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The must-read summary of Clay Shirky's book: "Here Comes Everybody: The Power of Organizing Without Organizations".
This complete summary of the ideas from "Here Comes Everybody" shows that groups of people are incredibly hard to organise. That’s why until now, only large corporations could generally afford to buy the tools and build the infrastructure required to sync the joint efforts of lots of people. According to author Clay Shirky, that’s about to change. For effectively the first time in history, a whole bevy of new social tools are coming into prominence which make it easy for groups to collaborate and take collective action.This summary explains that the environment in which the game of business is played has changed. You need to find ways to make these new social tools work for you rather than against you.
Added-value of this summary:
• Save time
• Understand the key concepts
• Increase your business knowledge
To learn more, read the summary of "Here Comes Everybody" and it will change the way you think about the new era of social media.
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Seitenzahl: 36
Veröffentlichungsjahr: 2013
Book PresentationHere Comes Everybody by Clay Shirky
Book Abstract
About the Author
Important Note About This Ebook
Summary of Here Comes Everybody (Clay Shirky)
1. Sharing
2. Everyone is in the media business
3. Publish first, filter later
4. Collaborative production
5. Collective action
6. Faster and faster
7. Social dilemmas
8. Tools and the shrinking world
9. Failure for free
10. The promise of the new social tools
Book Abstract
Groups of people are incredibly hard to organize. That’s why until now, only large corporations could generally afford to buy the tools and build the infrastructure which were required to sync the joint efforts of lots of people. That’s about to change. For effectively the first time in history, a whole bevy of new social tools are coming to prominence which make it easy for groups to collaborate and take collective action.
What this means for commerce is the environment in which the game of business is played has changed. You need to find ways to make these new social tools work for you rather than against you. Doing so will be an ongoing challenge, but if you ignore these tools, you run the risk of missing out on some interesting commercial opportunities.
“We are living in the middle of a remarkable increase in our ability to share, to cooperate with one another, and to take collective action, all outside the framework of our traditional institutions and organizations. Though many of these social tools were first adopted by computer scientists and workers in high-tech industries, they have spread beyond academic and corporate settings. Their effects are going to be widespread and momentous.”
– Clay Shirky
About the Author
CLAY SHIRKY is a writer, teacher and consultant. He is an adjunct professor in New York University’s graduate program in interactive telecommunications. Mr. Shirky specializes in studying the social and economic impacts of Internet technologies. He currently consults with Nokia, the BBC and the Library of Congress as well as other clients. He is a columnist in Business 2.0 and has had various articles published in the New York Times, The Wall Street Journal and the Harvard Business Review. Prior to his appointment at NYU, Mr. Shirky was a partner at The Accelerator Group, an international investment firm. He has also served as Chief Technology Officer of Site Specific, a Web media and design firm. He is a graduate of Yale College.
The Web site for this book is at www.shirky.com
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
1. Sharing
Groups are complex entities but the new generation of social tools are well suited to the demands of building and then maintaining strong groups. The act of sharing anchors the community.
At one time, only very well resourced corporations could afford to hire and maintain a workforce. There was an imperative, therefore, that these people did productive work so as to repay the direct costs involved. That meant marginal value activities were never attempted. The new generation of social tools are changing that dynamic because they dramatically lower and often even eliminate entirely the costs of coordinating group action.
Social tools work because they allow loosely structured groups to come together and achieve common aims, without any requirement for formal management and even outside the profit motive. With groups, people do things because they want to do them, not because they’re afraid of getting fired if they don’t.
There’s often a natural progression to the use of social tools:
