"In 2008, the unthinkable happened. Lehman Brothers went bankrupt.
Banks had to seek shelter with governments. In 2010, the unthinkable
happened again. Local European economies were based on bubbles. Greece,
Spain, Portugal, Ireland. What or who can we trust?
The financial infrastructure
is intrinsically based on trust, between clients, financial institutions
and governments. No trust, no financial infrastructure. Bail out by
governments, the World Bank, the IMF, but can we still trust them to
Perhaps we should think
differently. Perhaps we should look for ways to boost robustness of
the financial infrastructure. Increase transparency. Take away the need
for intervention. Infuse loyalty into clients. How to seduce them? Products
and services differentiation, mutual value. Client-side risk management.
Interaction based on relationship, not (simple) products.
So, what will future financial
products and services look like? Will they be more transparent? Will
they allow clients to accurately manage risk? Will they return serious
value for the relationship? Will competition between financial institutions
force a long-term relationship focus?"
Euro Money Market Study by the European Central Bank
December 2010 EXECUTIVE SUMMARY
This eighth study on the structure and functioning of the euro
money market is the result of a survey conducted by the European
Central Bank (ECB) and the national central banks that are members
of the European System of Central Banks (ESCB). The survey asked
panel banks to indicate their average daily turnover in various
money market instruments during the second quarter of 2010 and
2009 and to answer a number of qualitative questions. Two features
are new to this study which did not feature in the previous ones:
the coverage of the survey was extended from 169 to 172 counterparties
and additional procedures were put in place to enhance the quality
of the data and to better assess the impact of the financial market
turbulence, that began in 2007, on the euro money market.
The main findings of the study suggest that the financial market
turbulence and the sovereign crisis that hit Europe in the second
quarter of 2010 had an important impact on the euro money market.
Aggregate turnover for all instruments decreased in the second
quarter of 2010 by 3%. Volumes declined for the third consecutive
year, albeit at a slower pace. The largest declines in turnover
were observed in the unsecured market and in the overnight index
swaps (OIS) segments (18% and 19% respectively). The contraction
in the unsecured market was influenced by credit risk concerns
and, in the second instance, by the large participation in the
ECBs 1-year long-term refinancing operations in June, September
and December 2009 that provided a gross EUR 614 billion to the
market and which remained outstanding over the period of analysis
covered by the survey. The steep decline in the OIS segment is
partly the result of lower volatility in short-term interest rates
following the increase in surplus liquidity conditions in the
interbank market, and similar declines were also observed in other
interest rate derivative segments.
In contrast, the secured market segment (also referred to as repo
in this study) increased by 8%, positively influenced by the higher
share of transactions concluded through a central counterparty
(CCP). The CCP share rose from 41% of all repo transactions reported
in 2009 to 45% in 2010. The main reason behind the growing importance
of CCP is
counterparties interest in protecting themselves from rising
credit-risk concerns and the greater use of electronic platforms
for trading repos
As regards the derivative segments covered by the study, there
was a general decline. Apart from the above-mentioned OIS segment,
turnover in forward rate agreements (FRA) decreased by 10%, in
other interest rate swaps (other IRS), excluding OIS, by 11% and
in cross currency (Xccy) swaps by 4%. The only exception to this
trend was that of foreign exchange (FX) swaps, whose turnover
increased by 3%, as this segment benefited from an increased demand
from European banks from outside the euro area.
Turnover in short-term securities also registered an important
increase, growing by 67% in the second quarter of 2010 mainly
as a result of a growing volume of transactions in securities
issued by credit institutions.
Concentration on short-term maturities remained very strong, in
particular in the unsecured, secured and FX swaps segments. The
shortening of the maturities traded in the unsecured and secured
segments in particular has been a feature of the market since
the outbreak of the financial turmoil, as the greater weight attached
by banks to counterparty credit risk led them to reduce their
As regards the perception of market conditions, the respondents
to this years survey assessed market liquidity to have deteriorated
in the unsecured market and worsened significantly in Xccy swaps
segments. Conditions in the other segments stabilised or improved
comparison with the second quarter of 2009.
