硬件革命時代到來

????? 熱情的參與者——創造空間吸引著很多想提高自身水平的愛好者，他們既投入又富有激情。硬件方面，種種技術的普及不僅意味著它們向更多的人敞開了大門，而且基本上也可以說它向各種不同的人敞開了大門。熱情的愛好者們解決問題的方法與企業的產品研發團隊不同。他們主動尋找挑戰、承擔風撿，樂在其中地敲敲打打，進行實驗，而且有更大的失敗空間。他們不是按照市場部門的要求進行開發，而是真正在解決自己的實際問題，因此常常能孕育出優秀的創意。

????? 本地社群——熱心的參與者們一般會通過團隊、俱樂部、見面會等社區活動聚集起來。“制造者活動”的很多學習活動都是在黑客空間里進行的。黑客空間這樣的環境有點像健身房，用戶只需按月注冊會員，就可以獲得３Ｄ打印機或激光切割機等設備的使用權限，而且還有“教練”幫助他們提高制作水平。這些黑客空間的黑客一般都支持開源理念，樂于分享知識，這兩者都刺激了學習進程。

????? 全球分享——最強有力的創造空間可以打造出一個環境，能夠讓全球社群進行分享，相互學習對方的進展和技術。各種競賽、會議以及網絡論壇和YouTube等網站為愛好者們提供了取長互短的機會，同時還可以學習到別人的好點子。像Thingaverse.com等網站允許設計師上傳各種產品的設計方案，從芭比娃娃的零件到四旋翼飛行器無所不有，其他設計師則可以下載、修改他們的方案，然后再貼回到網站上去。這種全球分享機制催生了一個分散的設計師網絡，他們可以通過一個全球社區迅速地分享技術進步。

????就在我們觀察到各種創造空間圍繞著“制造者運動”興起的同時，我們也為人們自然地學習新技術的能力和意愿感到驚訝。相比之下，我們采訪過的很多企業高管都把人才發展和創新當作頭等大事，但是盡管他們使出了全力推動，這個過程還是困難重重。部分原因就是由于大多數企業的組織結構、官僚作風和企業文化實際上限制了讓人們互相聯系、探索、嘗試、隨興發揮的氛圍，也就是學習和創新的氛圍。企業管理者們要想提高公司的創新水平，就要先問問自己以下三個問題：

????? 應該怎樣設計企業的工作環境，才能培養和提高員工們主動學習和提高工作表現的熱情？

????? 怎樣才能更好地發掘員工的專業技能？

????? 怎樣才能在行業內建立起一種關系，加快企業的學習進程，而不僅僅是獲得現有的技術？（財富中文網）

????本文作者之一的約翰?哈格爾三世是德勤咨詢公司的總監，同時也是硅谷德勤領先創新中心的主席之一。本文另一作者約翰?史立?布朗是德勤領先創新中心的獨立聯席主席。

????譯者：樸成奎

????? Passionate participants -- Creation spaces attract engaged and passionate enthusiasts who are looking to improve their skills. In hardware, the democratization of technology that we've seen means tools are not only available to more people, but fundamentally different people. Passionate hobbyists have a different approach to solving problems than product development teams. They seek challenges, take risks, tinker, experiment, and have more room to fail. Rather than getting requirements from the marketing department, they are looking to solve problems they actually have, which is a recipe for great ideas.

????? Local Communities -- Passionate participants congregate in communities (teams, clubs, Meetups, etc.). Much of the learning within the Maker Movement takes place in hacker spaces. These environments are like gyms – a monthly membership gives users access to equipment (3-D printers, laser cutters, etc.) and trainers who can help them improve their skills. Hackers in these spaces generally embrace open-source ideals and the sharing of knowledge, both of which facilitate learning.

????? Global sharing -- The strongest creation spaces develop environments where communities across the world share and study each other's improvements and techniques. Competitions, conferences (such as the Maker Faire), and virtual venues like forums and Youtube provide opportunities for cross-pollination and critical "Hey, look what they're doing" learning. Sites such as Thingaverse.com allow designers to upload files for everything from Barbie accessories to Quadcopters for other designers to download, modify, and repost. The result of these global sharing mechanisms is a decentralized network of designers rapidly sharing improvements across a global community.

????As we've studied the creation spaces that have developed around the Maker Movement, we've been impressed by how naturally people learn new skills. In contrast, many of the executives we speak with list talent development and innovation as top priorities, but for all they push, progress remains a struggle. Part of the problem is that most businesses' institutional structures, hierarchies, and cultures actually limit the connecting, exploration, tinkering, and improvisation that make learning and innovation possible. Here are three questions that executives should ask themselves to improve their companies:

????? How can I design work environments that nurture and amplify passion for learning and performance improvement among workers?

????? How can I do a better job of tapping into the expertise of my employees?

????? How can I build relationships within my industry that accelerate learning, rather just accessing existing expertise?

????John Hagel III, director in Deloitte Consulting LLP, is the co-chairman of the Deloitte Center for the Edge based in Silicon Valley. John Seely Brown is the independent co-chairman of the Deloitte Center for the Edge.