The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations by Ori Brafman, Rod A. Beckstrom

If you cut off a spider's head, it dies; if you cut off a starfish's leg it grows a new one, and that leg can grow into an entirely new starfish. Traditional top-down organizations are like spiders, but now starfish organizations are changing the face of business and the world. n nWhat's the hidden power behind the success of Wikipedia, craigslist, and Skype? What do eBay and General Electric have in common with the abolitionist and women's rights movements? What fundamental choice put General Motors and Toyota on vastly different paths? n nOri Brafman and Rod Beckstrom have discovered some unexpected answers, gripping stories, and a tapestry of unlikely connections. The Starfish and the Spider explores what happens when starfish take on spiders and reveals how established companies and institutions, from IBM to Intuit to the U.S. government, are also learning how to incorporate starfish principles to achieve success. n nEditorial Reviews n nThe Starfish and the Spider is a compelling and important book. --Pierre Omidyar, CEO, Omidyar Network and Founder and Chairman, eBay Inc. n nThe Starfish and the Spider, like Blink, The Tipping Point, and The Wisdom of Crowds before it, showed me a provocative new way to look at the world and at business. It'salso fun to read! --Robin Wolaner, founder, Parenting Magazine and author, Naked in the Boardroom n nA fantastic read. Constantly weaving stories and connections. You'll never see the world the same way again. --Nicholas J. Nicholas Jr., former Co-CEO, Time Warner n nA must-read. Starfish are changing the face of business and society. This page-turner is provocative and compelling. --David Martin, CEO, Young Presidents' Organization n nThe Starfish and the Spider provides a powerful prism for understanding the patterns and potential of self-organizing systems. --Steve Jurvetson, Partner, Draper Fisher Jurvetson n nThe Starfish and the Spider lifts the lid on a massive revolution in the making, a revolution certain to reshape every organization on the planet from bridge clubs to global governments. Brafman and Beckstrom elegantly describe what is afoot and offer a wealth of insights that will be invaluable to anyone starting something new--or rescuing something old--amidst this vast shift. --Paul Saffo, Director, Institute for the Future The Starfish and the Spider is great reading. [It has] not only stimulated my thinking, but as a result of the reading, I proposed ten action points for my own organization.--Professor Klaus Schwab, Executive Chairman, World Economic Forum n- From the Publisher n nBrafman and Beckstrom, a pair of Stanford M.B.A.s who have applied their business know-how to promoting peace and economic development through decentralized networking, offer a breezy and entertaining look at how decentralization is changing many organizations. The title metaphor conveys the core concept: though a starfish and a spider have similar shapes, their internal structure is dramatically different-a decapitated spider inevitably dies, while a starfish can regenerate itself from a single amputated leg. In the same way, decentralized organizations, like the Internet, the Apache Indian tribe and Alcoholics Anonymous, are made up of many smaller units capable of operating, growing and multiplying independently of each other, making it very difficult for a rival force to control or defeat them. Despite familiar examples-eBay, Napster and the Toyota assembly line, for example-there are fresh insights, such as the authors' three techniques for combating a decentralized competitor (drive change in your competitors' ideology, force them to become centralized or decentralize yourself). The authors also analyze one of today's most worrisome starfish organizations-al-Qaeda-though that group undermines the authors' point that the power of leaderless groups helps to demonstrate the essential goodness and trustworthiness of human beings. (Oct. 5) Copyright 2006 Reed Business Information. n n- Publishers Weekly n nThis book is about what happens when there's no one in charge. It's about what happens when there's no hierarchy. You'd think there would be disorder, even chaos. But in many arenas, a lack of traditional leadership is giving rise to powerful groups that are turning industry and society upside down. n nMusic Piracy and the Apache Mystery nDespite having won claims in court that music file-sharing services like Grokster, Napster and others reduced its revenues, the recording industry continues to face the problem of music piracy. Major labels like MGM, Columbia, Disney and others have found since the early part of this century that taking the file-sharing services and their users to court only adds fuel to the fire over music piracy. The harder the labels have fought, the stronger the opposition has grown. n nThe best explanation for these events comes from an unlikely source -- the story of Spanish explorer Cortes. It was Cortes who discovered and conquered the Aztec empire in Mexico by killing the Aztec