Legend \ wholescope classification

• Legend \ wholescope classification
  • • official-readME with 'bestPractices': "how-to-market"
  • target (1/6)
  • scope (2/6)
  • method (3/6)
  • asset (4/6)
  • tool (5/6)
  • subject (6/6)
  • DGF /7 | 13/ IGF
  • ovnGov.-canvas- /21 | 5-6/ -covalence & it's prototype-
  • semantic Co-rating /18 | 14/ InML
  • MOR /15 | 9/ DNF
  • foundations of MOR /10 | 17/ make a Venture
  • Discovery Network… /8 | 12/ Funding
  • marketed-profil /1 | 2/ marketed profil
  • reference /4 | 20/ reference
  • Legal-framework /11| 3/ Agreement-custodian
    • PRIOR CHALLENGES:
  • A system for security /19 | ><

official-readME with 'bestPractices': "how-to-market"

target (1/6)

nextGen-NRP

developing roles & positions

---

scope (2/6)

network-of-networks

additional essays

policy formatting

---

method (3/6)

CMF

funding proposal

asynchronous decision protocol

consent-based governance

---

asset (4/6)

MOR

foundations of MOR

inclusive event framework

---

tool (5/6)

NOICE

inclusive governance framework

---

subject (6/6)

framework for many2many…

inclusive governance principles

inclusive cultural covenant

---

:><: … :><: … :><: … :><:

---

DGF /7 | 13/ IGF

• as pdf 'DGF_Inclusive Governance Framework' =7
  • Inclusive Governance Framework (IGF) is a design framework for developing a governance system which is based on inclusively distributing decision-making authority to increasing numbers of participants according to explicit and accessible criteria.
  • inclusive-governance-principles
  • inclusive-governance-premises

7

…13

• as pdf 'Inclusive Governance Framework' =13
  • IGF enables a project to build on Prosocial Covenant or Modular Organizing Recipe, Collective Media Framework or other design frameworks to scale inclusively by adding up to four primary governance roles, collective and personal decision policies, systemic infrastructure, and guidelines for developing more specialized roles and channels. IGF-based networks can link organizing components, including channels and roles, either peer-to-peer or by provisionally delegated hierarchical authority, depending on the mutual consent of collaborators in any specific context. IGF-based networks can also develop modular, federated and distributed versioning relationships between components, either within specific projects or across larger networks.

    • Prosocial Covenant (PC) can function as a core governance kernel to build IGF upon. PC be used within existing projects and also by otherwise independent communications channels, such as discussion forums, by starting with any number of willing and reasonably responsible stewards/trustees.

    • PC is, by default, implicitly based on two types of community members: members and stewards. Stewards in PC can operate as pure p2p teams which (outside of well-justified emergencies) act officially only through 100% participation of active Stewards in consent-based proposals and agreements. Stewards support and safeguard the intended purpose of any and all communications channels. Members,including the Stewards, can develop the value of each channel through ongoing discussion and sharing. Creative development may alter the mission of each communications channel.

    • Major projects can develop governance through Modular Organizing Recipe (MOR) instead of PC. MOR can facilitate systematic, methodical and consistent governance of resources across all possible levels of organizational complexity. If beginning with MOR, however, a major project will (sooner or later) need to implement PC, or an equivalent channel governance policy, as a cultural kernel to build IGF’s massively scalable participation and governance features upon.

THEORY:
Every network contains linked nodes which are each an agent, representing a person or group, or a resource which supports one or more goals. Resources include all persistent media channels. Each network’s nodes are linked by recognized relationships, which are paths of potential action such as sending signals or other resources from one node to another (or, more specifically when this matters, from one interface to another interface).

Methodical and systematic network design principles and practices can enable agents to develop social networks of unlimited complexity by defining each network’s:
_#_basic Core Governance Roles,
_#_basic Decision Process,
_#_basic Structure and Infrastructure,
and inclusively distributing network roles and functions.

