Creating Shared Value by Michael E. Porter and Mark R. Kramer The Idea In brief The concept of shared value†which focuses on the connections between societal and economic progress†has
There are three key ways that companies can create shared value opportunities By reconceiving products and marketsâ€
¢Every firm should look at decisions and opportunities through the lens of shared value. This will lead to new
political leaders to set policies that undermine competitiveness and sap economic growth. Business is caught in a vicious
their longer-term success. How else could companies overlook the well-being of their customers, the depletion of natural
which involves creating economic value in a way that also creates value for society by addressing its needs and challenges.
business, where profit is earned revenues from customers minus the costs incurred. However, businesses have rarely
The opportunities have been there all along but have been overlooked. Businesses acting as businesses, not as charitable donors, are the most powerful force for addressing the pressing issues we face.
while customers, employees, and a new generation of young people are asking business to step up
of innovation and productivity growth in the global economy. It will also reshape capitalism and its relationship to society
That is in part because economists have legitimized the idea that to provide societal benefits, companies must temper their economic success. In neoclassical thinking, a requirement
a firm that is already maximizing profits, says the theory, will inevitably raise costs and reduce those profits
A related concept, with the same conclusion, is the notion of externalities. Externalities arise when firms create social costs that
Blurring the Profit/Nonprofit Boundary The concept of shared value blurs the line between for-profit and nonprofit organizations.
New kinds of hybrid enterprises are rapidly appearing. For example, Waterhealth International, a fast-growing for-profit, uses innovative water purification
techniques to distribute clean water at minimal cost to more than one million people in rural India, Ghana, and the
Philippines. Its investors include not only the socially focused Acumen Fund and the International finance corporation of the
World bank but also Dow Chemical†s venture fund. Revolution Foods, a four-year-old venture-capital-backed U s. start-up
and nutritious meals to students daily†and does so at a higher gross margin than traditional
Waste Concern, a hybrid profit/nonprofit enterprise started in Bangladesh 15 years ago, has built the capacity to
Seeded with capital from the Lions club and the United nations Development Programme, the company improves health conditions
while earning a substantial gross margin through fertilizer sales and carbon credits The blurring of the boundary between successful for-profits
and nonprofits is one of the strong signs that creating shared value is possible The concept of shared value, in contrast, recognizes that societal needs,
This leads to a bigger pie of revenue and profits that benefits both farmers and the companies that buy from them.
%shared value investments can raise their incomes by more than 300%.%Initial investment and time may be required to implement new procurement practices
and develop the supporting cluster, but the return will be greater economic value and broader strategic benefits for all participants
The Roots of Shared Value At a very basic level, the competitiveness of a company and the health of the communities around it are intertwined closely.
not only to create demand for its products but also to provide critical public assets and a supportive environment.
A community needs successful businesses to provide jobs and wealth creation opportunities for its citizens.
This interdependence means that public policies that undermine the productivity and competitiveness of businesses are self-defeating,
especially in a global economy where facilities and jobs can easily move elsewhere. NGOS and governments have not always appreciated this connection
In the old, narrow view of capitalism, business contributes to society by making a profit,
purchases, investments, and taxes. Conducting business as usual is sufficient social benefit. A firm is largely a self-contained
Facing growing competition and shorter-term performance pressures from shareholders managers resorted to waves of restructuring, personnel reductions,
balance sheets to return capital to investors. The results were often commoditization, price competition, little true innovation
In this kind of competition, the communities in which companies operate perceive little benefit even as profits rise.
perceive that profits come at their expense, an impression that has become even stronger in the current economic recovery, in
community services It was not always this way. The best companies once took on a broad range of roles in meeting the needs of workers
Shortening investor time horizons began to narrow thinking about appropriate investments. As the vertically integrated firm gave way to greater reliance on outside vendors,
process, as more-fundamental opportunities for value creation were missed. The scope of strategic thinking contracted
chosen set of customers. The firm gains competitive advantage from how it configures the value chain,
and supporting its products or services. For decades businesspeople have studied positioning and the best ways to design activities
opportunities to meet fundamental societal needs and misunderstood how societal harms and weaknesses affect value chains
In understanding the business environment, managers have focused most of their attention on the industry, or the particular
grasp the importance of the broader business environment surrounding their major operations How Shared Value Is created
Companies can create economic value by creating societal value. There are three distinct ways to do this: by reconceiving
improving value in one area gives rise to opportunities in the others The concept of shared value resets the boundaries of capitalism.
