[et_pb_section bb_built=\u00a0\u00bb1″][et_pb_row][et_pb_column type=\u00a0\u00bb4_4″][et_pb_text _builder_version=\u00a0\u00bb3.14″]<\/p>\n
La premi\u00e8re r\u00e9volution industrielle a vu na\u00eetre le concept d\u2019entreprise \u2013 celle que l\u2019on connait aujourd\u2019hui[1]. La synth\u00e8se cr\u00e9ative de la troisi\u00e8me r\u00e9volution industrielle est en train d\u2019accoucher d\u2019une nouvelle forme d\u2019entreprise. D\u2019une nouvelle forme d\u2019organisation. Je parle d\u2019organisations ouvertes. Dans cet article, j\u2019introduis 3 caract\u00e9ristiques de ces organisations ouvertes.<\/em><\/p>\n La semaine derni\u00e8re, alors que j\u2019\u00e9tais \u00e0 Oslo en visite chez un client, le r\u00e9ceptionniste de l\u2019h\u00f4tel m\u2019a demand\u00e9 si je souhaitais devenir membre du Club Carlson<\/em>. Non merci, me suis-je entendu r\u00e9pondre. \u00ab\u00a0Mais monsieur, c\u2019est gratuit et en plus j\u2019upgrade votre chambre gratuitement\u00a0\u00bb. Je m\u2019avoue vaincu et j\u2019accepte de devenir membre du Club Carlson<\/em>, simplement pour avoir une meilleure vue depuis ma chambre. Mais il y plus. Le r\u00e9ceptionniste m\u2019explique que la prochaine fois qu\u2019il me faudra r\u00e9server une chambre, si je le fais directement sur le site du Club Carlson<\/em>, eh bien gr\u00e2ce \u00e0 ce s\u00e9same, je pourrai \u00eatre syst\u00e9matiquement upgrad\u00e9 gratuitement\u00a0! Tiens donc\u00a0! Pourquoi une telle faveur\u00a0?<\/p>\n Le Club Carlson<\/em> est en fait un kit de survie. Un kit de survie contre quoi me demanderez-vous\u00a0? Un kit de survie contre booking.com. Booking.com a 20 ans cette ann\u00e9e\u00a0! Mais honn\u00eatement, est-ce que vous connaissiez cette plateforme il y a 10 ans\u00a0? Non bien s\u00fbr. Mais aujourd\u2019hui, je suis s\u00fbr que la majorit\u00e9 d\u2019entre vous utilise booking.com pour r\u00e9server ses chambres d\u2019h\u00f4tel. Booking est devenu un hub incontournable. Que s\u2019est-il pass\u00e9\u00a0? Au d\u00e9but de l\u2019histoire les h\u00f4tels et les cha\u00eenes d\u2019h\u00f4tels se sont frott\u00e9s les mains car Booking \u00e9tait synonyme de nouvelles sources de business. D’un coup, tout devient possible. N’importe quel touriste australien peut d\u00e9couvrir une petite chambre d\u2019h\u00f4tes perdue au fin fond du Jura. Mais \u00e7a, c\u2019\u00e9tait le d\u00e9but de l\u2019histoire. Maintenant que Booking est devenu un hub, tout h\u00f4tel se doit d\u2019\u00eatre sur Booking pour exister, et doit payer pour cela. Et comme tous les h\u00f4tels sont d\u00e9sormais sur Booking, plus l\u2019h\u00f4tel souhaite \u00eatre visible, plus il lui faut payer cher[2]. Booking a captur\u00e9 la relation client qui \u00e9tait autrefois d\u00e9tenue par les h\u00f4tels, et au passage, Booking a captur\u00e9 une grande partie des marges qui allaient avec. Le Club Carlson<\/em> est une tentative de r\u00e9cup\u00e9rer cette relation client par les h\u00f4tels.<\/p>\n L\u2019exemple de booking.com illustre parfaitement la strat\u00e9gie dite de plateforme<\/em> qui est syst\u00e9matiquement mise en \u0153uvre par les acteurs du num\u00e9rique pour disrupter<\/em> une cha\u00eene de valeur. Le point int\u00e9ressant est que les strat\u00e9gies de plateforme<\/em> ne sont plus r\u00e9serv\u00e9es aux acteurs du num\u00e9rique. Nous le verrons plus loin\u00a0: les strat\u00e9gies de plateforme sont en fait un des principaux ingr\u00e9dients d\u2019une nouvelle forme d\u2019entreprise. D\u2019une nouvelle forme d\u2019organisation. Je les appelle organisations ouvertes<\/em>.