IGF enables agents to:

1. build networks ‘from scratch’, with previously unlinked agents and resources
2. convert any channel which is compatible with PC into the founding channel of a new network

PRACTICE:

T-1 core governance roles
\ guest
\ contributor
\ member
\ steward

T-2 decision process
\ consent-based governance
~ is suggested for the development of foundational
community media resources, including mission statements, policies and procedures
\ subsidiary decision flowchart
~ is a guide for navigating personal and subgroup decision-making processes, within the context of a project which may make General Decisions or Emergency Decisions

T-3 developing structure
\ developing hierarchies
\ inheriting policies
\ developing roles
\ developing alliances
\ basic budgeting
\ network immune system

T-4 developing infrastructure
\ basics of Collective Media Framework
\ Governance Channel
\ Specialized Channels
\ Community Currency
\ Currency generation through content ratings
\ Flagging Content
\ Inclusive Development (Diagram)
\ Event Records
\ Scalable Budgeting
\ General Funding
: commons funding
: project funding
: basic personal funding
\ funding consent-based projects

T-5 distributive networking

ovnGov.-canvas- /21 | 5-6/ -covalence & it's prototype-

13

…21

• as pdf 'TEMPLATE - OVN Governance Canvas' =21

The examples also presuppose a new OVN that operates in the physical as well as in the digital world, and that is anchored into multiple physical spaces, each hosting an autonomous open and collaborative community, all of them being federated into a larger network.

We can identify various types of organizational structures, which are strongly interconnected, forming a holistic boundary system:

• culture and ethos
• methodologies
• governance
• infrastructure
• legal structure

the relationship among these structural dimensions is driven by the economic model, which is a set of principles that lead to a specific mode of production and distribution / dissemination, with a given set of characteristics

Governance specifies and organizes relations among AGENTs and between AGENTs and RESOURCEs, within processes. Generally, this involves selection (choosing by decision) and enforcement (enacting and reinforcing the choice). Other possible elements include inquiry or research, sense-making or structuring, informing, polling or voting, feedback, and adaptation. Governance is part of the organizational structure. It must be considered at the same time with other structural elements such as culture and ethos, methodologies, infrastructure, and organizational interface, because all these elements are interrelated and form a holistic system.
In other words, it cannot be considered in abstraction of these other structural elements.

OVNs present a wide array of potential governance applications and scenarios, calling for the development of a modular pattern language which enables swift configuration of governance recipes to suit needs.

• organizational-structure >webNote<

  • OVN-governance-bodies

Deontic Ontology

Needed to build a language that allows us to think and talk about governance.

Deontic logic

Needed for governance management and automation.

terms:

• CONSORTIUM
  Legal entity that defines the relationship between other legal entities associated within the OVN structure, their function/ROLEs, responsibilities and BENEFITs, mode of operation.

• CUSTODIAN
  Legal entity that represents an open network or community and holds important assets for this network or community.
  An OVN is open (access to participation). Its Governance and IT Infrastructure allow new CELLs, Partners and STAKEHOLDERs to easily join. To this end, we use concepts such as API-zed network or network-platform and implement interfaces and processes to facilitate the integration of economic activities between new entities and the OVN

A Custodian is a legal entity that represents an open network or community and holds important assets for this network or community.

What are the categories of assets held by the Custodian?
What are the criteria for holding an asset?
What happens with the other assets?

• CELL
  Community Engagement and Learning Lab, is a physical space with open access, such as a fablab, makerspace, hackerspace, etc. It is a set of material assets (such as a physical lab space with furniture and different types of equipment and tools) with a nondominium property status (meaning that these physical assets are legally owned by the CUSTODIAN, which grants access to network AFFILIATEs under certains rules), and a set of non-material tangible assets (such as IT infrastructure, governance, content in the form of digital designs, documents, photos, videos, …) with a commons property status (meaning that they are available to the public for use, and are released under various creative commons licenses)

• PROJECT / VENTURE
  A context of activity that is participatory, collaborative, open and transparent, endeavor.
  A VENTURE is larger than a PROJECT.

