It didn't come from there. The mountain bike
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実際にマウンテンバイクを
01:23
came from users, came from young users,
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発明したのはカリフォルニアの若者達です
01:27
particularly a group in Northern California,
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皆さんの兄さん達が
01:29
who were frustrated with traditional racing bikes,
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乗っていたようなレース用の自転車には
01:32
which were those sort of bikes that Eddy Merckx rode,
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派手過ぎて興味が湧かず
01:35
or your big brother, and they're very glamorous.
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父親が使っている
01:37
But also frustrated with the bikes that your dad rode,
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大きなハンドルの
01:40
which sort of had big handlebars like that, and they were too heavy.
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重い自転車にも満足できなかった
01:43
So, they got the frames from these big bikes,
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それで 大きな自転車からフレーム
01:45
put them together with the gears from the racing bikes,
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レース用自転車からは変速機
01:48
got the brakes from motorcycles,
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バイクからブレーキを持ってきて
01:52
and sort of mixed and matched various ingredients.
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それらを組み合わせたのです
01:54
And for the first, I don't know, three to five years of their life,
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これが”クランカー”と呼ばれる
01:57
mountain bikes were known as "clunkers."
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最初のマウンテンバイクです
01:59
And they were just made in a community of bikers,
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カリフォルニアの自転車仲間達が
02:02
mainly in Northern California.
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発明した製品なのです
02:04
And then one of these companies that was importing parts
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やがて 自転車部品の輸入業者が
02:07
for the clunkers decided to set up in business,
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これを商品として売り出し
02:09
start selling them to other people,
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ビジネスにしようと考えた
02:11
and gradually another company emerged out of that, Marin,
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やがて他の会社も参入し
02:14
and it probably was, I don't know,
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おそらく
02:16
10, maybe even 15, years,
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10年か15年たって
02:18
before the big bike companies
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自転車の大企業が
02:20
realized there was a market.
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目をつけた
02:22
Thirty years later,
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それから30年経った今では
02:24
mountain bike sales
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マウンテンバイクの売上は
02:26
and mountain bike equipment
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付属品も含めると
02:28
account for 65 percent of bike sales in America.
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米国自転車市場の65％
02:30
That's 58 billion dollars.
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580億ドルになります
02:33
This is a category entirely created by consumers
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マウンテンバイクは消費者が発明したわけです
02:36
that would not have been created by the mainstream bike market
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自転車業界の主流では
02:39
because they couldn't see the need,
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このビジネスチャンスは見えなかったし
02:41
the opportunity;
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新しい製品を発明する動機も
02:43
they didn't have the incentive to innovate.
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なかったからです
02:46
The one thing I think I disagree with
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ヨーカイ氏と私の考えが
02:48
about Yochai's presentation
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違う点があります
02:50
is when he said the Internet causes
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彼はインターネットによって
02:52
this distributive capacity for innovation to come alive.
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多くの人が協働で発明できるように
02:55
It's when the Internet combines
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なったと言いましたが
02:58
with these kinds of passionate pro-am consumers --
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情熱と知識と意欲を持つプロ級の消費者が
03:01
who are knowledgeable; they've got the incentive to innovate;
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道具を手に入れ インターネットによって
03:04
they've got the tools; they want to --
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結びついた時に初めて
03:06
that you get this kind of explosion
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協働による発明という
03:08
of creative collaboration.
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新しい花が開いたのです
03:11
And out of that, you get the need for the kind of things
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ジミーの言ったある種の新しい形態の組織
03:14
that Jimmy was talking about, which is our new kinds of organization,
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あるいは組織化が
03:17
or a better way to put it:
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必要になっています
03:19
how do we organize ourselves without organizations?
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組織抜きで組織化できるでしょうか？
03:22
That's now possible; you don't need an organization to be organized,
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今ではソフト開発など複雑な業務を
03:26
to achieve large and complex tasks,
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協働で行う場合でも
03:28
like innovating new software programs.
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必ずしも組織は必要ない
03:31
So this is a huge challenge
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いかに創造性を高めるか
03:34
to the way we think creativity comes about.