<\/p>\n Comme je l\u2019ai d\u00e9crit dans mon livre Innovation Intelligence<\/a><\/em>[3] et dans plusieurs articles<\/a>[4], il existe trois tendances majeures qui changent les r\u00e8gles du jeu pour les entreprises. Le digital est l\u2019une de ces tendances. La digitalisation<\/em> pr\u00e9cipite la reconfiguration des cha\u00eenes de valeur traditionnelles. Il y a 15 ans l\u2019industrie de la musique \u00e9tait compl\u00e8tement transform\u00e9e par un acteur du num\u00e9rique, Apple. Aujourd\u2019hui, il s\u2019agit du transport, du logement, de la banque, de l\u2019assurance etc.\u00a0; des secteurs essentiellement B2C \u2013 c\u2019est la premi\u00e8re vague. Mais la seconde vague\u00a0arrive\u00a0: les m\u00eames strat\u00e9gies sont en train de voir le jour dans les secteurs B2B industriels. GE, avec sa plateforme Predix, est en train de d\u00e9ployer la m\u00eame strat\u00e9gie qu\u2019Apple avec l\u2019AppStore, mais pour des applications industrielles[5].<\/p>\n Les organisations ouvertes sont la nouvelle donne des entreprises. Elles sont constitu\u00e9es de trois sous-ensembles. Le premier sous-ensemble comprend les entreprises qui sont apparues dans le monde du num\u00e9rique depuis 10 ou 15 ans. Ces Google, Facebook etc. sont des entreprises dont le business est digital. Elles ont des organisations et des fa\u00e7ons d\u2019op\u00e9rer qui sont tr\u00e8s diff\u00e9rentes des entreprises de l\u2019ancien monde. Par exemple, \u00e0 taille \u00e9quivalente, elles ont 2 \u00e0 3 niveaux hi\u00e9rarchiques en moins. Vient ensuite le second sous-ensemble qui comprend des entreprises industrielles r\u00e9centes, organis\u00e9es comme des entreprises du num\u00e9rique et qui tirent profit du num\u00e9rique pour optimiser l\u2019ensemble de leurs op\u00e9rations (Tesla, Space X, Local Motors etc.). Le business de ces entreprises n\u2019est pas num\u00e9rique, mais elles fonctionnent comme des entreprises du num\u00e9rique. Enfin, le troisi\u00e8me sous-ensemble constitu\u00e9 d\u2019entreprise de l\u2019ancien monde qui ont r\u00e9ussi \u00e0 se transformer, ou bien qui sont en passe de le faire. Nous retrouvons ici des entreprises telles que GE, dont nous avons parl\u00e9 dans de nombreux articles.<\/p>\n J\u2019aimerais pouvoir proposer une d\u00e9finition pr\u00e9cise et d\u00e9finitive de l\u2019organisation ouverte, mais il est encore trop t\u00f4t pour cela, aussi la d\u00e9finition que je propose est-elle temporaire : une organisation ouverte est une organisation qui impl\u00e9mente les caract\u00e9ristiques suivantes[6]\u00a0: Digital Enabled, Platform Strategy<\/em> et Talent on Demand<\/em>. Dans la suite de cet article, je donne quelques \u00e9l\u00e9ments sur chacune de ces caract\u00e9ristiques. J\u2019approfondirai chacune dans des articles \u00e0 venir\u2026 et j\u2019en introduirai d\u2019autres\u00a0: System & User Oriented, Aspirational Purpose,<\/em> etc.<\/p>\n Tout ou partie des op\u00e9rations de l\u2019entreprise est optimis\u00e9e par le digital\u00a0: relation client, relations fournisseurs, industrialisation, maintenance etc. L\u2019entreprise n\u2019a pas n\u00e9cessairement un business num\u00e9rique, mais gr\u00e2ce \u00e0 ce dernier elle a des gains de performance significatifs. Le num\u00e9rique est par exemple une fa\u00e7on pour elle de faire de la maintenance pr\u00e9dictive, ou bien de maximiser l\u2019utilisation d\u2019un actif mat\u00e9riel. Par exemple en Allemagne, on pr\u00e9voit des gains de productivit\u00e9 en moins de 10 ans de 5 \u00e0 8% gr\u00e2ce au manufacturing 4.0\u00a0; ce qui repr\u00e9sente des gains qui se chiffrent en centaine de milliards d\u2019euros[7].