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The second example is Starbucks with its My Starbucks Idea. Similar to Ideastorm, My Starbucks Idea allows any registered customer to post an idea, vote for the best ideas, comment on them and see them implemented. Or not as the case may be. My Starbucks Idea, despite receiving over 75,653 ideas, has only implemented 315 ideas to-date, an even more miserly 0.4% of the total. You wouldn't think that having ideas to improve a coffee-house chain would be all that difficult to implement. But the low rate of implementation illustrates the second problem with crowdsourcing; that customers have no idea of how the business works, what business capabilities it has and thus, no idea whether even the simplest of ideas can realistically be implemented, (let alone whether they will turn a profit)." | The second example is Starbucks with its My Starbucks Idea. Similar to Ideastorm, My Starbucks Idea allows any registered customer to post an idea, vote for the best ideas, comment on them and see them implemented. Or not as the case may be. My Starbucks Idea, despite receiving over 75,653 ideas, has only implemented 315 ideas to-date, an even more miserly 0.4% of the total. You wouldn't think that having ideas to improve a coffee-house chain would be all that difficult to implement. But the low rate of implementation illustrates the second problem with crowdsourcing; that customers have no idea of how the business works, what business capabilities it has and thus, no idea whether even the simplest of ideas can realistically be implemented, (let alone whether they will turn a profit)." | ||
(http://www.customerthink.com/article/how_understanding_customer_jobs_turns_crowdsourcing_into_smartsourcing/) | (http://www.customerthink.com/article/how_understanding_customer_jobs_turns_crowdsourcing_into_smartsourcing/) | ||
=Historical Precedents= | |||
Peter LaMotte: | |||
"Without the ambitious innovation of the crowd, we wouldn’t have modern shipping, canned soup, or even margarine. Yes, each of these discoveries were made through bounties being cast to an open crowd in search of a solution. | |||
'''Longitude''' | |||
Means of figuring out longitude and latitude were easy enough in the 1700s, that was as long as you were on dry land. For ships at sea, on the other hand, it was nearly impossible, leading to thousands of lives lost in shipwrecks. Every great western nation in the 17th and 18th century offered | |||
bounties for a solution to the problem from the Spanish King to the Dutch merchants.It took 150 years, but a crowdsourced solution was finally found, and one that really underscores the power of crowdsourcing itself. It came from a relatively uneducated English watchmaker by the name of John Harrison. | |||
By allowing anyone to participate in solving the problem, a solution was found for a puzzle that had baffled some of the brightest minds in history (even Galileo!). In the end, it was found in someone who would never have been tapped to solve it to begin with. | |||
'''Canning''' | |||
While canning food may not seem as important as preventing the pre-industrial globe’s primary means of transportation from running aground, it may in fact be more important. | |||
When Napoleon began his invasion of Europe in the 18th century he quickly ran into the problem of feeding his army once they left the safety and abundant food found on French farms. To solve the problem, he established a prize of 12,000 francs for the most innovative and effective means of staving off the troop’s hunger. After a few years of experimentation, Nicolas Appert submitted the winning solution: boiling wax sealed jars to preserve food from spoiling. Once again, it was due to the simple act of turning away from one team to a diverse collection of individuals to source the idea that would change modern food production. | |||
'''Margarine''' | |||
Canning food wasn’t the last time the Napoleon family would crowdsource a solution through a contest. When Napoleon III saw the appetite of his military and nation was surpassing production of butter, he once again set a prize for the first to develop a suitable supplement to replace this staple of the French diet. | |||
In 1869, a French chemist by the name of Hippolyte Mege-Mouries found that melted down fat and milk could make a satisfactory replacement for butter. He named it oleomargarine, later shortened to margarine. Interestingly enough, Mouries later sold the patent to the company Jurgens, which later merged with another company to become Unilever–a company that has been quick to adopt creative crowdsourcing in recent years." | |||
(http://dailycrowdsource.com/2011/07/11/crowd-leaders/crowd-leader-peter-lamotte-crowdsourcing-isn%E2%80%99t-new-only-the-word-is/) | |||
=Key Books to Read= | =Key Books to Read= | ||
Revision as of 11:58, 12 July 2011
I understand crowdsourcing as kind of an industrial age, corporatist framing of a cultural phenomenon. There’s human energy being expended here. A company can look at that as either a threat — to their copyrights and intellectual property or as some unwanted form of competition — or, if they see it positively, then they see it as almost this new affinity group population to be exploited as a resource.
