I have been asking Google’s Gemini a series of questions about innovation, how it has evolved in the past twenty-five years, and where it seems to be heading.

This is the third and final part of my questioning on looking towards the future and how innovation will evolve, starting from the original thread of looking over the evolution of innovation in the past twenty-five years, since 1999.

This post is about what has evolved and then what will evolve. There is a very different innovation pathway ahead of us, and then I touch upon a vastly different future at the end of this post.

Innovation will evolve very differently, linked tightly to the organization’s future design, no more cutting it loose, housed separately or outside the core.

Then, my question here is asking Gemini to go deeper into what has changed since 1999, more specifically, looking at the impact of Ecosystems, technology, and platforms.

I have shifted my thinking about innovation to Innovation and Business Ecosystem applications. I wanted to understand how this has evolved.

“Going deeper since 2019, innovation has certainly become more complex, interconnected, and driven by a diverse range of factors. Organizations must embrace a continuous learning, collaboration, and experimentation culture to thrive in this dynamic landscape. Ecosystems, Technology, Platforms, Cross-collaborations- how?”

“Sure, here is a breakdown of how ecosystems, technology, platforms, and cross-collaboration have changed since 2019:

Ecosystems

• From Closed to Open Ecosystems: Historically, innovation ecosystems were often closed, with companies operating within their own silos and collaborating with a limited set of partners. However, there has been a shift towards open ecosystems, where companies collaborate more openly with a wider range of stakeholders, including startups, research institutions, and even competitors. This openness fosters innovation by bringing together diverse perspectives and expertise.
• From Hierarchical to Decentralized Ecosystems: Traditional ecosystems were often hierarchical, with a few dominant players controlling the flow of information and resources. However, there is a trend towards decentralized ecosystems, where power is distributed more evenly among participants. This decentralization creates a more agile and responsive ecosystem that can adapt quickly to changing market conditions.
• From Linear to Interlinked Ecosystems: In the past, innovation ecosystems were often linear, with ideas flowing in a single direction from research to development to commercialization. However, there is a growing trend towards interlinked ecosystems, where ideas flow in multiple directions and cross-pollinate between different industries and disciplines. This interconnectedness accelerates innovation by breaking down traditional boundaries and fostering cross-fertilization of ideas.

Technology

• From Isolated Technologies to Convergent Systems: In the past, different technologies operated in isolation, with little interaction between them. However, there is a trend towards convergent systems, where different technologies are converging to create new and more powerful capabilities. This convergence is driving innovation by enabling the development of more sophisticated and integrated solutions.
• From Programmable Technologies to Data-Driven Technologies: Traditional technologies were often programmable, with limited ability to learn and adapt. However, there is a growing trend towards data-driven technologies, which can continuously learn and improve based on the data they receive. This data-driven approach is driving innovation by enabling the development of more intelligent and personalized solutions.
• From Physical Products to Digital Experiences: Traditional innovation focused on developing physical products, but there is a growing trend towards digital experiences. These experiences are delivered through software, hardware, and data, creating immersive and interactive experiences that are transforming industries such as entertainment, retail, and healthcare.

Platforms

• From Single Platforms to Multi-Platform Ecosystems: Platforms were once standalone entities, but there is a trend towards multi-platform ecosystems. These ecosystems integrate multiple platforms, enabling seamless user experience and cross-platform collaboration. This integration is driving innovation by expanding the reach of platforms and creating new opportunities for collaboration and innovation.
• From Centralized Platforms to Decentralized Platforms: Traditionally, platforms were centralized, with ownership and control concentrated in the hands of a few companies. However, there is a growing trend towards decentralized platforms. These platforms are built on distributed ledger technology, giving users more control over their data and privacy. This decentralization is driving innovation by creating new business models and enabling more secure and transparent transactions.
• From Closed Platforms to Open Platforms: In the past, platforms were often closed, with limited access and proprietary standards. However, there is a trend towards open platforms. These platforms share their data and APIs, enabling developers to create new applications and services. This openness is driving innovation by fostering a community of developers and creating a more vibrant ecosystem of innovation.