The ability to create shared value applies equally to advanced economies and developing countries, though the specific
opportunities will differ. The opportunities will also differ markedly across industries and companies†but every company has
them. And their range and scope is far broader than has been recognized. The idea of shared value was explored initially in a
Arguably, they are the greatest unmet needs in the global economy. In business we have spent decades learning how to parse
while missing the most important demand of All too many companies have lost sight of that most basic of questions:
Is our product good for our customers? Or for our customers†customers In advanced economies, demand for products and services that meet societal needs is rapidly growing.
Food companies that traditionally concentrated on taste and quantity to drive more and more consumption are refocusing on the fundamental need
for better nutrition. Intel and IBM are both devising ways to help utilities harness digital intelligence
and tools that help customers budget, manage credit, and pay down debt. Sales of GE€ s Ecomagination products reached $18 billion in 2009†the size of a Fortune 150 company.
motivates customers to embrace products and services that create societal benefits, like healthier food or environmentally
friendly products Equal or greater opportunities arise from serving disadvantaged communities and developing countries. Though societal needs
are even more pressing there, these communities have not been recognized as viable markets. Today attention is riveted on
which offer firms the prospect of reaching billions of new customers at the bottom of the
Similar opportunities await in nontraditional communities in advanced countries. We have learned, for example, that poor urban
the profits for companies can be substantial. For example, low-priced cell phones that provide mobile banking services are
Kenya, Vodafone†S m-PESA mobile banking service signed up 10 million customers in three years; the funds it handles now
new opportunities for economic development and social progress increase exponentially For a company, the starting point for creating this kind of shared value is to identify all the societal needs, benefits, and harms
The opportunities are not static; they change constantly as technology evolves, economies develop, and societal priorities shift.
An ongoing exploration of societal needs will lead companies to discover new opportunities for differentiation and repositioning in traditional markets,
and to recognize the potential of new markets they previously overlooked Meeting needs in underserved markets often requires redesigned products or different distribution methods.
Opportunities to create shared value arise because societal problems can create economic costs in the firm†s value chain.
gases are not just costly to the environment but costly to the business. Wal-mart, for example, was able to address both issues
or support services. Triggered by energy price spikes and a new awareness of opportunities for
energy efficiency, this reexamination was under way even before carbon emissions became a global focus. The result has
The opportunities apply to all resources, not just those that have been identified by environmentalists. Better resource utilization†enabled by improving technology†will
The demand for water-saving technology has allowed India†s Jain Irrigation, a leading global manufacturer of complete drip
increase their profits, hire more people, and pay better wages†all of which will benefit other businesses in the community.
Opportunities for new distribution models can be even greater in nontraditional markets. For example, Hindustan Unilever is
in media-dark regions, creating major economic value for the company Employee productivity The focus on holding down wage levels, reducing benefits,
and opportunities for advancement for employees have on productivity. Many companies, for example, traditionally sought to minimize the cost of â€oeexpensive†employee health care
innovate and unlock new economic value that most businesses have missed Enabling Local Cluster Development No company is self-contained.
clean water, fair-competition laws, quality standards, and market transparency Clusters are prominent in all successful and growing regional economies and play a crucial role in driving productivity
innovation, and competitiveness. Capable local suppliers foster greater logistical efficiency and ease of collaboration, as we
Stronger local capabilities in such areas as training, transportation services, and related industries also boost
Poverty limits the demand for products and leads to environmental degradation, unhealthy workers, and high security costs.
isolated interventions and overlooked critical complementary investments Page 8 of 13creating Shared Value-Harvard Business Review
demand for ancillary services rises. A company†s efforts to improve framework conditions for the cluster spill over to other
participants and the local economy. Workforce development initiatives, for example, increase the supply of skilled employees for many other firms as well
Yara is tackling this problem through a $60 million investment in a program to improve ports and roads,
The benefits of cluster building apply not only in emerging economies but also in advanced countries. North Carolina†s
which has benefited from continued investment from both the private sector and local government, has experienced huge growth in employment, incomes, and company
Here is shared where the value opportunities will be greatest. Initiatives that address cluster weaknesses that constrain companies will be much more effective than community-focused corporate social responsibility programs, which often
Not all profit is equal†an idea that has been lost in the narrow, short-term focus of financial markets and in much management
Profits involving a social purpose represent a higher form of capitalism†one that will enable society to advance more
which leads to profits that endure Creating shared value presumes compliance with the law and ethical standards,
The opportunity to create economic value through creating societal value will be one of the most powerful forces driving growth in the global economy.