<\/p>\n Comme illustr\u00e9 par l\u2019exemple de booking.com les entreprises du nouveau monde mettent en \u0153uvre des strat\u00e9gies de plateforme. A ce stade de mon analyse, je distingue 3 types de plateformes\u00a0\u2013\u00a0elles ne sont d\u2019ailleurs pas exclusives car il est possible d\u2019impl\u00e9menter simultan\u00e9ment une, deux, voire trois de ces types de plateformes\u00a0:<\/p>\n Le troisi\u00e8me trait caract\u00e9ristique des organisations ouvertes est la notion de talent \u00e0 la demande (Talent on Demand). En effet, les entreprises du nouveau monde ont d\u00e9velopp\u00e9 la capacit\u00e9 \u00e0 mobiliser \u00e0 la demande des talents internes et externes \u00e0 l\u2019organisation le temps d\u2019un projet. L\u2019exemple de la DARPA est \u00e9difiant[10] \u2013 mais il y en a beaucoup d\u2019autres. Les entreprises de la nouvelle donne ont mis en place une organisation et des process qui leur permettent de f\u00e9d\u00e9rer autour de projets les meilleurs talents, qu\u2019ils soient internes \u00e0 l\u2019organisation ou bien externe. Cela pose bien s\u00fbr des questions contractuelles (gestion de la propri\u00e9t\u00e9 intellectuelle, du secret etc.), mais surtout des questions d\u2019ordre organisationnel\u00a0: comment identifier et mobiliser des talents \u00e0 la demande\u00a0? Comment cr\u00e9er de la confiance \u00e0 la demande\u00a0? Comment activer l\u2019intelligence collective \u00e0 la demande\u00a0? Quels sont les nouveaux lieux de cette nouvelle fa\u00e7on de travailler\u00a0? Ces entreprises de la nouvelle donne, sans avoir encore toutes les r\u00e9ponses, y r\u00e9fl\u00e9chissent s\u00e9rieusement. En parall\u00e8le de cela, le nombre de plateformes permettant de mobiliser des talents \u00e0 la demande \u2013 sur un ensemble de verticales tr\u00e8s diff\u00e9rentes les unes des autres \u2013 a v\u00e9ritablement explos\u00e9. Certaines sont devenu des r\u00e9f\u00e9rences en la mati\u00e8re\u00a0: Freelancer, UpWork etc. Mais cela sera l\u2019objet d\u2019un autre article.<\/p>\n En r\u00e9sum\u00e9, je vois le digital comme un pharmakon<\/em>. C\u2019est-\u00e0-dire \u00e0 la fois le poison qui est \u00e0 la source des disruptions que les entreprises de l\u2019ancien monde sont en train de subir, et comme le rem\u00e8de qui leur permet de se transformer et s\u2019adapter et ainsi faire partie, demain, des survivants. Ce pharmakon<\/em> fait apparaitre une nouvelle forme d\u2019entreprise\u00a0: l\u2019organisation ouverte, et celle-ci se reconnait \u00e0 un ensemble de caract\u00e9ristiques, dont les trois suivantes\u00a0: Digital Enabled, Platform Strategy <\/em>et Talent on Demand<\/em>.<\/p>\n <\/p>\n Cet article a \u00e9t\u00e9 initialement publi\u00e9 sur le site de Harvard Business Review France<\/a>.<\/em><\/p>\n <\/p>\n [1] \u00a0Avant cela, il y avait des manufactures, du louage de comp\u00e9tences, pas de contrat de travail etc.[2] Booking.com impose aux h\u00f4tels les tarifs de chambres les plus bas possible pour satisfaire les clients finaux, et en m\u00eame temps, Booking impose aux h\u00f4tels des commissions plus \u00e9lev\u00e9es aux h\u00f4tels qui souhaitent \u00eatre mis en avant. C\u2019est le model des Online Travel Agencies (OTAs).[3] Innovation Intelligence<\/a>,\u00a0Absans Publishing (2015).[4] L\u2019innovation ouverte est morte. Vive l\u2019organisation ouverte.<\/a> Harvard Business Review France (2017).[5] Quand la transition digitale menace l\u2019industrie traditionnelle<\/a>. Harvard Business Review France (2016).[6] Les autres traits caract\u00e9ristiques seront introduits dans des articles ult\u00e9rieurs. Par ailleurs chacun de ces traits fera l\u2019objet d\u2019articles d\u00e9taill\u00e9s.