is simply repeat many of the points

これからお話しする

that the three people before me have already made,

協働による創造的な発明というのは

but do them --

先の3人が話したものと同じものです

this is called "creative collaboration;"

でもこの意味

it's actually called "borrowing" --

創造的な協働とも呼ばれる

but do it through a particular perspective,

この

and that is to ask about the role of users and consumers

創造的な発明の意義を

in this emerging world of

違った視点　つまり

collaborative creativity

ユーザーや消費者の

that Jimmy and others have talked about.

役割を見直すことで

Let me just ask you, to start with,

明確にしたいと思います

this simple question:

簡単な質問から始めましょう

who invented the mountain bike?

マウンテンバイクは

Because traditional economic theory would say,

誰が発明したのでしょう？

well, the mountain bike was probably invented by some big bike corporation

今までの経済理論なら

that had a big R&D lab

新規の事業を始める

where they were thinking up new projects,

大きな研究所を持った

and it came out of there. It didn't come from there.

大企業だと考えるでしょう

Another answer might be, well, it came from a sort of lone genius

でも大企業ではないのです

working in his garage, who,

あるいは一人の天才が

working away on different kinds of bikes, comes up

自分の車庫で

with a bike out of thin air.

自転車部品を組み合わせ

It didn't come from there. The mountain bike

開発したと考えるでしょう

came from users, came from young users,

実際にマウンテンバイクを

particularly a group in Northern California,

発明したのはカリフォルニアの若者達です

who were frustrated with traditional racing bikes,

皆さんの兄さん達が

which were those sort of bikes that Eddy Merckx rode,

乗っていたようなレース用の自転車には

or your big brother, and they're very glamorous.

派手過ぎて興味が湧かず

But also frustrated with the bikes that your dad rode,

父親が使っている

which sort of had big handlebars like that, and they were too heavy.

大きなハンドルの

So, they got the frames from these big bikes,

重い自転車にも満足できなかった

put them together with the gears from the racing bikes,

それで 大きな自転車からフレーム

got the brakes from motorcycles,

レース用自転車からは変速機

and sort of mixed and matched various ingredients.

バイクからブレーキを持ってきて

And for the first, I don't know, three to five years of their life,

それらを組み合わせたのです

mountain bikes were known as "clunkers."

これが”クランカー”と呼ばれる

And they were just made in a community of bikers,

最初のマウンテンバイクです

mainly in Northern California.

カリフォルニアの自転車仲間達が

And then one of these companies that was importing parts

発明した製品なのです

for the clunkers decided to set up in business,

やがて 自転車部品の輸入業者が

start selling them to other people,

これを商品として売り出し

and gradually another company emerged out of that, Marin,

ビジネスにしようと考えた

and it probably was, I don't know,

やがて他の会社も参入し

10, maybe even 15, years,

おそらく

before the big bike companies

10年か15年たって

realized there was a market.

自転車の大企業が

Thirty years later,

目をつけた

mountain bike sales

それから30年経った今では

and mountain bike equipment

マウンテンバイクの売上は

account for 65 percent of bike sales in America.

付属品も含めると

That's 58 billion dollars.

米国自転車市場の65％

This is a category entirely created by consumers

580億ドルになります

that would not have been created by the mainstream bike market

マウンテンバイクは消費者が発明したわけです

because they couldn't see the need,

自転車業界の主流では

the opportunity;

このビジネスチャンスは見えなかったし

they didn't have the incentive to innovate.

新しい製品を発明する動機も

The one thing I think I disagree with

なかったからです

about Yochai's presentation

ヨーカイ氏と私の考えが

is when he said the Internet causes

違う点があります

this distributive capacity for innovation to come alive.

彼はインターネットによって

It's when the Internet combines

多くの人が協働で発明できるように

with these kinds of passionate pro-am consumers --

なったと言いましたが

who are knowledgeable; they've got the incentive to innovate;

情熱と知識と意欲を持つプロ級の消費者が

they've got the tools; they want to --

道具を手に入れ インターネットによって

that you get this kind of explosion

結びついた時に初めて

of creative collaboration.