This thinking represents a new way of understanding customers productivity, and the external influences on corporate success. It highlights the immense human needs to be met, the large
Page 9 of 13creating Shared Value-Harvard Business Review 11/30/2011http://hbr. org/2011/01/the-big-idea-creating-shared-value/ar/pr
Companies will make real strides on the environment, for example, when they treat it as a productivity driver rather than
services companies to create innovative products that prudently increased access to home ownership. This was recognized by
Inevitably, the most fertile opportunities for creating shared value will be closely related to a company†s particular business, and
These outsiders have been able to see the opportunities more clearly. In the process, the distinction between for-profits and nonprofits is blurring
The Role of Social Entrepreneurs Businesses are not the only players in finding profitable solutions to social problems.
entrepreneurs is pioneering new product concepts that meet social needs using viable business models. Because they are
discovering these opportunities. Social enterprises that create shared value can scale up far more rapidly than purely social
programs, which often suffer from an inability to grow and become self-sustaining Real social entrepreneurship should be measured by its ability to create shared value, not just social benefit
Shared value is defining a whole new set of best practices that all companies must embrace.
new customers to serve, and new ways to configure the value chain. And the competitive advantages that arise from creating shared value will often be more sustainable than conventional
The cycle of imitation and zero-sum competition can be broken Creating Shared Value: Implications for Government and Civil Society
improve the environment, and increase competitiveness simultaneously The principle of shared value creation cuts across the traditional divide between the responsibilities of business
Since 2000, Root Capital has lent more than $200 million to 282 businesses, through which it has reached 400,000 farmers and artisans.
Root Capital regularly works with corporations, utilizing future purchase orders as collateral for its loans to farmers and helping to strengthen corporate supply chains
The foundation carefully focuses on commodities where climate and soil conditions give a particular region a true competitive advantage.
The partnerships bring in NGOS like Technoserve and Root Capital, as well as government officials, to work on precompetitive issues that improve the cluster and upgrade the value chain for all
other enterprises that can process the crops once they are harvested, and a local cluster that includes efficient logistical infrastructure, input availability, and the like.
small local enterprises, NGOS, governments, and companies. Such efforts will require a new assumption that shared value
The opportunities to create shared value are widespread and growing. Not every company will have them in every area, but our
experience has been that companies discover more and more opportunities over time as their line operating units grasp this
products and services across the company A shared value lens can be applied to every major company decision.
New products and services that meet social needs or serve overlooked markets will require new value chain choices in areas such as production, marketing, and distribution.
configurations will create demand for equipment and technology that save energy, conserve resources, and support
While some shared value opportunities are possible for a company to seize on its own, others will benefit from insights, skills,
and resources that cut across profit/nonprofit and private/public boundaries. Here, companies will be less successful
well connected to the goals of all stakeholders, and tracked with clear metrics Governments and NGOS can enable
level playing field to encourage companies to invest in shared value rather than maximize short-term profit.
standards, which reflect the investment or new-product cycle in the industry. Phase in periods give companies time to
develop and introduce new products and processes in a way consistent with the economics of their business.
Companies will come to understand that the right kind of regulation can actually foster economic value creation Finally, regulation will be needed to limit the pursuit of exploitative, unfair,
to customers, suppliers, and workers The next Evolution in Capitalism Shared value holds the key to unlocking the next wave of business innovation and growth.
