BIOFLUX

presented at

Do It Together - Digital Biologya seminar organized byin January 2016, Berlin

a tale from the future

Eugenio Battaglia

@battagliaem

Open Digital Microfluidics

“The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell

[…] There is a 98% chance they will

not map the right aspects of the

nervous system that they’ll need to

understand how it works.

What they should do is spend their

billion dollars on the drosophila and

make sure they understand it

thoroughly, before wasting money on

wrong theories of what to map in the

human brain.

– Marvin Minsky, on humanbrain mapping projects.

(2013)

[…] There is a 98% chance they will

not map the right aspects of the

nervous system that they’ll need to

understand how it works.

What they should do is spend their

billion dollars on the drosophila and

make sure they understand it

thoroughly, before wasting money on

wrong theories of what to map in the

human brain.

Sometimes…

Small moves can set big things in motion.

New year’s day, 2010

New year’s day, 2010

cc-by 4.0 @battagliaem

“It was 2007 when Giovanni Idili and I

started – naively – talking about

simulating the worm”

– Matteo Cantarelli

cc-by 4.0 @battagliaem

This is me!

cc-by 4.0 @battagliaem

meanwhile in Novosibirsk…

Andrey Palyanov

“There’s plenty of science that still

happens in non-english language, so

that there’s still a lot of talent that

isn’t talking to the rest of the world.”

–Stephen Larson

Sergey Khayrulin

9 core members fully committed from 7 countries

36 open source contributors

a total of 45 community members

2014

we live in very interesting times for biology

we live in very interesting times for biology

engineering get into bio

bio get into engineering

art & design get into bio

bio get into art & design

contamination

What are the reasons of this contamination?

Less of this Less of this

?

Much more of this

Illustration: Simone Cicero – meedabyte.com

Much more of this

?

In places like this Abandoned factory in Lurgan (UK)

Illustration: Simone Cicero – meedabyte.com

In places like this Abandoned factory in Lurgan (UK) ?

www.pentagrowth.com

www.pentagrowth.com

Mass Labour Concentration ofthe means of

production

Mass Market

The Traditional (industrial) Linear Model

Means of productionare in the hands of users

Market and Societyare the same thing

Producer = Consumer

The Networked (post-industrial) platform model

Platform EnablesMass Collaboration

Means of productionare controlled bythe firm

Society is not part ofthe picture

Producer ≠ ConsumerPlatform Enables

Mass Collaboration

everyone is networked

everyone is networked with everything

www.pentagrowth.com

“Software is eating the world”

Thanks to tools like these Illustration: Simone Cicero – meedabyte.com

Thanks to tools like these Thanks to tools like these

Democratization of production

Democratization of production

No more monolithic products

No more monolithic products

Modularity Customizability

Hackability

All this demand for innovation

drives componentization

All this demand for innovation

drives componentization

www.pentagrowth.com

reduction of

coordination

transaction

COSTS

reduction of

coordination

transaction

DISINTERMEDIATION

Hierarchy Group

controlled by individuals

Consensus Individuals controlled by the group

Access +

Componentization +

Collaboration =

the highest disruption rate ever

Networked world +

Componentization +

Collaboration =

the highest disruption rate ever

small players

MO

BILI

TY

TRAV

EL

RETA

IL

HEA

LTH

HO

ME

COM

MER

CE

TELE

COM

S

small players

MO

BILI

TY

TRAV

EL

RETA

IL

HEA

LTH

HO

ME

COM

MER

CE

TELE

COM

S

INCUMBENTS

small players

FIXED CAPITAL COGNITIVE & SOCIAL CAPITAL

BUREOCRACIES Organizing Production

PLATFORMS Organizing

Interactions

Mass Labour Concentration ofthe means of

production

Mass Market

The Traditional (industrial) Linear Model

Means of productionare in the hands of users

Market and Societyare the same thing

Producer = Consumer

The Networked (post-industrial) platform model

Platform EnablesMass Collaboration

Means of productionare controlled bythe firm

Society is not part ofthe picture

Producer ≠ Consumer

Mass Labour Concentration ofthe means of

production

Mass Market

The Traditional (industrial) Linear Model

Means of productionare in the hands of users

Market and Societyare the same thing

Producer = Consumer

The Networked (post-industrial) platform model

Platform EnablesMass Collaboration

Means of productionare controlled bythe firm

Society is not part ofthe picture

Producer ≠ Consumer

“Platforms are essentially bureaucracies for the networked age”