• AFFILIATE
  An individual contributing to activities as defined within the PLANNING

• INTERFACES
  Interfaces are protocols and instruments that allow different OVNs (and other types of network-type organizations) to interact at fundamental levels.
  Interfaces must be considered at all levels of organizational structure
  Legal interfaces regulate the interaction between the open network and other organizations

• STAKEHOLDER
  An organization or an individual who can BENEFIT from interfacing with the OVN, while BENEFITing the OVN in return.

• CONTRIBUTION
  An addition to a VALUE stream of something to which we attribute VALUE.
  Criteria: a log of activity in the NRP-CAS is considered a CONTRIBUTION if it increases the probability to create something valuable (based on a consensus process for the formal aspect, coupled with a peer review process)

• RESOURCE
  RESOURCEs (or assets) are things that AGENTs can create, use, consume, exchange, share… They are inputs and outputs to processes. Their flows through processes are recorded as economic events (using the REA language)

21

…5

• as pdf 'Covalence and Collective Covalence Prototype' =5

5

…16

• as pdf 'NRP Do Your Work Tutorial' =16

16

…6

• as pdf 'covalence' =6

6

…18

semantic Co-rating /18 | 14/ InML

• as pdf 'semantic co-rating' =18
  • <|> media framework
    • <|> tagging

18

…14

• as pdf 'intermedia-markup-language' =14
  • InML is a primary component of Inclusive Organizing (IO), and can function as a subsystem for other IO components. InML is especially meant to function as a subsystem for fully developing a Collective Resource Descriptive Framework.
    While intermedia markup language can essentially be an open protocol, and can act likewise as a supplement to Foundations, a key premise in InML is that media markup is only fully and fairly, accurately and consistently scalable in governed contexts. Note that InML is meant to be used in the context of specific communities.
  • Intermedia Markup Language (InML) is a markup language for developing socially important, interoperable semantic links and metadata (including resource description frameworks) regarding specific media items, as well as well-defined selections within those items.
  • This type of markup language can facilitate the development, stewardship and curation of richly informative media networks, directories, repositories and wikis, in both governed and ungoverned networking contexts, thereby greatly enhancing the interoperability and navigability of related data.
  • It can provide root grammars, or pattern languages, for developing highly distributive and modularized digital networking, including technical integrations between different networking systems and tech stacks
    • Digital media items are shared in several basic ways:
      · distributing
      (copying and transmitting)
      · quoting/addition
      (partial or complete copying)
      · linking
      (hypertextual reference)
      · transclusion
      (hypertextual incorporation)
      · paraphrasing
      (which is inherently editorial and creative)
      Each type above creates a different data infrastructure and thus has– or, at least, should have– a fundamental effect on how we describe and tag media items

14

…15

MOR /15 | 9/ DNF

• MOR _ modular organizing recipe =15
  • <|> basic RDF formatting
  • <|> asynchronous decision protocol
  • Note that the DGF requires Prosocial Covenant or an analogous policy for governing inclusive media channels and networks.
    Extend your Governance Framework:
    For major long-term projects, consider implementing Inclusive Governance Framework (DGF) to strictly define participant-types, voting authorizations and extended decision processes.
  • MOR recommends open, modular approaches which methodically limit centralization and (social and technical) dependencies.
    • Software adoption should always be subject to thorough cost/benefit analyses, including all cases of potentially irreversible dependencies.