Shared value focuses companies on the right kind of profits†profits that create societal benefits rather than diminish them
Capital markets will undoubtedly continue to pressure companies to generate short-term profits, and some companies will
surely continue to reap profits at the expense of societal needs. But such profits will often prove to be short-lived, and far
greater opportunities will be missed The moment for an expanded view of value creation has come. A host of factors,
such as the growing social awareness of employees and citizens and the increased scarcity of natural resources, will drive unprecedented opportunities to create shared
value We need a more sophisticated form of capitalism, one imbued with a social purpose.
charity but out of a deeper understanding of competition and economic value creation. This next evolution in the capitalist
and build productive enterprises Creating shared value represents a broader conception of Adam Smith†s invisible hand.
but self-interested behavior to create economic value by creating societal value. If all companies individually pursued shared value connected to their particular businesses, society†s overall interests
prevail, but market competition would benefit society in ways we have lost Creating shared value represents a new approach to managing that cuts across disciplines.
social entrepreneurship. The results have been missed opportunity and public cynicism How Shared Value Differs from Corporate Social Responsibility
Creating shared value (CSV) should supersede corporate social responsibility (CSR) in guiding the investments of
companies in their communities. CSR programs focus mostly on reputation and have limited only a connection to the
and expertise of the company to create economic value by creating social value In both cases, compliance with laws and ethical standards and reducing harm from corporate activities are
and demand creation to the study of deeper human needs and how to serve nontraditional
Business and government courses will examine the economic impact of societal factors on enterprises, moving beyond the
effects of regulation and macroeconomics. And finance will need to rethink how capital markets can actually support true value
qualitative and do not depart from economic value creation. Instead, they represent the next stage in our understanding of
markets, competition, and business management Not all societal problems can be solved through shared value solutions.
But shared value offers corporations the opportunity to utilize their skills, resources, and management capability to lead social progress in ways that even the best-intentioned
investments made in Europe over the last decade. DSI aims to promote innovation and social change based on the network effect:
and the type of investments made by the European Union in this field. The final part of the paper concerns DSI impact evaluation and
These new communication technology development projects attract growing attention of governments and international funding bodies.
and DSI uses information and communication networks to do so. The idea behind it is that web platforms
The investments made by the 2 European commission since 1999 are indeed significant with the largest budgets coming
open source and open hardware environments supporting social innovation by empowering and facilitating citizens'participation. One of the projects is responsible for the
with innovation agencies and with other types of intermediary enterprises: social NGOS public-private partnerships, communities of practice and local grass-root initiatives.
organizations or social enterprises are getting stronger. They attract growing attention funding, and great expectations from citizens, from governments and from international
enterprises is called multi-stakeholder analysis It would be incorrect to see social innovation as a new or isolated concept or as a
With Digital Social Innovation (DSI) there is a new communication technology component namely to set up Internet platforms and digital information processing tools to promote
To quote the social economy Strasbourg Declaration of 16 january 2014:''Europe's social model needs to reinvent itself.
face-to-face environment. This interdisciplinary domain of activities recognise the need to go beyond technology engineering,
crowdsourcing and crowdfunding, big data visualisation and analytics, P2p production and consumption, edemocracy and eparticiaption Crowdsourcing refers to a platform for on-line distributed problems and a network of
Monopoly rent or profits are based primarily on maintenance or acquisition of dominant position in established markets.
organisations, national governments and other stakeholders active in the collective awareness projects and social innovation projects
In this policy context we document the investments made by the European commission since 1999. After a workshop on social innovation in 2009, President Barroso asked the
Bureau of Economic policy Advisors to draft a report on social innovation as driver for social change,
DG Enterprise funds a social innovation platform (circa 5000 users) and organizes a competition in honour of social innovator Diogo Vasconcelos.
Further activities from both DGS to support SME innovators and Startups. For example the Social Business Initiative is
a related policy activity at the level of the enterprise (or firm) and market legislation:
and environmental sphere (Social Economy & Social Entrepreneurship, 2013 The Innovation Union supports social innovation,
and under FP7 has launched a specific research programme in social and public sector innovation. Projects such as BENISI and
support these social innovation measures under the heading of hubs and incubators for the Innovation Union
CAPS are digital environments enabling and supporting social innovation, smart applications empowering and facilitating citizens participation.
