WEBVTT

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(OFF) Thanks very much...

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(David Price) This is the 
ever-shrinking presentation.

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It was originally 25 minutes,
last night it was 23,

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now it's 22.

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I've got a 40-minute presentation.
I'm just going to speak twice as quickly.

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No, I'm only kidding, it's only 
20, 22 minutes.

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And I've got a thing to time it 
to make sure I don't go over.

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About four months ago, I was diagnosed
with cancer of the colon.

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And what was it, seven weeks ago,
I had the operation

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which kind of went okay, 
got rid of the tumor.

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But when the colon was reconnected,
it sprung a leak

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and I got a thing called sepsis, 
which I later discovered,

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is fatal in 60% of the cases.

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What essentially happens with sepsis is

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the organs start to pack in, 
one after the other,

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so my heart was fibrillating.
I lost, kidneys stopped working,

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lungs stopped working, 
so they put me on a ventilator.

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And my wife Claire 
who's here somewhere

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was told to bring the family around, 
because they didn't expect me

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to get through the weekend.

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As you can see, I survived, and this is
actually the first talk I've given

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since I was in intensive care.

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I was in intensive care for a week.

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So, when a sick, no, no honest.
(Applause)

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But when I say I'm delighted to be here,
I'm not just being polite.

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(laughter)

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I'm talking existentially 
rather than conversationally.

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But I wanted to start with that story
because, in that process of the journey

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from diagnosis to operation,
I met with some remarkable people:

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on forums and interest groups,
but I also visited and interviewed people.

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So I interviewed some people 
in the Netherlands

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who are treating their loved ones,
who've got end-stage cancer.

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They are lay people, computer technicians,

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who, frankly, conventional medicine
has given up, they're stage 4,

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they said there is nothing more we can do,

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so they're administering 
introvenous cocktails of drugs,

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some of which are approved, 
some of which are off-patent,

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some of which are off-label.

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I visited a clinic, here in Germany,
which I can't name, because

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they're kind of operating in the shadows
in fear that they'll be closed down.

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And what it seemed to me,
once I looked beyond health

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is that this is a phenomenon 
which is happening

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in all kinds of areas of public life,

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that we're seeing what I call 
people-powered innovation.

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And I think it presents a real challenge 
for institutions and organizations.

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So, why is it important?

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I think it's important because it's
kind of a natural consequence

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of the issues I talked about 
in my book "Open,"

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where, now that we're able to share
and exchange knowledge,

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we're now at a point where 
we want to do something about it,

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we want now to be more in control
of our own lives.

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But I think it's particularly important
for the people who are in this room today:

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educators and human resource people

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Because one of the things that we're 
seeing is a major shift in the way

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in which we accredit knowledge
and competencies.

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I don't know if any of you have read
Phillip Brown's excellent book

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called "The Global Auction," but he talks 
about how our graduates are facing

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a high-skilled, low-income future

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because of globalization 
and a whole range of other issues.

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And recently, Laszlo Bock who is in charge
of People Operations at Google said this,

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"Your degree is not a proxy 
for your ability to any job.

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"The world only cares about 
and pays off on

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"what you can do with what you know

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"and it doesn't care how you learned it."

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So my point, I guess, is that 
unless we change the product,

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we risk being dis-intermediated.

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By that, I mean learners
can find other ways

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to get the knowledge and skills 
that they need.

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And let's face it, the product hasn't 
really changed much in decades.

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So I'd argue that the best way 
to stay relevant

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is to involve users 
in the process of innovation.

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So this is what I mean by 
people-powered innovation,

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a process where users lead users, 
accelerate innovation

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by either advocating 
for new products or services,

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tinkering with existing products
and services,

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or creating new products 
and services from scratch.

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That's my kind of working definition,
based partly

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on Eric von Hippel's definition 
of people-powered innovation.

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So here's some examples.

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The potato crisp, 
the humble potato chip

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was invented in 1853 by a chef 
called George Crum

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who worked at a restaurant in Saratoga.

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Now he gets the credit for inventing it,
but I think it should go

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to the disgruntled diner 
in that restaurant


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who kept sending the potatoes back, 
said that they were too thickly sliced.