[7] Industry 4.0\u00a0: The Future of Productivity and Growth in Manufacturing Industries<\/a>, BCG (2015)[8] Quora<\/a>[9] Vincent Champain, b\u00e2tisseur de plateformes<\/a>, open-your-innovation.com (2017):[10] Special-forces innovation\u00a0: how DARPA attacks problems<\/a>, HBR (2013) [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=\u00a0\u00bb3.14″ background_position=\u00a0\u00bbtop_left\u00a0\u00bb background_repeat=\u00a0\u00bbrepeat\u00a0\u00bb background_size=\u00a0\u00bbinitial\u00a0\u00bb global_module=\u00a0\u00bb7929″][et_pb_column type=\u00a0\u00bb4_4″][et_pb_post_nav global_parent=\u00a0\u00bb7929″ _builder_version=\u00a0\u00bb3.14″ in_same_term=\u00a0\u00bbon\u00a0\u00bb background_color=\u00a0\u00bb#3d59a1″ title_font=\u00a0\u00bb|800|||||||\u00a0\u00bb title_text_color=\u00a0\u00bb#ffffff\u00a0\u00bb title_font_size=\u00a0\u00bb16px\u00a0\u00bb custom_padding=\u00a0\u00bb10px|10px|10px|10px\u00a0\u00bb border_color_all=\u00a0\u00bb#3d59a1″ border_width_all=\u00a0\u00bb2px\u00a0\u00bb border_radii=\u00a0\u00bbon|4px|4px|4px|4px\u00a0\u00bb \/][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>","protected":false},"excerpt":{"rendered":" The first industrial revolution saw the birth of the idea of an enterprise\u2014the same entity we are familiar with today[1]. The creative crucible of the third industrial revolution is in the process of giving rise to a new form of business. I\u2019m talking about \u201copen organizations.\u201d \u00a0In this article, I will introduce three characteristics of these open organizations.<\/em><\/p> Last week, while I was in Oslo visiting a client, the receptionist at the hotel asked me if I wished to become a member of their \u201cClub Carlson.\u201d I automatically replied, \u201cNo, thank you.\u201d<\/p> \u201cBut, sir, it\u2019s free,\u201d he said, \u201cand on top of that I\u2019ll upgrade your room for free.\u201d I\u2019ll admit, I was seduced, and I agreed to join Club Carlson, just to have a better view from my room. But there was more. The receptionist explained that the next time I need to reserve a room, if I do it directly through the Club Carlson site, then, thanks to this magic key, I will be upgraded automatically, and for free! Wow! So\u2026 to what do I owe such a boon?<\/p> Club Carlson is, in fact, a survival kit. A kit for surviving what, you might ask? It\u2019s a kit for surviving booking.com. Booking.com is twenty years old this year. But in all honesty, did you know this platform existed ten years ago? No; of course not. Today, however, I would bet that the majority of you use booking.com to reserve your hotel rooms. Booking has become a hub you can\u2019t escape. What happened? When the service first appeared, hoteliers and hotel chains were salivating, because Booking was a synonym for new sources of business. Suddenly, everything was possible. Random Australian tourists could find a little bed and breakfast out in the middle of the Jura Mountains. But that was early in the game. Now that Booking is a hub, every hotel has got to be on Booking to survive, and they must pay for it. And now that every hotel is on Booking, the more visible a hotel wants to be, the more they must pay.[2] Booking.com has captured the consumer connection, which used to be the province of the hotels\u2014and in so doing, it has captured a great chunk of the profit margin that goes along with that relationship. Club Carlson is the hotel\u2019s attempt to reclaim that connection with the customer.<\/p> The example of booking.com perfectly illustrates the so-called \u201cplatform\u201d strategy that is systematically implemented by digital stakeholders to disrupt a value chain. The interesting thing is that platform strategies are no longer the sole province of digital stakeholders. As we shall see, platform strategies are in fact one of the principal ingredients of a new form of enterprise. Of a new breed of organization. I call them \u201copen organizations\u201d.