1. Plentitude, not scarcity, governs the network economy. Whatever can be made, can be made in abundance. For example the fax machine, the power of plentitude is so strong and that anyone purchasing a fax machine becomes an evangelist for the fax network.

2. In the network economy, the more plentiful things become, the more valuable they become. Copies are cheap. What becomes valuable is the relationships-sparked by copies-that tangle up in the network itself. The relationships rocket upward in value as the parts increase in numbers even slightly.

3. In the future, cotton shirts, bottles of vitamins, chain saws, and the rest of the industrial objects in the world will also obey the law of plentitude as the cost of producing an additional copy of them falls steeply.

4. There is a place for isolation in the infancy of systems, but openness is needed for growth because it taps into a larger wealth.

5. Every time a close system opens, it begins to interact more directly with other existing systems, and therefore acquires all the value of those systems.

6. The idea of plentitude is to create something that has as many systems and standards flowing through it as possible. The value of an invention, company, or technology increases exponentially as the number of systems it participates with increases linearly.

7. The abundance of the network is built on opportunity. The more interconnected the technology, the more opportunities for use and misuse. As opportunities proliferate, unintended uses take off.

8. A business that successfully occupies a niche immediately creates at least two niches for other businesses.

9. In a network, the more opportunities that are taken, the faster new opportunities arise.

10. The cost of replicating anything will go down (rep rap)

11. Sooner or later close systems will have to open up, or die. Closed system close off opportunities for others, making leverage points scarce. The key issue in closed-verses-open isn’t private versus public, or who owns the system. The issue is whether it is easy or difficult for others to invent something that plays off your invention.

12. Companies are like organisms evolving in an ecosystem. The system is a complex dance of ups, downs, trips, and falls

13. New niches open up constantly and vanish quickly. All organizations face two problem : a. It is increasingly difficult to determine what hills are the highest and which summits are false. B. the new economy landscape is rugged disrupted by gulfs, precipices, and steep slopes. Trails are riddled with dead ends, lead to false summits, and made impassable by big-time discontinuities.

14. An organization can cheer itself silly on its way to becoming the world’s expert on a dead-end technology.

15. Instability and disequilibrium are the norms; optimization won’t last long. The product may be perfect, but for an increasingly smaller range of uses or customers.

16. Chaos on the edge is capable of moving the whole mountain by changing the rules. Each displaced industry, companies, or products were stuck on a less optimal local peak. In order to go from a peak of local success, it must first go downhill. A business must become less efficient, with less perfection, relative to its current niche. This is difficult because businesses are hardwired to be efficient.

17. Letting go at the top is not acting against perfection, but against short-sightedness. The problem with the top is not too much perfection, but to little perspective. Great success in one product or services tends to block a longer, larger view of opportunities in the economy as a whole.

18. The interlocking guild of competencies, gives companies advantages, but becomes a drawback to change. In the network economy, the skills of individual employees are more tightly connected, the activities of different departments more highly coordinated, the goals of various firms more independent.

19. At the edges, innovations don’t have to push against the inertia of an established order; they compete against other innovators or inventors.