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And this kept going backwards and forwards

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and eventually George Crum got really
pissed off about this

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and cooked them as thin as he could,
burned them to a crisp,

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smothered them in salt 
and then sent them out.

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And the diner loved it.

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So he thought, oh, 
we're on to something here

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but he didn't take out a patent: in fact,
none of these examples have been patented.

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So, 1853, we've always had 
people-powered innovation.

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In fact, you could argue that up until
the Industrial Revolution,

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that's all we had, we had 
people-powered innovation.

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But if you bring it a wee bit
more up to date

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I don't know if you know 
the story of the skateboard

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but it was something that surfers, facing 
a wind a way they couldn't surf,

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it was the best kind of substitute.

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So they took a pair of roller-skates, 
chopped them in two,

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put wheels on either end of a plank
of wood, and you had a skateboard.

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So the skateboard industry is now worth
$4.8 billion a year.

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And a similar story happened 
with the mountain bike.

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It was basically cannibalized from 
other forms of bikes

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and developed entirely by users.

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To bring it even more up to date,

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I don't know if you're aware 
of this thing called Patreon?

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It's been set up by Jack Conte
who is a musician.

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Certainly, he wouldn't have thought 
of himself as a kind of entrepreneur

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but it kind of recreates 
in the digital age

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the 18th century notion 
of patronage for artists.

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So you pay up artists, 
because you like their work.

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And it has been a hugely successful 
venture for Jack.

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And then one of the few companies
that have really latched onto

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people-powered innovation 
at a very early stage

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is Proctor & Gamble, who have developed 
a thing called Connect and Develop

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and that service now, 
which brings in innovations

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from outside of the organization,

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that constitutes about half 
of all their innovations.

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So much so that Proctor & Gamble say:
"Proudly found elsewhere."

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That's their motto.

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And I wonder how many of us working
in universities could say the same thing,

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or how many of us who are 
learning officers in companies?

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So, where do we see 
people-powered innovation?

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Well, you can go to any maker space 
and you'll see it,

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visit forums or interest groups,
even groups like Anonymous,

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whatever you may think 
of their philosophy,

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you can't deny their ingenuity
and innovation.

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And I've looked at a number of examples

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and I've identified 
four common characteristics.

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I'm going to quickly go through them.

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The first is need.
The second is "Jugaad."

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Don't worry if it's not 
a familiar term to you.

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Third is the hacker ethic 
and the fourth is a sense of agency.

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Right. Very quick examples.

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It's a cliché, but it's a cliché 
for a reason,

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that invention is indeed the mother
of necessity.

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And you get people-powered innovation
where the need is greatest.

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So it's no accident that some of the
most innovative things that we now see

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now are happening in the developed world
in slums and favelas.

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So 85% of mobile transactions 
have actually originated

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in developing countries.

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And 50% of them were created by users.

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And if you think about it, that's kind of
paved the way for things like

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Apple Pay and Samsung Wallet.

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The first use of mobile banking
was actually in the Philippines,

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and what people did there was to take
pay-as-you-go top-up vouchers,

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take the code from them, text them
to their friends and family

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in other parts of the Philippines, and
they used it as a kind of currency.

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But they're not just turning air time 
into money,

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they're turning shit into money too.

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[To you it may be SHIT, To us it is MONEY
"Shit Business is Serious Business"]

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This is a genuine sign, 
I didn't make this up

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but it says, if you can't read the bottom
it says,

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"Shit Business is Serious Business".

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And there's a guy in Lagos in Nigeria

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and Lagos has a big 
public health problem

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because people are using 
the streets as a toilet

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but there is a graphic artist 
called Isaac Agbetusin

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who invented a thing that he called
the Dignified Mobile Toilet.

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They look like the kind of Portaloos 
that you see on building sites

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but he's designed it, built it, 
delivers it to communities

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and then they charge people 
ten cents to use them.

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But that's only part of the story, because
then the waste is collected

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and turned into biogas which is sold
to energy companies.

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It's ingenious.
He's getting profit at both ends

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of the transaction.
So that leads us

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to the second characteristic.

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And that's this word "jugaad".
And if you're not familiar with it,

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it's a Hindi term which kind of means
it's making the most of what you've got.