協働による発明という

And out of that, you get the need for the kind of things

新しい花が開いたのです

that Jimmy was talking about, which is our new kinds of organization,

ジミーの言ったある種の新しい形態の組織

or a better way to put it:

あるいは組織化が

how do we organize ourselves without organizations?

必要になっています

That's now possible; you don't need an organization to be organized,

組織抜きで組織化できるでしょうか？

to achieve large and complex tasks,

今ではソフト開発など複雑な業務を

like innovating new software programs.

協働で行う場合でも

So this is a huge challenge

必ずしも組織は必要ない

to the way we think creativity comes about.

いかに創造性を高めるか

The traditional view, still enshrined

を考える上でここが課題なのです

in much of the way that we think about creativity

今までの考え方が消えたわけではなく

-- in organizations, in government --

会社や政府機関でも

is that creativity is about special people:

独創的な発明は

wear baseball caps the wrong way round,

野球帽を逆さに被って

come to conferences like this, in special places,

こうした会議に出てくるような

elite universities, R&D labs in the forests, water,

ちょっと変な奴の仕事と考えている

maybe special rooms in companies painted funny colors,

有名大学とか森や水辺の研究所

you know, bean bags, maybe the odd table-football table.

奇抜な色の特別な部屋で

Special people, special places, think up special ideas,

卓球台なんかもあるかもしれない

then you have a pipeline that takes the ideas

変な人が妙な場所ですごい発明を考える

down to the waiting consumers, who are passive.

発明はパイプラインで運ばれ

They can say "yes" or "no" to the invention.

消費者のもとに届けられる

That's the idea of creativity.

消費者の選択肢は受け取るかどうかだけ

What's the policy recommendation out of that

これが世間的な理解です

if you're in government, or you're running a large company?

この理解から生まれる方策は

More special people, more special places.

政府も大企業も同じで

Build creative clusters in cities;

特殊な人や場所を確保すること

create more R&D parks, so on and so forth.

研究特区を創って

Expand the pipeline down to the consumers.

独創的な人たちを集める

Well this view, I think, is increasingly wrong.

消費者にはより多くの発明を届ける

I think it's always been wrong,

この考えは益々間違ったものになっています

because I think always creativity has been highly collaborative,

いや　最初から違っていたのです

and it's probably been largely interactive.

創造的な発明は協働から生まれるのです

But it's increasingly wrong, and one of the reasons it's wrong

そして対話が重要なのです

is that the ideas are flowing back up the pipeline.

益々間違いになっている理由は

The ideas are coming back from the consumers,

アイデアが逆向きに流れているからです

and they're often ahead of the producers.

消費者が専門家以上に

Why is that?

先進的なアイデアを生み出しています

Well, one issue

それはなぜでしょうか？

is that radical innovation,

一つには

when you've got ideas that

多くの技術や人々に影響を与えるような

affect a large number of technologies or people,

先鋭的な発明では

have a great deal of uncertainty attached to them.

何に役立つのか分からない場合が

The payoffs to innovation are greatest

少なくないからです

where the uncertainty is highest.

発明による報酬が最大になるのは

And when you get a radical innovation,

実は発明品の目的が見えない場合です

it's often very uncertain how it can be applied.

革新的なイノベーションが生まれた時

The whole history of telephony

その発明が何に利用できるかわからない

is a story of dealing with that uncertainty.

電話の歴史もその一つで

The very first landline telephones,

先が見えない中で進歩してきました

the inventors thought

最初の有線電話は

that they would be used for people to listen in

発明者には

to live performances

ウエストエンドの劇場で

from West End theaters.