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を考える上でここが課題なのです
03:38
The traditional view, still enshrined
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今までの考え方が消えたわけではなく
03:40
in much of the way that we think about creativity
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会社や政府機関でも
03:43
-- in organizations, in government --
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独創的な発明は
03:45
is that creativity is about special people:
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野球帽を逆さに被って
03:48
wear baseball caps the wrong way round,
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こうした会議に出てくるような
03:50
come to conferences like this, in special places,
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ちょっと変な奴の仕事と考えている
03:53
elite universities, R&D labs in the forests, water,
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有名大学とか森や水辺の研究所
03:58
maybe special rooms in companies painted funny colors,
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奇抜な色の特別な部屋で
04:01
you know, bean bags, maybe the odd table-football table.
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卓球台なんかもあるかもしれない
04:05
Special people, special places, think up special ideas,
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変な人が妙な場所ですごい発明を考える
04:08
then you have a pipeline that takes the ideas
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発明はパイプラインで運ばれ
04:10
down to the waiting consumers, who are passive.
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消費者のもとに届けられる
04:14
They can say "yes" or "no" to the invention.
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消費者の選択肢は受け取るかどうかだけ
04:16
That's the idea of creativity.
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これが世間的な理解です
04:18
What's the policy recommendation out of that
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この理解から生まれる方策は
04:20
if you're in government, or you're running a large company?
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政府も大企業も同じで
04:24
More special people, more special places.
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特殊な人や場所を確保すること
04:27
Build creative clusters in cities;
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研究特区を創って
04:29
create more R&D parks, so on and so forth.
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独創的な人たちを集める
04:32
Expand the pipeline down to the consumers.
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消費者にはより多くの発明を届ける
04:35
Well this view, I think, is increasingly wrong.
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この考えは益々間違ったものになっています
04:38
I think it's always been wrong,
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いや 最初から違っていたのです
04:40
because I think always creativity has been highly collaborative,
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創造的な発明は協働から生まれるのです
04:43
and it's probably been largely interactive.
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そして対話が重要なのです
04:46
But it's increasingly wrong, and one of the reasons it's wrong
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益々間違いになっている理由は
04:49
is that the ideas are flowing back up the pipeline.
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アイデアが逆向きに流れているからです
04:52
The ideas are coming back from the consumers,
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消費者が専門家以上に
04:54
and they're often ahead of the producers.
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先進的なアイデアを生み出しています
04:57
Why is that?
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それはなぜでしょうか？
04:59
Well, one issue
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一つには
05:02
is that radical innovation,
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多くの技術や人々に影響を与えるような
05:04
when you've got ideas that
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先鋭的な発明では
05:06
affect a large number of technologies or people,
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何に役立つのか分からない場合が
05:10
have a great deal of uncertainty attached to them.
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少なくないからです
05:12
The payoffs to innovation are greatest
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発明による報酬が最大になるのは
05:14
where the uncertainty is highest.
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実は発明品の目的が見えない場合です
05:17
And when you get a radical innovation,
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革新的なイノベーションが生まれた時
05:19
it's often very uncertain how it can be applied.
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その発明が何に利用できるかわからない
05:22
The whole history of telephony
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電話の歴史もその一つで
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is a story of dealing with that uncertainty.
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先が見えない中で進歩してきました
05:28
The very first landline telephones,
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最初の有線電話は
05:30
the inventors thought
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発明者には
05:32
that they would be used for people to listen in
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ウエストエンドの劇場で
05:34
to live performances
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ライブを聴くための
05:36
from West End theaters.
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器具だった
05:38
When the mobile telephone companies invented SMS,
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携帯電話会社がSMSを発明した時も
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they had no idea what it was for;
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何に使えるか分かってなかった
05:43
it was only when that technology got into the hands
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この技術が利用者の手に渡り
05:45
of teenage users
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１０代の利用者が
05:47
that they invented the use.
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使い方を発明したのです
05:49
So the more radical the innovation,
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発明が革新的であるほど
05:52
the more the uncertainty,
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確かな見通しはなく
05:54
the more you need innovation in use
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使ってみなければ
05:56
to work out what a technology is for.
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何の役に立つのか見えてこない
05:59
All of our patents, our entire approach
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今までの特許や発明に関わる制度は
06:02
to patents and invention, is based on the idea
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発明家は自分の発明の
06:05
that the inventor knows what the invention is for;
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価値を知っている事が
06:08
we can say what it's for.
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前提でした
06:10
More and more, the inventors of things
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今や発明家は発明の価値が
06:12
will not be able to say that in advance.
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前もって分からないのです
06:14
It will be worked out in use,
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ユーザーと協働して
06:16
in collaboration with users.