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So I don't know if you can see
the photograph on the right.

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That's an ox-powered two-story truck.

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During the rainy season,
of course people get drenched

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so somebody found the cabin
from an old truck, put it on.

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There are people on the top deck
of the truck, people on the bottom,

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and they're staying dry.
Making the most of what you've got.

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But it's also this sense of "jugaad"
as meaning "good enough".

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What you see on the left
is the world's first clay refrigerator.

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It was created, again,
by just an ordinary user.

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And of course it doesn't work
as well as a powered refrigerator

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that you might have in the West.

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It's cooled by cold water
which cools the clay.

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But when you've got temperatures
of 45, 50 degrees in summer,

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it's good enough.
It keeps the produce cool enough

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to be used, and it doesn't go off.

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Here's some very quick examples
of jugaad as well.

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Guy on the top left, 
he's frying his breakfast

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while he's listening to his MP3 player.
(audience laughing)

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Guys on the top right have designated
the compartment a sleeper compartment.

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They took a blanket and put it up
as a hammock.

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Guy at the bottom right.
This is fascinating.

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He's turned what we call in the U.K.
a flip-flop, Australians call them thongs,

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he's turned it into a gun holster.

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I don't know what he's doing
with the other flip-flop.

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And the guy on the bottom left
has invented a kind of hands-free kit.

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(audience laughing)

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It's just a handkerchief with 
a mobile phone.

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I hope to God he's cut a couple
of holes out in the front.

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But what we're seeing is that
your jugaad principles

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are now being adopted 
by Western countries.

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And if you think about it, 
a company like Google

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when it talks about everything's 
in better, fail fast and integrate

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that's a kind of jugaad approach
to innovation.

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And when jugaad meets 
the next characteristic,

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I think things get really interesting.

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So when you combine a hacker ethic
with jugaad,

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I think you then start or rub against
what I would call

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one of the biggest blockers
to people-powered innovation,

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and that's kind of over-strict
regulatory framework.

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And it's put there on the premise
of protecting us and maintaining quality.

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Now I'm assuming you all know the story
of Wikipedia, so I'll give you

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the truncated version.

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When it was first started,
it was called Newpedia

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and they commissioned a bunch
of academics to write articles

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which were then going to be
peer-reviewed to maintain the quality.

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And two years into its existence,
Newpedia had to close

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cause it had a grand total of 25 articles,
cause people had spent all that time

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arguing about whether 
the article was good enough.

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So it became Wikipedia,
and as you know, Jimmy Wales then said,

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"To hell with this. 
I'll make it open source.

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"Anybody can write this.
It will be good enough.

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"And people can hack it 
and improve it."

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But what's less commonly known
is that Wikipedia wasn't

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the kind of direct successor
of Newpedia.

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It sort of forked, and alongside Wikipedia
was a thing called Citizendium.

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Now, could you just put your hand up
if you've ever used Wikipedia?

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Yeah, pretty much everybody.

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Can you put your hand up if
you've used Citizendium?

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Yes, and that's because 
they insisted on peer review.

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And if you go on the Citizendium website,
they've got something like 160,000 articles

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which have been commissioned,
and 106 of them, I think it is,

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have actually been released for citation.

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So, I don't know what's happening
for all the rest, but it seems to me

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there's a lesson here 
for academic publishing

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because I don't believe peer review,
unless it's open source,

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does anything other than obstruct
research and innovation and not advance it.

99:59:59.999 --> 99:59:59.999
So here's an example from education,
from education

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which is what I'd consider 
to be jugaad in the hypothetic.

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There's a college in London 
called the School for Communication Arts.

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It's run by a maverick called Marc Lewis,
and it serves the advertising industry.

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Now, it provides tertiary-level courses
but they're not degrees

99:59:59.999 --> 99:59:59.999
because he can't get validated.

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Why can't he get validated?

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Because Marc invites people
to hack its own programs,

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and he does it via this.
There a thing called the Curriculum Wiki.

