What can you say about the motivation of the participants?
Especially on sites like Kickstarter and Indiegogo, people often invest in order to get something. Many of the product-oriented projects are actually kind of a pre-order, like the famous Pebble watch. We made available to people, the ability to specify that if you invest $10 of the money that the vice president gave you, than you’ l l get this, if you invest $50 you’ll get that. It turned out very l it tle of that seems to matter to people. What matters to people is that they can see shared utility among themselves, or for clients, or for IBM or for customers. When we did this project with the IT department, everybody we inter viewed knew exactly who [was] going to benefit from the project; it was almost uncanny the way that they had worked it out. Within t he research organisation people said things l ike, ‘ There are projects here that can benefit all of us’; ‘I need access to these resources and I am not the only one.’ The individualistic model based on Internet experiences was transformed, behind the firewall, into a series of community projects.
What about follow-through on the projects? And how did you deal with the allotment of