Cross-Collaboration

• From Intra-Organizational to Inter-Organizational Collaboration: Traditionally, collaboration was limited within organizations, but there is a growing trend towards inter-organizational collaboration. This collaboration is breaking down silos and fostering innovation by bringing together different perspectives and expertise from across different organizations.
• From Hierarchical Collaboration to Horizontal Collaboration: In the past, collaboration was often hierarchical, with clear lines of authority and decision-making. However, there is a trend towards horizontal collaboration. This collaboration is more egalitarian, with participants working together as equals to solve problems and share knowledge. This egalitarianism is driving innovation by creating a more dynamic and creative environment.
• From Tacit Collaboration to Explicit Collaboration: Historically, collaboration was often tacit, with knowledge and ideas exchanged informally. However, there is a trend towards explicit collaboration. This collaboration is more structured and formalized, with knowledge and ideas shared through documentation, data sharing, and joint projects. This explicitness is driving innovation by making it easier to capture and share knowledge, accelerating the pace of innovation.

I was looking for a validation here and got this summary:

“These changes in ecosystems, technology, platforms, and cross-collaboration are shaping the future of innovation. Organizations that can adapt to these changes and embrace these new approaches will be well-positioned to succeed in an increasingly complex and interconnected world”

Of course AI, immersive technology, the Metaverse are huge in their impact

Perhaps I have guided the answer to the question I asked, but it was asking more about the changes that we are grappling with so as to thrive in innovation in the future and whether it “confirms” my focus shift in the last few years.

As we look towards the future, we need a different perspective

Much of innovation will lie in our effective use of all that technology can provide and how we deal with it in the future. AI is the elephant in the innovator’s room, and we are currently figuring out how to harness it or let it loose. Is this going to be artificial intelligence or augmented intelligence?

Gemini touched on the shifts in human and data that will potentially combine to give us a different ability to visualize, experience, connect and explore a vastly different world of immersive and interactive exploration and experiments. Will ecosystems, platforms and collaborations just fade away in the background, just accepted as what is needed and expected?

I think we are badly positioned today to open up and collaborate in sharing environments and going through the orientation and differences is essential. Open innovation, championed by Henry Chesbrough, took years to establish.

We need to leverage the Open Ecosystem Innovation establishment, more interconnected and aligned to collaborative partners all working towards a common aim or solution, using technology and combining resources but this needs more integration with all parts of the business. Innovation is an Innovation Ecosystem play for future prosperity.

We have learnt that innovation cannot stay as the island of internal experts and highly skilled people are not able to deliver the “connected” needs of customers as the solutions are often complex and require multiple players contributing to the solutions needed. It needs to be thrown open” to the diversity of opinions and knowledge and connect to many dynamic strategic and operational interactions through interactions between organizations and individuals.

We can achieve this by enabling technology and platforms to be more central to the collaborating and partnering environment. Yet, the management methods and practices will need this network-type thinking, where value co-creation fosters sustaining growth. Interactions and concurrent collaborations require a different management comprehension.

There is a very different innovation pathway ahead of us

The network effect, collaborating spaces, and how we delineate innovation are all “up for grabs” as we figure out how to solve problems, more complex and challenging ones, that will find technology managing human interactions increasingly.

I need to look forward from today, 2024, and that needs a very different thinking and recognition of the many changes that have occurred but also in earlier stages of understanding their value ( example AI). What you do recognize that we are on a journey to a radically different pathway towards innovation. Still, looking to the past to see future patterns is always good.

One big difference “What gets old is certainly pretty quickly“, and that is why we all need to be interconnected to learn, adapt and respond in a rapidly challenging and complex world to find what is valued and needed. Scale, scope and speed will dominate and we need to master these.

The post Is Innovation evolving in the way I see it going? first appeared on Building Your Innovation & Ecosystem Intelligence.

I decided to hold a conversation with Google’s Gemini about how innovation had changed and hopefully progressed since I first became involved 25 years ago, when I lived in Singapore and was heavily involved in my MBA, which had innovation as an elective.

The MBA elective “hooked” me on innovation, and here I am 25 years later, still going on about innovation, championing, cajoling and encouraging innovation to be more central, disciplined and structured.

So I have taken the educational looking back from Gemini lense of perspective and broken this into three parts. I find it interesting and reaffirming. This is the first of these posts looking at the development, thinking and design of innovation from 1999 to today 2024, twenty-five years.

Innovation can be both highly frustrating and rewarding. It is good to gain a real sense of progress in these past 25 years; otherwise, where have I been?

I often feel innovation has not advanced in these past twenty-odd years, but having all the changes nicely summarized here makes me feel there has been a shape and purpose to be so actively involved in the evolution of innovation over these 25 years and been part of that evolution.

Firstly, this post outlines how innovation has evolved since 1999 and does a further recheck for 2019 until today. So, it covers a twenty-five-year period but recognizes that the last five years have seen a very different set of innovation accelerants.