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So if you're in the advertising industry,
and you think that there's

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a particular skill that's being developed,
or there's some new processes and practices,

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or if you're a student,
or indeed a member of the public,

99:59:59.999 --> 99:59:59.999
you can put up on the Curriculum Wiki
what you think should be taught,

99:59:59.999 --> 99:59:59.999
and Marc and his staff there
will guarantee to turn that

99:59:59.999 --> 99:59:59.999
into a set of learning outcomes
with a syllabus.

99:59:59.999 --> 99:59:59.999
And they'll have it up and running
within six weeks.

99:59:59.999 --> 99:59:59.999
Now of course, that means 
that it can't get validation,

99:59:59.999 --> 99:59:59.999
because in the U.K.,
universities want to know

99:59:59.999 --> 99:59:59.999
what your program's going to be
in five years' time.

99:59:59.999 --> 99:59:59.999
He doesn't know what they're going
to be doing in five weeks' time,

99:59:59.999 --> 99:59:59.999
but he doesn't care because 
all the students get jobs.

99:59:59.999 --> 99:59:59.999
They've got 100% employability rate.

99:59:59.999 --> 99:59:59.999
So that's a case of, I think,
the kind of regulatory frameworks

99:59:59.999 --> 99:59:59.999
that we've got coming up against
innovation and people-powered innovation.

99:59:59.999 --> 99:59:59.999
And it seems to me that
that sense of urgency is really important.

99:59:59.999 --> 99:59:59.999
In most examples of formal learning, 
it seems to me we've promoted

99:59:59.999 --> 99:59:59.999
a kind of learned dependence.

99:59:59.999 --> 99:59:59.999
We're the experts.
You're the learners.

99:59:59.999 --> 99:59:59.999
And if you want to progress 
to the next level,

99:59:59.999 --> 99:59:59.999
then you're going to need us.

99:59:59.999 --> 99:59:59.999
And then along came the biggest, 
disruptive innovation

99:59:59.999 --> 99:59:59.999
since chewing gum in education, 
and that's YouTube.

99:59:59.999 --> 99:59:59.999
And everybody suddenly went, 
"Hmm, maybe we don't need you guys

99:59:59.999 --> 99:59:59.999
"as much as we thought we did."

99:59:59.999 --> 99:59:59.999
And YouTube begat MOOCs.

99:59:59.999 --> 99:59:59.999
And then the new mantra became
"Any lecturer that can be replaced

99:59:59.999 --> 99:59:59.999
"by a YouTube video, will be."

99:59:59.999 --> 99:59:59.999
But whilst MOOCs and online learning allow
learners to hack their education, sort of,

99:59:59.999 --> 99:59:59.999
they don't yet build community
or a sense of learner agency.

99:59:59.999 --> 99:59:59.999
And I believe that building learner 
agency will be the next big development

99:59:59.999 --> 99:59:59.999
in learning, because that's what we see
in social learning now.

99:59:59.999 --> 99:59:59.999
And learners expect that
that agency in formal learning

99:59:59.999 --> 99:59:59.999
is also going to be there.

99:59:59.999 --> 99:59:59.999
So, it's not hard to do.

99:59:59.999 --> 99:59:59.999
We just need to adopt social learning
six key motivations

99:59:59.999 --> 99:59:59.999
which I talk about in the book.

99:59:59.999 --> 99:59:59.999
And there's a whole other talk
to go through these

99:59:59.999 --> 99:59:59.999
but I'll just quickly list them.

99:59:59.999 --> 99:59:59.999
So, a sense of do-it-yourself.

99:59:59.999 --> 99:59:59.999
There's a great deal of autonomy
in social learning.

99:59:59.999 --> 99:59:59.999
You all know that because
that's how you communicate.

99:59:59.999 --> 99:59:59.999
I know I'm preaching to the converted here.

99:59:59.999 --> 99:59:59.999
Second is immediacy.

99:59:59.999 --> 99:59:59.999
There's what Lillian Katz called 
a horizontal relevance about learning

99:59:59.999 --> 99:59:59.999
because you're getting the knowledge
that you need now

99:59:59.999 --> 99:59:59.999
to solve the challenge
that you've got

99:59:59.999 --> 99:59:59.999
rather than just in case
at some point in the future.

99:59:59.999 --> 99:59:59.999
There's an obvious sense 
of collegiality, do it with friends.

