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There are three types of networks important in business: operational, personal and strategic. While a lot of managers excel at building and using their operational network, they often overlook their personal and strategic networks. 

So my first point is the importance of recognizing the commons as a distinct sector for creating value. It can be difficult to recognize this reality because we don’t have an agreed-upon language or taxonomy for talking about the value-proposition of the commons. The phenomenon is still too novel. For many people, it is difficult to accept that value can exist without the sanction of money or private property rights—that value that is intangible and unquantifiable can actually matter. Cold, hard cash is nearly always seen as more valuable than something as amorphous and non-physical as an online community

I call these epochal changes in economic and cultural production The Great Value Shift. In the networked environment that is becoming pervasive, we are being forced to recognize that markets—or at least, traditional hierarchical institutions such as the corporation—do not have a monopoly on the ability to generate value.

If you can acknowledge this fact, then it follows that we should take affirmative steps to preserve the commons and the special types of value that it produces. Let me conclude by suggesting four general strategies.