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発明品を利用しながら次第に見えてくる
06:19
We like to think that invention is
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発明というものは
06:21
a sort of moment of creation:
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誰かが瞬間に思いつくもの
06:24
there is a moment of birth when someone comes up with an idea.
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と考えがちですが
06:27
The truth is that most creativity
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実際はほとんどの発明は
06:30
is cumulative and collaborative;
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蓄積と協働の結果です
06:32
like Wikipedia, it develops over a long period of time.
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ウィキペディアも時間をかけて発展したものです
06:37
The second reason why users are more and more important
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利用者が重要であるもう一つの理由は
06:40
is that they are the source of big, disruptive innovations.
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利用者こそがすごい発明をすることです
06:44
If you want to find the big new ideas,
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新しくすごいアイデアを見つけたければ
06:47
it's often difficult to find them in mainstream markets,
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業界の主流や大企業で探しても
06:50
in big organizations.
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無駄というものです
06:53
And just look inside large organizations
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大きな組織を見ると
06:55
and you'll see why that is so.
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その訳が分かります
06:57
So, you're in a big corporation.
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貴方が大企業で働いているとしましょう
07:01
You're obviously keen to go up the corporate ladder.
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出世の階段を上ろうとすれば
07:04
Do you go into your board and say,
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役員会でこんな風に
07:06
"Look, I've got a fantastic idea
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話せるでしょうか？
07:08
for an embryonic product
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”すごいアイデアです
07:10
in a marginal market,
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新規分野で新規顧客対象で－
07:12
with consumers we've never dealt with before,
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利益も直ぐにはでませんが－
07:15
and I'm not sure it's going to have a big payoff, but it could be really, really big in the future?"
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将来はきっと儲かる商品になります”
07:18
No, what you do, is you go in and you say,
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いや こう言うしかないのです
07:21
"I've got a fantastic idea for an incremental innovation
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”優れた改善案です－
07:24
to an existing product we sell through existing channels
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既存商品と既存の販売網を使った－
07:27
to existing users, and I can guarantee
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既存顧客向けのアイデアで－
07:29
you get this much return out of it over the next three years."
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今後３年間の利益は間違いなく確保できます”
07:33
Big corporations have an in-built tendency
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大企業ではこのように
07:35
to reinforce past success.
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過去の成功に依存します
07:37
They've got so much sunk in it
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保守性に浸かっているので
07:39
that it's very difficult for them to spot
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新しい市場に飛び込めない
07:42
emerging new markets. Emerging new markets, then,
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新しいマーケットは
07:45
are the breeding grounds for passionate users.
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情熱を持つユーザーが開拓するのです
07:48
Best example:
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好例を話しましょう
07:50
who in the music industry,
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音楽業界の一体誰が
07:52
30 years ago, would have said,
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30年前に思いついたでしょうか
07:55
"Yes, let's invent a musical form
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”新しい音楽を創ろう－
07:58
which is all about dispossessed black men
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抑圧された黒人がゲットーで－
08:01
in ghettos expressing their frustration
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世の中への不満を音楽にして－
08:03
with the world through a form of music
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表現するのだ－
08:05
that many people find initially quite difficult to listen to.
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大衆には最初は受けないかもしれないが－
08:08
That sounds like a winner; we'll go with it."
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いずれきっと売れる”
08:11
(Laughter).
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（笑）
08:12
So what happens? Rap music is created by the users.
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どうなりました？ ユーザーがラップを作りました
08:15
They do it on their own tapes, with their own recording equipment;
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自分達で歌を録音し
08:18
they distribute it themselves.
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自分達で配った
08:19
30 years later,
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30年後
08:21
rap music is the dominant musical form of popular culture --
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ラップはポピュラー音楽の主流になった
08:24
would never have come from the big companies.
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大企業からは生まれなかった
08:26
Had to start -- this is the third point --
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3つ目のポイントはプロ級の素人と
08:29
with these pro-ams.
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始めることです
08:31
This is the phrase that I've used in
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ロンドンの"ＤＥＭＯＳ"という
08:33
some stuff which I've done
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シンクタンクで仲間との
08:35
with a think tank in London called Demos,
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合言葉でした
08:37
where we've been looking at these people who are amateurs --
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素人ではあるけれど
08:40
i.e., they do it for the love of it --
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それが好きな人たち
08:43
but they want to do it to very high standards.
