En este modelo una firma dominante compra la innovación en un Mercado mundial de ideas, productos y tecnologías innovadoras y utiliza su infraestructura de comercialización para construir un producto y ponerlo en el mercado rápidamente.

En resumen en el Modelo Bazar Creativo las compañías buscan comprar ideas innovadoras en lugar de crearlas, una vez compradas dichas ideas persiguen concretar las oportunidades de innovación convirtiéndolas en un producto que pueda posicionarse en el mercado. De esta manera el talento y las ideas son remunerados inmediatamente y las empresas tienen como camino adicional la oportunidad de innovar fuera del esquema tradicional de investigación.

Cuando una empresa compra la innovación, la fuente puede tratarse de nuevos productos y tecnologías "en bruto" y transformar las ideas de los inventores puede convertirse en un proceso de éxito. Cada una de estas opciones tiene muy diferentes costos, riesgos y tiempo para llegar al mercado. En este modelo, la empresa que opta por ir de compras para la innovación, tiene que asociarse con una red de los inventores o con los intermediarios de innovación. A continuación se listan los más importantes mecanismos de intermediación.

The Continuous Creative Bazaar

Innovative ideas or products can be acquired at different levels of maturity, from those conceived as “raw” to those that are “ready for the market”, the different mechanisms for purchasing innovation are known as the Continuous Creative Bazaar.

A company can negotiate “raw” products directly with the inventor or “market-ready” products through technology incubators.

In the middle of these two forms of negotiation there is a third one called "Innovation Capitalism." This is an organization that seeks promising new ideas from individual inventors, transforms the ideas into the concept market, and sells related intellectual property to large companies.

Partnership with Community Inventor

Partnering with inventors means going directly to the source, to the people who have creative ideas.

Collaboration with Innovation Capitalists

An Innovation Capitalist is an entity that transforms ideas to a stage where a large company can make a better judgment of its potential market, helping companies to outsource ideas and the early stages of development processes, often the most risky and time consuming stage of the development cycle. Its value proposition focuses on four themes: greater reach, lower risk, faster and lower cost.

This innovation model involves individual contributions, which together conceive and develop an innovation. The innovation space is not well structured and the objectives and direction of innovation tend to emerge in a diffuse manner. There is no dominant firm and responsibilities for leadership and coordination are diffuse among community members.

This model encourages the rapid development of innovative ideas, improves the participation of multiple community members through trust in the ideas of collaborators, and is flexible enough to be incorporated into multiple industries.

One of the strongest and clearest motives within this scheme is the personal desire of each participant to help and be recognized in a social group for it. For example, collaborative environments for software development have been part of the philosophy for the development of the Internet. From the simplest applications such as FTP or email, to more developed elements such as discussion forums, wikis and instant messaging, they tend to form collaborative social networks on which projects continually emerge.

Ten elements to achieve effective collaboration in this model are the following:

Este modelo de innovación tiene dos características claves primero, un involucramiento total en mejorar una innovación ya existente, esto es innovar un producto, servicio o proceso ya existente. Segundo, que la innovación ocurra en una comunidad en la cual los beneficios sean para los miembros de la red y no para la firma dominante. En suma es una comunidad de innovadores que direccionan sus esfuerzos a un destino tecnológico o de mercado.

Este modelo se encuentra ubicado como un modelo descentralizado en su liderazgo y sobre una plataforma ya establecida. La plataforma previamente establecida, permite que se generen nuevos productos a partir de la misma, variando incluso la naturaleza del objetivo. Un ejemplo de esto es el machinima, cuyo objetivo es aprovechar las tecnologías de juegos para contar historias, cambiando totalmente a otro rubro dentro del sector del entretenimiento. Sobre la descentralización en el liderazgo, se refiere a que cada innovador o grupo de innovadores genera su propio objetivo y producto o entregable a obtener, sin la guía de una entidad que dictamine los proyectos a desarrollar o establezca un plan determinado.

Motivations to make Mods

There are motives behind the mod model that allow this type of innovation environment to not only be generated, but to mature and grow over time. These motivators can be focused from the two main actors in the model: the creators of the platform and the modifiers of said platforms.

The creators of the platform have a very strong motivation in the highly competitive environment that exists today in the video game industry, since they know that there is great added value associated with mods for them and for the gaming community. Creators today try to promote the creation of mods, facilitating their generation. Even many games today have editors that make this task easier.

Each mod that is generated, assuming a certain level of quality and appeal to the general or specialized public, extends the life cycle of the game and attracts new groups of fans. This extension goes far beyond a simple replay level, as this not only extends usage across the deployed base, but also generates additional sales at stages where a game typically tends to stabilize its user base before declining and being lost to oblivion.