and networking opportunities ï€ IA4SI: providing CAPS with an impact self-assessment methodology and related
prototypes. It does so through its crowdfunding and crowdsourcing platform. It ran three open calls at European level, in this way spreading the DSI approach
and supporting the emergence of new initiatives in the field Finally, a Digital Social Innovation in Europe study, also financed by the European
management of personal data and the potential economic value of users activities on social networks and the engagement and security issues of CAPS
typology of organisation engaged, 194 are social enterprises, charities or foundation, 183 are businesses, 160 are grassroots organisation or community networks,
to energy and environment 7 Fig. 1-Fields of activities of DSI as mapped in digitalsocial. eu (last access on November the 9
2014) there are two problems with evaluation and scalability comparisons â€oein the Innovation Society ideology, the success or failure of an innovation †that is
the profit it will generate in the marketplace. From this point of view, the projects that the innovating entrepreneur
economic value. In contrast, the social innovator†s projects are driven primarily by social values, which take into account the different ways in which the projects affect the lives of
the Innovation Society†s narrative, innovation projects scale with the profits they generate which can be used to produce
environments in which they live†(pp. 11-12 IA4SI project (Impact Assessment for Social Innovation) is a CAPS support action dealing
framework is based on a quali-quantitative multi-stakeholders approach, which engages projects coordinators, their partners, project users and European citizens.
2. Secondly, they will select their stakeholders and end-users in this way describing â€oewho†will benefit from the project outputs
as relevant and exclude impact on education and human capital because its outputs and its activities are not leading to this kind of impacts
comparing their performance with a set of benchmarks (Passani at al, 2014a In parallel, CAPS users will be invited to fill in the UDGI,
January 2014, a report for the use of European stakeholders, including citizens. These actions will make possible to better evaluate the investments made so far;
it will also be possible to better understand the replicability and transferability of these initiative at
but that ultimately it is stakeholder engagement that makes the difference to sustainable social innovation
Addari, F. and Lane, D. A. 2014), Naples 2. 0 †A social Innovation Competition, Report for
innovation metrics †contributions to an understanding of opportunities and challenges of social innovation measurement, Deliverable of the Project Tepsie, EU 7fp
European commission,(2010), Communication from the commission to the European parliament the council, the European economic and social Committee and the committee of the regions
and how it can be accelerate, University of Oxford, Skoll centre for social entrepreneurship Murray, R.,Caulier-Grice, J.,Mulgar, G.,(2010.
-Service and Internet of Services research projects, Research Evaluation, 2014 23: 133-149 Passani A.,Spagnoli, F.,Prampolini, A.,Firus, K.,Van der Graaf, S.,Vanobberghen, W. 2014b
to a pervasive, omnipresent backbone for society and the economy. In my eyes its main
CAPS Stakeholders and End users 24 Synergies between Projects 28 Collective Awareness Platforms 31 4. Starting Out 46
research activities, its studies and its consultancy services http://sigma-orionis. com 5 †Authors in Alphabetical Order
interdisciplinary environments and, within the CAPS community, is the scientific coordinator of the support action IA4SI€ Impact Assessment for Social Innovation.
Innovation, Society and Social Capital research unit at T6 Ecosystems, a research SME based in Rome, Italy
a sociologist who has worked always in interdisciplinary environments, he focuses on commons-oriented technologies as a field for the interdisciplinary development of socio
social media, distributed knowledge creation and data from real environments "Internet of things")in order to create awareness of problems and possible solutions
models and the environment, there is little awareness of the role that each and every one of us can play to ease such problems, in a grassroots manner
Communication Technology) domain of the research programme, but what if the single words and concepts are analysed individually?
interpreted as a detachment from the walled gardens or closed systems of profit-driven ICT development in favour of more open, participatory-oriented practices.
originally as centring attention on the environment as a biological system that is able to endure
maintain a viable environment now and into the future through a wide array of practices
the authors define social innovation as new products, services or methods that tackle pressing and emerging social issues which,
a specific problem and by offering new social links and collaboration opportunities. Social innovation initiatives should be'social'in two ways:
In this sense, social entrepreneurship and the cooperative movement of the'60s can be seen as important examples of social innovation too
but is created co by different stakeholders who share the knowledge, risk and benefits of the innovation.
crowdfunding and distributed collaboration (services, infrastructures, micro-tasks and other resources) for encouraging the independent development of creative and innovative
economics and socially responsible companies, can be of use for people in order to just find the information they need.
