Netscape flattener why

Notify me of new comments via email. Notify me of new posts via email. Enter your email address to subscribe to this blog and receive notifications of new posts by email. Email Address:. Sign me up! RSS - Posts. RSS - Comments. Skip to content. Flatteners of the World — 15 Comments. At this point, the basic platform for the revolution to follow was created: IBM PC, Windows, a standardized graphical interface for word processing, dial up modems, a standardized tool for communication, and a global phone network.

Like this: Like Loading Frank Wissler says:. February 5, at pm. Kristina Valentinova says:. December 19, at pm. Sebastian Buehler says:. January 14, at pm. Maria Halasi says:. February 16, at pm. Nathalie Roithinger says:. Pleased to Meet You! The Sterling Quality Post says:. That is nine. What is the tenth? What the steroids are doing is turbocharging all six of these new forms of collaboration and now allowing you to do any one from anywhere with any device.

The third chapter of the book — and I will stop here — is really the core thesis. It is called "The Triple Convergence. The first convergence was that sometime around , all ten of these flatteners started to converge. The complementarities between them all suddenly started to work together.

The informing drove the outsourcing; the outsourcing drove the insourcing; the insourcing drove the supply-chaining; the supply-chaining drove the offshoring. All started to work together at a tipping point, and the result was a Web-enabled global platform for multiple forms of collaboration and sharing of knowledge—irrespective of distance, of geography, and increasingly, even of language.

We are just at the beginning of this. The second convergence — as I said, it was a triple convergence — was the fact that we are now at the beginning of learning to what I call "horizontalize" ourse lves. We are going from a world where value was created almost exclusively in command-and-control silos, from the top down, to a world where value is going to increasingly be created by connect-and-collaborate, horizontally. We are going from a vertical value-creation model to a horizontal value-creation model.

To get the most out of this, you have to change all your habits. The Stanford economist Paul David wrote a famous essay on electrification. He asked, when electricity came out, why didn't we get a burst of productivity? His answer was, because people had to change all their habits. They had to change the very architecture of buildings in order to accommodate small electric motors.

It was only after twenty years, when everyone changed their habits from steam engines and their architecture and their business-management processes, did we get the explosion of productivity from electrification.

I would argue the same is going to have to happen with "horizontalization," as we move from vertical to horizontal. An example I like to give from this — and it is a very vivid one — happened to me when I was starting to write this book. My daughter goes to school in New Haven. I live in Bethesda, Maryland. Last spring, I was going to visit her, taking her some spring clothes.

To get from Bethesda, Maryland, to New Haven is a total pain in the behind. You don't look like a Southwest crowd to me, but never mind. If you have flown Southwest, you may know that on Southwest Airlines you don't get an assigned seat; you just get a ticket that says A, B, or C. You do not want to be a C on Southwest Airlines. You don't even want to be a B if you are carrying two bags of carry-on for your daughter and want to find room in the bin overhead or not get stuck in the middle seat.

No problem. I am a hip guy. I did the e-ticket thing. I got to Southwest Airlines ninety-five minutes before my flight. I put my credit card in the Southwest e-ticket machine. Out came my ticket, and it said B. I said, "This thing is rigged! This is fixed! This is worse than Las Vegas! It did not take long before all these people who were connecting wanted to do more than just browse and send e-mail, instant messages, pictures, and music over this Internet platform.

They wanted to do any of these things from anywhere to anywhere and from any computer to any computer-seamlessly. Flattener 4: Open-Sourcing The Open Source Movement involves thousand of people around the world coming together online to collaborate in writing everything from their own software to their own operating systems. Flattener 5 Out-Sourcing Y2K led to this mad rush for Indian brainpower to get the programming work done. Indian companies were good and cheap and India was the only place with the volume of workers to do it.

Out-Sourcing means taking some specific, but limited, function that your company was doing in-house such as research, call centers, or accounts receivable. You then have another company perform that exact function for you then reintegrating their work back into your overall operation. India is one of the few places where you can find surplus English-speaking engineers at any price. After the dot-com bubble burst American IT companies needed low cost Indian engineers and they were able to fill the gap.

There, it produces the very same product in the very same way, only with cheaper costs. Flattener 7: Supply-Chaining Supply chaining is a method of collaborating horizontally among suppliers, Retailers and Customers to create value. Supply Chaining is both enabled by the flattening of the world and a hugely important flattener itself.

The more these supply chains grow and proliferate, the result is that:. Nike does not touch the product. The design, out-source, off-shore and then in-source. In-forming is the ability to build and deploy your own personal supply chain. This is a supply chain of information, knowledge, and entertainment. In-forming is about self-collaboration. You can now become your own self-directed and self-empowered researcher, editor selector of entertainment without having to go to the library or the movie theater or through network television.

In-forming is searching for knowledge and now having the capability to access it any time and anywhere.