Modders pursue the creation of mods for a variety of reasons, which can begin with personal motivation, pride in having created something of their own that other people recognize and enjoy. However, the complexity and diversity in the techniques and technologies of today's games mean that it is no longer the effort of a single individual that is necessary to achieve the desired goal in a reasonable time, which is why it is very common today to see groups of modders coming together around a common goal. In these groups there are usually highly motivated individuals whose goals include becoming a part of the video game industry, since the mod scene is a showcase that helps demonstrate capabilities to potential employers. Just as a side note, it's worth noting that the indie gaming platform or scene is also another way to build a portfolio that helps break into the industry.

A mutual motivator between these groups is the proliferation of mod tools that facilitate the growth of this platform, and which are not necessarily based on tools created by the video game developers themselves. XSI's ModTool (now part of the Autodesk family of products) or the old GMax that opened the scene for tools made by third parties. However, not all business models turned out to generate what was obtained, or perhaps it is the case that Autodesk expected more than what it received, as indicated by a comment posted on eggheadcafe.com regarding the time when GMax was discontinued. On the other hand, there is a high incentive to create these tools, since in the case of XSI, the ModTool is an excellent way to attract creatives to use and learn this tool, which is a subset of its star product XSI. In this way, a benefit is generated for both actors.

However, the topic of mod tools is not something new. Since the days of the Commodore 64 you could see level editors in classic games like Boulder Dash or Bard's Tale.

Alternative scenarios

The creation of a mod ecosystem, its current success and growth, has led other players to experiment with this innovation model outside the video game industry.

An extreme example could be the microprocessor industry. Sun took this model and brought it to its OpenSPARC project where it adopts the open source philosophy, adapting it to a free hardware concept in which Sun not only facilitates the innovation platform with processors such as OpenSPARC T2 and OpenSPARC T1, but also provides simulation tools, design verification, hypervisor source code, and various utilities.

In this way, Sun manages to increase the extension of its services and products around its microprocessors by attracting new players to the UltraSPARC environment. These new players will seek to specialize and generate new independent projects that will help improve microprocessor design from different angles and in different areas. The times between platform development cycles are reduced and the multidisciplinary and multi-thematic effort is allowed to bring Sun closer to achieving a SOC (System On a Chip) project by reducing times and costs, and at the same time managing to reduce the intellectual property issue through the use of GPLv2 as a licensing model.

Given the characteristics of having an innovation platform on which new innovations with free themes are generated, the mod model described in the Global Brain book fits well.

Another clear example of this model used in other areas is on the Internet, where public web services and mashups are forged under this philosophy of establishing a platform on which new services can be generated that in turn can form a new innovation platform.

En este modelo una firma dominante compra la innovación en un Mercado mundial de ideas, productos y tecnologías innovadoras y utiliza su infraestructura de comercialización para construir un producto y ponerlo en el mercado rápidamente.

En resumen en el Modelo Bazar Creativo las compañías buscan comprar ideas innovadoras en lugar de crearlas, una vez compradas dichas ideas persiguen concretar las oportunidades de innovación convirtiéndolas en un producto que pueda posicionarse en el mercado. De esta manera el talento y las ideas son remunerados inmediatamente y las empresas tienen como camino adicional la oportunidad de innovar fuera del esquema tradicional de investigación.

Cuando una empresa compra la innovación, la fuente puede tratarse de nuevos productos y tecnologías "en bruto" y transformar las ideas de los inventores puede convertirse en un proceso de éxito. Cada una de estas opciones tiene muy diferentes costos, riesgos y tiempo para llegar al mercado. En este modelo, la empresa que opta por ir de compras para la innovación, tiene que asociarse con una red de los inventores o con los intermediarios de innovación. A continuación se listan los más importantes mecanismos de intermediación.

The Continuous Creative Bazaar

Innovative ideas or products can be acquired at different levels of maturity, from those conceived as “raw” to those that are “ready for the market”, the different mechanisms for purchasing innovation are known as the Continuous Creative Bazaar.

A company can negotiate “raw” products directly with the inventor or “market-ready” products through technology incubators.

In the middle of these two forms of negotiation there is a third one called "Innovation Capitalism." This is an organization that seeks promising new ideas from individual inventors, transforms the ideas into the concept market, and sells related intellectual property to large companies.

Partnership with Community Inventor

Partnering with inventors means going directly to the source, to the people who have creative ideas.

Collaboration with Innovation Capitalists

An Innovation Capitalist is an entity that transforms ideas to a stage where a large company can make a better judgment of its potential market, helping companies to outsource ideas and the early stages of development processes, often the most risky and time consuming stage of the development cycle. Its value proposition focuses on four themes: greater reach, lower risk, faster and lower cost.

This innovation model involves individual contributions, which together conceive and develop an innovation. The innovation space is not well structured and the objectives and direction of innovation tend to emerge in a diffuse manner. There is no dominant firm and responsibilities for leadership and coordination are diffuse among community members.

This model encourages the rapid development of innovative ideas, improves the participation of multiple community members through trust in the ideas of collaborators, and is flexible enough to be incorporated into multiple industries.