In both cases an effective engagement and communication strategy, the topic of the next chapter, is crucial
in the use of online social networks and the value proposition and business models that surround personal and sensitive data
includes efforts for improving the communication and exchange between science and citizens, and among information holders and others
economy are oriented towards the creation of and the engagement with effective experiments of social innovation, promoting their scalability and transferability
17 Such social innovation experiments should try to be increasingly multi-stakeholder, with a community-wide participation at the local and European level, as well as being oriented
towards suggesting models for effective participatory innovation The last relevant set of research question is an experimental approach concerned with
Studied extensively in economics, the network effect has also been used to analyse company behaviour, showing how being em
These include an increase in social capital, i e. the immaterial wealth derived from having links with certain people as a means to reach other
people, in order to develop new working opportunities, collaborations and so forth (Portes 1998). ) Following this perspective, belonging to a network is a value in itself as it multiplies the
opportunities to enlarge one's own network and to'use'it for addressing emerging necessities
-boration to competition, is the subject of much research and is still an area of continuous
any discipline dealing with human social organisations (e g. law, economics, anthropology sociology, history. In many cases, the focus has been on understanding the trajectories of the
relationship to social enterprises (e g. Murillo et al. 2013 It is beyond the scope of this book to argue for one particular interpretation among the many
that can be used by all interested stakeholders Project Acronym Project Full Title Project Website DECARBONET
CHEST Collective enhanced Environment for Social Tasks http://www. chest-project. eu FOCAL Foundation for Collective Awareness Platforms
†Contribute to a low-carbon economy, for instance by lending, exchanging and reusing goods at scale, across geographic boundaries (collaborative consumption
crowdfunding, participatory design, collective intelligence, collective decisions †Actively engage, innovate and act, individually or collectively, towards societally
growth and employment, environment, climate change health and education, inclusive societies, well-being, etc Making a project to tackle societal needs implies framing the needs
concrete is to define the targeted stakeholders and end users. This choice consequently defines the language, the engaging levers, the scale and the tools of a collective awareness
Stakeholders are persons and organisations interested in the project activities and outcomes. At the bottom line we find end users,
aware and who will use the services and solutions produced through a CAPS initiative; they
Stakeholders and End users'describes the typologies of stakeholders and end users addressed by CAPS projects to date
CAPS Stakeholders and End users †Stakeholders Stakeholders are organisations, categories of people or individuals who have an interest
in the CAPS projects and their outputs. This section treats stakeholders and end users separately. Even though end users are also project stakeholders,
the distinction is that end users use the project outputs directly, while stakeholders benefit from project outputs in
an indirect way. Stakeholders will be informed of the project's progress and can, to a certain
extent, influence the development of the projects Stakeholders will tend to belong to one of the following four groups:
research, business, civic society, and policy and government On the right-hand page is a figure visualising the main stakeholders of the CAPS projects
†End users CAPS projects raise awareness among their users and mobilise different categories of users
Below is a list of possible users; the same person can of course belong to more than one
category. The list illustrates the diversity of topics and social issues touched by CAPS projects
CAPS Stakeholders 26 †Citizens and initiatives active in commons-based peer production and sharing economy (e g.
Wikipedia †Users of online communities interested in knowing more about their data and in
†HW COMMUNICATIONS-UK †I-GENIUS, WORLD COMMUNITY OF SOCIAL ENTREPRENEURS-London, UK †IGOPNET.
which have the specific goal of coordinating and supporting the others by offering services networking tools and processes,
personal data and its potential economic value. The results of the project can be beneficial for many CAPS initiatives and will generate interesting synergies at the level of research
collaboration on the impact assessment approach to be used on the crowdfunding platform of CHEST. IA4SI shows interesting synergies with USEMP and P2pvalue
more in depth, precise analysis of the solutions they offer to their stakeholders will only be possible later on in the projects'development lifecycle.
