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The Laws of Disruption, written by Larry Downes, a partner with the Bell-Mason Group, is a 12-chapter book published by Basic Books/Perseus Books Group. Compossed of four sections, the book explores a simple but unavoidable principle of modern life: though technology changes exponentially, social, economic, and legal systems change incrementally. This disparity in change, Downes argues, will inevitably instigate conflicts between social, economic, political, and legal systems rooted in the past and the current and future generations who are dramatically rewriting the rules of both business and social interaction. Downes suggests nine emerging principles that are shaping a new legal code - the laws of disruption - that will close the gap between institutions of the past and those of the future. Chapter 2 explores the opportunities and risks of living in the digital era by analyzing the economic behavior of information. The conflict between non-rivalrous information and a property rights system designed around the scarcity of manufactured (rivalrous) goods is discussed.

The Laws of Disruption, written by Larry Downes, a partner with the Bell-Mason Group, is a 12-chapter book published by Basic Books/Perseus Books Group. Composed of four sections, the book explores a simple but unavoidable principle of modern life: though technology changes exponentially, social, economic, and legal systems change incrementally. This disparity in change, Downes argues, will inevitably instigate conflicts between systems rooted in the past and the current and future generations who are dramatically rewriting the rules of both business and social interaction. Downes suggests nine emerging principles that are shaping a new legal code - the laws of disruption - that will close the gap between institutions of the past and those of the future. Chapter 3 introduces the first of the nine laws of disruption: convergence. As wireless access and cheap mobile computing become ubiquitous, the world of the physical and the world of the digital are merging. On the border, difficult problems of law appear. Where do our digital activities take place? What law applies? Are judges, legislators, and law enforcement officers competent to enforce behavioral standards on our world? The author contends that the best and most effective code for the intersection of industrial and information economies is a market-based solution, not a governmental imposition of antiquated rules.

The Laws of Disruption, written by Larry Downes, a partner with the Bell-Mason Group, is a 12-chapter book published by Basic Books/Perseus Books Group. Composed of four sections, the book explores a simple but unavoidable principle of modern life: though technology changes exponentially, social, economic, and legal systems change incrementally. This disparity in change, Downes argues, will inevitably instigate conflicts between systems rooted in the past and the current and future generations who are dramatically rewriting the rules of both business and social interaction. Downes suggests nine emerging principles that are shaping a new legal code - the laws of disruption - that will close the gap between institutions of the past and those of the future. Chapter 4 discusses the second of the nine laws of disruption: personal information. This chapter proposes a working definition for privacy in the digital era. The author discusses the economic value of privacy to both society and individuals. He proposes a market-based model for addressing privacy issues such as those recently surfaced through social networking sites.

The Laws of Disruption, written by Larry Downes, a partner with the Bell-Mason Group, is a 12-chapter book published by Basic Books/Perseus Books Group. Composed of four sections, the book explores a simple but unavoidable principle of modern life: though technology changes exponentially, social, economic, and legal systems change incrementally. This disparity in change, Downes argues, will inevitably instigate conflicts between systems rooted in the past and the current and future generations who are dramatically rewriting the rules of both business and social interaction. Downes suggests nine emerging principles that are shaping a new legal code - the laws of disruption - that will close the gap between institutions of the past and those of the future. Chapter 5 discusses the third of the nine laws of disruption: human rights. The author argues that individual rights in digital life eroded badly during the war on terror of the early 2000's, and that "the only protection most of us are left with is the sheer volume of information and the lack of funding for governments to sift through all of it." He goes on to propose the establishment of several principles of digital civil liberties, and then the writing of software to enforce them.

The Laws of Disruption, written by Larry Downes, a partner with the Bell-Mason Group, is a 12-chapter book published by Basic Books/Perseus Books Group. Composed of four sections, the book explores a simple but unavoidable principle of modern life: though technology changes exponentially, social, economic, and legal systems change incrementally. This disparity in change, Downes argues, will inevitably instigate conflicts between systems rooted in the past and the current and future generations who are dramatically rewriting the rules of both business and social interaction. Downes suggests nine emerging principles that are shaping a new legal code - the laws of disruption - that will close the gap between institutions of the past and those of the future. Chapter 6 discusses the fourth of the nine laws of disruption: infrastructure. The author explores the government's role in the production, implementation, and ultimately, protection of the digital infrastructure. Regulatory measures and their often adverse effects are also discussed.

