Hotz heard about the contest only a couple of days before, and only an hour before it started he put up a website called Dudeitsaballoon. How did he do it? His idea was based on a kind of mass collaboration.
Hotz had nearly fifty thousand followers on Twitter. They, in turn, had hundreds of thousands of followers. His plan was to mobilize them all--get thousands in the game and all those eyeballs searching for the prized red balloons. Hotz was already famous in the hacker community for "jailbreaking" the Sony PlayStation and the Apple iPhone. These legendary hacks made Hotz a star.
He gained tens of thousands of Twitter followers, all of whom wanted to be the first to know what George Hotz might do next. On Twitter, they would soon find out. On the day before the DARPA contest, Hotz--who went by his Twitter name, geohot--tweeted his followers to stand by for a major announcement the next day.
That started a buzz going in the Twitterverse and on hacker bulletin boards. On Saturday morning geohot tweeted his fifty thousand followers: So I need your help to do two things, 1, find big red balloons, and 2, RT [retweet] and trend this!!!! The hashtagged dudeitsaballoon guaranteed that if his message got retweeted, as requested, dudeitsaballoon would rise to the top of the Twitter trending terms. That would amplify its effect--and call further attention to Hotz's cause. Visitors clicking through to Hotz's website found the following message: Right now you are all probably waking up to another normal Saturday.
But this Saturday is not normal. In addition to planes, birds, owls, and everything else in the sky, there are 10 red balloons scattered around the United States. I need to know the location of those balloons. So if you see a big red balloon in the sky, about 8ft round, numbered 1 to And he offered something that would incite any die-hard hacker. I'll make you an untethered jailbreak. It was the gold standard of all hacks. Unlike Hotz's earlier iPhone hack, which left the iPhone tethered to software you had to run each time you started the phone, this time Hotz was promising to hack the iPhone again and create an untethered jailbreak.
Untethered, you could use your phone just like any cell phone, on any carrier. Untethered, the iPhone would be released from its earthly moorings. It would be hacker heaven. Word raced around hacker online sites and bulletin boards that George Hotz was offering to do an untethered jailbreak for spotting the red balloons. We have to win this, the hacker community buzzed. Do it for geohot; do it for us! He traded two of his four sightings with one of the other front-running teams. He had done better than dozens of teams competing.
It was far more than what traditional intelligence gathering could accomplish.
What George Hotz lacked in funding, institutional support, and educational credentials he made up for with digital age assets: Already arrayed on trusted platforms, Hotz sent current through those networks, turned followers into partisans, and got them collaborating--in minutes. Together, they pulled off something extraordinary and nearly won the Challenge.
In , an army of squeegee people seemed to have taken over New York. At every corner and tunnel entrance in the city, you'd stop for a light and they would pounce, some filthy rag or sponge coming up to your windshield, a face and hand close behind. You could try to wave them off. Or you could try to ignore them, eyes straight ahead. It was sort of a mini-street corner protection racket, with the convenient charade of a spit-enhanced wipe down and a key scratch across your car's paint job if you didn't pay them for the "cleaning.
You could almost make a compound noun of those terms, lumping them all together, and many voters did. The news stories were incessant, fueling what every New Yorker sensed anyway, whether they commuted by car, foot, or subway: Ten percent of New Yorkers experienced violent crime in a year. But every day percent experienced the city's disorder: Long lines, high taxes, poor service. Broken neighborhoods, broken people, broken windows--a broken city. It all fueled a sense of chaos.
Too often, NYPD commissioner Ray Kelly's cops scattered the squeegee people only to see them rally to some other corner moments later. When the dust of the November elections settled, the voters had replaced Dinkins with Giuliani; the new mayor soon replaced Kelly with me as NYPD commissioner.
Collaborate or Perish!: Reaching Across Boundaries in a Networked World Hardcover – January 17, former Los Angeles police chief and New York police commissioner William Bratton and Harvard Kennedy School’s Zachary Tumin lay out a field-tested playbook for collaborating. domaine-solitude.com: Collaborate or Perish!: Reaching Across Boundaries in a Networked World (Audible Audio Edition): William Bratton, Zachary Tumin, Random.
Giuliani had made a campaign promise to get rid of the squeegee guys, so I knew I needed to move quickly, continuing the work Kelly had begun. Counting heads, it turned out that the "army" of squeegee men had actually numbered about seventy-five. Well before the Internet, the blogosphere, or the Twitterverse, New York's potent tabloids had turned seventy-five sponge-and-bucket guys into a national symbol of impotent government and a city on the brink.
Persistent police work paid off. Many of the men had had prior problems with the law and couldn't afford to get arrested again. Which is exactly what we promised, and did. We stayed around long enough to break up this thriving little extortion racket that was driving the city crazy.
Seemingly overnight the squeegee men were gone--though we did have in our favor thirty-eight thousand cops versus seventy-five squeegee pests. The tactics I used to conquer that problem formed the strategy of what I hoped would be a much more ambitious effort, one aimed not just at cutting crime but at dramatically changing the quality of life in New York. They had the reputation as the greatest crime-fighting machine in the history of policing, but to me the big blue wall was a lot of blue smoke and a few mirrors.