The second post, coming next, focuses on how organizations have become more collaborative, open and agile and deal with ideation and what tools and technologies seem to have emerged as the leading ones.

The third post following, is where I see it heading: into Ecosystems and Platforms to drive innovation performance. I see this collaborative and co-creation of innovation will be in business ecosystem partnerships, and I wanted to “validate” this, with a little bias thrown in!

My question to Gemini was, “Since 1999, what main aspects of innovation in its management, design and thinking?”

So, in 1999, I switched to innovation consulting in Singapore, finding my own way.

Gemini’s reply: “Innovation has undergone significant shifts in its management, design, and thinking since 1999, driven by technological advancements, evolving business landscapes, and a growing emphasis on human-centred approaches. Here’s a breakdown of the key aspects that have shaped innovation in recent decades:

1. Embedding Design Thinking into Innovation Processes:

Design thinking has emerged as a powerful tool for innovation, emphasizing user empathy, rapid prototyping, and iterative refinement. This human-centred approach has revolutionized how organizations approach innovation, moving from top-down, linear processes to collaborative, iterative ones.

2. Embracing Open Innovation:

The traditional model of innovation, relying solely on internal R&D, has given way to open innovation, which actively seeks knowledge and collaboration beyond organizational boundaries. This collaborative approach taps into external expertise, reduces development costs, and accelerates innovation cycles.

3. Harnessing the Power of Data and Analytics:

The rise of big data and analytics has transformed innovation by providing unprecedented insights into customer behaviour, market trends, and competitive landscapes. Data-driven innovation enables organizations to make informed decisions, identify new opportunities, and optimize product development.

4. Accelerating Innovation Speed:

The pace of innovation has accelerated dramatically in recent years, driven by technological advancements and the shortening of product lifecycles. Organizations are embracing agile methodologies and continuous improvement processes to shorten innovation cycles and bring new products and services to market faster.

5. Embracing Human-Centered Innovation:

Traditional innovation often focused on product features and technical specifications, overlooking the human experience. Human-centred innovation emphasizes understanding user needs, emotions, and behaviours to create products and services that are truly valuable and usable.

6. Embracing Failure as a Learning Opportunity:

In the past, mistakes and failures were often seen as setbacks, but a shift is underway towards embracing failure as a learning opportunity. Organizations are fostering a culture of experimentation and learning from failures to drive continuous innovation.

7. Democratizing Innovation:

Innovation is no longer confined to experts or large organizations. The rise of digital tools, online communities, and makerspaces has democratized innovation, enabling individuals and small teams to contribute to groundbreaking ideas.

8. Embracing Collaboration and Ecosystems:

Innovation increasingly occurs within ecosystems of interconnected organizations, including startups, universities, research institutions, and industry partners. These collaborative ecosystems facilitate knowledge sharing, cross-pollination of ideas, and accelerated innovation.

9. Embracing Sustainability as an Innovation Driver:

Environmental and social considerations are now integral to innovation, driving the creation of sustainable products, services, and business models. This shift is not only driven by ethical considerations but also by the recognition that sustainability is a key factor in long-term success.

10. Embracing Ethical Innovation:

As innovation continues to accelerate, there is a growing emphasis on ethical considerations to ensure that new technologies and advancements are used responsibly and for the benefit of society. Organizations are adopting ethical guidelines and frameworks to ensure that their innovation efforts are aligned with societal values.

These innovation shifts have transformed how organizations approach new ideas, products, and services. By embracing design thinking, open innovation, data-driven insights, accelerated innovation cycles, human-centred approaches, and a willingness to learn from failures, organizations can navigate the complex and ever-changing innovation landscape and drive sustainable growth.

My 2nd question to Gemini was, “Since 2019, what main aspects of innovation in its management, design and thinking have changed?