The Laws of Disruption, written by Larry Downes, a partner with the Bell-Mason Group, is an 12-chapter book published by Basic Books/Perseus Books Group. Composed of four sections, the book explores a simple but unavoidable principle of modern life: though technology changes exponentially, social, economic, and legal systems change incrementally. This disparity in change, Downes argues, will inevitably instigate conflicts between systems rooted in the past and the current and future generations who are dramatically rewriting the rules of both business and social interaction. Downes suggests nine emerging principles that are shaping a new legal code - the laws of disruption - that will close the gap between institutions of the past and those of the future. Chapter 7 introduces the fifth of the nine laws of disruption. Globalization has been turbocharged by the Internet. But merchants and consumers are learning to their peril that the easier it is to interact across borders, the more likely it is that provincial and often pointless local laws will rear up to interfere with trade. Sometimes, conflicting laws and uneven enforcement can come close to forcing a hard stop. The author argues that we need a single uniform law of digital commerce - and further, that the building blocks for writing one are in place.

The Laws of Disruption, written by Larry Downes, a partner with the Bell-Mason Group, is an 12-chapter book published by Basic Books/Perseus Books Group. Composed of four sections, the book explores a simple but unavoidable principle of modern life: though technology changes exponentially, social, economic, and legal systems change incrementally. This disparity in change, Downes argues, will inevitably instigate conflicts between systems rooted in the past and the current and future generations who are dramatically rewriting the rules of both business and social interaction. Downes suggests nine emerging principles that are shaping a new legal code - the laws of disruption - that will close the gap between institutions of the past and those of the future. Chapter 8 discusses the sixth of the nine laws of disruption: crime. The recent increase of digital crime is analyzed, as are the complications encountered by traditional law enforcement agencies attempting to prevent it.

The Laws of Disruption, written by Larry Downes, a partner with the Bell-Mason Group, is an 12-chapter book published by Basic Books/Perseus Books Group. Composed of four sections, the book explores a simple but unavoidable principle of modern life: though technology changes exponentially, social, economic, and legal systems change incrementally. This disparity in change, Downes argues, will inevitably instigate conflicts between systems rooted in the past and the current and future generations who are dramatically rewriting the rules of both business and social interaction. Downes suggests nine emerging principles that are shaping a new legal code - the laws of disruption - that will close the gap between institutions of the past and those of the future. Chapter 10 discusses the eighth of the nine laws of disruption: patent. The author explores the history of patent protection for computers and software, notably its failures and hindrances. He advocates the development of a new, more limited patent that would protect inventors without stifling competition.

The Laws of Disruption, written by Larry Downes, a partner with the Bell-Mason Group, is an 12-chapter book published by Basic Books/Perseus Books Group. Composed of four sections, the book explores a simple but unavoidable principle of modern life: though technology changes exponentially, social, economic, and legal systems change incrementally. This disparity in change, Downes argues, will inevitably instigate conflicts between systems rooted in the past and the current and future generations who are dramatically rewriting the rules of both business and social interaction. Downes suggests nine emerging principles that are shaping a new legal code - the laws of disruption - that will close the gap between institutions of the past and those of the future. Chapter 11 discusses the ninth and final law of disruption: software. Different software models are explained, and the open source business model is explored at length. The author traces the movement of software from physical media to web-based usage, or "Software as a Service" (SaaS), and discusses the implications of this shift.

The Laws of Disruption, written by Larry Downes, a partner with the Bell-Mason Group, is an 12-chapter book published by Basic Books/Perseus Books Group. Composed of four sections, the book explores a simple but unavoidable principle of modern life: though technology changes exponentially, social, economic, and legal systems change incrementally. This disparity in change, Downes argues, will inevitably instigate conflicts between systems rooted in the past and the current and future generations who are dramatically rewriting the rules of both business and social interaction. Downes suggests nine emerging principles that are shaping a new legal code - the laws of disruption - that will close the gap between institutions of the past and those of the future. In the twelfth and final chapter, the author states, "Our new laws won't look much like the old ones. Treaties, statutes, regulations, and judicial opinions are giving way to more organic forms. The Declaration of Independence of digital life has already been written. Its Constitution, made up of wikis, terms of service agreements, privacy policies, and software code itself, is now being drafted." In his view, lawmakers have disappointed us, while regulatory agencies have behaved even worse. He offers a possible source of hope, the old-fashioned virtue of understanding your customers: "As businesses shift the focus of their attention from wooing regulators to engaging customers, innovators will find they have a lot to learn about working with the latter as equal partners."