leader, Montezuma II, starving its 240,000 inhabitants and stealing their gold. The same thing occurred when the Spanish encountered the Incas. But when they encountered the Apaches - a meeting that is crucially linked with the music industry's fight - the Spanish lost. n nWhy was this loss crucial? The Apache defeat of the Spanish was all about the way the Apaches were organized as a society. The Apaches distributed political power and had very little centralization. They persevered because they were decentralized. n nA centralized organization has a clear leader who's in charge, and there's a specific place where decisions are made. Rules need to be set and enforced, or the system collapses. n nDecentralized systems, like the Apaches, are different. There's no clear leader, no hierarchy, no headquarters. The power is distributed among all the people and across geographic regions. n nInstead of a chief, the Apaches had a Nant'an -- a spiritual and cultural leader who led by example. On first impression, it may sound like the Apaches were disorganized. In reality, they were an advanced and sophisticated society that was immune to attacks. n nCoercive Vs Open Systems nWhen a coercive system, like the Spanish, takes on an open system, like the Apaches, they start killing the leaders. But as soon as they killed a Nant'an, a new one would emerge. The strategy failed because no one person was essential to the overall well-being of Apache society. n nThe Spanish attacks served to make the Apaches even stronger. Similarly, Napster's destruction didn't quell people's desire for free music. Along came a new program called Kazaa. It was different from Napster because there was no central server. Kazaa is like an Apache village. Unlike the record labels, there are no headquarters, and if you want to make a thousand copies of your favorite song, go right ahead. n nNot only is the music industry unable to curb pirating, but every time the labels sue a Napster or a Kazaa, a new player comes onto the scene that's even more decentralized and more difficult to battle. n nThe Spider, the Starfish and the President of the Internet nIn 1995, the CEO of an early Internet service provider was raising money for the company. When he tried explaining the Internet to a group of French investors, they wanted to know who the president of the Internet was. They were unable to grasp the fact that no one was in charge. The French, like the Spanish 200 years before them, were used to seeing things in a particular way: Organizations have structures, rules, hierarchies, and, of course, a president. In this case, the French mistook a starfish for a spider. n nA spider is a creature with eight legs coming out of a central body. It has a tiny head and eight eyes. If the French investors were to ask who was running the spider show, the answer is clearly the head. n nBut the French investors weren't dealing with a spider. The Internet was actually a starfish. At first glance, a starfish is similar to a spider in appearance. But the starfish is decentralized. The starfish doesn't have a head. The major organs are replicated throughout each arm. A starfish is basically a network of cells. Instead of having a head, like a spider, the starfish functions as a decentralized network. n nFollowing are the major principles of decentralization: n nWhen attacked, a decentralized organization tends to become more open and decentralized. n nIt's easy to confuse starfish with spiders. n nAn open system doesn't have centralized intelligence; the intelligence is spread throughout the system. n nOpen systems can easily mutate. n nThe decentralized organization sneaks up on you. n nAs industries become decentralized, overall revenues decrease. n nPut people into an open system and they'll automatically want to contribute. n nWhen attacked, centralized organizations tend to become even more centralized. n nA Sea of Starfish nThere are many starfish-like operations - Skype, craigslist, Alcoholics Anonymous, even the Burning Man festival -all of which allow users to interact with each other directly without anybody telling anybody else what they can and cannot do. n nIn these systems, what matters most isn't the CEO but whether the leadership is trusting enough of members to leave them alone. From the user perspective, people don't notice or care whether they're interacting with a spider or with a starfish. n nThe Combo Special: The Hybrid Organization nCompanies like eBay are neither a pure starfish nor a pure spider, but a hybrid organization. They combine the best of both worlds -- the bottom-up approach of decentralization and the structure, control, and resulting profit potential of centralization. eBay is a centralized company that decentralizes the customer experience. n nDecentralized organizations appear at first glance to be messy and chaotic. But when we begin to appreciate their full potential, what initially looked like entropy turns out to be one of the most powerful forces the world has seen. Copyright 2007 Soundview Executive Book Summaries n-Soundview Summary n n- Soundview Executive Book Summaries