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高い技術水準を求め
08:45
And across a whole range of fields --
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どんな分野でもよいですが
08:47
from software, astronomy,
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ソフトウェアや天文学
08:51
natural sciences,
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自然科学
08:53
vast areas of leisure and culture
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幅広い分野の娯楽や文化
08:55
like kite-surfing, so on and so forth --
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凧サーフィンなどなど
08:58
you find people who want to do things because they love it,
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好きな事を好きだからやりたいという人がいます
09:02
but they want to do these things to very high standards.
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しかも高いレベルでしようとするのです
09:05
They work at their leisure, if you like.
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暇な時にその気になればやる
09:07
They take their leisure very seriously:
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趣味だが真剣に取り組む
09:09
they acquire skills; they invest time;
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技術を習得し時間を注ぎ込み
09:12
they use technology that's getting cheaper -- it's not just the Internet:
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安く手に入る技術を利用し インターネットの他
09:15
cameras, design technology,
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カメラやデザイン技術
09:18
leisure technology, surfboards, so on and so forth.
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サーフボードなどなど
09:21
Largely through globalization,
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グローバル化によって
09:23
a lot of this equipment has got a lot cheaper.
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多くの器具がすいぶん安くなった
09:26
More knowledgeable consumers, more educated,
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知識も豊かで教育のある消費者が
09:29
more able to connect with one another,
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お互いにつながり
09:31
more able to do things together.
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一緒に活動できる
09:33
Consumption, in that sense, is an expression
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消費が創造性を
09:35
of their productive potential.
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表現する手段なのです
09:37
Why, we found, people were interested in this,
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こうした創造的な消費に興味を持つのは
09:41
is that at work they don't feel very expressed.
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仕事では自分を表現できないからです
09:44
They don't feel as if they're doing something that really matters to them,
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意味のある仕事をしている実感がないから
09:47
so they pick up these kinds of activities.
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何か別の活動をやりたくなる
09:50
This has huge organizational implications
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人の人生に大きな影響を与える
09:52
for very large areas of life.
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組織的にも大きな課題です
09:54
Take astronomy as an example,
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天文学を例に考えてみましょう
09:57
which Yochai has already mentioned.
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ヨーカイ氏が言ったとおり
10:00
Twenty years ago, 30 years ago,
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20年前か30年前には
10:02
only big professional astronomers
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専門的な天文学者しか
10:05
with very big telescopes could see far into space.
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大きな望遠鏡で宇宙を見れなかった
10:09
And there's a big telescope in Northern England called Jodrell Bank,
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英国北部のジョドレルバンク望遠鏡は
10:12
and when I was a kid, it was amazing,
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子供の時に驚いたのですが
10:14
because the moon shots would take off, and this thing would move on rails.
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月ロケットが発射される時に鉄道で運ぶほど
10:17
And it was huge -- it was absolutely enormous.
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とても巨大なものだった
10:20
Now, six
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今では6人の素人天文家が
10:23
amateur astronomers, working with the Internet,
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インターネットを利用して
10:25
with Dobsonian digital telescopes --
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ドブソニアン望遠鏡で
10:27
which are pretty much open source --
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それは無料で誰でも利用できるのですが
10:30
with some light sensors
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この10年で開発された
10:32
developed over the last 10 years, the Internet --
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簡単なセンサーを使い
10:34
they can do what Jodrell Bank could only do 30 years ago.
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30年前のジョドレルバンクと同じことができる
10:38
So here in astronomy, you have this vast explosion
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天文学ではユーザーという創造的な担い手が
10:41
of new productive resources.
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急速に増えています
10:43
The users can be producers.
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消費者が製作者にもなれるのです
10:46
What does this mean, then, for our
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これは組織的な視点に
10:48
organizational landscape?
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どんな意味をもたらすでしょう？
10:50
Well, just imagine a world,
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それでは世界を2つのグループに
10:52
for the moment, divided into two camps.
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分けて考えて見ましょう
10:56
Over here, you've got the old, traditional corporate model:
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一つは古い伝統的な組織モデル
10:59
special people, special places;
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特別な人々 特別な場所
11:01
patent it, push it down the pipeline
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特許をとって 受身の消費者に
11:03
to largely waiting, passive consumers.
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商品を一方的に流す
11:06
Over here, let's imagine we've got
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もう一方はウィキペディアや
11:08
Wikipedia, Linux, and beyond -- open source.
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リナックスなどのオープンソースをイメージして下さい
11:12
This is open; this is closed.