According to the 2010 survey the structure of the euro money market
changed slightly compared with 2009. The data relating to the
constant panel indicates that, in the unsecured market, the share
of transactions concluded with counterparties outside the euro
area was 31% in 2010, against 24% in 2009. In the secured market,
the number of transactions concluded with a counterparty outside
the euro area fell to 19% from 24% in 2009, while the number of
transactions with a national counterparty increased from 32% to
37%. The data on the use of collateral shows that the share of
national collateral used for repo transactions declined to 32%
from 36% last year, while the use of euro-area collateral increased
from 59% to 64% in 2010. The trading structure saw some relevant
changes too. The introduction of new electronic platforms led
to a decrease in voice broker transactions, in favour of electronic
and direct trading. In general, direct trading tends to be more
frequent in the other IRS and Xccy swap segments and in the unsecured
market, while about 57% of the repo market relies on electronic
trading, against 24% for direct trading. This data depends largely
on the CCP repo subset, where transactions are conducted almost
exclusively via electronic platforms.
Finally, concentration data revealed mixed trends. Concentration
increased in the unsecured market, especially in lending, where
the first five institutions lend over 46% of interbank deposits,
but it decreased in the repo market, and to a larger extent in
the CCP repo segment. As regards over-the-counter (OTC) products,
concentration increased noticeably in all segments reported. The
short-term securities market is one of the most concentrated segments.
The top five institutions cover over 68% of the market, and the
top 20 account for more than 92%.
Bouke de Vries,
Senior Economist, Economic Research Department, Rabobank Nederland Strengths of the cooperative model - a more effective value
proposition for clients?
Manager Innovation, Equens Transparency of financial settlement - rethinking the value
proposition of institutions
Hintzen Legal Services The Ratio of Leverage
Moderated by John
Grüter, Owner, Digital Knowledge
sail - a new space propulsion concept
solar wind sail, or electric sail for short, is
a propulsion invention made in 2006 at the Kumpula
Space Centre, a collaboration between the Finnish Meteorological
Institute and the Department of Physics of the University of Helsinki.
The European Union has now selected the Finnish Meteorological
Institute to lead an international space effort whose goal is
to build the largest and fastest man-made device.
electric sail is a new space propulsion concept, which uses the
solar wind momentum for producing thrust. The electric sail is
somewhat similar to the more well-known solar radiation pressure
sail which is often called simply the solar sail.
A full-scale electric
sail consists of a number (50-100) of long (e.g., 20 km), thin
(e.g., 25 microns) conducting tethers (wires). The spacecraft
contains a solar-powered electron gun (typical power a few hundred
watts), which is used to keep the spacecraft and the wires in
a high (typically 20 kV) positive potential. The electric field
of the wires extends a few tens of meters into the surrounding
solar wind plasma. Therefore the solar wind ions "see"
the wires as rather thick, about 100 m wide obstacles. A technical
concept exists for deploying (opening) the wires in a relatively
simple way and guiding or "flying" the resulting spacecraft
The solar wind dynamic
pressure varies but is on average about 2 nPa at Earth distance
from the Sun. This is about 5000 times weaker than the solar radiation
pressure. Due to the very large effective area and very low weight
per unit length of a thin metal wire, the electric sail is still
efficient, however. A 20-km long electric sail wire weighs only
a few hundred grams and fits in a small reel, but when opened
in space and connected to the spacecraft's electron gun, it can
produce several square kilometer effective solar wind sail area,
which is capable of extracting about 10 millinewton force from
the solar wind. For example, by equipping a 1000 kg spacecraft
with 100 such wires, one may produce acceleration of about 1 mm/s^2.