BUREOCRACIES Organizing Production

PLATFORMS Organizing

Interactions

Mass Labour Concentration ofthe means of

production

Mass Market

The Traditional (industrial) Linear Model

Means of productionare in the hands of users

Market and Societyare the same thing

Producer = Consumer

The Networked (post-industrial) platform model

Platform EnablesMass Collaboration

Means of productionare controlled bythe firm

Society is not part ofthe picture

Producer ≠ Consumer

Mass Labour Concentration ofthe means of

production

Mass Market

The Traditional (industrial) Linear Model

Means of productionare in the hands of users

Market and Societyare the same thing

Producer = Consumer

The Networked (post-industrial) platform model

Platform EnablesMass Collaboration

Means of productionare controlled bythe firm

Society is not part ofthe picture

Producer ≠ Consumer

general intellect

CREATE VALUE FROM SOCIAL & RELATIONAL CAPITAL

Is this affecting how science and R&D are made?

but…

Why some projects thrive while others miserabily fail ?

?

every project has a set of definable milestones

no amount of funding can accelerate.

More money is helpful later, but not now.

– S. Blank on the Four Steps to Epiphany

every project has a set of definable milestones

no amount of funding can accelerate.

More money is helpful later, but not now.

– S. Blank on the Four Steps to Epiphany

$ 18,5 Mevery project has a set of definable milestones

no amount of funding can accelerate.

More money is helpful later, but not now.

– S. Blank on the Four Steps to Epiphany

The Open Source Revolution

1983 1991

2001

Common

s-base

d peer

produ

ction

2006

Platform economy

2010

Cathedrals and Bazaars

www.pentagrowth.com

•

•

•

•

www.pentagrowth.com

•

•

•

•

www.pentagrowth.com

•

•

•

•

www.pentagrowth.com

•

•

•

•

RESPONSIVE ORGANIZATIONS

Aaron Dignan

ADAPTIVEDYNAMIC

ANTI-FRAGILE

“...a governance structure that determines who can participate, what roles they might play, how they might interact, and how disputes get resolved plus additional set of protocols or standards typically designed to facilitate connection, coordination, and collaboration.”

How to define “Platforms” in the end?

John Hagel’s definition exceprted from:”Business ecosystems come of age”

“...a governance structure that determines who can participate, what roles they might play, how they might interact, and how disputes get resolved plus additional set of protocols or standards typically designed to facilitate connection, coordination, and collaboration.”

How to define “Platforms” in the end?

John Hagel’s definition exceprted from:”Business ecosystems come of age”

SO IT’S NOT ONLY ABOUT TOOLS!