<\/p> As I\u2019ve written in my book Innovation Intelligence<\/a>[3] and in several articles<\/a>[4], there are three main trends which are changing the rules of the game for businesses. Digital is one of them. Computerization precipitates the reconfiguration of traditional value chains. Fifteen years ago, the music industry was completely transformed by a digital stakeholder, Apple. Now, we\u2019re talking about the transportation industry, the hotel industry, banking, insurance, and on and on; sectors that are essentially B2C. This is the first wave. But the second wave is coming: the same strategies are beginning to appear in B2B industrial sectors. GE, with its Predix platform, is now deploying the same strategy as Apple did with App Store, but this time with industrial applications[5].<\/p> Open organizations are the new norm for businesses. There are three subdivisions. The first subdivision includes businesses that appeared in the digital world around ten to fifteen years ago. Organizations like Google, Facebook, etc. are companies whose entire business is digital. They use a structure and ways of operating that are very different from the enterprises of the old world. For example, compared to an old-world firm of equal size, they have two or three fewer levels of hierarchy. Then you have the second subdivision, composed of recently founded industrial firms; organized like digital companies, they use digital to optimize their overall operations (Tesla, Space X, Local Motors, etc.). Their products or services are not in the digital sector, but they function like digital-sector businesses. Finally, the third subdivision consists of old-model companies which have successfully retrofitted themselves, or which are in the process of doing so. Here we find companies such as GE, which we have discussed in numerous articles.<\/p> I would like to be able to propose a precise and definitive definition of the open organization, but as the time is not yet ripe, the definition I shall propose instead is appropriately tentative. An open organization is one which implements the following characteristics:[6] Digital Enabled, Platform Strategy<\/em>, and Talent on Demand<\/em>. Below, I will elucidate a few key elements of each of these characteristics. I will go into more depth in each one in future pieces\u2026 where I will also introduce other characteristics: System and User Oriented, Aspirational Purpose, etc.<\/p> All or part of the company\u2019s operations are optimized via digital: client relationships, supplier relationships, industrialization, maintenance, etc. The company doesn\u2019t necessarily provide a digital service or product, but its use of digital techniques has won it significant gains. Perhaps it uses Internet diagnostics as a means of predictive maintenance, or to maximize the utilization of physical assets. In Germany, for example, they\u2019re predicting a 5 to 8 percent gain in productivity in less than ten years, thanks to manufacturing 4.0; this would translate into hundreds of billions of euros of extra earnings.[7]<\/p> As the booking.com example illustrates, new-paradigm businesses use platform strategies. At this point in my analysis, I see three distinct types of platforms; they are not exclusive, however, because it\u2019s possible to simultaneously implement one, two, or even three of these platform types:<\/p> The third characteristic trait of open organizations is\nthe idea of Talent on Demand. Indeed, the businesses of the new world have honed the capacity to mobilize both in-house and external talent where it\u2019s needed, for the length of a project. The example of DARPA is edifying[10]\u2014but there are many others. New-paradigm businesses have instituted structures and processes that allow them to gather the best talents around their projects, whether these talents come from within the organization or from without. This certainly poses some contractual challenges (husbanding intellectual property, for example; guarding company secrets, etc.), but above all it poses organizational questions: How do you identify and mobilize talent for use as needed? How do you create trust on demand? How do you spark the collective intelligence you need when you need it? What new work spaces does this new way of working require? These new-paradigm businesses, although they don\u2019t yet have all the answers, are hard at work on solutions. At the same time, the number of platforms that allow companies to mobilize talent on demand\u2014over a system of highly varied verticals\u2014has truly exploded. Some have become industry standards (Freelancer, UpWork, etc.). But this will be the subject of a future article.