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こちらはオープンでこちらは閉じている
11:14
This is new; this is traditional.
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新しいのと旧来のもの
11:16
Well, the first thing you can say, I think with certainty,
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確かに言えることの一つは
11:19
is what Yochai has said already --
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ヨーカイ氏が言ったように
11:21
is there is a great big struggle
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この２つの組織形態の間で
11:23
between those two organizational forms.
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抗争が起こっている
11:25
These people over there will do everything they can
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こちらは存在が脅かされていますから
11:28
to stop these kinds of organizations succeeding,
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そっちのグループが成功しないよう
11:31
because they're threatened by them.
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出来る事は何でもやる
11:33
And so the debates about
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著作権やデジタル著作権の議論は
11:36
copyright, digital rights, so on and so forth --
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こうした新しいグループを鎮圧するための
11:40
these are all about trying to stifle, in my view,
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悪戦苦闘だと
11:43
these kinds of organizations.
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私は見ています
11:45
What we're seeing is a complete corruption
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特許とか著作権というのは
11:48
of the idea of patents and copyright.
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全く腐敗しています
11:50
Meant to be a way to incentivize invention,
264
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発明を促すのではなく
11:54
meant to be a way to orchestrate the dissemination of knowledge,
265
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知識の普及を組織化するのでもなく
11:57
they are increasingly being used by large companies
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大企業はこうした制度で
12:00
to create thickets of patents
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特許という障壁を巡らし
12:02
to prevent innovation taking place.
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発明を邪魔しています
12:04
Let me just give you two examples.
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二つの例をお見せしよう
12:07
The first is: imagine yourself going to a venture capitalist
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貴方がベンチャーを立ち上げたとします
12:10
and saying, "I've got a fantastic idea.
271
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”素晴らしいアイデアがあるんだ－
12:12
I've invented this brilliant new program
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全くすごいプログラムを発明した－
12:15
that is much, much better than Microsoft Outlook."
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Microsoft Outlookよりずっといいものだ”
12:19
Which venture capitalist in their right mind is going to give you any money to set up a venture
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一体誰が Microsoft Outlookと競争するような
12:23
competing with Microsoft, with Microsoft Outlook? No one.
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貴方の事業に資金を出すでしょうか。
12:26
That is why the competition with Microsoft is bound to come --
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これがマイクロソフトと競争できるのは
12:29
will only come --
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オープンソース型の事業
12:31
from an open-source kind of project.
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だけである理由です
12:33
So, there is a huge competitive argument
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実際、大きな論争になっているのは
12:35
about sustaining the capacity
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オープンソースや消費者主導の発明が
12:37
for open-source and consumer-driven innovation,
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維持発展できるかどうかです
12:40
because it's one of the greatest
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これらが独占を打ち負かす
12:42
competitive levers against monopoly.
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唯一の競争相手だからです
12:45
There'll be huge professional arguments as well.
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専門家からの反撃も強くなるでしょう
12:48
Because the professionals, over here
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743000
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こちらの閉じた世界の専門家には
12:50
in these closed organizations --
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学者であれプログラマーであれ
12:52
they might be academics; they might be programmers;
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医者であれジャーナリストであれ
12:54
they might be doctors; they might be journalists --
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私も以前はジャーナリストでしたが
12:57
my former profession --
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”そっちの素人の意見を信用するな”
12:59
say, "No, no -- you can't trust these people over here."
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と言うのです
13:03
When I started in journalism --
291
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私が20年前に
13:05
Financial Times, 20 years ago --
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ファイナンシャルタイムスの記者になった頃
13:09
it was very, very exciting
293
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誰かが記事を読んでいると
13:11
to see someone reading the newspaper.
294
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とてもドキドキしたものです
13:13
And you'd kind of look over their shoulder on the Tube
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地下鉄で肩越しに
13:15
to see if they were reading your article.
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自分の記事を読んでいないか覗いて見る
13:18
Usually they were reading the share prices,
297
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たいていは株価しか読まないし
13:20
and the bit of the paper with your article on
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775000
2000
私の記事の載った新聞紙が
13:22
was on the floor, or something like that,
299
777000
2000
床の上に落ちていたりすると
13:24
and you know, "For heaven's sake, what are they doing!
300
779000
2000
”一体なんて馬鹿な奴らだ－
13:26
They're not reading my brilliant article!"