Teleco Inc. (Teleco), an established telecom conglomerate with a significant position in the Canadian wireless business, had engaged M2 to plan its digital media spending strategy for the upcoming quarter. The vice-president at M2 would have to help Teleco decide on the ideal investment strategy for its $1.5 million digital media advertising budget and wondered how this would affect M2's strategic recommendations.

Sunnylake Hospital is being held up by online extortionists who have blocked access to its electronic medical records and are demanding $100,000 to restore it. Paul Layman, Sunnylake's CEO, didn't take their first e-mail seriously, and now the hospital has ground to a halt. Paul's golden-boy IT director can't seem to outwit the hackers. Sunnylake's legal counsel tells Paul, "Literally every second is a liability." The chief of staff is in a mutinous fury. What should Paul do? Three experts comment on this fictional case study in R0910B and R0910Z. He should pay the extortionists, advises Per Gullestrup, the CEO of Clipper Projects, who in late 2008 was closely involved in negotiations with Somali pirates who had seized a Clipper Group ship. But first Paul should hire a negotiator to prevent the extortionists from doing further mischief. He should absolutely not acquiesce, says Richard L. Nolan, a professor at the University of Washington's Michael G. Foster School of Business, because the hackers may have embedded further corruption in the system. And Paul must communicate fully with the staff, his board, patients, and the public. Peter R. Stephenson, chairman of the department of computing at Norwich University, recommends shutting down the servers, running a malware scan on every workstation in the hospital, and watching what happens for 24 hours, in case the extortionists are insiders.

Sunnylake Hospital is being held up by online extortionists who have blocked access to its electronic medical records and are demanding $100,000 to restore it. Paul Layman, Sunnylake's CEO, didn't take their first e-mail seriously, and now the hospital has ground to a halt. Paul's golden-boy IT director can't seem to outwit the hackers. Sunnylake's legal counsel tells Paul, "Literally every second is a liability." The chief of staff is in a mutinous fury. What should Paul do? Three experts comment on this fictional case study in R0910B and R0910Z. He should pay the extortionists, advises Per Gullestrup, the CEO of Clipper Projects, who in late 2008 was closely involved in negotiations with Somali pirates who had seized a Clipper Group ship. But first Paul should hire a negotiator to prevent the extortionists from doing further mischief. He should absolutely not acquiesce, says Richard L. Nolan, a professor at the University of Washington's Michael G. Foster School of Business, because the hackers may have embedded further corruption in the system. And Paul must communicate fully with the staff, his board, patients, and the public. Peter R. Stephenson, chairman of the department of computing at Norwich University, recommends shutting down the servers, running a malware scan on every workstation in the hospital, and watching what happens for 24 hours, in case the extortionists are insiders.

Sunnylake Hospital is being held up by online extortionists who have blocked access to its electronic medical records and are demanding $100,000 to restore it. Paul Layman, Sunnylake's CEO, didn't take their first e-mail seriously, and now the hospital has ground to a halt. Paul's golden-boy IT director can't seem to outwit the hackers. Sunnylake's legal counsel tells Paul, "Literally every second is a liability." The chief of staff is in a mutinous fury. What should Paul do? Three experts comment on this fictional case study in R0910B and R0910Z. He should pay the extortionists, advises Per Gullestrup, the CEO of Clipper Projects, who in late 2008 was closely involved in negotiations with Somali pirates who had seized a Clipper Group ship. But first Paul should hire a negotiator to prevent the extortionists from doing further mischief. He should absolutely not acquiesce, says Richard L. Nolan, a professor at the University of Washington's Michael G. Foster School of Business, because the hackers may have embedded further corruption in the system. And Paul must communicate fully with the staff, his board, patients, and the public. Peter R. Stephenson, chairman of the department of computing at Norwich University, recommends shutting down the servers, running a malware scan on every workstation in the hospital, and watching what happens for 24 hours, in case the extortionists are insiders.