and made available to stakeholders through various exploitation strategies. The term 'innovation'is used here with reference to both totally new outputs, such as products and
services, and to improved socio-technical solutions, such as the integration of preexisting systems, the adaptation of a technology to a new field of application,
information dashboards†serving the needs of only a few senior stakeholders. CAPS projects provide different types of social innovation analytics together with the visualisations needed
or the connection between personal data, economic value, and currencies (USEMP. Moreover, assessment of the CAPS projects themselves is key to
create opportunities to remove barriers to accessibility. Specifically, CAP4ACCESS will use the power and versatility of online maps and mobile devices for collectively gathering
environment, and routing for persons with limited mobility 36 Motivation & Engagement Technically conceiving of the technology of tools
DECARBONET, for instance, has evaluated the impact of social dynamics like competition and collaboration, and also gauged public and tangible feedback of engaging users with
The transformation of societies and economies following the diffusion of digital technologies, with increases in productivity, the redistribution of international divisions of
has questioned the way the world economy has been organised, the way business can be done, and the way income and wealth are
the evolution of privacy regimes and how governments and enterprises can operate on a global scale to influence the privacy standards of network-centric systems and the related
provide a secure environment for effective control over relevant data Social networking & Social media Enhancement The confluence of network-centric systems, mobile telecommunications, semantic web
a thriving ecosystem of online social networks (OSN) serving various business models and personal interests for the citizens ranging from specialist interest groups to social meeting
citizen and economy by linking it to the Internet of things (Iot), sensor network and cloude services in order to support open online social media and distributed knowledge co
-creation thus maximising the network effect, using sharing to support social innovation The following CAPS projects support this vision as follows
†CAPS2020 liaises with all CAPS stakeholders, including organisations developing similar projects in other regions of the world.
-demand services and e-book formats 5. Buddycloud http://buddycloud. com Buddycloud is a publish-subscribe
of digital services within cities. The toolkit comprises of open and interoperable digital service interfaces as well as processes, guidelines and usability standards
-stakeholder multi-disciplinary('wicked')problems such as sustainability, climate change policy, complex product design, and so on 13.
innovation, smart communities, resilient societies and economies, deploying ad hoc networks of citizen experts around client's needs
-and-services/products A set of In-Home Displays, smart plugs and web visualisation of energy consumption
networking that does not use any centralised or otherwise trusted services 21. Greenapes https://www. greenapes. com/en greenapes is a gamified social
to improve the efficiency of specific communication tasks like brainstorming and proposals 24. Kune (Apache Wave) http://kune. cc Kune,
the perceptions of various stakeholders, and to identify and track emerging trends 30. Metamaps http://metamaps. c/Metamaps. cc is a free and open-source web
tensions in some aspect of social life or the environment that may threaten the safety and
situation or issue, the players and stakeholders involved, and the objectives to be pursued through the solution
The problem may involve a single sector of the society or different types of stakeholders
of the stakeholders involved. This requires eliciting the most deeply valued needs of the various subgroups, each in its own context,
By converging cloud services, mobile telecommunication and Web 2. 0 technologies the collective awareness platforms will support wide spread participative engagement
†Other Stakeholders Proposing solutions for specific groups†issues is not only a technical matter in the CAPS
Other stakeholders influence and can also be influenced by any change triggered by a technological development.
The role of these stakeholders, such as policy makers or regulators, must be taken into account through a participatory research approach
see chapter'CAPS Stakeholders and End-users '†But What is Engagement Both in the dictionary and in the context of CAPS, the term'engagement'has
The impact of gamification, competition collaborative work, public and even tangible feedback are examples of strategies that
an increased subjectivity in our interpretation of phenomena in our environment and of problem situations in particular
When involving stakeholders in a CAPS initiative, this element mixed with others (practical arrangements, power situations, etc
could make it difficult for stakeholders themselves to articulate their feelings and preferences consistently, or completely and accurately.
It is vital that the dialogue with stakeholders is given the highest priority, as it is this dialogue
engagement of the stakeholders, as in the SCICAFE2. 0 project The first goal is to support shared meaning and deeper understanding of the values
and trade-off tipping points of each stakeholder group in each relevant context of their exposure to the problem situation
of the dynamic relationship that can develop between the stakeholders and the solution as illustrated in Figure 7 below
Solution Acceptance, Rejection and (Misappropriation Cycles by Stakeholders 64 For example as per UI-REF-based requirements of co-design and evaluation criteria which
of collective awareness platforms as a technical divide can allow users and stakeholders to exert an influence on the other layers
Publics to Formal Social Enterprises?'.'Journal of Peer Production 1 (3 Dourish, P. & Bellotti, V. 1992)' Awareness and Coordination in Shared Workspaces
Portes, A. 1998)' Social Capital: Its Origins and Applications in Modern Sociology'.'Annual Review of Sociology
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