After acting for one year, this acceleration would produce a significant
final speed of 30 km/s. Smaller payloads could be moved quite
fast in space using the electric sail, a Pluto flyby could occur
in less than five years, for example. Alternatively, one might
choose to move medium size payloads at ordinary 5-10 km/s speed,
but with lowered propulsion costs because the mass that has to
be launched from Earth is small in the electric sail.
The main limitation
of the electric sail is that since it uses the solar wind, it
cannot produce much thrust inside a magnetosphere where there
is no solar wind. Although the direction of the thrust is basically
away from the Sun, the direction can be varied within some limits
by inclining the sail. Tacking towards the Sun is therefore also
The electric sail
won the 2010 Finnish Quality Innovation Prize among Potential
A full-scale electric sail consists of a number (50-100) of long
(e.g., 20 km), thin (e.g., 25 microns) conducting tethers (wires).
The spacecraft contains a solar-powered electron gun (typical
power a few hundred watts), which is used to keep the spacecraft
and the wires in a high (typically 20 kV) positive potential.
The electric field of the wires extends a few tens of metres into
the surrounding solar wind plasma. Therefore the solar wind ions
"see" the wires as rather thick, about 100 m wide obstacles.
A technical concept exists for deploying (opening) the wires in
a relatively simple way and guiding or "flying" the
resulting spacecraft electrically.
Building on technologies that surfaced in the 1970s and
1980s, social networks emerged in the late years of the
20th century. They have since grown to encompass almost a sixth
of the global population, and in May 2010 attracted more UK internet
traffic than did search engines. As a communication medium it
is now firmly established, with around two-thirds Britons using
it to keep in contact with friends and family.
Getting to grips with social networks
For years this growth failed to deliver many profitable business
models, whilst organisations failed to capitalise on social networks
potential. However, innovative uses in the business world, private
sphere and even governmental realm are now appearing. A number
of factors not least the need to discover new markets,
enhance the bottom line and save money - are becoming increasingly
important in the globally connected world that social networks
are helping to foster. However impressive the impact of social
networks so far, we can only consider ourselves at an early stage
of their progression.
People are engaging with social networks both in and out of the
home, at whatever time of day suits them and where allowed, in
any circumstances. Being in touch with those people that matter
to us is at the heart of the human condition. Over two billion
people are connected in the top forty social networks today and
by 2020 we expect that up to five billion people around the world
will be online and most will connect via social networks.
Changing internet and how we connect
In May, 2010, for the first time in the UK, there was more traffic
across social networks than searches on the internet. At the same
time, we saw a rapid growth in accessing information on the internet
through the semi closed worlds of the apps (applications) facilitated,
for the most part, by the success of Apples iphones and
ipad tablet. The government plans to facilitate access to 2 mbps
(million bits per second) broadband for everyone in the UK by
2015. By 2016 we are forecasting that there will be twelve million
1 gbps (thousand million bits per second) lines in the UK - these
lines are fifty times faster!. What we can be sure of is that
the current form of the internet and how we use it is not at the
end of its evolution.
Gaming and virtual worlds
Massively Multiplayer Online Role-Playing Games (MMORPGs)
attract huge participation to their rich game playing worlds.
The popular World of Warcraft game had over twelve
million subscribers as at October 2010. These games are very visual
and there is huge engagement between the individuals who take
part. On the other hand social networks have the capacity to involve
huge numbers of people in group activities but offer relatively
little opportunity for engagement. It is clear that this will
not remain the same for long - as social network operators seek
to inject game playing and participation in increasingly realistic
virtual worlds where participants can explore, learn and even
fight together. When once we might have phoned our friend, today
we might text one another, tomorrow it will be common to go
for a walk together in a virtual world, irrespective of
where we might be in the world. These changes are likely to impact
how we engage with our friends and family, our teachers and even
our government and transform the engagement models in the process.