<\/p> To sum it up: I see digitalization as a pharmakon<\/em>. Which is to say it is both the poison at the source of the disruptions that old-paradigm enterprises are suffering, and the remedy that allows them to transform themselves and adapt and thus live on tomorrow among the survivors. This pharmakon is creating a new form of business enterprise: the open organization, which is identifiable via a suite of defining characteristics, including these three: Digital Enabled, Platform Strategy, and Talent on Demand.<\/p> \u00a0<\/p> \u00a0<\/p> [1] Before this, there were factories, one could use itinerant labor, certain legal structures regarding labor weren\u2019t in place, etc.Le Digital comme tendance disruptive.<\/h3>\n
Organisation Ouverte\u00a0: vers une d\u00e9finition<\/h3>\n
Organisation Ouverte\u00a0: Digital Enabled<\/h3>\n
Organisation Ouverte\u00a0: Platform Strategy<\/h3>\n
\n
Organisation Ouverte\u00a0: Talent on Demand<\/h3>\n
Digital\u00a0: pharmakon des organisations ouvertes<\/h3>\n
Digital\u00a0as a disruptive trend<\/h3>
The Open Organization: Toward a Definition<\/h3>
Open Organization: Digital Enabled<\/h3>
Open Organization: Platform Strategy<\/h3>
Open Organization: Talent on Demand<\/h3>
Digital\u00a0: Pharmakon of the Open Organization<\/h3>
[2] Booking.com forces hotels to offer the cheapest possible room prices to satisfy their clients on the consumer end, while imposing higher commission fees on hotels that want to be listed prominently. This is the model followed by Online Travel Agencies (OTAs).
[3] Innovation Intelligence.<\/a> Absans publishing (2015).
[4] L\u2019innovation ouverte est morte. Vive l\u2019organisation ouverte.<\/a> (\u201cThe Open Innovation is Dead. Long Live the Open Organization!\u201d) Harvard Business Review France (2016).
[5] Quand la transition digitale menace l\u2019industrie traditionnelle<\/a>. (\u201cWhen the Digital Transition Threatens Traditional Industry.\u201d) Harvard Business Review France (2016).
[6] The other characteristic traits will be introduced in future articles\u00a0; each of these traits will be the subject of detailed pieces.
[7] \u201cIndustry 4.0\u00a0: The Future of Productivity and Growth in Manufacturing Industries\u201d<\/a>, Boston Consulting Group (2015)
[8] Quora<\/a>
[9] Vincent Champain, b\u00e2tisseur de plateformes<\/a> (\u201cVincent Champain, Platform Builder\u201d), open-your-innovation.com (2017):
[10] \u201cSpecial-forces innovation: how DARPA attacks problems\u201d<\/a>, Harvard Business Review (2013)<\/p>","_et_gb_content_width":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[2],"tags":[205,452,1225,1240,1292,1331],"_links":{"self":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/posts\/4119"}],"collection":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/comments?post=4119"}],"version-history":[{"count":0,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/posts\/4119\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/media\/4165"}],"wp:attachment":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/media?parent=4119"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/categories?post=4119"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/tags?post=4119"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}