ライブを聴くための

When the mobile telephone companies invented SMS,

器具だった

they had no idea what it was for;

携帯電話会社がSMSを発明した時も

it was only when that technology got into the hands

何に使えるか分かってなかった

of teenage users

この技術が利用者の手に渡り

that they invented the use.

１０代の利用者が

So the more radical the innovation,

使い方を発明したのです

the more the uncertainty,

発明が革新的であるほど

the more you need innovation in use

確かな見通しはなく

to work out what a technology is for.

使ってみなければ

All of our patents, our entire approach

何の役に立つのか見えてこない

to patents and invention, is based on the idea

今までの特許や発明に関わる制度は

that the inventor knows what the invention is for;

発明家は自分の発明の

we can say what it's for.

価値を知っている事が

More and more, the inventors of things

前提でした

will not be able to say that in advance.

今や発明家は発明の価値が

It will be worked out in use,

前もって分からないのです

in collaboration with users.

ユーザーと協働して

We like to think that invention is

発明品を利用しながら次第に見えてくる

a sort of moment of creation:

発明というものは

there is a moment of birth when someone comes up with an idea.

誰かが瞬間に思いつくもの

The truth is that most creativity

と考えがちですが

is cumulative and collaborative;

実際はほとんどの発明は

like Wikipedia, it develops over a long period of time.

蓄積と協働の結果です

The second reason why users are more and more important

ウィキペディアも時間をかけて発展したものです

is that they are the source of big, disruptive innovations.

利用者が重要であるもう一つの理由は

If you want to find the big new ideas,

利用者こそがすごい発明をすることです

it's often difficult to find them in mainstream markets,

新しくすごいアイデアを見つけたければ

in big organizations.

業界の主流や大企業で探しても

And just look inside large organizations

無駄というものです

and you'll see why that is so.

大きな組織を見ると

So, you're in a big corporation.

その訳が分かります

You're obviously keen to go up the corporate ladder.

貴方が大企業で働いているとしましょう

Do you go into your board and say,

出世の階段を上ろうとすれば

"Look, I've got a fantastic idea

役員会でこんな風に

for an embryonic product

話せるでしょうか？

in a marginal market,

”すごいアイデアです

with consumers we've never dealt with before,

新規分野で新規顧客対象で－

and I'm not sure it's going to have a big payoff, but it could be really, really big in the future?"

利益も直ぐにはでませんが－

No, what you do, is you go in and you say,

将来はきっと儲かる商品になります”

"I've got a fantastic idea for an incremental innovation

いや　こう言うしかないのです

to an existing product we sell through existing channels

”優れた改善案です－

to existing users, and I can guarantee

既存商品と既存の販売網を使った－

you get this much return out of it over the next three years."

既存顧客向けのアイデアで－

Big corporations have an in-built tendency

今後３年間の利益は間違いなく確保できます”

to reinforce past success.

大企業ではこのように

They've got so much sunk in it

過去の成功に依存します

that it's very difficult for them to spot

保守性に浸かっているので

emerging new markets. Emerging new markets, then,

新しい市場に飛び込めない

are the breeding grounds for passionate users.

新しいマーケットは

Best example:

情熱を持つユーザーが開拓するのです

who in the music industry,

好例を話しましょう

30 years ago, would have said,

音楽業界の一体誰が

"Yes, let's invent a musical form

30年前に思いついたでしょうか

which is all about dispossessed black men

”新しい音楽を創ろう－

in ghettos expressing their frustration

抑圧された黒人がゲットーで－

with the world through a form of music

世の中への不満を音楽にして－

that many people find initially quite difficult to listen to.

表現するのだ－

That sounds like a winner; we'll go with it."

大衆には最初は受けないかもしれないが－

(Laughter).

いずれきっと売れる”

So what happens? Rap music is created by the users.

（笑）

They do it on their own tapes, with their own recording equipment;

どうなりました？　ユーザーがラップを作りました

they distribute it themselves.

自分達で歌を録音し

30 years later,

自分達で配った

rap music is the dominant musical form of popular culture --

30年後

would never have come from the big companies.