- Douglas Rushkoff [1]
Introduction
Crowdsourcing is a concept from an article in Wired magazine on the emergence of Distributed Labor Networks.
It refers to the usage of distributed, voluntary collaboration from a wide community of users/participants, used in the context of commercial value generation and innovation. It can be associated with Revenue Sharing strategies.
Please note that when there is a direct connection between production and payment, crowdsourcing then differs from non-reciprocal Peer Production
A related term used in the media field, and not necessarily connnected to commercialization, is User-Generated Content
Also the title of a book on the subject, by Jeff Howe. [2]
Definition
1.
"Crowdsourcing is the act of taking a job traditionally performed by a designated agent (usually an employee) and outsourcing it to an undefined, generally large group of people in the form of an open call." (http://crowdsourcing.typepad.com/cs/advertising/index.html)
2.
"crowdsourcing involves paying (often very small amounts of money) for the content produced by crowds of people. This model does not likely lead to exceptional content by passionate people, but rather acceptable content by people motivated largely by money. This type of content, I believe, does not support the readership ratios seen in Wikipedia and digg, and you can verify this by visiting some sites that are known to crowdsource.
I put it out to you, that instead of budgetting for crowdsourcing, your money would be better spent catering to your 1% of passionate users." (http://blog.productwiki.com/2007/02/wisdom-of-crowds-nay.html)
3.
"the basic idea is to tap into the collective intelligence of the public at large to complete business-related tasks that a company would normally either perform itself or outsource to a third-party provider. Yet free labor is only a narrow part of crowdsourcing's appeal. More importantly, it enables managers to expand the size of their talent pool while also gaining deeper insight into what customers really want." (http://www.bnet.com/2403-13068_23-52961.html)
Typologies
The fourfold typology of Emma Johnson
Emma Johnson:
"In his book, Howe lays out four types of crowdsourcing: collective intelligence, crowdcreation, voting and crowdfunding.
Collective Intelligence
The first type assumes that the masses are smarter than individuals. Spiceworks, an Austin, Texas-based software firm, built a free application that helps IT managers of small businesses manage all their software and hardware. Integral to the product is a feature that invites users to comment on its various components and vote on others' suggestions. The two-and-a-half year-old Spiceworks now has 500,000 users and the software is now in its 10th version--with revenue generated by advertising.
Make sure you listen to the feedback you receive. Spiceworks CEO Scott Abel said when they started out, it was tough to take seriously comments that contradicted years of experience and heaps of market research. "They're telling us the way things are in the real working world, and we were reverting to our old market research ways," he says. "Today customers expect to be listened to--and if they're not, they're going elsewhere."
Crowdcreation
The second type, crowdcreation, has been successfully used by companies including Threadless and 99 Designs, a site on which those in need of logo, business card or website design can post an assignment and fee, and designers submit designs for consideration. The contest sponsor then chooses one design and awards the fee. Mackenzie of Gradigio used 99 Designs and other crowdcreation sites.
"The big advantage was that we got a broad range of designs right up front," Mackenzie says. "Traditionally, you work with one designer, and you never know what you're going to get."
Make sure that you pay appropriately. Many of those who participate in this form of crowdsourcing are professional scientists, designers and other professionals. Free publicity and an ego boost are not adequate enough compensation to attract top minds.
Be prepared for an avalanche of information by creating an in-house mechanism to filter and sort information.
Voting
The third type, voting, collects public sentiment by asking individuals to give feedback on an existing idea or product--in the case of Spiceworks, software users vote on peers' improvement ideas, while TripAdvisor aggregates travelers' votes on hotels and cruises.
Use it as free market research. Take advantage of the comments and ratings by making suggested changes to your business.
Respond. In the case of review sites, log in to the sites as a representative of your business and send private messages to those making mistakes. Be careful about posting public replies, as that can have a shouting down effect that makes others afraid to comment if they fear they might receive a snarky reply from the business.
Encourage customers to post comments and reviews through messages on marketing material.
Crowdfunding
The fourth type, crowdfunding, refers to the public's willingness to finance projects they believe in: lending money to a microfinancing project, funding an independent film, sponsoring a piece of journalism, or the takeover of a soccer team, in the case of MyFootballClub's collective purchase of England's Ebbsfleet United Football Club for 700,000 in 2007.