Many existing business processes will be challenged by the power
that individuals have through their connected strength. Weve
hardly seen the start of this revolution. The last
major shift caused by access to the internet was, disintermediation,
the power of individuals with access to services normally brokered
to us via agents. Now we buy airplane tickets, book holidays,
buy car, life, pet and holiday insurance over the internet and
now prefer this to using a human intermediary. Social networks
are allowing us to take part, as individuals, in large-scale projects
where we can contribute a small part to a large outsourced task.
Social networks enable us to use the scale of our connected network
bulk buy or band together to leverage our collective size. For
example; we can even gather together to self insure ourselves
against all manner of risks. No longer would we need an insurer
to gather a large group to spread risk across. They may be needed
to provide the services around managing the premiums, claims and
reinsurance. How much lower might the claims be inflated by and
how many fewer fraudulent claims might we see if we knew each
other and knew who was claiming. These village like
environments can connect us in joint endeavours in new ways, which
will proliferate in the coming decade.
People intensive services are expensive. Over the past sixty years
automation has driven out much human activity from manual work
and is now set to repeat this amongst professional and managerial
roles. In the UK we are struggling to maintain outdated models
of delivering education to our pupils and university students.
The future of mass education will involve large-scale use of on-line
resources over the internet and socialising over social networks.
These facilities will replace much of the mass delivery of information
to students, reserving the role of teacher and tutor for the more
important, interpersonal and individual guidance of their charges.
Government is seeking to reduce its operational costs and engage
more closely with its citizens. Social networks are increasingly
being engaged to facilitate both of these aims. The size of the
over 50 years of age population in the UK is growing rapidly.
The over 85 years of age population has doubled in the past twenty
five years and is set to increase by 250% in just the next twenty
years. It will be vital that these older citizens get on-line
and engaged with the many resources the internet has to offer,
as quickly as possible. The most vulnerable people in our society
can be included in so many ways, if they can be shown
how to join and engage in social networks.
The coalition government is keen for people to become increasingly
active to help resolve some of the issues we face in the UK. As
individuals, we often feel our contribution cant make a
difference. Social networks have the power to facilitate mass
engagement around issues we are passionate about, as strangers
seek to build a better world together. Helping everyone in our
society to have access to the internet and by so doing, find new
relationships and engage in matters of concern to them with like-minded
people is vital if we are to develop a society where we feel valued
By 2020 we expect to have over 22 billion devices communicating
over the internet. As we will be connected to it through many
devices, our use of technology to communicate effectively blends
into our surroundings. For example as we walk down a street its
possible for our diary to connect with a bus stop and tell us
to stop right there and wait 30 seconds for the right bus to take
us where we want to go. In the same way will may be able to connect
with our friends, family and business associates in new ways that
might have only happened by chance today. The issue will be one
of privacy versus utility - which is likely to be one of the most
discussed and argued over issues of the coming decade.
Some organisations are now discovering the power of facilitating
connection between their staff and their business partners through
social network technologies. Others are more concerned about the
potential distraction for staff and a fall in productivity and
yet others see social networks as a threat to information security.
As with all new technologies, if they can be called that still,
there are threats to the status-quo but we learn to harness the
benefits of these new tools and minimise their risks and by so
doing realise their true disruptive potential.
Social media, as we might collectively describe these social connection
tools, offers a real opportunity to facilitate improved communication
and increased productivity, across our enterprises. Increasingly
organisations are fragmented and distributed, often across wide
geographies and now
that we are working in a more mobile fashion we need to harness
networks to allow groups to connect in both an organised and viral
way.Recent studies are indicating that allowing staff access to
their personal social networks at work can increase their overall
productivity and that those who are allowed to use these tools
to do their job are less likely to leave.
Facilitating personal access certainly shows employees that they
are trusted to manage their time properly and also that they can
be trusted not to divulge proprietary information to outsiders.
If we allow people to send e-mails with attachments, then we should
also allow people who use social media, as their preferred communications
method, to use these tools. The job at hand is to protect sensitive
data from moving inappropriately, not limit the communication
channels we use. After all, there will be many new and currently
unknown communications technologies employed by business
in the coming years. Rather than fearing new technologies, we
need to become quickly confident in their use and exploit them
to our advantage.