This is an MIT Sloan Management Review article. During the last decade, virtual work -professionals working remotely from home, from client locations or simply from the road -has become increasingly prevalent. Some Fortune 500 companies, including Procter & Gamble, IBM, Accenture and AT&T, have already partially or fully eliminated traditional offices. As much as 10% of today's work force telecommutes from home -more than triple the level of 2000. This trend will accelerate in the coming decades in response to the ongoing globalization of work, ever-increasing customer demands and the cost and time of commuting. However, remote employees as well as managers are becoming increasingly aware of the challenges associated with virtual work as they relate to internal communication, social interaction and employee satisfaction and commitment. The article focuses on four critical challenges involving remote work that require management attention: (1) finding the right work-life balance, (2) overcoming workplace isolation, (3) compensating for the lack of face-to-face communication and (4) compensating for the lack of visibility. For each issue, the authors offer a set of management coping strategies drawn from interviews with managers and remote workers. Successful companies will find ways to adjust to the differences and provide specialized training, mentoring and broad opportunities for social and business interactions with both traditional and remote employees.

This is an MIT Sloan Management Review article. While the protection of intellectual property, or IP, seems to be at odds with a company's pursuit of open innovation, or OI -the selective use of research carried out elsewhere -businesses in the know can align these two approaches. An appropriate IP strategy can actually be an enabler of OI activities. In fact, an increasing number of companies, such as International Business Machines Corp., are involved in interconnected "ecosystems"-critically dependent on cooperating with other parties to generate innovations and profits. The authors'research has found that the enabling function of IP depends on the specific circumstances under which companies engage in OI. Two variables in particular have emerged as critical determinants: the technological environment in which the business is active, and the knowledge distribution among potential collaborators. Each variable is presented as having two possible values. The technological environment, for instance, is either calm or turbulent. Concerning the nature of innovative knowledge distribution, external knowledge can be thought of as residing either with the few (in puddles) or with the many (in oceans). By combining these two dimension sets, and thus creating four possible scenarios, we provide a better sense of a firm's most appropriate IP/IO strategy. Depending on the category into which the company falls, IP plays a different role as an enabler of OI.

Organizations are tapping people's mental and physical energy on the sly and using it to power lights, digitize books, and do other work. Are they simply putting "wasted" energy to good use or extracting value they should be paying for?

In March 2005, the vice-president and chief operating officer of the Canadian Air Transport Security Authority (CATSA), was thinking about how to best harness the business intelligence (BI) system that CATSA had implemented. From its creation in 2002, CATSA had developed an organizational structure with more than 200 managers overseeing 4,000 screening officers. In June 2003, a BI solution was developed and, in 2004, the solution was launched. The vice-president wanted to know whether his team could anticipate and manage the changes that the new BI system would trigger.

In October 2008, the University of Hong Kong's Libraries ("HKU Libraries") successfully launched an initiative to introduce radio-frequency identification ("RFID") into its Main Library. Through the RFID initiative, HKU Libraries intended to pursue effective management of the public and private resources bestowed upon the institution. In 2008, the libraries served a total of 102,676 registered borrowers and had collected a total of 2.65 million items. Managing such a large number of resources was always an issue for HKU Libraries' management team. Deputy Librarian Peter Sidorko saw the promise of RFID technology in helping him to serve the libraries and their users better. After reviewing the possible use of RFID, HKU Libraries chose the Main Library, one of seven branches, as the first location for launching the RFID initiative. The 2008 launch was the first phase in the RFID implementation scheme. Although initial RFID usage information had not been compiled, Sidorko had to decide what the next step of this initiative should be. What should Sidorko consider when implementing future RFID strategies?

This teaching case examines the implementation of a new technology for tracking individual freight railcars (wagons) by Indian Railways. After exploring multiple 'technological options,' the Indian Railways decided to undertake a pilot project based on time-tested Automatic Equipment Identification system using Radio Frequency Identification (RFID) technology. However, a number of other technological options are now available, which include EPC Gen2-based RFID systems, Global Positioning System solutions, Optical Character Recognition (OCR)-based systems, and manual hand-held data collection devices integrated with the current Freight Operations System. Each of these systems has its own advantages and limitations. Although Indian Railways officials are going ahead with the pilot project, they are uncertain as to the appropriate technological choice, given the wide range of available technology options. Further, they are faced with competing interests from different stakeholder groups (departments), who favor different technologies.