Be transparent. People want to know where their money is going.
Show something for it. Whether it's a profit from an investment, or a meaningful story about how donations helped someone in need, show users results." (http://www.msnbc.msn.com/id/29549600/)
Ross Dawson's six-fold typology
"Here are the six types of crowdsourcing mentioned in the article:
1. Distributed innovation platforms: "They find more than half the people that solve the challenges on Innocentive and these other distributed innovation platforms already know the answer. So why should they solve that problem again when they can find someone else who already knows the answer?"
2. Idea platforms: "These sometimes go under the guise of idea management software, but these are ones where people inside organisations – often – submit ideas or proposals for cost savings, or new products, or new services, or process efficiencies, and then they collectively assess and rate and vote on and select and evolve and refine and build on those ideas to become the innovation that will drive that organisation forward."
3. Innovation prizes: "Anybody anywhere can enter their own projects and ideas, others can vote on them and build on them and use the wisdom of the crowd to make them more effective, and from all of those submissions somebody wins a quarter of a million dollar prize."
4. Content markets: Threadless and Red Bubble are mentioned.
5. Prediction markets: "For enterprise software companies it is notoriously difficult to forecast sales. For many reasons, the sales pipeline that is put into CRM systems is often inaccurate. However, if you then ask the salespeople to predict what the sales are going to be for that quarter and you aggregate all of their opinions, you can get a far more accurate view of what the actual sales are going to be."
6. Competition platforms: DesignCrowd, CrowdSpring and Guerra Creativa are mentioned." (http://rossdawsonblog.com/weblog/archives/2010/07/six_platforms_t.html)
Patrick Meier's Allsourcing
Patrick Philippe Meier:
"the term “crowd” can mean a large group of people (unbounded crowdsourcing) or perhaps a specific group (bounded crowdsourcing). Unbounded crowdsourcing implies that the identity of individuals reporting the information is unknown whereas bounded crowdsourcing would describe a known group of individuals supplying information.
The term “allsourcing” represents a combination of bounded and unbounded crowdsourcing coupled with new “sourcing” technologies. An allsourcing approach would combined information supplied by known/official sources and unknown/unofficial sources using the Web, e-mail, SMS, Twitter, Flickr, YouTube etc. I think the future of crowdsourcing is allsourcing because allsourcing combines the strengths of both bounded and unbounded approaches while reducing the constraints inherent to each individual approach.
Let me explain. One main important advantage of unbounded crowdsourcing is the ability to collect information from unofficial sources. I consider this an advantage over bounded crowdsourcing since more information can be collected this way. The challenge of course is how to verify the validity of said information. Verifying information is by no means a new process, but unbounded crowdsourcing has the potential to generate a lot more information than bounded crowdsourcing since the former does not censor unofficial content. This presents a challenge.
At the same time, bounded crowdsourcing has the advantage of yielding reliable information since the reports are produced by known/official sources. However, bounded crowdsourcing is constrained to a relatively small number of individuals doing the reporting. Obviously, these individuals cannot be everywhere at the same time. But if we combined bounded and unbounded crowdsourcing, we would see an increase in (1) overall reporting, and (2) in the ability to validate reports from unknown sources.
The increased ability to validate information is due to the fact that official and unofficial sources can be triangulated when using an allsourcing approach. Given that official sources are considered trusted sources, any reports from unofficial sources that match official reports can be considered more reliable along with their associated sources. And so the combined allsourcing approach in effect enables the identification of new reliable sources even if the identify of these sources remains unknown.
Ushahidi is good example of an allsourcing platform." (http://irevolution.wordpress.com/2009/12/17/end-of-crowdsourcing-2/)
Nicholas Carr's fourfold typology of Crowds
Nicholas Carr [3]:
""Social production crowd": consists of a large group of individuals who lend their distinct talents to the creation of some product like Wikipedia or Linux.
"Averaging crowd": acts essentially as a survey group, providing an average judgment about some complex matter that, in some cases, is more accurate than the judgment of any one individual (the crowd behind prediction markets like the Iowa Electronic Markets, not to mention the stock market and other financial exchanges).
"Data mine crowd": a large group that, through its actions but usually without the explicit knowledge of its members, produces a set of behavioral data that can be collected and analyzed in order to gain insight into behavioral or market patterns (the crowd that, for instance, feeds Google's search algorithm and Amazon's recommendation system).