As open-source innovation and cocreation become familiar means
for firms to innovate their products and service offerings the
role of social media becomes more critical. Firms that have embraced
these collaborative ways of surfacing new ideas, understand that
the greater the size and diversity of input the higher the likelihood
is of imaginative and break-through innovation happening. Social
networks provide the transport layer on which new ideas can flow
into the organisation. Procter and Gamble built a network of over
three million contributors to their product innovation process
and moved from one of the lowest to one of the highest new product
success rates in their industry.
Our workforce and consumers are all living in a more mobile and
spontaneous environment today, frequently facilitated through
technology. Smartphone sales are rapidly replacing normal
mobile phone sales. At the same time mobile broadband coverage
and capability is increasing rapidly. Laptop computers, notebooks,
netbooks, mobile phones, smart phones and now tablets - popularised
through the explosive take-up of the Apple ipad - are facilitating
our 24/7 mobile world. The challenge for business is to harness
these technologies for advantage.
New business models
Social networks, cloud computing (where the computing power and
data storage takes place on the internet), ambient technology
(pervasive technology thats all around us that knows who
we are and where we are - if we let it), mobile and combinations
of information coming together to provide new products and services
(mash-ups) are changing consumers expectations of service and
changing the business models organisations deploy. These models
have the capacity to transform how we communicate, sell and connect
with our staff and customers in the future.
So how will we cope with all this information about where people
are, what they are doing, in what mode (business or leisure) and
what they are saying across their social networks and through
a variety of technologies. We will be recording the data we send
- words, pictures, video, sounds etc, but we will also capture
our mood our facial expression and tone of voice,
where we are and maybe even who or what is happening around us
- our context. Successful companies will know how to manage this
information to their advantage.
The question today is: Where will the storage capacity come from
and who will own the information? Data analytics will need to
move on rapidly to keep pace and we will need to consider how
long this information should persist and who should have access
to it. We will also need to consider new forms of copyright and
business models that reward more open behaviours in the future
as we seek to share this rich data between individuals and organisations.
As we are very aware, our customers are increasingly listening
to other peoples opinions about our organisations
performance and our products and services. Tweets, social networks,
blogs, advisory sites, buying portals and e-mails are always that
people are sharing their opinions about brands, for good or ill
and can have a major impact on the perception of their brand and
therefore its value. Its now time to consider these social
networkers the next major stakeholders in our firms. No longer
are they the concern of the marketing and IT departments but now
need to be considered in the development and implementation of
the organisations strategy at the highest level.
It is generally agreed that the next step of progression is towards
mobile social networking. Rather than just using a mobile interface,
new GPS and geo-location systems have the potential to radically
enhance the wealth of data, generated by social networks
with tomorrows industry winners emerging from those who
better adapt their business models to it.
The expansion of technology and social networks to effectively
blend into our surroundings seems quite likely which if
combined with more mobile applications, has the potential to revolutionise
human behaviour, commerce, industry and government. The explosion
of data this will generate will be truly transformational should
the ability of analytics keep pace. This new platform of data
would herald the dawn of a new, more efficient economy, better
able to cope with future challenges of an ageing population, economic
problems and declining corporate profit. The advent of social
networks has left the world better off, yet in many ways the benefits
have only just started to be realised.
Lift11 is a three-day conference about current and emerging usage
of digital technologies such as online communities, social media
and casual games. Participants come to better understand the challenges
and opportunities presented by digital technologies, and meet
the people who drive these innovations.
The AFSCM (Association Française du Sans Contact Mobile)
say they have drawn positive conclusions from the first European
mobile contactless rollout that took place in Nice last May. A qualitative
survey demonstrates positive user feedback, underlining a quick
and enthusiastic adoption of cityzi-branded contactless
services and mobile phones.