301
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俺のすばらしい記事を読まずに”と叫んでしまう
13:29
And we allowed users, readers,
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読者の参画を認めるのは
13:32
two places where they could contribute to the paper:
303
787000
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2箇所だけ
13:34
the letters page, where they could write a letter in,
304
789000
3000
一つは投稿の読者ページだけど
13:37
and we would condescend to them, cut it in half,
305
792000
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原稿を半分に縮めて
13:39
and print it three days later.
306
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3日後に掲載する
13:41
Or the op-ed page, where if they knew the editor --
307
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もう一つが論説欄
13:43
had been to school with him, slept with his wife --
308
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編集者の奥さんと寝た事があれば
13:45
they could write an article for the op-ed page.
309
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原稿を載せてもらえるかもしれない
13:48
Those were the two places.
310
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この二箇所しかなかった
13:50
Shock, horror: now, the readers want to be writers and publishers.
311
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恐ろしい事に今では読者が記者や出版者になりたがる
13:54
That's not their role; they're supposed to read what we write.
312
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俺たちの記事だけ読んでればよいのに
13:57
But they don't want to be journalists. The journalists think
313
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でも別にジャーナリストになりたいわけではない
13:59
that the bloggers want to be journalists;
314
814000
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ジャーナリスト自身はよく分かっていないようだが
14:01
they don't want to be journalists; they just want to have a voice.
315
816000
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ブロガーはただ発信したいのです
14:03
They want to, as Jimmy said, they want to have a dialogue, a conversation.
316
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3000
ジミーが言ったようにただ議論や会話がしたい
14:06
They want to be part of that flow of information.
317
821000
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情報のやりとりに加わりたいのです
14:10
What's happening there is that the whole domain
318
825000
2000
つまり創造の担い手が
14:12
of creativity is expanding.
319
827000
2000
増えているのです
14:14
So, there's going to be a tremendous struggle.
320
829000
3000
これは大きな抗争なのです
14:17
But, also, there's going to be tremendous movement
321
832000
3000
しかし別のオープン側から
14:20
from the open to the closed.
322
835000
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閉じた側への大きな動きもあります
14:23
What you'll see, I think, is two things that are critical,
323
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オープン側の将来にとって
14:26
and these, I think, are two challenges
324
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二つの決定的な
14:28
for the open movement.
325
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課題があります
14:30
The first is:
326
845000
2000
一つは
14:32
can we really survive on volunteers?
327
847000
3000
ボランティアに依存していけるかという課題
14:35
If this is so critical,
328
850000
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もしこの動きが重要ならば
14:37
do we not need it funded, organized, supported
329
852000
3000
資金を流し組織化する仕組みをきっちりと
14:40
in much more structured ways?
330
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支援する必要があるのではないですか？
14:42
I think the idea of creating the Red Cross
331
857000
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赤十字社を設立するのは
14:44
for information and knowledge is a fantastic idea,
332
859000
3000
素晴らしいアイデアですが
14:47
but can we really organize that, just on volunteers?
333
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ボランティアだけで組織できるでしょうか
14:51
What kind of changes do we need in public policy
334
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公共政策や資金の流れを
14:53
and funding to make that possible?
335
868000
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どうすればよいのか？
14:55
What's the role of the BBC,
336
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2000
例えばBBCは
14:57
for instance, in that world?
337
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どんな役割を担えるか？
14:59
What should be the role of public policy?
338
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公共政策の役割は何か？
15:01
And finally, what I think you will see
339
876000
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最後に知って欲しい事は
15:04
is the intelligent, closed organizations
340
879000
3000
こっちの閉じた側もオープンな側に
15:07
moving increasingly in the open direction.
341
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動きつつある事です
15:10
So it's not going to be a contest between two camps,
342
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つまり単に二つのグループの争いではなく
15:13
but, in between them, you'll find all sorts of interesting places
343
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3000
この二つのグループの間に我々の将来が
15:16
that people will occupy.
344
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あるのかもしれないのです
15:18
New organizational models coming about,
345
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新しい組織モデルがこの２つを混在させて
15:21
mixing closed and open in tricky ways.
346
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3000
生まれてくるでしょう
15:24
It won't be so clear-cut; it won't be Microsoft versus Linux --
347
899000
4000
マイクロソフトとリナックスのように白か黒かではない
15:28
there'll be all sorts of things in between.