99:59:59.999 --> 99:59:59.999
It's now the case that if you're
on Twitter or Yammer,

99:59:59.999 --> 99:59:59.999
you've probably got your closest
collaborator on the other side

99:59:59.999 --> 99:59:59.999
of the world, rather than
on the other side of the office.

99:59:59.999 --> 99:59:59.999
And then, there's a sense of playfulness
about all of this stuff.

99:59:59.999 --> 99:59:59.999
Then we get into the contentious ones.

99:59:59.999 --> 99:59:59.999
Do unto others.

99:59:59.999 --> 99:59:59.999
Now, I know that social media
has got bullies, has got trolls,

99:59:59.999 --> 99:59:59.999
and there are bad people out there
who do bad things,

99:59:59.999 --> 99:59:59.999
but that's the stuff that gets reported.

99:59:59.999 --> 99:59:59.999
What doesn't get reported
are the million random acts of kindness

99:59:59.999 --> 99:59:59.999
which happen every day because of
that sense of generosity

99:59:59.999 --> 99:59:59.999
which is powering the learning.

99:59:59.999 --> 99:59:59.999
And similarly, for the last one.

99:59:59.999 --> 99:59:59.999
There's a high visibility about the 
learning which is happening

99:59:59.999 --> 99:59:59.999
in the social space which isn't
being replicated, I would argue,

99:59:59.999 --> 99:59:59.999
in the formal learning space.

99:59:59.999 --> 99:59:59.999
Companies and universities
get very nervous about the learning

99:59:59.999 --> 99:59:59.999
being open to the rest of the world.

99:59:59.999 --> 99:59:59.999
But I think these six qualities
of social learning are

99:59:59.999 --> 99:59:59.999
the means by which those communities
develop a sense of agency.

99:59:59.999 --> 99:59:59.999
And I'd argue that we need to think
about how many of these

99:59:59.999 --> 99:59:59.999
we can bring in to our formal
learning programs.

99:59:59.999 --> 99:59:59.999
And it's really encouraging to see
the presentations that are scheduled

99:59:59.999 --> 99:59:59.999
for the next couple of days,
particularly the ones which

99:59:59.999 --> 99:59:59.999
are about peer learning.

99:59:59.999 --> 99:59:59.999
So they're the four kind of 
common characteristics

99:59:59.999 --> 99:59:59.999
behind people-powered
innovation.

99:59:59.999 --> 99:59:59.999
I'm now, only got a couple of 
minutes left, so let's just finish

99:59:59.999 --> 99:59:59.999
with perhaps three things
that we could do

99:59:59.999 --> 99:59:59.999
to develop more people-powered
innovation.

99:59:59.999 --> 99:59:59.999
First is don't be afraid of the pro-am.

99:59:59.999 --> 99:59:59.999
The poster boy these days
for the pro-am is this kid.

99:59:59.999 --> 99:59:59.999
Just put your hand up 
if you recognize this kid.

99:59:59.999 --> 99:59:59.999
Oh, not many.
His name's Jack Andraka.

99:59:59.999 --> 99:59:59.999
When he was fifteen,
he came up with a biomarker

99:59:59.999 --> 99:59:59.999
for pancreatic cancer because
the need was there.

99:59:59.999 --> 99:59:59.999
A close member of his family died
of pancreatic cancer

99:59:59.999 --> 99:59:59.999
because it wasn't spotted early enough.

99:59:59.999 --> 99:59:59.999
So Jack came up, did all his research
on Google and Wikipedia.

99:59:59.999 --> 99:59:59.999
He calls them a teenager's best friends.

99:59:59.999 --> 99:59:59.999
And then he reached a point where
he needed lab space.

99:59:59.999 --> 99:59:59.999
So he wrote to 200 universities 
in America

99:59:59.999 --> 99:59:59.999
and 199 of them turned him down.

99:59:59.999 --> 99:59:59.999
They couldn't see what a 15-year-old
could possibly tell them

99:59:59.999 --> 99:59:59.999
about pancreatic cancer, I mean,
he didn't even have a master's.

99:59:59.999 --> 99:59:59.999
So how would he possibly be able
to help them?

