Capitalism platforms, represented by the uberisation of the economy leads to a reorganization of self-employment: Platform capitalism transfers the risk of market fluctuation to the worker. This market risk was the historical responsibility of the entrepreneur. The platforms no longer take it, they appear as intermediaries.
The gig economy is failing and big ticket outsourcing is under pressure. Over 70 % of project or gigs on sites like fiverr, upwork fail and more than 80% time clients are dissatisfied. On supply side the situation is worse, workers get paid only once in 4 times (only 25 % of times). The platform has failed because of the absence of insufficient tools, cognitive processes and trust.
In the era of the digital economy (ICT, Internet Objects, Cloud, Big and Open Data, etc.), we observe important transformations linked to this digital revolution, including development of collaborative and participative platforms, the rise of inter-company, inter-organization and inter-network collaborations, as well as the development of sharing and open innovation dynamics (crowd sourcing, crowd funding, maker space, Fab Lab, Innovation Laboratory Open, etc.).
Crowdsourcing has gained much attention in practice over the last years. Numerous companies have drawn on this concept for performing different tasks and value creation activities. Nevertheless, despite its popularity, there is still comparatively little well-founded knowledge on crowdsourcing, particularly with regard to the governance of crowdsourcing initiatives. Although proper governance is considered as the key to success by several researchers, little is known about governance mechanisms and their use in crowdsourcing initiatives.
The problem is of lack of trust, lack of collaboration platforms and finally lack of mechanism to match unit work with ratified talent. The question of the commitment and motivation of this category of workers is raised. Unlike the logic of competitive markets, innovators involved in collaborative communities (e.g. developers of Linux free software) engage in projects with intrinsic motivation, not based on direct profit, and they can even work for free. these differences present two distinct worlds of values, and we will return to this question of values in our case study as it appears fundamental to the organization of collaboration.
Majime protocol has set up a decentralised protocol to create the speed-quality strategy. To increase the collaboration and motivate workers to build the products and services with accessing the best of the workers. We needed to build a protocol for speed and quality delivery and stop thinking about monopolising the access to the market. It no longer works. When one works in secret it decreases the ideas and innovation. Our strategy is a speed strategy. The strategy of conventional companies is a protection strategy. But the speed strategy is better than the protection strategy anyway for demand and supply side of work.
Majime Protocol is a decentralised protocol to establish collaboration on Organization side. At the worker side, it creates the perfect ratification of worker in terms of his credentials and work experience. Both the credential and the experience will be added to get the trust score of the Worker. So every time a worker adds a degree or writes a white paper, his credential improves and so does his test score. Similarly when he completes even a microwork, his experience is rated and it also improves his trust score. The system works like Google’s ranking and scoring methodology. Google judges a site based on the quality of content which site has and on the basis of authority sites providing link authority to the site. Majime protocol has also provided a platform where both the worker and work are matched on the basis of the filters chosen by the AI layer of the system. Majime service layer takes care of the filler works required to make the system work efficiently. As a platform, Majime makes sure that organizations feel the work is still done by one of the departments and their own employees making security a top factor in outsourcing work. The security smart contracts built on the Majime protocol enforce this part.
Today in an adversarial economy adjudicated by lawyers/matchmakers, the incentive is to minimize information transfer between parties. In the future world of networks, the incentive will be to maximize the transfer of information between parties. It is now realized that requirement analysis along with vendor selection is such a strategic issue that the use of internet based technologies can help achieve significant savings through reduced transaction costs, reduced time and reduced transposition error. Similarly when information is passed with complete transparency in other types of organization, the work moves faster.
The nature of hierarchical structure greatly inhibits the required cultural change because relatively few people are empowered to make changes, whereas networked organizations have demonstrated a far greater ability to adapt to changes and threats. Asking people who are at the center of the industry to change must be accompanied by new processes that are measurable, workable and exciting to adapt. There is a serious gap of a promoter and facilitator
of collaborative practice and for true collaboration to be successful there needs to be “trust” in the networked system as there is in the hierarchical system.
Majime is the platform which decentralizes the way in which trust in built in the system even when it involves doing micro tasks. The review process done at different levels makes sure that the quality of work is judged anonymously and is quantitatively given a number. This number will be for each skill a person claims to possess. So the next time when you are choosing a worker, you dont need to go to hiring portal. You dont need his resume. You will just need to ask for his Skill-Registry score on Majime Protocol.