The strong cooperation between project participants has allowed
the successful rollout of interoperable cityzi services in Nice:
access to local and cultural information (cityzi tag reading), purchase
and validation of urban transport tickets, real time traffic information
and timetables (BPASS Lignes dAzur service), smart shopping
with major retailers (couponing, digital loyalty programs), contactless
mobile payment with major banks, etc
The Cityzi service
will be launched commercially across France in 2011, making it one
of the worlds first mass-market commercial contactless services.
A World of Tweets
is all about playing with geography and bits of information. Simply
put, A World of Tweets shows you where people are tweeting
at from the past hour. The more tweets there are from a specific
region, the "hotter" or redder it becomes.
This continuous collection
of Twitter statuses also allows for the presentation of other interesting
visuals as well as statistical and historical data about the tweeting
world we live in. Through the activity of Twitter users it is possible
to tailor a new map of the world that evolves during the day according
to the time zones and the spreading of mobile technologies.
Think of coral reefs and you imagine warm, shallow tropical seas,
not the cold, dark waters of the deep ocean. Now the deep ocean's
best-kept secrets are being revealed - ancient coral ecosystems
hidden from view at great depths.Lophelia.org
is an information resource on the cold-water coral ecosystems
of the deep ocean.
Short introduction to lophelia.org by Sir David Attenborough
on cold-water corals narrated by Sir David Attenborough
Cold-water coral reefs are amazingly colourful and form diverse
habitats. As well as creating a home for many other species, cold-water
coral reefs may also be important centres for speciation in the
Only in the last
few decades have cold-water corals been studied in detail. In
the late 19th and early 20th centuries a few cold-water coral
specimens were found by fishermen and early researchers. Due to
technological limitations it was impossible to learn much more
about them. In recent years, with the advent of manned submersibles
and deep-sea remotely operated vehicles, our knowledge has increased
BANK 2.0 is organized into three sections: Part One examines the evolution of consumer behaviour that
started with the internet, and have rapidly accelerated with the
recent phenomenon of Blackberry, Social networking, the iPhone,
etc. As customer expectations increasingly depart from traditional
service models, King examines institutions need to understand what
it will take to adapt, not just for profitability, but to protect
brand, Assets under Management (AuM) and revenue. King exposes the
flaws in the organization structures and strategic thinking of financial
service companies today that created the financial crisis, and has
separated them intellectually from their customers.
Part Two looks
specifically at channel improvement opportunities within the retail
bank. In this section, King looks at the key issues that choke development
of innovation across the organization, but more importantly identifies
the quick wins that can justify improvement programs today.
In Part Three,
King examines the trends, innovations and technologies that are
likely to have the most significant impact on financial services
and consumers over the next decade. From social networking and mobile
technologies, to the massive disruptions to traditional media and
advertising, King looks at the forces shaping the way we interact,
pay and trade in the 21st Century.
Brett King built the
research and methodologies for BANK 2.0 over 10 years working with
some of the biggest names in the business including HSBC, Citibank,
Standard Chartered, EmiratesNBD (largest bank in the Middle-East),
BNP Paribas, UBS and others. Whether a banker, an entrepreneur or
a consumer of financial services BANK 2.0 is an entertaining
read that challenges the very concept of what banking means in todays
Restaurant in China
A new restaurant where all of the waitresses are robots has
opened in China. The Dalu Rebot Restaurant, in Jinan, northern
China's Shandong Province, has six robot waitresses and can cater
for up to 100 diners.
The 21 tables are
set in circles and the robots follow a fixed route to serve diners
in rotation. After serving, the robots return to the kitchen to
refill their cart for the next round.
Wang Xianwei said that robots did all of the waiting on tables.
However, humans in the kitchen prepared the food, mainly the Chinese
version of fondue. And people were also employed to welcome customers
and explain to them how the restaurant worked.