"Networking crowd": a group that trades information through a shared communication system such as the phone network or Facebook or Twitter.
Updates
Clay Shirky, who is also participating in the discussion, suggested a fifth crowd type for this list:
"Transactional crowd": a group used to instigate and coordinate what are mainly or solely point-to-point transactions, such as the type of crowd gathered by Match.com, eBay, Innocentive, LinkedIn and similar services. (I would think that contests like the Netflix Prize also fall into this category.)"
An extra suggested category:
"Event crowd": A group organized through online communication for a particular event, which can take place either online or in the real world and may have a political, social, aesthetic, or other purpose." (http://www.roughtype.com/archives/2010/03/a_typology_of_c.php)
Resource Crowd, "which is represented best by crowdfunding platforms such as Kickstarter, Kiva, and IndieGoGo. These platforms aggregate small amounts of money to accomplish a fundraising goal to complete a project. They allow for participation in the funding of projects that might be far out of reach for the average contributor while also providing the funding necessary for a producer that may not have been able to raise funds before such a platform. The power is in the aggregation of small contributions by a large crowd."
(http://coinnovative.com/crowds-come-in-many-flavors/)
Belsky and Kalmikoff's Crowdsourcing Business Models
"According to Belsky and Kalmikoff, the crowdsourcing definition needs to evolve, especially beyond the common misconception that crowdsourcing means access only to free labor. They mention three business models:
1) Crowdsource wisdom (or knowledge/expertise/skill), as with Wikipedia. 2) Crowdsource labor, as with Amazon’s Mechanical Turk, or traditional spec contests. 3) Crowdsource both wisdom and labor, as with Digg or Threadless. Keep the community active in the business." (http://weblogsky.com/2010/03/23/community-vs-crowdsourcing/)
Discussion
See: Crowdsourcing - Discussion
Examples
Crowdsourcing examples at http://crowdsourcingexamples.pbwiki.com/
The three first examples below are from the Business Week article at
http://www.businessweek.com/innovate/content/jan2007/id20070118_768179.htm
Swarm of Angels
URL = http://www.Aswarmofangels.com
"This British open source film project takes on Hollywood's traditional business model, aiming to create cult cinema for the digital age. Subscribers—the "angel" investors that "swarm" to create the site's name—pay roughly $50 (£25) each to join. The site aims to draw 50,000 angels to create a film with a $1.8 million budget. Eventually, the community will vote to decide which film will be made." (http://www.businessweek.com/innovate/content/jan2007/id20070118_768179.htm)
CafePress
"This Foster City (Calif.)-based online retailer lets members create, buy, and sell merchandise. Entrepreneurs Fred Durham and Maheesh Jain founded the site in 1999 to let members—the site reports 2.5 million—transform their artwork and ideas into new products and sell them through an online storefront with no up-front costs or inventory to manage. Members can also personalize their own gifts by adding touches to one of 80 available products. CafePress.com sets a base price on products and takes care of printing, packaging, processing payments, and customer service; sellers decide how much to charge for their products." (http://www.businessweek.com/innovate/content/jan2007/id20070118_768179.htm)
Crowdsourcing Platforms
CrowdSpirit
"This French startup plans to use crowds to develop and bring to market tangible, inexpensive, electronic devices such as CD players, joysticks for video games, and Web cams. The community will handle all aspects of the product cycle—its design, features, technical specifications, even post-purchase customer support." (http://www.businessweek.com/innovate/content/jan2007/id20070118_768179.htm)
Freelancer
Freelancer was founded in Sweden as getafreelancer.com in 2004. I first wrote about it in 2005 in an overview of the space. For many years it was the dominant online services exchange in Europe, and one of the top three globally. In May 2009 it was bought by Australian company Ignition Networks, which also acquired the domain Freelancer.com. The company is run by veteran tech entrepreneur Matt Barrie, who most recently founded and ran specialty processor firm Sensory Networks Inc.
99designs
99designs has clients set a design brief and budget, and then provide feedback to designers during the design phase, ultimately selecting a winner who is awarded the full budget. It has been very successful though its model has many detractors in the design community. I wrote a post titled 9 practical steps to getting great outsourced design on 99designs reflecting on my experiences using the site.
DesignCrowd
DesignCrowd began life as DesignBay, using a similar prize-driven model to 99designs. Late last year it acquired the US company DesignCrowd and adopted its name. DesignCrowd is using more nuanced approaches to awarding prizes, including giving second place prizes and participation payments.