WE SHAPE OUR TOOLS OUR TOOLS SHAPE US

VALUES CULTURE

GOVERNANCE TOOLS

co-design

VALUES CULTURE

GOVERNANCE TOOLS

trust

co-design

VALUES CULTURE

GOVERNANCE TOOLS

trust

empo

wer

men

tco-design

VALUES CULTURE

GOVERNANCE TOOLS

trust

empo

wer

men

tco-design

orga

nize

d co

llabo

rativ

e in

tera

ctio

ns

VALUES CULTURE

GOVERNANCE TOOLS

trust

empo

wer

men

tco-design

trust

orga

nize

d co

llabo

rativ

e in

tera

ctio

ns

“The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell

“The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell

Mass Labour Concentration ofthe means of

production

Mass Market

The Traditional (industrial) Linear Model

Means of productionare in the hands of users

Market and Societyare the same thing

Producer = Consumer

The Networked (post-industrial) platform model

Platform EnablesMass Collaboration

Means of productionare controlled bythe firm

Society is not part ofthe picture

Producer ≠ Consumer

Mass Labour Concentration ofthe means of

production

Mass Market

The Traditional (industrial) Linear Model

Means of productionare in the hands of users

Market and Societyare the same thing

Producer = Consumer

The Networked (post-industrial) platform model

Platform EnablesMass Collaboration

Means of productionare controlled bythe firm

Society is not part ofthe picture

Producer ≠ Consumer

“The past decade was about finding

new collaboration and innovation

tools and models on the web.

The next decade will be about

applying them to the real world.”

Chris Anderson

Sometimes…

Small moves can set big things in motion.

3 KEY STEPS to enabling the transformation

PARTICIPATIVE

ALLIGNED AUTONOMY

INDIVIDUAL WHOLENESS

EVOLUTIVE

MISSION

1. EMBRACE A RESPONSIVE ORGANIZATIONAL MODEL

PARTICIPATIVE

ALLIGNED AUTONOMY

INDIVIDUAL WHOLENESS

EVOLUTIVE

MISSION

“It will be up to us to ultimately determine how we use that digital technology.

Will we use it to narrowly squeeze out all inefficiency in the work we do? Or will we use it to catalyze and amplify the imagination that makes us uniquely human and that could identify entirely new avenues to create fundamentally new sources of value?”

John Hagel - Deloitte

“hack together, everything, start small and agile and constantly improve”

LIQUID ORGANISATION

How we've invented LiquidO™ and why you should care.

www.liquidorganisation.info

LiquidO™ white paper, version 1.5 - May 2014

2. BUILD INNOVATION CAPABILITIES

DESIGN

PEOPLEDESIGN

INVENTORIESINFRASTRUCTURES

Concept / Seed Product Development

Alpha / Beta Test

Launch / 1st Ship

Product Development road-map

Discovery Driven Development

Friendly First Contacts

“Problem” presentation

Customer Understanding Market Knowledge

test your problem hypothesis

Product Hypothesis

Customer & Problem Hypothesis

Distribution & Pricing Hypothesis

Demand Creation Hypothesis

Market Type Hypothesis

Competitive Hypothesis

state your hypotheses

First Reality Check

Product Presentation

Yet More Customer Visits

Second Reality Check 1st Advisory Board

test your product hypothesis

Verify the Problem

Verify the Product

Verify the Business Model Iterate or Exit

verify

1. Human readable protocol

2. Dependency graph

1. Prepare Standards + sa

mples 1,2,3,4

2. Mix 2μL of e

ach st

andard dilutio

n w/ e

ach sa

mple

3. After e

ach m

ix, move th

e resu

lting drop in

a ordered array

7. Detectabso

rbance.

ready-to-use or build your own

array set-up and scheduling of operations and timing

Abstraction layer

5. For e

ach re

sultin

g drop add 1 μL of re

agent f1

4. Incubate

for 5 min.

6. Incubate

for 3 min.

Softw

are

Hum

an

tx

STD

w

w

t

t TOT

tx

m

tx

m

f1

s1s2s3s4

{

Step

Translate

{

Step 1 2 3 4

Dispense

{

Mix

{

Merge

{

Split

Har

dwar

e

3. Basic fluidic operations

Path routingand timing

4. Electrode switching sequence

1 2 3 4 Step 1 2 3 4

Data-driven Customer Discovery

50 most used

50 most labour intensive(repetitive,

long, error-prone)

in biolabs

+

+

which protocols?