15

…9

• as pdf 'distributive-networking-framework' =9
  • Distributive Networking Framework (DNF), suggests how media channels, collectives and networks can be officially related to each other through many levels of design to inclusively distribute collectively-governed resources.
    • formal context: "DNF supports the superstructures of Inclusive Organizing Technology (IO), and also functions within the infrastructural (lower, heavier) IO components Distributive Governance Framework and Collective Media Framework."
    • Distributive networking is networking which intentionally develops increasingly accessible, inclusive and distributed social authority and media resources, including the development of governance systems. Distributive networking includes many important potentials which can only scale massively via digital networking, although it’s based on many inclusive organizing principles and practices which are applicable to low-tech or “no tech” communications.
      -including:
      _1-distributive linking
      _2-modularity specifications
      _3-allying/alliance
      _4-distributed versioning
      _5-intermedia markup language
      _6-intermedia resource description framework
      _7-distributing data linkages
      _8-distributed data features
      _9-transitioning to distributed data

9

…10

foundations of MOR /10 | 17/ make a Venture

• as pdf 'foundations-of-modular-organizing' =10
  • Foundations of Modular Organizing, or Foundations, is an open framework for creating diverse data structures with unlimited scalability and interoperability across any number of technical systems, organizations and communities
  • Foundations offers flexible foundational concepts for modeling and mapping any describable “things” such as concepts, phenomena, systems, and the relationships between them. Foundations focuses on enabling finely-granulated governance and project management at all potential levels of detail, hierarchy, decentralization and interoperability.
  • The CORE CATEGORIES are: (detailed in 'pdf')

1. Structural & Systems Primitives is a collection of the following primitives which support the rest of Foundations
2. Network primitives provide elementary foundations for connecting concepts and phenomena to each other
3. REA primitives distinguish resources, events and agents as practical building blocks for designing, mapping and modelling all types of systems
4. Systems primitives enable us to map the flows of force which define diverse networks and systems, including enduring forms, organisms and ecosystems
5. Resource primitives facilitate the in-depth mapping of physical and media resources
6. Media Functions facilitates in-depth mapping of functional media items, especially governance resources which are consistently useful for linked data design, governance, and project and task management.

10

…17

• as pdf 'procedure-for-kickstarting-ventures' =17

  • A venture can best be described as an open enterprise. It is not just a project or a task. Sensorica is a peer production organization that operates within the framework of an Open Value Network (OVN), an organizational model designed to leverage open collaboration and open innovation. As such, anyone in the world can set up ventures and contribute to existing ventures, while respecting Sensorica’s governance.

  • Ventures must fit within Sensorica’s mission and vision, must do no harm to affiliates, to the network/community as a whole, or to the Sensorica image or brand.
    Otherwise, ventures can be ostracized by network affiliates.

    • ! Creating a venture within Sensorica doesn’t guarantee that it will magically gain acceptancenand traction. Ventures need to be nurtured from the time they are seeded throughout their life cycle.

  • operating-procedure-for-open-ventures

CLEAR-STEPS:
___1 Soundboarding your venture idea
____2 Creating an official venture
______3 Build capacity
_____4 Establish a venture structure
____5 Create a core team
_____6 Build capacity
______7 Establish an incentive structure
_____8 Expand the team
____9 Plan out the activities required to complete the venture
_____10 Document the venture as progress is made

17

…8

Discovery Network… /8 | 12/ Funding

• as pdf 'Discovery Network Value Exchange Mechanism' =8

  • A Discovery Network (DN) is primarily an open, decentralized and self-organizing value network. We can call it an open enterprise, characterized primarily by open knowledge,
    transparent processes, and a low barrier to entry.

  • It is an organization optimized to innovate, produce, and distribute products and services within a know how economy It is a decentralized, self-structuring form of organization kept together by relations based on values, rather than power relations.

  The primary roles of the Value Exchange Mechanism are to define value, to regulate its flow in and within the organization, and to establish the relationship between value added, membership, and ownership.

  • Every bit of value added to the DN venture by a contributing member is accounted for and it is translated into a percentage of the total revenue generated by exchanging the DN’s products and services on the market. In other words, the Value Exchange Mechanism represents the mechanics behind a DN’s contribution-based compensation process.

    In short, the Value Exchange Mechanism encapsulates a system of incentives, which, in our opinion, regulates and stabilizes an open enterprise, limiting the need for deontological rules. Rules that would refer to obligations and duties are replaced by a set of positive incentives that emanate from this value exchange scheme.

