1. THE TALENT WAR SURVIVAL GUIDE:
MASTERING APPLICATION
DEVELOPMENT
CREATED BY APPIRIO.COM
Crowdsourcing

2. A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
1 2 3 4 5 6 7 8 9 1 0 1 1
OUR ENVIRONMENT
IS CHANGING
Cloud Technology has created a
Developer-Centric landscape
Advances like cloud technology and application
programming interfaces (APIs) have empowered
developers and those in need of development work with
the ability to contribute to projects from anywhere in the
world, at any time.
While developers are becoming the most valuable
resource in business, businesses need to change the way
they think of the new developer-centric landscape. Thanks
to advancements in technology and social collaboration,
today’s globally distributed workforce is also highly
accessible and collaborative.
2
business
business
developer
developer
Appirio

3. CHECKLIST1.DATASCIENTIST2.CLOUDDEV3.DESIGNER4.WEBDEVELOPER5.UI/UXEXPERT
6 . A L O G R I T H M I S T 7 . M O B I L E E X P E R T 8 . S O F T W A R E E N G I N E E R
Managing your Resources
Scarce Technical Talent Can Limit Growth and Innovation
Cloud technology has made it easy to scale apps
and infrastructure, but scaling technical talent is
still a bottleneck to growth and innovation. Or to put
it another way, If Google is struggling to find technical
resources, what hope is there for the rest of us?
Addressing the mismatch between - (1) the current
ease of scaling apps and infrastructure and (2) difficulty
scaling dev teams- will be the difference between
firms that use technology and those that differentiate
themselves through it.
In one definition, the public cloud can be described as
a globally-accessible distributed network that relies on
the real-time availability of the internet. It’s a technology
model that people use to maximize computing power.
Concurrently the ubiquity of the internet and cloud
computing platforms amongst the world’s top technical
resources means that there exists a “distributed
system” of cloud experts all connected by the web.
“You could call it
people oriented
architecture:
democratization of IT
that puts computing
power in the hands of
users and lets them
get a job done without
having to adapt their
processes to
the way the
technology works.”
- Phil Wainewright
3Appirio

4. TASKCOMPLEXITYCAPACITYSELECTIONCOSTSTRUCTURETASKCOMPLEXITYCAPACITY
T A S K C O M P L E X I T Y C A P A C I T Y S E L E C T I O N C O S T S T R U C T U R E
Redefine Your Approach
Freelancing and MicroTasking Have Benefits Limitations
Crowdsourcing, according to Gartner’s hype cycle, is really in its infancy as it begins to
approach the peak of the curve. The “crowdsourcing” term itself is less than ten years
old, and the most of the key players in the industry are younger than that. There are
countless articles that help define the handful of categories that most companies fit into,
but there are really three key model differentiators in today’s market.
There are multiple ways to define crowdsourcing, making the term more confusing and
less descriptive as the market grows. Ignoring categories for a moment, let’s take a look
at the higher level crowdsourcing business models.
These differentiations are important to consider as the crowdsourcing umbrella casts a
wider and wider net. It takes a special recipe to efficiently drive the right variable skills
and scale to technical development projects, but it’s just as important to pick the right
crowdsourcing platform for your specific need.
One-to-one is a new update on the classic contractor/
freelancer concept. The crowdsourcing angle here
is simply the addition of the internet to the model.
Increasing the talent pool through the depth of the
web, and removing a fair amount of middleman
overhead has helped this model get its start. However
once the work and workers are connected, the
“crowdsourcing” aspect of this model ends and work
progresses as usual.
This model is really how the majority of people view
crowdsourcing today. It’s the method and structure
behind companies like Kickstarter, Trendwatching,
and Amazon’s Mechanical Turk. Unlike the One-
to-One, these models truly tap into the power of a
community by really hitting upon scale. The only
limitation is that the model tends to primarily focus on
small projects or microtasks for the members, trusting
that the end result of the combined microtasks of
hundreds or thousands of contributors creates value.
For certain projects, tapping into scalable crowds of
microworkers is absolutely invaluable.
One-to-one
Task complexity: Simple or complex
Capacity: Variable skills, but limited scale
Selection: Business selects the worker
Cost structure: Pay-for-hours/effort
One-to-Many
Task complexity: Simple only
Capacity: No variability,
but immensely scalable
Selection: Member self-selects the work
Cost structure: Pay-for-performance
4Appirio

5. TASKCOMPLEXITYCAPACITYSELECTIONCOSTSTRUCTURETASKCOMPLEXITYCAPACITY
T A S K C O M P L E X I T Y C A P A C I T Y S E L E C T I O N C O S T S T R U C T U R E
Mobile
Developer
Web
Developer
APPIRIO
COMMUNITY
developer
Innovate Your Approach
Competition Drives Efficient, Scalable Innovation
If you’re looking for a “Cloud” of technical talent, you’ll need to replicate a subscription
and pay-for-performance pricing model, along with the ability to perform a variety of
complex tasks in a scalable manner. Competition-based crowdsourcing is the only model
that provides these attributes.
If companies leverage crowdsourcing effectively, they can expect to scale development
teams without needing to recruit and train new talent, or pay for idle talent. A small team
of generalists trained to effectively crowdsource an army of specialists, allows for teams
to make the switch from being a group of people managers, to a group focused on
solving the business problems at hand.
Companies that leverage a crowdsourcing model effectively have the ability to
elastically harness top talent at any time, ultimately, delivering business value faster
and more efficiently.
Organizations like Fold.it, 99designs, and Tongal
all run off a crowdsourced competition model. If
done correctly for both the members competing
and businesses consuming the service this model
changes the entire game. One way to look at the
transition is to look at the change from an organization
using “the internet” to engage the world, versus using
“the cloud” to transform a business. What competition
allows is an efficient way to bring the complexity and
elasticity of a One-to-One model to the scalability and
pay-for-performance of the One-to-Many model.
One-to-Competition
Task complexity: Simple or complex
Capacity: Variable skills and scalable
Selection: Member self-selects the work
Cost structure: Pay-for-performance
5Appirio