The restaurant was
developed by the Shandong Dalu Science and Technology Company,
which plans to further develop the concept. Spokesman Zhang Yongpei
said: "Next, we'll develop robots which can climb stairs
and help with kitchen chores like washing the dishes. "And
our waitresses will become more sophisticated so they can go direct
to a customer's table and even refill diners' drinks."
Centre for Fashion Science
The Centre for Fashion Science
aims to break new ground in fashion-related research, to create
new concepts, products and processes which harness innovations in
science and technology to reconcile the paradoxical fashion
and sustainability - for clothing, accessories and better lives.
"Our design-led approach to research catalyses connections
between new and old technologies, craft and industry, science, design,
art and technology. The clash of disciplines and approaches sparks
ideas and short-circuits developments to reconcile the needs of
people, the environment, and industry. Collaborations can take many
forms. We welcome contacts from scientists in academia and industry,
start-up or established companies and related organisations - please
get in touch
It has been said
that scientists study what is; designers study what can be. Whatever
the opinion, the combination of diverse approaches can develop
ideas beyond what each can achieve separately.
In this way we hope
to make a difference."
A few topics and research themes:
Design for Personalised Fashion led by Prof Sandy
Design process, sustainability and personalisation
Rapid manufacturing for pseudo-textile structures which conform
to the body.
Led by Philip Delamore
with external partners Freedom of Creation and Complex
Matters this project aims to create body conformable seamless
and flexible textile structures, through the use of generative
software, which allows the converting of 3D body data into textile
design potential includes a unique shape bespoke fitted to an
individual, together with colouration and surface pattering.
to the Considerate Design process includes efficient use of
materials, less waste, localised on demand production
and fewer travel miles, a one stop process using less labour.
style advisor led by Sue Jenkyn Jones
Part of major collaborative EU funded project for customise womenswear
In the next few
years the small-scale success stories of the early adaptors
can and should be used as the foundation for the implementation
of Mass Customisation in Fashion throughout Europe on a wide
and large scale. SERVIVE aims to be the launching platform enabling
large-scale implementation of Mass Customisation in the European
the assortment of customisable items currently on offer
Design of Virtual
Customer Advisor (VCA), which, depending on the profile of the
customer will recommend the optimum product configuration
active participation of end consumers in the configuration of
the customised items
Provision of knowledge-based
web services related to style expertise, human body expertise
and data, material and specific manufacturing knowledge
the innovative organisational concept of the Networked Micro-Factory
Portrait: Andrew Zolli
Andrew Zolli is an expert in global foresight and innovation,
studying the complex trends at the intersection of technology,
sustainability and global society that are shaping our future.
His firm, Z
+ Partners, helps senior leaders at some of the world's
preeminent companies, institutions and governments see, understand
and respond to complex change.
Andrew is also the
Curator of Pop!Tech,
the renowned thought leadership forum and social innovation network.
Andrew serves as
a Fellow of the National Geographic Society, where he is leading
development of a global initiative to envision new scenarios for
a sustainable world in 2030 and beyond. He was also recently named
the first Business and Society Fellow of the Boston College Center
for Corporate Citizenship.
Andrew has previously
served as Futurist-in-Residence at publications including Popular
Science and American Demographics magazines, as well as Public
Radio's Marketplace. He is also a Visiting Fellow of the Woodrow
In 2005 Andrew was
named to Fast Company's Fast 50, the magazine's annual compilation
of emerging business leaders. In the same year, he was named one
of Red Herring's "Top 20 Under 35". Andrew's work, writings
and ideas have appeared in a wide array of media outlets, including
PBS, National Public Radio, The New York Times, Wired, BusinessWeek,
ID, Fast Company, The History Channel and many others.
In addition to his
work with larger multinational organizations, Andrew advises a
number of cutting-edge not-for-profit, public policy and venture-backed
startups. He currently serves on the boards of Worldchanging.com,
a leading online resource tracking the future of sustainability,
Blurb, a revolutionary publishing company, and BAM, the Brooklyn
Academy of Music, one of the country's leading urban arts centers.