Others
Commentary of last three from http://rossdawsonblog.com/weblog/archives/2010/02/australia_is_be.html
See also: Cambrian House; and Kluster
More examples
The article mentions Innocentive as an example of the process.
"YourEncore, for example, allows companies to find and hire retired scientists for one-off assignments. NineSigma is an online marketplace for innovations, matching seeker companies with solvers in a marketplace similar to InnoCentive."
Rent A Coder [4]
From http://www.bnet.com/2403-13068_23-52961.html:
Netflix, the online video rental service, uses crowdsourcing techniques to improve the software algorithms used to offer customer video recommendations. The team or individual that achieves key software goals will receive $1 million.
Eli Lily and DuPont have tapped online networks of researchers and technical experts, awarding cash prizes to people who can solve vexing R&D problems.
Cambrian House lets the public submit ideas for software products, vote on them, and collect royalties if a participant's ideas are incorporated into products.
iStockphoto.com allows amateur and professional photographers, illustrators, and videographers to upload their work and earn royalties when their images are bought and downloaded. The company was acquired for $50 million by Getty Images.
Threadless.com lets online members submit T-shirt designs and vote on which ones should be produced.
Specialized Crowdsourcing Examples wiki: "Anjali Ramachandran, a strategist at London-based digital agency Made by Many, posted a wiki with 135 companies currently engaging in some form of crowdsourcing. It's a great start, and Anjali is asking us all to help expand it. Such efforts are crucial to the maturation and understanding of crowdsourcing." [5]
Case Studies
Examples from an article at http://www.bnet.com/2403-13068_23-52962.html
Proctor & Gamble
"During a 2002 Proctor & Gamble brainstorming session, a company manager had a flash of inspiration: Why not print text or images on Pringles potato chips? Great idea, but there was a catch: no one at P&G knew how to do it. To find the expertise it needed, P&G tapped into RTC North, a network of European scientists, and found a small bakery in Bologna, Italy, run by a professor who had invented a technology that uses ink-jet techniques to print pictures on pastries. By licensing the technology, P&G was able to launch the new Pringles Prints chips in less than a year—and at a fraction of the cost of doing it in-house. Indeed, after decades of rarely looking outside its own walls for ways to improve brands like Pringles and Crest, P&G now taps the brainpower of scientists around the world by using crowdsource research networks like Innocentive.com and YourEncore.com. The result: 40 percent of the company's new innovations now come from outside P&G, up from 10 percent in 2000."
O'Reilly Media
How do you know if your products receive adequate placement on store shelves? Executives at O'Reilly Media, a privately held company best known for publishing technical manuals, heard anecdotal stories that its books were difficult to find in big chain bookstores. Sending teams of market researchers from store to store would have been prohibitively expensive, so the company instead turned to an online user group devoted to its books. O'Reilly sent email to members of the group, soliciting volunteers to visit local booksellers and submit monthly reports of what titles were on the shelves. Some 500 people volunteered, and 75 of those happened to live near bookstores that were of particular interest to O'Reilly execs. For three months, the volunteers submitted spreadsheets to the company, along with anecdotal impressions of their experiences inside the stores. In return, O'Reilly gave the volunteers free books. "It answered our question: Are bookstore chains doing a decent job getting our books on the shelves?" says Sara Winge, O'Reilly spokeswoman. "Turns out, the stores were doing a pretty good job, but that was a very hard question to answer without having volunteers who were willing to actually go see for themselves."
Failures
Graham Hill:
"The first of these is Dell with its Ideastorm programme. Anyone can come up with a computer-related idea, post it on the Ideastorm website, vote for the best ideas, comment about them and hopefully, see them implemented. Sounds great. Why not harness ideas from customers? And why not get customers to vote for them to cut programme staff costs. Unfortunately, crowdsourcing has a number of serious problems. The first problem is that customers, even large numbers of them, typically produce average, unremarkable, incremental innovations, rather than the step-change innovations that companies hope for. Although 12,483 ideas have been posted on the website since Ideastorm started in February 2007, only 366 have been implemented to-date, a miserly 2.9% of the total. And most of the implemented ideas provide only incremental improvements to Dell's business. To its credit, Dell says that Ideastorm is intended as an extension of its relationship with its customers, rather than just as a source of product ideas. Just as well, as Ideastorm is a failure as a source of winning new innovations.