One of the strongest and clearest motives within this scheme is the personal desire of each participant to help and be recognized in a social group for it. For example, collaborative environments for software development have been part of the philosophy for the development of the Internet. From the simplest applications such as FTP or email, to more developed elements such as discussion forums, wikis and instant messaging, they tend to form collaborative social networks on which projects continually emerge.

Ten elements to achieve effective collaboration in this model are the following:

Este modelo de innovación tiene dos características claves primero, un involucramiento total en mejorar una innovación ya existente, esto es innovar un producto, servicio o proceso ya existente. Segundo, que la innovación ocurra en una comunidad en la cual los beneficios sean para los miembros de la red y no para la firma dominante. En suma es una comunidad de innovadores que direccionan sus esfuerzos a un destino tecnológico o de mercado.

Este modelo se encuentra ubicado como un modelo descentralizado en su liderazgo y sobre una plataforma ya establecida. La plataforma previamente establecida, permite que se generen nuevos productos a partir de la misma, variando incluso la naturaleza del objetivo. Un ejemplo de esto es el machinima, cuyo objetivo es aprovechar las tecnologías de juegos para contar historias, cambiando totalmente a otro rubro dentro del sector del entretenimiento. Sobre la descentralización en el liderazgo, se refiere a que cada innovador o grupo de innovadores genera su propio objetivo y producto o entregable a obtener, sin la guía de una entidad que dictamine los proyectos a desarrollar o establezca un plan determinado.

Motivations to make Mods

There are motives behind the mod model that allow this type of innovation environment to not only be generated, but to mature and grow over time. These motivators can be focused from the two main actors in the model: the creators of the platform and the modifiers of said platforms.

The creators of the platform have a very strong motivation in the highly competitive environment that exists today in the video game industry, since they know that there is great added value associated with mods for them and for the gaming community. Creators today try to promote the creation of mods, facilitating their generation. Even many games today have editors that make this task easier.

Each mod that is generated, assuming a certain level of quality and appeal to the general or specialized public, extends the life cycle of the game and attracts new groups of fans. This extension goes far beyond a simple replay level, as this not only extends usage across the deployed base, but also generates additional sales at stages where a game typically tends to stabilize its user base before declining and being lost to oblivion.

Modders pursue the creation of mods for a variety of reasons, which can begin with personal motivation, pride in having created something of their own that other people recognize and enjoy. However, the complexity and diversity in the techniques and technologies of today's games mean that it is no longer the effort of a single individual that is necessary to achieve the desired goal in a reasonable time, which is why it is very common today to see groups of modders coming together around a common goal. In these groups there are usually highly motivated individuals whose goals include becoming a part of the video game industry, since the mod scene is a showcase that helps demonstrate capabilities to potential employers. Just as a side note, it's worth noting that the indie gaming platform or scene is also another way to build a portfolio that helps break into the industry.

A mutual motivator between these groups is the proliferation of mod tools that facilitate the growth of this platform, and which are not necessarily based on tools created by the video game developers themselves. XSI's ModTool (now part of the Autodesk family of products) or the old GMax that opened the scene for tools made by third parties. However, not all business models turned out to generate what was obtained, or perhaps it is the case that Autodesk expected more than what it received, as indicated by a comment posted on eggheadcafe.com regarding the time when GMax was discontinued. On the other hand, there is a high incentive to create these tools, since in the case of XSI, the ModTool is an excellent way to attract creatives to use and learn this tool, which is a subset of its star product XSI. In this way, a benefit is generated for both actors.

However, the topic of mod tools is not something new. Since the days of the Commodore 64 you could see level editors in classic games like Boulder Dash or Bard's Tale.

Alternative scenarios

The creation of a mod ecosystem, its current success and growth, has led other players to experiment with this innovation model outside the video game industry.

An extreme example could be the microprocessor industry. Sun took this model and brought it to its OpenSPARC project where it adopts the open source philosophy, adapting it to a free hardware concept in which Sun not only facilitates the innovation platform with processors such as OpenSPARC T2 and OpenSPARC T1, but also provides simulation tools, design verification, hypervisor source code, and various utilities.

In this way, Sun manages to increase the extension of its services and products around its microprocessors by attracting new players to the UltraSPARC environment. These new players will seek to specialize and generate new independent projects that will help improve microprocessor design from different angles and in different areas. The times between platform development cycles are reduced and the multidisciplinary and multi-thematic effort is allowed to bring Sun closer to achieving a SOC (System On a Chip) project by reducing times and costs, and at the same time managing to reduce the intellectual property issue through the use of GPLv2 as a licensing model.

Given the characteristics of having an innovation platform on which new innovations with free themes are generated, the mod model described in the Global Brain book fits well.

Another clear example of this model used in other areas is on the Internet, where public web services and mashups are forged under this philosophy of establishing a platform on which new services can be generated that in turn can form a new innovation platform.