Alcoa showcases a wonderful case study. The case for collaboration -- Blue sky vision -- Right-size the problem -- Make a clearing -- Make it pay -- Add people, stir -- Performance -- Politics -- the glue and the grease -- Leadership -- Out of Egypt. Counting heads, it turned out that the "army" of squeegee men had actually numbered about seventy-five. The Case for Collaboration, 2. Practical business topic, collaboration in this digital age.
They were good at responding to crime, they just weren't very good at preventing it. They weren't even trying to prevent it. They were just cleaning up around it.
The NYPD, like many departments, was "all response, all the time. Police were racing across the city from call to call. But the system didn't dent crime much--the onslaught of crack, disorder, and guns in the s and '90s saw to that. A single citizen could make hundreds--even thousands--of calls complaining about nuisance gangs, drugs, and prostitutes on the same corner.
Officers responded every time, but nothing changed.
It was like shoveling sand against the tide--the tide kept coming back. That's what American policing had become: The dispatch kept cops in cars, windows rolled up, AC blasting, racing to calls or on "random" patrol in between, intending to deter crime by their mere presence. As New York City's police commissioner, I quickly set out to establish a new form of policing, one that required collaboration not only between all areas of the department, but also with other agencies and the public. My goal was to transform the city and the American police profession.
It all starts with a vision, I told the department: But we can't do it alone. The path forward--the new platform for policing New York--came to be known as CompStat. John Timoney, a twenty-five-year NYPD veteran and now my chief of department, had called Maple out for his comment to a reporter. The four tests of readiness for collaboration. Successful international case studies like the repair of an educational platform in the municipality of Rio de Janeiro. Many case studies that illustrate the value of digital platforms.
Examples of failed collaboration. The need to automate or perish as a business. Crisis as a motivator. A casino case study. All signs pointed then to a "same store" sales strategy--the retailer's classic move to increase loyalty and grab more of an existing customer's budget, whether for beauty, travel, or gambling.
Alcoa showcases a wonderful case study. He announced safety as Alcoa's supreme goal. He invited Alcoa's safety director in for an hour-long chat. And he signaled that nothing--and no one--would be spared in relentless pursuit of zero workdays lost to injury. Bungle the politics, and your collaboration may fail. Leadership in the digital age.
The impact of the digital revolution. The networked world creates too much visibility for such tyrannies to go on without questioning. The book fails to be the collaboration playbook that the authors espouse. Readers are required to search through the case studies to find strategies of collaboration. A synopsis or a final summary chapter would have added value. The writing style is accessible but lacks panache. It doesn't engage the reader. The book is uneven. Some cases flow better than others. Some cases contain much more insight than others.
The Kindle version did not take advantage of its ability to link. How strong is the business consensus on some of the findings presented in the book? What do contrarians say? Parts are better than the whole. The book overall is forgettable. The book doesn't receive high-production value. Repetitive sometimes necessary and other times to a fault or poor prose.
The book lacks cohesion. In summary, the authors succeed in providing a number of case studies that illustrate the importance of collaboration.
A good number of cases studies of various fields and interest. The book however fails to be the playbook that is was championed to be. The authors did not provide a clear approach to collaboration. The case studies illustrate collaboration in practice but no so much in theory. It also fails to engage the reader.
It's worth reading as part of a research paper on collaboration, otherwise it's forgettable. It's an average book. Schlesinger, "The Hidden Agenda: May 15, Fictionista Du Jour rated it it was ok Shelves: I mostly think that books about technology unless from a historical perspective shuld not be pushed through historical media, as the time it takes to write and publish outmodes the technology written about.
This book proves that rule. It was highly narrative, and self-referential. The narratives ranged from very relatable, to completely esoteric many military and law enforcement related tales and while I felt the narratives went well thematically Apr 20, Dan Polley rated it it was amazing Shelves: This book discusses why collaboration is the key to the future of business and other areas. I love books like these when they include a bunch of examples, which this does. Sharing information and demonstrating why and how people have a stake in the collaboration process are keys to success.
Dec 14, Ali rated it really liked it.
Lots of fascinating case histories, many of them drawn from the leadership-rich lives of the authors themselves. Apr 03, Jonathan Minnick rated it really liked it. Good book, a lot of good ideas and principles on collaborating for greatness. Jim Metzger rated it really liked it Mar 01, Nicole Comia rated it it was ok Jul 14, Andrea Mustika rated it liked it Mar 01, Tracy Madsen rated it it was ok Oct 05, Karen rated it really liked it Nov 17, Yue Gao rated it it was amazing May 02, Ema Jones rated it really liked it Feb 20, Chia Ghorbani rated it really liked it Jul 05, Joey G rated it liked it Dec 21, Brittany Nelson rated it really liked it Dec 14, John Pappas rated it liked it May 14, Stacey Latkowski rated it it was amazing Nov 03, Nate rated it it was amazing Nov 16, Vanessa Van Edwards rated it really liked it Feb 05, Darrin rated it liked it Sep 27, Mauro Locarnini rated it really liked it May 12, Phil Cobucci rated it it was amazing Jan 10, Mark Murphy rated it really liked it Aug 11, John rated it it was ok Dec 30, Chris rated it really liked it Jun 29, John Audet rated it really liked it Sep 07,