The second example is Starbucks with its My Starbucks Idea. Similar to Ideastorm, My Starbucks Idea allows any registered customer to post an idea, vote for the best ideas, comment on them and see them implemented. Or not as the case may be. My Starbucks Idea, despite receiving over 75,653 ideas, has only implemented 315 ideas to-date, an even more miserly 0.4% of the total. You wouldn't think that having ideas to improve a coffee-house chain would be all that difficult to implement. But the low rate of implementation illustrates the second problem with crowdsourcing; that customers have no idea of how the business works, what business capabilities it has and thus, no idea whether even the simplest of ideas can realistically be implemented, (let alone whether they will turn a profit)." (http://www.customerthink.com/article/how_understanding_customer_jobs_turns_crowdsourcing_into_smartsourcing/)
Historical Precedents
Peter LaMotte:
"Without the ambitious innovation of the crowd, we wouldn’t have modern shipping, canned soup, or even margarine. Yes, each of these discoveries were made through bounties being cast to an open crowd in search of a solution.
Longitude
Means of figuring out longitude and latitude were easy enough in the 1700s, that was as long as you were on dry land. For ships at sea, on the other hand, it was nearly impossible, leading to thousands of lives lost in shipwrecks. Every great western nation in the 17th and 18th century offered bounties for a solution to the problem from the Spanish King to the Dutch merchants.It took 150 years, but a crowdsourced solution was finally found, and one that really underscores the power of crowdsourcing itself. It came from a relatively uneducated English watchmaker by the name of John Harrison.
By allowing anyone to participate in solving the problem, a solution was found for a puzzle that had baffled some of the brightest minds in history (even Galileo!). In the end, it was found in someone who would never have been tapped to solve it to begin with.
Canning
While canning food may not seem as important as preventing the pre-industrial globe’s primary means of transportation from running aground, it may in fact be more important. When Napoleon began his invasion of Europe in the 18th century he quickly ran into the problem of feeding his army once they left the safety and abundant food found on French farms. To solve the problem, he established a prize of 12,000 francs for the most innovative and effective means of staving off the troop’s hunger. After a few years of experimentation, Nicolas Appert submitted the winning solution: boiling wax sealed jars to preserve food from spoiling. Once again, it was due to the simple act of turning away from one team to a diverse collection of individuals to source the idea that would change modern food production.
Margarine
Canning food wasn’t the last time the Napoleon family would crowdsource a solution through a contest. When Napoleon III saw the appetite of his military and nation was surpassing production of butter, he once again set a prize for the first to develop a suitable supplement to replace this staple of the French diet.
In 1869, a French chemist by the name of Hippolyte Mege-Mouries found that melted down fat and milk could make a satisfactory replacement for butter. He named it oleomargarine, later shortened to margarine. Interestingly enough, Mouries later sold the patent to the company Jurgens, which later merged with another company to become Unilever–a company that has been quick to adopt creative crowdsourcing in recent years." (http://dailycrowdsource.com/2011/07/11/crowd-leaders/crowd-leader-peter-lamotte-crowdsourcing-isn%E2%80%99t-new-only-the-word-is/)
Key Books to Read
- Crowdsourcing: How the power of the crowd is driving the future of business. Jeff Howe. Random House, 2008.
Review:
"Crowdsourcing poses a profound challenge to the conventional notions of the structure of the firm as a fundamental economic unit. It suggests that the traditional demarcations between suppliers, contractors, employees, distributors and customers are breaking down.
The ideas in this book are not all new. But it does bring the concept alive with rich and detailed case histories. It is the product of a well-connected and talented journalist. It is carefully researched and crisply written, and the phenomenon it describes is here to stay." (http://www.managementtoday.co.uk/search/article/842430/books-collectivism-capitalism/)
More Information
Related concepts:
Also:
- Guide to the Crowdsourced workforce: mentions different projects, especially in the field of design]
- See our entry on the FLIRT Model of Crowdsourcing
- The trend will be monitored here, at http://www.crowdsourcing.com/ and here at http://crowdsourcing.typepad.com/cs/
- Microstock Photography is often mentioned as an example of the process.
- Crowdsourced Advertising
Blogs
Podcasts/Webcasts
- Podcast interview with Jeff Howe on Crowdsourcing
- Video trailer of his book
- Webcast presentation of Don Tapscott on Crowdsourcing