8

…12

• Funding methodology CLEAR STEPS =12
  • Registry
  • Collaborative environment
    • Repositories
      \ funding
    • Collaboration space
      \ funding proposal
      \ crowdfunding methodology
    • Planning and Contribution Accounting
      \ NRP-CAS
  • Structure
    • Governance and benefit redistribution: describes rules of conduct and conflict management and how to distribute benefits use TEMPLATE
    • Roadmap: describes important milestones and how they will be reached, see Funding Initiative Planning
    • Custodian agreement: an agreement signed by the Custodian to administer the funds use TEMPLATE
  • Venture planning
    • The NRP-CAS must be used to plan for grant writing as well as the venture itself, if the grant is awarded. For grant writing you can use the Workflow Recipe to plan (it)
    • HELP-TO-create-a-Venture /old-version-of site/

12

…1

marketed-profil /1 | 2/ marketed profil

• as pdf 'Dealing with for-profit organisations' =1
  • Relations are built on agreements, which are reached through discussions and negotiations.
    Private firms will always try to minimize their costs, as they are very concerned about their finances, often trying to externalize costs, i.e. transfer them to other parties.

This section is about the formalization of relations between Sensorica affiliates and private firms that are interested in our technology for commercial purposes. It describes the process to establish these relations, based on past cases.

• During negotiations with Sensoricans, representatives of private firms may try to obtain a lower price for development services, or lower royalties, or lower price for products / deliverables, which they see as a cost transfer to their supply chain.

  • This is normal practice, it is part of the DNA of firms, which are legally obligated to increase profits for shareholders.

    Sensoricans need to be mindful of the minimum requirements to complete a project in an open context (open project stewarding). Traditional organizations need to understand these requirements and how they are linked to the probability of success of the project.

  • FRAMING:
    How do we handle our technology in order to benefit from it?

  Everything that Sensorica develops is open source and anyone can use it for commercial purposes. Someone can find our R&D documents online and decide to do something with the technology without asking us anything and without us knowing anything about it. That is fine, this process doesn’t require any additional resources from the network.
  Our strategy for sustainability relies on speed of innovation, not on protection.

  • LICENSING:

  The first thought that comes to mind is licensing, which is a protective measure. In other words, the company that is interested in a product development relation with sensoricans will sign a licensing agreement with the Custodian, guaranteeing that those who are contributing to the development will get returns in the future from the company’s commercial activities.

  ​​​​​​*    ***p2p license:***  
  

  It essentially gives free commercial rights to community members, but asks royalties for those who are not part of the community. It's like a patent that is shared by community members, assuming that there is a mechanism to distinguish between members and nonmembers, which is not evident with long tail organizations.

  • open-innovation-partnership-agreement

  • membershipAgreement_open-credit-network

  • peer-production-license

  • LICENSING >in document<

  • exchangeFIRM-:in_note
    \ legal structure >webNote<
    \ legal framework >webNote<
    \ organizational interface >webNote<

  • benefits-(re)distribution-algorithm

  • innovation consulting : open services

  • economic model : …pool of shareables, commons, decentralized resource allocation, legal perspective, ecosystem mapping, external resources

  • custodian : is a legal entity that acts as a trust for the OVN. ~network ~project ~casual

1

…2

• as pdf 'TEMPLATE - Endogenous Venture Governance' =2
  • governance-bodies :
    \ structure by role ;
    \ member vs affiliate ;
    \ sister networks ;
    \ formal affiliation ;
    \ levels of affiliation

2

…4

reference /4 | 20/ reference

• as pdf 'consultancy-services' =4
  • The goal is to create a one-stop shop for different collaborative economy services for businesses or NGOs. This scheme would allow both the awareness and training of business benefits of collaborative approaches to economics, the structuring of an intervention methodology, and coaching actors in their relationship with businesses and social enterprise.
    The objective is to assist companies and NGOs in their transformation to a more collaborative model and teach them to create differently. The core competency behind these services is the ability to look at modern problems through the p2p lens and find empowering solutions: through commons-based peer production models & practices.