6. A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
1 2 3 4 5 6 7 8 9 1 0 1 1
Charted for Success
6Appirio
Figure 1. Crowdsourcing Industry Revenue Growth
Millions of $US, based on a sample of 15 leading crowdsourcing service providers (CSPs)
Figure 2. Worker Trends And Composition
Percentage, 100%=6.3M working
Figure 3. Worker Trends And Composition
Percentage, 100%=6.3M working
Growth in the global enterprise crowdsourcing
market is already accelerating. In 2011 the
growth rate was 75%, exceeding 2010’s
market growth of 53%. In 2012 we anticipate
a doubling of the market by year-end. The
number of people engaging in crowd-labor
increased by 100% in 2011 and will increase
again by a similar margin in 2012.
Source: Crowdsourcing.org 2011
2009
Workers breakdown by education level
5%
Elementary
Education
3%
Doctorate
6%
South
America
41%
North
America
18%
Europe
35%
Asia
Pacific
48%
Certificate
Diploma,
Associate
Degree or
Bachelor’s
Degree
21%
Secondary
Education
23%
Master’s
Degree
Workers breakdown by geography
140.80
214.90
52.5%
74.7%
375.70
2010 2011
Total number of crowdsourcing workers
Number of workers, based on a sample of 26 CSPs
Growth in the number of crowdsourcing workers
by crowdsourcing category
Number of workers, based on a sample of 15 CSPs
2009 Software
Services
Micro-
Tasks
Expertise-
Based
Ideation Freelance
1.34
151.3%
133.1%
90.6%
88.5%
67.0%
3.10165%
103% 6.29
2010 2011

7. Field Study
In the world of diabetes research, JDRF leads the industry in fundraising and innovation.
Formerly known as the Juvenile Diabetes Research Foundation, JDRF manages over 5
million donor records and has raised more than $1.6 billion for type 1 diabetes research.
JDRF recently partnered with Appirio to migrate its donor database to the cloud. They
needed to fully integrate their system into several cloud services, including Salesforce, so
they could distance themselves from manually soliciting and filing donations.
Appirio introduced JDRF to Cloudspokes and helped them construct a series of
challenges to help develop their new cloud-based support application. The resulting
system significantly changed the way the foundation handles fund-raising.
The organization can now engage donor prospects with email and process
donations electronically.
JDRF COO, James Szmak explains “We needed to have a single place to collect data on
all of the people that support us. We need to make sure all of our donor
records are centralized into a single repository in our Salesforce app.”
The integration of cloud-based fundraising tools with Salesforce also allows JDRF to
virtually eliminate donor record duplication. Szmak continues, “We’re finally at a point
with the cloud technologies ... where we can have fully integrated systems and still have
a single record per customer. Nothing upsets people who support nonprofits more than
seeing us waste money on sending them multiple mailings or emails.”
7Appirio

8. 8Appirio
CORPORATE
HEADQUARTERS
760 Market Street 11th Floor
San Francisco, CA 94102
Tel: (650) 268-9911
Toll Free: (888) 680-SaaS (7227)
www.appirio.com
blog.appirio.com
twitter.com/appirio
ABOUT APPIRIO
Appirio is a global services provider who uses
crowdsourcing and cloud, social and mobile
technology to help enterprises reimagine their
business and become more agile. Appirio brings
together technology expertise with a deep
understanding of the way people work, and the
development, design and analytics skills of a
600,000 person global crowdsourcing community.
Appirio has worked with more than 700
enterprises, including organizations like Facebook,
Intuit, Japan Post Network, L’Oreal, McGraw-Hill,
NetApp, The Four Seasons, and Virgin America.
The company is backed by Sequoia Capital, GGV
Capital and General Atlantic.
GENERAL INQUIRIES
cloud@appirio.com
INDIANAPOLIS OFFICE
201 S. Capitol Ave, Suite 1100
Indianapolis, IN 46225
Tel: (317) 378-7300
Fax: (317) 378-7340
UK OFFICE
7-8 Stratford place
London, W1C 1AY
England
JAPAN OFFICE
Roppongi Yasuda Building 8F
3-2-6 Nishiazabu
Minato-ku, Tokyo 106-0031
Japan
Tel: +81-3-6447-0340
IRELAND OFFICE
Suite 1
Eden Gate Centre
Priory Road
Delgany, Co Wicklow
Ireland
Tel: +353 (1) 201 7020