“Making something harmonious” often means we have to reconcile differences to balance out the tensions and issues to enable and make them compatible to work.
“Fusing” human engagement with technology enablement involves creating a harmonious integration of human collaboration and technological tools to enable an ecosystem’s successful development and operation. Is that possible?
How do we go about evaluating all the possible needs of customers, as they are mostly our success arbitrators? We must gain insights and refer through multiple information sources- digital data and direct human responses – than ever before; these insights are becoming essential to our businesses.
Calibrating the right way to use technology to create mutual benefit is an increasing theme across businesses, which means we need high levels of interdependence.
This month I am completing a series on cross-sector innovation ecosystem collaborations. This is the second post that I am sharing here on my dedicated ecosystem thinking site and also through my paul4innovating posting site, which has different audiences to discuss this with.
For me, cross-sector collaborations are becoming essential to our future in tackling highly complex challenging issues that need collaborative resolution
Cross-sector innovation ecosystem collaborations do have real differences and I am to draw these out and my aim is to draw these out in this series.
This month I am completing a series on cross-sector innovation ecosystem collaborations. This is the second post that I am sharing on both my dedicated ecosystem thinking site and also through my paul4innovating posting site, which has different audiences to discuss this with.
For me, cross-sector collaborations are becoming essential to our future in tackling highly complex challenging issues that need collaborative resolution.
Cross-sector innovation ecosystem collaborations do have real differences and my aim is to draw these out in this series.
For nearly all business entities, the ability to fully connect up the organization across people, processes, design, structures and strategies is always a work-in-progress, never worked upon to the fullest extent and rarely achieved without the most radical transformation.
I come up against the barriers to change caught up consistently in this lack of interoperability. So I have to bring it into this exploring ecosystem and platform designs posting views.
What do we miss in not having that connectivity? Recognizing silos of unconnected knowledge needs changing; we need to leverage all of our diversity and expertise. Do you really know your capabilities, competencies and capacities?
Focusing on making technology work across organizations, internally and externally, with partners that share a common purpose. Our need is to find new growth engines and, more, sustaining. business value. it is our understanding to make exchanges work to enable creativity, and we need technology across processes to talk to each other- called interoperability.
Uncertainty, fear of the unknown, reluctance to share and partner, or to mutually “pool” intellectual property or our research know-how in a shared collaborative effort is hard. We often hold onto our knowledge as our “source of power”, this we need to let go of and embrace a new way of believing, trusting and collaborating. We will gain far more than we lose.
We must ask the important questions and fully recognize the answer to “what do we do well? How can we leverage and build out from this?” Are we investing enough time in networking, exchanging insights or building relationships? Knowing our core capabilities, competencies, and capacities is essential.
Let’s tackle one tough one- interoperabilitymakes or breaks much of what we struggle to do -exchange knowledge.
I want to relate adoption back to business platforms and anchor it in the process.
Today business platform adoption is a struggle. It needs a clear revisiting of the theory of diffusion and adoption to extract the relevant points of necessary practice.
What is vitally needed is the recognition that deciding on adopting a business platform approach has five stages or decision points to go through.
So often, platform providers automatically go to the assumption that their platform will be adopted. It simply will not without working through and gaining confirmation the five stages of adoption are clarified.