Data-driven Customer Discovery Abstraction Layers Design

OpenDrop Eugenio Battaglia and Urs Gaudenz gaudilabs.ch/

Brainstorming

Assessment

Concept development

Team buliding

Large iterations

First design phase

Second design phase

Program development

Cost model

Partnerships

UXD / Logistics planning

Communications design

Execution phase

Nov ‘13 – Feb ‘14 Jun ‘14– Aug ‘14– Dec ‘14– Jan ‘15 Feb ‘15 Mar ‘15 Apr ‘15 May ‘15 Jun ‘14 Jul ‘15 Aug ‘15 Sep ‘15 Oct ‘14 Nov ‘15 Dec ‘15

Dissemination phase

Communications pre-camp

Venue Logistics

Program execution

Outputs dissemination

Output elaboration

Projects follow-ups

Today Kick-off day

OSF15

Gantt Charts

Kung fu

More Studies confirmed superior nature of networked business models: the Pentagrowth

A research study and model that described the five exponential growth levers identified after studying 50 organisations which have grown more than 50% in terms of revenue and number of users between 2008 and 2013.

Result: growth is seen as a function of connectivity, enablement and empowerment of users and partners - a result of interaction and reach.

> Kastushika Hokusai The blind men and the Elephant (1818)

BUREOCRACIES Organizing Production

PLATFORMS Organizing

Interactions

3. BUILD AN AGILE PLATFORM

Mass Labour Concentration ofthe means of

production

Mass Market

The Traditional (industrial) Linear Model

Means of productionare in the hands of users

Market and Societyare the same thing

Producer = Consumer

The Networked (post-industrial) platform model

Platform EnablesMass Collaboration

Means of productionare controlled bythe firm

Society is not part ofthe picture

Producer ≠ Consumer

Mass Labour Concentration ofthe means of

production

Mass Market

The Traditional (industrial) Linear Model

Means of productionare in the hands of users

Market and Societyare the same thing

Producer = Consumer

The Networked (post-industrial) platform model

Platform EnablesMass Collaboration

Means of productionare controlled bythe firm

Society is not part ofthe picture

Producer ≠ Consumer

BUREOCRACIES Organizing Production

PLATFORMS Organizing

Interactions

3. BUILD AN AGILE PLATFORM

Mass Labour Concentration ofthe means of

production

Mass Market

The Traditional (industrial) Linear Model

Means of productionare in the hands of users

Market and Societyare the same thing

Producer = Consumer

The Networked (post-industrial) platform model

Platform EnablesMass Collaboration

Means of productionare controlled bythe firm

Society is not part ofthe picture

Producer ≠ Consumer

Mass Labour Concentration ofthe means of

production

Mass Market

The Traditional (industrial) Linear Model

Means of productionare in the hands of users

Market and Societyare the same thing

Producer = Consumer

The Networked (post-industrial) platform model

Platform EnablesMass Collaboration

Means of productionare controlled bythe firm

Society is not part ofthe picture

Producer ≠ Consumer

“Platforms are essentially bureaucracies for the networked age”

LIQUID ORGANISATIONHow we've invented LiquidO™ and why you should care.

www.liquidorganisation.infoLiquidO™ white paper, version 1.5 - May 2014

COLLABORATIVEWORKING BOARD

REPUTATION TRACKING

CONTRIBUTIONACCOUNTING

COLLABORATIVE DECISIONMAKING

COLLABORATIVEWORKING BOARD

REPUTATION TRACKING

CONTRIBUTIONACCOUNTING

COLLABORATIVE DECISIONMAKING

www.liquidorganisation.infoLiquidO™ white paper, version 1.5 - May 2014

COLLABORATIVEWORKING BOARD

REPUTATION TRACKING

CONTRIBUTIONACCOUNTING

COLLABORATIVE DECISIONMAKING

COLLABORATIVEWORKING BOARD

REPUTATION TRACKING

CONTRIBUTIONACCOUNTING

COLLABORATIVE DECISIONMAKING

www.liquidorganisation.infoLiquidO™ white paper, version 1.5 - May 2014

The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.

These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.

Rhythmic Rituals Governance Meetings

4 types

The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.

These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.

Rhythmic Rituals Governance Meetings Global Jam

twice per solar year, define the strategy for the next six months

4 types

The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.