4

…20

• Sensorica Service System =20

  • Sometimes sensoricans are called to provide services to clients, individuals or organizations, that imposes non-disclosure conditions and want to create IP.

  • We need to avoid this kind of services as much as possible, because they are not in synergy with other Sensorica projects, since the outputs cannot be remixed

    • These service projects don’t add much to the commons, don’t increase the remix capacity of the network, which is what increases the speed of innovation within our OVN, and makes Sensorica a more powerful economic attractor, which in turn makes it relevant on the market and produces its network effects

  • as-philosophy_to_practice:

    • Implement a globally distributed service system, decentralized and self-organizing:
      · Make our service system transparent.
      · Automate logistics as much as possible.
      · Provide control over our services process to the customer.
      · Give the customer the chance to play an active role in shaping/improving our products & services.

  • OUTREACH: -a template to estimate…

    • Anyone can take initiative to create a new offering and push it.
      • This initiative must be presented to the entire community before taking any concrete public action.
    • The initiative must be aligned with the mission and the image of the Sensorica OVN

  • ! STRUCTURE
    _1_Create a project in Sensorica’s NRP-VAS,
    _2_a project governance ,
    _3_a value equation ,
    _4_a value equation agreement,
    _5_a custodian agreement.
    We are working on templates for all these things. See the Barda project, and the Sensor network project as an example.
    In order to add accountability and to be able to get paid the group might need to create or use an existing Exchange firm.
    The project must be planned in Sensorica’s NRP-VAS

  • ! MANAGEMENT

  • ! ROLES

    • During our experience with Barda, PV characterization, and Sensor Network projects we have identified a few very important roles:
      Project responsible ~: main interface with the client.
      Facilitation: guides newcomers to the project, makes sure everyone knows what to do.
      Coordination: makes sure that everyone is where he/she is supposed to be, takes care of temporal dependencies and deadlines.
      Content management: captures, surfaces and attributes content. This is the work of curation.
      Documentation is very important for the client (passing the burden of ultimate decision making to the client), but also for the working team (ensures better coordination, continuity,).
      Communication: this is used in outreach campaigns and in relation with the client (send short reports, manage expectations, get feedback and inject it in the process, etc.). Other roles depend
      Outreach: get enough participation in the project in order to make sure that it will deliver in time.

20

…11

Legal-framework /11| 3/ Agreement-custodian

• as pdf 'framework-for-many_to_many-innovation' =11
  • legal-framework

…we discuss why open source models are socially and environmentally sustainable but nonetheless cannot be financially scalable. In order to justify, we identify key gaps in the open source models. Thereafter, we present a new business model called Open Value Network that can address the gaps of the open source models.
Finally, we conclude that Open Value Networks could provide a viable alternative to corporations for sustainability since it targets the social and environmental market needs to generate profits.

collaborative economy:
"The Internet allows people to collaborate directly with each other at a large scale to produce value by lowering the cost of collaboration (Bauwens et al., 2012.) This new way of producing value could be construed as the “Collaborative economy"."

Although online collaboration may not always be sustainable, the open source model or open-collaboration, in which the knowledge, designs, schemas and other intangible information is created by the masses to be shared in the public domain, provides a great opportunity to tackle environmental and social problems.

In spite of the environmental and social benefits, the free-use of intellectual outputs makes it difficult to capture the potential financial gains

…"Manufacturing is a resource and capital-intensive process and therefore, it is difficult to amount a high number of producers. On the other hand, the knowledge and design of the innovation can be created in the virtual space by the masses. Therefore, this bias in numbers creates a favourable market for the producers, which would tip the negotiations in the favour of manufacturers. Therefore, we argue that over the long run, this model is not socially sustainable since it will shift the balance of power towards the manufacturers. Therefore, it is possible that the community will be treated as an outsourced partner for R&D rather than the wealth-sharing model. This imbalance of power between innovators and manufacturers caused by the outsourcing of the R&D can be observed in the pharmaceutical industry."