99:59:59.999 --> 99:59:59.999
Now fortunately, one did,
and that was Johns Hopkins.

99:59:59.999 --> 99:59:59.999
And it's ready to go into production now,
this biomarker.

99:59:59.999 --> 99:59:59.999
But here again, he's come up,
he's incredibly frustrated

99:59:59.999 --> 99:59:59.999
because he's come up against
regulatory framework

99:59:59.999 --> 99:59:59.999
which is not allowing this thing
to be made available

99:59:59.999 --> 99:59:59.999
because of the ridiculous clinical
trial system that we've got.

99:59:59.999 --> 99:59:59.999
And it's going to be five,
possibly ten years,

99:59:59.999 --> 99:59:59.999
before this is now made available.

99:59:59.999 --> 99:59:59.999
And as Jack says, "How many 
more people are going to die

99:59:59.999 --> 99:59:59.999
"as a result of that?"

99:59:59.999 --> 99:59:59.999
So that's one,
don't be afraid of the pro-am,

99:59:59.999 --> 99:59:59.999
and obviously,
de-regulate where possible.

99:59:59.999 --> 99:59:59.999
Welcome those education hackers.

99:59:59.999 --> 99:59:59.999
But then finally, I think we've just
not got to be in denial about this.

99:59:59.999 --> 99:59:59.999
Since "Open" was published,
I've worked with a lot of companies

99:59:59.999 --> 99:59:59.999
and universities, and I go in 
and I tell them about the risks

99:59:59.999 --> 99:59:59.999
of being dis-intermediated.

99:59:59.999 --> 99:59:59.999
But I sense this kind of collective
denial going on.

99:59:59.999 --> 99:59:59.999
And it's understandable because
for a long time,

99:59:59.999 --> 99:59:59.999
learners had nowhere else to go.

99:59:59.999 --> 99:59:59.999
And we've had a kind of monopoly
for the past hundred years or more,

99:59:59.999 --> 99:59:59.999
but the time to open up education
is here and it's now,

99:59:59.999 --> 99:59:59.999
and we have to involve users
in redefining what we do.

99:59:59.999 --> 99:59:59.999
So I began by talking about 
my recent cancer treatment.

99:59:59.999 --> 99:59:59.999
And when I was first diagnosed, I had
my first meeting with the oncologist.

99:59:59.999 --> 99:59:59.999
And as you can imagine, 
I had done a ton of research

99:59:59.999 --> 99:59:59.999
because I'm a hypochondriac,
I don't mind admitting it.

99:59:59.999 --> 99:59:59.999
The only consolation about 
being a hypochondriac

99:59:59.999 --> 99:59:59.999
is that eventually you're proven right.
(audience laughs)

99:59:59.999 --> 99:59:59.999
So I was talking to the oncologist, and I 
said, "What are the alternatives to surgery?"

99:59:59.999 --> 99:59:59.999
"What are going to be the side effects
of chemotherapy, if I have to have it?"

99:59:59.999 --> 99:59:59.999
And he was getting more and more
frustrated.

99:59:59.999 --> 99:59:59.999
I asked about holistic treatments.

99:59:59.999 --> 99:59:59.999
Eventually, he kind of snapped
at me, and he said,

99:59:59.999 --> 99:59:59.999
"Look, just have the surgery.
Don't overthink this."

99:59:59.999 --> 99:59:59.999
Now, when a doctor tells you
to not overthink it,

99:59:59.999 --> 99:59:59.999
I would strongly recommend you
find another doctor,

99:59:59.999 --> 99:59:59.999
because that's the kind of 
Apple philosophy.

99:59:59.999 --> 99:59:59.999
You know, we've done 
all the research and the design.

99:59:59.999 --> 99:59:59.999
You should just be grateful
that we're letting you buy it.

99:59:59.999 --> 99:59:59.999
But one of these forums that I was on,
the one I was telling you about

99:59:59.999 --> 99:59:59.999
that are operating kind of 
on the boundaries,

99:59:59.999 --> 99:59:59.999
go on there regularly, and this oncologist
joined in on the conversation.

