In general, there is an inverse correlation between platform complexity and its openness to innovation (and therefore to potential value). The less rigid and structured the platform, the more innovation. More structure produces less variation.

And so around the world power is shifting from the lumbering, closed, centralized entities to the nimble, adaptive, distributed Peers Inc framework. This is how Peers Inc organizations started rewiring capitalism.

Less than a month later, Jobs admitted defeat and announced that in February Apple would release a software development kit (SDK) for the iPhone that would allow developers to write native applications

POWER PARITY (PHASE 4) The solution to building a long-term sustainable organization is to seek power equilibrium, the last stage and an ever-shifting almost-steady state.

Grommet launches one product at noon Eastern Time. Their goal is to level the playing field. In the old regime, massive retailers have controlled which products live or die. The Grommet does things differently. From the two hundred ideas the staff sees weekly, they choose five “heroic, innovative and inspiring” products. For each one, they help the

Engage Others’ Minds by Publishing Problems, Not the Solutions

THIS BOOK is a dare. It is a challenge not only to entrepreneurs but also to all those who want to change the game by creating platforms that share power and value with the people who give them life. It is an ode to the individual, who when she gets access to the resources she needs to create something becomes an innovative, irreplaceable producer.

If the platform’s goal is to maximize innovation, the more open a platform is, the more variation you’ll permit and the more innovation you’ll uncover.

Special attention needs to be paid to the ebb and flow of power between the platform creators and the peers.