In elaborating on this tension between innovators and manufacturers, Bauwens et al. (2008) argue that this imbalance of power between the innovators and manufacturers exists because of two reasons:

• the innovators do not have the capital and tools to develop their research, and
• the innovators do not have the capital and tools to produce their product

PRIOR CHALLENGES:

• The first challenge is undertaken by crowdfunding and fab labs, whereas,
• the second challenge is giving rise to the commons-based peer production model

• DEFEAT current limitations of open source…

oPEN vALUE nETWORK:

• "Sustainability requires high-levels of collaboration and flexibility to quickly respond to complex and changing market demands.
  The goal of the Open Value Network (OVN) model is to create an
  • ethical structure that is conducive to collaboration in order to create, capture, exchange and distribute value with other members to satisfy market demands, including social and environmental, at a large-scale"

The Open value network is a business model that builds upon the flexibility of open source – open access, collaboration and knowledge sharing, while addressing the challenges of the open source paradigm –
_____1 lack of mechanisms to manage and distribute financial rewards to the contributors, organizational behavioural issues such as turnover and trust,
_____2 lack of mechanisms to capture rewards due to the
_____3 lack of legal structure,
_____4 lack of brand protection,
_____5 lack of reputation system and limited capacity to formulate and execute business strategy

OVN fundamentals:

3 fundamentals characteristics of an OVN network:
1–-open-membership,
2–-transparency & open-access,
3–-contributions & their governance

Open-membership is a major difference between a traditional enterprise and the OVN. In traditional organizations, the contributors are employees who need permission to produce use-value, whereas, in an OVN, the employer-employee control relationships do not exist. Instead, an OVN is open, that is, anyone can join and/or leave the network and/or form, join and/or foreclose an open-enterprise at any point.
Members can be individuals, or organizations (non-for-profits, governments, open-enterprises or other open value networks)

OVN structure:

The OVN framework defines the structure at 4 different levels:

• project-level,
• open-enterpriselevel (or inter-project level),
• network level (or inter-enterprise level),
• global level (or inter-network level).
  This hierarchical structure is designed to create synergies among many open value networks in a network of network environment (or a network of open-enterprise environment)

These synergies can be leveraged to collaborate across open value networks in order to rapidly address the social and environmental demands of the marketplace

Value capture and distribution processes

An OVN provides mechanisms to capture value by providing structure and infrastructure required to track each contribution within a project. Finally, once the project reaches maturity, any revenue generated from the project is redistributed based on the respective contributions.

• These mechanisms are achieved by implementing the following processes:

1___Initiation: A member or members of the network or an open-enterprise thereof can have an idea, which could come from personal interest, a scientific study, or a market study, for a product and/or service that they would like to develop and/or provide.
2___Agreement: Prior to engaging in a project, the initiators of a project agree on three aspects:
first_ a value equation,
second_ a governance equation
third_ decisionmaking, including conflict and change management process within the project.

A value equation is a set of evaluation criteria used to evaluate members’ contributions; for example, the labour market could provide appropriate parameters for the initial value equation. A governance equation is a set of criteria that give access to contributors to decision making processes. If and once there is an agreement on these matters, the project commences.
3___Logging: Once the project commences, each member of the project logs his / her contribution during the course of the project. Logging contribution could be a role that a member can undertake for a project to make the process more efficient (explained further under project tasks and roles)
4___Referencing: Whenever a member uses a contribution of another member, he/she makes a reference in the original contribution. Failure to do so could end up in a bad reputation (explained further under reputation)
5___Fluid equity: Each member’s fluid equity in a project is updated frequently (or in real-time) based on the value equation and the members’ contributions. Since the contributions are logged and referenced, it is possible to calculate the fluid equity by re-tracing the contribution chain and applying the value equation to the contributions.
6___Reward distribution: Whenever members generate revenue (through a market exchange), they distribute it through the financial custodian (explained further under global custodian), who redistributes the revenues based on the fluid equity system.
7___Co-creation of value and exchange processes

Open-enterprise level structure:

There are two types of open-enterprises within an OVN:

• brand-based…
• liability-based…

Network commons:

OVN framework identifies five commons with the network:

• Network Brand,
• Infrastructure,
• Contribution-commons,
• Reputation
• Solidarity mechanisms.
  In addition, any network-contributions are also a part of the network commons.