348
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その中間の灰色の世界
15:30
And those organizational models, it turns out,
349
905000
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この灰色の組織モデルは
15:32
are incredibly powerful,
350
907000
2000
とてもパワフルなのです
15:34
and the people who can understand them
351
909000
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これを理解した人が
15:36
will be very, very successful.
352
911000
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大成功するでしょう
15:38
Let me just give you one final example
353
913000
3000
最後に具体例を一つ
15:41
of what that means.
354
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2000
紹介しましょう
15:43
I was in Shanghai,
355
918000
2000
上海に行っていました
15:45
in an office block
356
920000
2000
5年前は水田だったオフィス街で
15:47
built on what was a rice paddy five years ago --
357
922000
3000
この10年の間に建てられた
15:50
one of the 2,500 skyscrapers
358
925000
3000
2500の高層ビルの一つで
15:53
they've built in Shanghai in the last 10 years.
359
928000
3000
ティモシー チェンという青年と
15:56
And I was having dinner with this guy called Timothy Chan.
360
931000
3000
食事をして来ました
15:59
Timothy Chan set up an Internet business
361
934000
2000
ティモシーは2000年に
16:01
in 2000.
362
936000
2000
インターネットビジネスを始めました
16:03
Didn't go into the Internet, kept his money,
363
938000
3000
コンピュータゲームに専念することを決め
16:06
decided to go into computer games.
364
941000
2000
ネットから離れることにしました
16:08
He runs a company called Shanda,
365
943000
3000
彼は"盛大"という名の中国最大の
16:11
which is the largest computer games company in China.
366
946000
4000
コンピュータゲーム企業を経営しています
16:15
Nine thousand servers all over China,
367
950000
3000
9000のサーバーを中国全土に備え
16:18
has 250 million subscribers.
368
953000
4000
加入者は2億5千万人いて
16:22
At any one time, there are four million people playing one of his games.
369
957000
4000
常時4百万人がゲームで遊んでいます
16:27
How many people does he employ
370
962000
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このサービスを提供する
16:29
to service that population?
371
964000
3000
スタッフはわずか500人です
16:32
500 people.
372
967000
2000
一体どうやって
16:34
Well, how can he service
373
969000
2000
2.5億人に対して
16:36
250 million people from 500 employees?
374
971000
3000
500人で対応できるのか？
16:39
Because basically, he doesn't service them.
375
974000
2000
サービスは提供しないのです
16:41
He gives them a platform;
376
976000
2000
規則や道具といった
16:43
he gives them some rules; he gives them the tools
377
978000
3000
プラットフォームを用意し
16:46
and then he kind of orchestrates the conversation;
378
981000
3000
ユーザーとの対話を組織化し
16:49
he orchestrates the action.
379
984000
2000
アクションを組織化します
16:51
But actually, a lot of the content
380
986000
2000
ゲーム自体はユーザーが
16:53
is created by the users themselves.
381
988000
3000
自分たちで作るのです
16:56
And it creates a kind of stickiness
382
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2000
それがある種の一体感を
16:58
between the community and the company
383
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2000
会社との間に生みだすのです
17:00
which is really, really powerful.
384
995000
2000
この効果は絶大です
17:02
The best measure of that: so you go into one of his games,
385
997000
3000
こういうことです ゲームを始めると
17:05
you create a character
386
1000000
2000
自分で登場人物を作り
17:07
that you develop in the course of the game.
387
1002000
2000
ゲームを通して成長させます
17:09
If, for some reason, your credit card bounces,
388
1004000
3000
クレジットカードが不渡りになるとか
17:12
or there's some other problem,
389
1007000
2000
何か問題があると
17:14
you lose your character.
390
1009000
2000
登場人物は消えます
17:16
You've got two options.
391
1011000
2000
二つの選択肢があります
17:18
One option: you can create a new character,
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1013000
3000
一つは登場人物を一から創り直す
17:21
right from scratch, but with none of the history of your player.
393
1016000
3000
でもこれまでの歴史は消えてします
17:24
That costs about 100 dollars.
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1019000
2000
これは100ドルです
17:26
Or you can get on a plane, fly to Shanghai,
395
1021000
3000
もう一つは飛行機で上海に飛んで
17:29
queue up outside Shanda's offices --
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1024000
3000
盛大の事務所に並び再登録する
17:32
cost probably 600, 700 dollars --
397
1027000
4000
600-700ドルかかるが登場人物の
17:36
and reclaim your character, get your history back.