99:59:59.999 --> 99:59:59.999
And people woke up smart, 
and they said,

99:59:59.999 --> 99:59:59.999
"But we never get professionals
coming on this forum."

99:59:59.999 --> 99:59:59.999
And the oncologist said, "Well,
it's really important

99:59:59.999 --> 99:59:59.999
"that this dialogue takes place."

99:59:59.999 --> 99:59:59.999
And I remember what he said.

99:59:59.999 --> 99:59:59.999
He said, "Those who seek answers
need to be part of this solution."

99:59:59.999 --> 99:59:59.999
So I hope you'll think how you
can bring more people-powered innovation

99:59:59.999 --> 99:59:59.999
into your own learning programs, and
enable people to be part of the solution.

99:59:59.999 --> 99:59:59.999
Thanks very much for listening.

99:59:59.999 --> 99:59:59.999
(applause)

99:59:59.999 --> 99:59:59.999
- David, thank you very much, indeed.
You're great, at 23 minutes,

99:59:59.999 --> 99:59:59.999
so thank you very much indeed
for making that happen.

99:59:59.999 --> 99:59:59.999
And some of these questions
actually will be applicable

99:59:59.999 --> 99:59:59.999
for Cory and for Ian as well, so you
may want to pick them up

99:59:59.999 --> 99:59:59.999
in your remarks too.

99:59:59.999 --> 99:59:59.999
But let me just reflect some of 
the comments that we've been getting,

99:59:59.999 --> 99:59:59.999
and there you can see the address.

99:59:59.999 --> 99:59:59.999
I can take many more if you want.

99:59:59.999 --> 99:59:59.999
This one from Alejandro Molini.

99:59:59.999 --> 99:59:59.999
The shift to a new age of opportunity,
what exactly is this shift towards?

99:59:59.999 --> 99:59:59.999
- Well, I think that's a bigger question.

99:59:59.999 --> 99:59:59.999
That's a question that I asked myself when
I looked at the overall theme for today.

99:59:59.999 --> 99:59:59.999
But certainly as far as the thing that I
was talking about, for me

99:59:59.999 --> 99:59:59.999
it is the shift toward knowledge
is becoming more open.

99:59:59.999 --> 99:59:59.999
It's a curious kind of battle which is
constantly taking place

99:59:59.999 --> 99:59:59.999
cause I think Cory will be talking
to some extent about institutions

99:59:59.999 --> 99:59:59.999
and how they're making it difficult
for that knowledge to be shared.

99:59:59.999 --> 99:59:59.999
But I think what we've seen over
the past ten years, is a desire

99:59:59.999 --> 99:59:59.999
for people to have more control
over their lives,

99:59:59.999 --> 99:59:59.999
and the implication behind all that,
which is why I think dis-intermediation


99:59:59.999 --> 99:59:59.999
is such a powerful implication.

99:59:59.999 --> 99:59:59.999
If you're part of the music industry,
you never thought that you'd be done out.

99:59:59.999 --> 99:59:59.999
If you were a travel agent, you never
really thought that people

99:59:59.999 --> 99:59:59.999
would want to organize their
own holidays.

99:59:59.999 --> 99:59:59.999
If you're a taxi driver, you probably
didn't see Uber coming.

99:59:59.999 --> 99:59:59.999
But that to me is part of that shift.

99:59:59.999 --> 99:59:59.999
- What about this comment from
Maria Ebro?

99:59:59.999 --> 99:59:59.999
A very interesting talk, but how do
you ensure confidentiality?

99:59:59.999 --> 99:59:59.999
How do you balance control
versus innovation?

99:59:59.999 --> 99:59:59.999
- Yep, there is no easy answer to that.

99:59:59.999 --> 99:59:59.999
And when I talk about regulatory 
frameworks, of course you wouldn't want

99:59:59.999 --> 99:59:59.999
to get on a plane and wonder if 
the pilot was actually somebody

99:59:59.999 --> 99:59:59.999
who previously was sitting 
in the back row.

99:59:59.999 --> 99:59:59.999
There are some needs for that 
regulatory framework,

99:59:59.999 --> 99:59:59.999
but I think we've gone too far.

99:59:59.999 --> 99:59:59.999
And 23:47