Network governance:

Similar to the project governance, the network governance requires decision-making processes and mechanisms to change the decision-making processes.
In addition to decision-making:

• the network requires roles or network custodians to ensure continuity and compliances
• the network requires a mechanism to respond to non-compliances to the decisions
• the network needs to be able to recuperate costs in order to self-sustain

Global level structure

Global level structure defines the structure across all open-enterprises or networks within an OVN. The guidelines in the global level structure supersede the guidelines in the network structure. However, in order to minimize control and maximize collaboration, the guidelines within the global level structure are pertinent only to the global commons.
For example: the flow of information across networks. Hence, it is crucial to establish global governance and a legal structure for the global commons

Global governance

Global governance of OVN will provide decision-making guidelines for the change in legal constitution of the OVN including the selection of the custodian of the global OVN constitution. This selection could be done through liquid democracy process, as previously described, with
participants across OVN.

Legal framework

Legal framework of OVN would consist of global structure, network structure, and enterprise structures. The purpose of the legal structure at the network level is to create a platform for open-innovation.

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…3

• as pdf 'Custodian Agreement for
  Shared Digital Asset' =3
  • ovn-governance \ network level: Sensorica is an OVN. OVNs are clusters of interests or contexts of work. As social systems, they have their own identity and culture.
    They are also considered as loci of knowledge and knowhow, with specific capacity for design, production and distribution.
    \ content emphasized:
    _____\1 legit Registry
    _____\2 affiliates Registry
    _____\3 events Registry
    _____\4 venture Registry
    _____\5 resource Registry
  • aux. definition about governance of ovn
    • the governance at this level is mainly concerned with protocols and standards for contribution accounting and transactions + role system + content management + reputation system + digital environment - creating a unified user experience,
    • the governance at this level is mainly concerned with protocols and standards for network CUSTODIAN:
      issuing and revoking the mandate of network CUSTODIAN to a legal/moral entity + defining the relation between the network and the CUSTODIAN

3

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A system for security /19 | ><

• as pdf 'S's security system' =19

  • Sensorica is the first open value network (OVN), first serious attempt to implement a viable model for material peer production

  • The OVN model was developed within the Sensorica organizational context, by Sensorica affiliates conducting real open source hardware development projects

  • S_infos

  • exchange firm and organizational interface

  • legal-of-OVN : social and economic perspective: an OVN is also understood as a complex dynamical system, a living system, with an emergent structure (not imposed or predefined). We are looking at autopoiesis or self-organizing systems ;
    OVNs have as a main purpose to generate valuables.
    Building on this distinction, the social web (also called web2.0) becomes the faber web or web3.

    • from-an-agent-perspective:
      Equipotentiality: The assumption that all agents have the potential to satisfy requirements to contribute constructively to processes, thus, no one is excluded apriori
      Anti-credentialism: The emphasis is put on what an agent can do, not on credentials, although credentials are considered in access to processes. If a process or a resource is not rivalrous and not sensitive (in terms of safety and security) barriers to access are very low, anyone can engage in the process or use the resource
      Self-selection: Allow agents to chose their roles instead of being appointed to positions
      Peer validation: Rely on peers rather than on authority to establish truth, quality, adequacy, etc
      Holoptism: Provide unrestricted access to information to all agents

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feljegyzés:

• discovery.network

• The legal form of SENSORICA - what are your thoughts?

  • hierarchy vs. decentralization
  • What legal form should we chose for our venture?

• the seed value

  • we are making progress
  • selling-the-open-idea_PART–1
    • selling-the-open-idea_PART–2