398
1031000
3000
歴史をとり戻すことが出来る
17:39
Every morning, there are 600 people queuing
399
1034000
2000
毎朝この事務所の外には
17:41
outside their offices
400
1036000
2000
登場人物の再登録のために
17:43
to reclaim these characters. (Laughter)
401
1038000
2000
600人も並んでいます
17:45
So this is about companies built on communities,
402
1040000
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ユーザーが共有できる
17:48
that provide communities with tools,
403
1043000
3000
道具や場所を提供することで
17:51
resources, platforms in which they can share.
404
1046000
2000
成り立つ会社の例です
17:53
He's not open source,
405
1048000
2000
オープンソースではないですが
17:55
but it's very, very powerful.
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1050000
2000
とても強力です
17:57
So here is one of the challenges, I think,
407
1052000
3000
政府の仕事に関わる者は
18:00
for people like me, who
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1055000
2000
大きな課題を
18:02
do a lot of work with government.
409
1057000
3000
抱えています
18:05
If you're a games company,
410
1060000
3000
ゲームの会社の場合
18:08
and you've got a million players in your game,
411
1063000
3000
百万人がゲームで遊ぶとして
18:11
you only need one percent of them
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1066000
3000
その内の１％がアイデアを提供する
18:14
to be co-developers, contributing ideas,
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1069000
2000
開発者になれば
18:16
and you've got a development workforce
414
1071000
2000
1万人の人手が
18:18
of 10,000 people.
415
1073000
3000
確保できるわけです
18:21
Imagine you could take all the children
416
1076000
3000
同様に英国の教育の場合
18:24
in education in Britain, and one percent of them
417
1079000
3000
生徒の１％が教育の提供側に
18:27
were co-developers of education.
418
1082000
2000
協力するなら
18:29
What would that do to the resources available
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1084000
2000
教育を支える人材が
18:31
to the education system?
420
1086000
2000
十分に確保できます
18:33
Or if you got one percent of the patients in the NHS
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1088000
3000
国民保険を利用する患者の１％が
18:36
to, in some sense, be co-producers of health.
422
1091000
3000
保健サービスに関われるかもしれません
18:39
The reason why --
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1094000
2000
経費の削減圧力の中で
18:41
despite all the efforts to cut it down,
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1096000
3000
こうした利用者を巻き込んだモデルが
18:44
to constrain it, to hold it back --
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1099000
2000
力強く立ち上がりつつあるのは
18:46
why these open models will still start emerging
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1101000
3000
このモデルがサービスを
18:49
with tremendous force,
427
1104000
2000
提供する側の人材を
18:51
is that they multiply our productive resources.
428
1106000
2000
何倍にも増やすからです
18:53
And one of the reasons they do that
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1108000
2000
それができるのは
18:55
is that they turn users into producers,
430
1110000
2000
利用者が製造し
18:57
consumers into designers.
431
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2000
消費者が計画するからです
18:59
Thank you very much.
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1114000
2000
以上です ありがとう
ABOUT THE SPEAKER
Charles Leadbeater - Innovation consultantA researcher at the London think tank Demos, Charles Leadbeater was early to notice the rise of "amateur innovation" -- great ideas from outside the traditional walls, from people who suddenly have the tools to collaborate, innovate and make their expertise known.
Why you should listen
Charles Leadbeater's theories on innovation have compelled some of the world's largest organizations to rethink their strategies. A financial journalist turned innovation consultant (for clients ranging from the British government to Microsoft), Leadbeater noticed the rise of "pro-ams" -- passionate amateurs who act like professionals, making breakthrough discoveries in many fields, from software to astronomy to kite-surfing. His 2004 essay "The Pro-Am Revolution" -- which The New York Times called one of the year's biggest global ideas -- highlighted the rise of this new breed of amateur.
Prominent examples range from the mountain bike to the open-source operating system Linux, from Wikipedia to the Jubilee 2000 campaign, which helped persuade Western nations to cancel more than $30 billion in third-world debt. In his upcoming book, We-Think, Leadbeater explores how this emerging culture of mass creativity and participation could reshape companies and governments. A business reporter by training, he was previously an editor for the Financial Times, and later, The Independent, where, with Helen Fielding, he developed the "Bridget Jones' Diary" column. Currently, he is researching for Atlas of Ideas, a program that is mapping changes in the global geography of science and innovation.
Charles Leadbeater | Speaker | TED.com