ラップはポピュラー音楽の主流になった

Had to start -- this is the third point --

大企業からは生まれなかった

with these pro-ams.

3つ目のポイントはプロ級の素人と

This is the phrase that I've used in

始めることです

some stuff which I've done

ロンドンの"ＤＥＭＯＳ"という

with a think tank in London called Demos,

シンクタンクで仲間との

where we've been looking at these people who are amateurs --

合言葉でした

i.e., they do it for the love of it --

素人ではあるけれど

but they want to do it to very high standards.

それが好きな人たち

And across a whole range of fields --

高い技術水準を求め

from software, astronomy,

どんな分野でもよいですが

natural sciences,

ソフトウェアや天文学

vast areas of leisure and culture

自然科学

like kite-surfing, so on and so forth --

幅広い分野の娯楽や文化

you find people who want to do things because they love it,

凧サーフィンなどなど

but they want to do these things to very high standards.

好きな事を好きだからやりたいという人がいます

They work at their leisure, if you like.

しかも高いレベルでしようとするのです

They take their leisure very seriously:

暇な時にその気になればやる

they acquire skills; they invest time;

趣味だが真剣に取り組む

they use technology that's getting cheaper -- it's not just the Internet:

技術を習得し時間を注ぎ込み

cameras, design technology,

安く手に入る技術を利用し　インターネットの他

leisure technology, surfboards, so on and so forth.

カメラやデザイン技術

Largely through globalization,

サーフボードなどなど

a lot of this equipment has got a lot cheaper.

グローバル化によって

More knowledgeable consumers, more educated,

多くの器具がすいぶん安くなった

more able to connect with one another,

知識も豊かで教育のある消費者が

more able to do things together.

お互いにつながり

Consumption, in that sense, is an expression

一緒に活動できる

of their productive potential.

消費が創造性を

Why, we found, people were interested in this,

表現する手段なのです

is that at work they don't feel very expressed.

こうした創造的な消費に興味を持つのは

They don't feel as if they're doing something that really matters to them,

仕事では自分を表現できないからです

so they pick up these kinds of activities.

意味のある仕事をしている実感がないから

This has huge organizational implications

何か別の活動をやりたくなる

for very large areas of life.

人の人生に大きな影響を与える

Take astronomy as an example,

組織的にも大きな課題です

which Yochai has already mentioned.

天文学を例に考えてみましょう

Twenty years ago, 30 years ago,

ヨーカイ氏が言ったとおり

only big professional astronomers

20年前か30年前には

with very big telescopes could see far into space.

専門的な天文学者しか

And there's a big telescope in Northern England called Jodrell Bank,

大きな望遠鏡で宇宙を見れなかった

and when I was a kid, it was amazing,

英国北部のジョドレルバンク望遠鏡は

because the moon shots would take off, and this thing would move on rails.

子供の時に驚いたのですが

Now, six

月ロケットが発射される時に鉄道で運ぶほど

amateur astronomers, working with the Internet,

とても巨大なものだった

with Dobsonian digital telescopes --

今では6人の素人天文家が

which are pretty much open source --

インターネットを利用して

with some light sensors

ドブソニアン望遠鏡で

developed over the last 10 years, the Internet --

それは無料で誰でも利用できるのですが

they can do what Jodrell Bank could only do 30 years ago.

この10年で開発された

So here in astronomy, you have this vast explosion

簡単なセンサーを使い

of new productive resources.

30年前のジョドレルバンクと同じことができる

The users can be producers.

天文学ではユーザーという創造的な担い手が

What does this mean, then, for our

急速に増えています

organizational landscape?

消費者が製作者にもなれるのです

Well, just imagine a world,

これは組織的な視点に

for the moment, divided into two camps.

どんな意味をもたらすでしょう？

Over here, you've got the old, traditional corporate model:

それでは世界を2つのグループに