These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.

Rhythmic Rituals Governance Meetings Global Jam

Quarterly Kick-off

twice per solar year, define the strategy for the next six months

deeper and halfway check on strategy execution

4 types

The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.

These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.

Rhythmic Rituals Governance Meetings Global Jam

Quarterly Kick-off

Monthly catch-up

twice per solar year, define the strategy for the next six months

deeper and halfway check on strategy execution

stop for few hours and allign vision and activities on the ongoing strategy

4 types

The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.

These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.

Rhythmic Rituals Governance Meetings Global Jam

Quarterly Kick-off

Monthly catch-up

Weekly coordination

twice per solar year, define the strategy for the next six months

deeper and halfway check on strategy execution

stop for few hours and allign vision and activities on the ongoing strategy

stop for few hours and allign vision and activities on the ongoing strategy

4 types

The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.

These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.

Rhythmic Rituals Governance Meetings Global Jam

Quarterly Kick-off

Monthly catch-up

Weekly coordination

twice per solar year, define the strategy for the next six months

deeper and halfway check on strategy execution

stop for few hours and allign vision and activities on the ongoing strategy

stop for few hours and allign vision and activities on the ongoing strategy

Mainly On-line

4 types

The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.

These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.

Rhythmic Rituals Governance Meetings Global Jam

Quarterly Kick-off

Monthly catch-up

Weekly coordination

twice per solar year, define the strategy for the next six months

deeper and halfway check on strategy execution

stop for few hours and allign vision and activities on the ongoing strategy

stop for few hours and allign vision and activities on the ongoing strategy

Mainly On-line

Possibly live

4 types

The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.

These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.

Rhythmic Rituals Governance Meetings Global Jam

Quarterly Kick-off

Monthly catch-up

Weekly coordination

twice per solar year, define the strategy for the next six months

deeper and halfway check on strategy execution

stop for few hours and allign vision and activities on the ongoing strategy

stop for few hours and allign vision and activities on the ongoing strategy

Mainly On-line

Possibly live

Definitely live!

4 types

The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.

These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.

Rhythmic Rituals Governance Meetings Global Jam

Quarterly Kick-off

Monthly catch-up

Weekly coordination

twice per solar year, define the strategy for the next six months

deeper and halfway check on strategy execution

stop for few hours and allign vision and activities on the ongoing strategy

stop for few hours and allign vision and activities on the ongoing strategy

Mainly On-line

Possibly live

Definitely live!

Strategy

Execution

4 types

The LiquidO™ model also includes some rithmic rituals to keep people aligned within the governance of the whole organisation.

These are timeboxed, inclusive, live and/or online meetings that happen regularly, and which usually anybody can join freely. It is very important to foresee and define these alignment events since there is nobody with a functional responsibility of watching out for specific problems and opportunities, therefore requiring the right context for having them emerge from the people and being inserted in the governance platform.

Rhythmic Rituals Governance Meetings Global Jam

Quarterly Kick-off

Monthly catch-up

Weekly coordination

twice per solar year, define the strategy for the next six months

deeper and halfway check on strategy execution

stop for few hours and allign vision and activities on the ongoing strategy

stop for few hours and allign vision and activities on the ongoing strategy

Mainly On-line

Possibly live

Definitely live!

Strategy

Execution

This doesn’t exclude

the need for random

hackathons, jams or

any other meeting!4 types

COLLABORATIVEWORKING BOARD

REPUTATION TRACKING

CONTRIBUTIONACCOUNTING

COLLABORATIVE DECISIONMAKING

COLLABORATIVEWORKING BOARD

REPUTATION TRACKING

CONTRIBUTIONACCOUNTING

COLLABORATIVE DECISIONMAKING

COLLABORATIVEWORKING BOARD

REPUTATION TRACKING

CONTRIBUTIONACCOUNTING

COLLABORATIVE DECISIONMAKING

www.liquidorganisation.infoLiquidO™ white paper, version 1.5 - May 2014

COLLABORATIVEWORKING BOARD

REPUTATION TRACKING

CONTRIBUTIONACCOUNTING

COLLABORATIVE DECISIONMAKING

COLLABORATIVEWORKING BOARD

REPUTATION TRACKING

CONTRIBUTIONACCOUNTING

COLLABORATIVE DECISIONMAKING

COLLABORATIVEWORKING BOARD

REPUTATION TRACKING

CONTRIBUTIONACCOUNTING

COLLABORATIVE DECISIONMAKING

www.liquidorganisation.infoLiquidO™ white paper, version 1.5 - May 2014

Anyone

can propose

new activities

according to the

current mission

Anyone

can propose

new activities

according to the

current mission

Ideas get accepted

by members

beacuse in line

with current

mission

Anyone

can propose

new activities

according to the

current mission

Ideas get accepted

by members

beacuse in line

with current

mission

Anyone

can propose

new activities

according to the

current mission

Ideas get accepted

by members

beacuse in line

with current

mission

Open Items get

prioritized each

monday

Anyone

can propose

new activities

according to the

current mission

Ideas get accepted

by members

beacuse in line

with current

mission

Open Items get

prioritized each

monday

When an Open

Item is first in line

anyone can take it

into In Progress

and lead it

Anyone

can propose

new activities

according to the

current mission

Ideas get accepted

by members

beacuse in line

with current

mission

Open Items get

prioritized each

monday

When an Open

Item is first in line

anyone can take it

into In Progress

and lead it

Anyone

can propose

new activities

according to the

current mission

Ideas get accepted

by members

beacuse in line

with current

mission

Open Items get

prioritized each

monday

When an Open

Item is first in line

anyone can take it

into In Progress

and lead it

Other people join

the In Progress

task, and

contribute to it.

Anyone

can propose

new activities

according to the

current mission

Ideas get accepted

by members

beacuse in line

with current

mission

Open Items get

prioritized each

monday

When an Open

Item is first in line

anyone can take it

into In Progress

and lead it

Other people join

the In Progress

task, and

contribute to it.

When the task is

done, leader put it

into Completed.

Anyone

can propose

new activities

according to the

current mission

Ideas get accepted

by members

beacuse in line

with current

mission

Open Items get

prioritized each

monday

When an Open

Item is first in line

anyone can take it

into In Progress

and lead it

Other people join

the In Progress

task, and

contribute to it.

When the task is

done, leader put it

into Completed.

Anyone

can propose

new activities

according to the

current mission

Ideas get accepted

by members

beacuse in line

with current

mission

Open Items get

prioritized each

monday

When an Open

Item is first in line

anyone can take it

into In Progress

and lead it

Other people join

the In Progress

task, and

contribute to it.

When the task is

done, leader put it

into Completed.

Here members

vote if it’s accepted

or not

Anyone

can propose

new activities

according to the

current mission

Ideas get accepted

by members

beacuse in line

with current

mission

Open Items get

prioritized each

monday

When an Open

Item is first in line

anyone can take it

into In Progress

and lead it

Other people join

the In Progress

task, and

contribute to it.

When the task is

done, leader put it

into Completed.

Here members

vote if it’s accepted

or not

Anyone

can propose

new activities

according to the

current mission

Ideas get accepted

by members

beacuse in line

with current

mission

Open Items get

prioritized each

monday

When an Open

Item is first in line

anyone can take it

into In Progress

and lead it

Other people join

the In Progress

task, and

contribute to it.

When the task is

done, leader put it

into Completed.

Here members

vote if it’s accepted

or not

Retrospective &

Contribution

Accounting

Let’s prototype our

governance model !

Thankssome text and graphics of this presentation are licensed by @meedabyte under CC-by-sa 4.0

where not otherwise indicated the rest of the material is licensed by @battagliaem under CC-by-sa 4.0

LiquidO™ white paper, version 1.5 - May 2014 is licensed by Cocoon Projects under CC-by-sa-nc 4.0