“Innovation has continued to evolve since 1999, driven by technological advancements, shifting business landscapes, and a growing emphasis on human-centred approaches. Here are some of the key aspects that have shaped innovation in recent years:

1. The emergence of Artificial Intelligence (AI) and Machine Learning (ML): AI and ML are playing an increasingly prominent role in innovation processes, from ideation and prototyping to testing and deployment. These technologies are enabling organizations to analyze vast amounts of data, identify patterns and trends, and automate tasks, leading to faster and more efficient innovation cycles.
2. The ubiquity of Digital Technologies: The pervasiveness of digital technologies, including smartphones, cloud computing, and the Internet of Things (IoT), has democratized access to information and tools, enabling individuals and organizations to innovate at unprecedented scales. This has created a more distributed and collaborative innovation ecosystem.
3. Rise of Startups and Venture Capital: Startups have become a driving force for innovation, disrupting traditional industries and introducing groundbreaking products and services. Venture capital has fueled this growth, providing funding and support to innovative startups that may not have access to resources within established organizations.
4. Emphasis on Customer Experience and User-Centric Design: The focus on customer experience has become paramount in innovation, with organizations striving to create products and services that truly resonate with users. User-centred design principles are widely adopted, emphasizing empathy, understanding user needs and behaviours, and iterative testing to refine and improve user experiences.
5. Accelerated Innovation Pace and Continuous Improvement: The pace of innovation continues to accelerate, driven by technological advancements, market dynamics, and the need for organizations to stay ahead of the curve. Agile methodologies and continuous improvement processes are essential for organizations to adapt and innovate quickly in response to changing market conditions and customer demands.
6. Cross-Functional Collaboration and Silo-Busting: Innovation often requires collaboration across different departments and functions within an organization, breaking down silos and fostering a culture of shared learning and knowledge exchange. This collaboration is crucial for bringing together diverse perspectives and expertise to address complex challenges and develop innovative solutions.
7. Embrace of Diversity and Inclusion: A diverse and inclusive innovation team brings a wider range of experiences, perspectives, and ideas, leading to more innovative and creative solutions. Organizations recognise the importance of fostering an inclusive culture that encourages participation from all team members, regardless of background or identity.
8. Focus on Societal Impact and Social Innovation: Innovation is increasingly expected to positively impact society, address social issues and contribute to sustainable development. Social innovation initiatives are gaining traction, addressing challenges such as poverty, education, healthcare, and sustainability, leveraging innovation to create positive change.
9. Responsible Innovation and Ethical Considerations: As innovation continues to impact society, organizations are facing increasing scrutiny regarding the ethical implications of their technologies and practices. Responsible innovation emphasizes ethical considerations throughout the innovation process, from ideation to deployment, to ensure that new technologies are used responsibly and aligned with societal values.
10. Embrace of Data-Driven Decision Making: Data analytics plays a critical role in informing innovation decisions, providing insights into market trends, customer preferences, and competitor activities. Organizations are leveraging data to identify opportunities, refine product development, and optimize their innovation processes.

These trends indicate that innovation is becoming more complex, interconnected, and driven by a diverse range of factors. To thrive in this dynamic landscape, organizations need to embrace a culture of continuous learning, collaboration, and experimentation, while staying mindful of ethical considerations and their broader societal impact.

The next post on the evolution of collaboration might be helpful recognizing the roots of today might be holding us back.

My next post will include the answers from Gemini on the focus shifts on how organizations have become more collaborative, open, and agile, how they deal with ideation, and what tools and technologies seem to have emerged as the leading ones. Perhaps we are still far too internally driven.

Once you have working through the second post on the collaborative evolution you might recognize some of these changes or simply shrug your innovative shoulders and say “this does not really matter where it has come from, I’m up to date and well into the future.” Really?

Then perhaps the third post recognizing the changes we are undertaking for more open, collaborative partnering holds more of the need to think about your future innovation structure and approaches.

A Question for YOU

So does this reflect a fair evolution of innovation over the past 25 years? Does it matter? Perhaps you are still stuck in innovation thinking, which has been established over the past ten to twenty years, and need to take a more radical look at what and how you undertake innovation.

Whatever your thinking, innovation must evolve. Do we make it harder for ourselves or open up to new designs and thinking?

The post 25 years of Innovation- how has it evolved? Has it been successful? first appeared on Building Your Innovation & Ecosystem Intelligence.

Resistance to Business Ecosystems does need to be broken down and addressed to realize the power of Ecosystem thinking and design and its growing value to Enterprises.

So why are we not doing this today?

Adopting any business ecosystem-centric approach involves a significant shift in mindset, culture, and organizational structures.

While some forward-thinking organizations have embraced aspects of ecosystem thinking, there are several challenges and barriers that hinder widespread adoption.

In the suggested Hierarchy of Business Ecosystems, recognizing the value of an interconnected series of (dedicated) Ecosystems that build out innovation, business, dynamic flexibility, and connected enterprise layers does need to address the natural instincts to resist the adoption of business ecosystems in the fear of sharing what we know, against what we often don’t know as it is outside our restricted view.

The question is whether we need to recognise the opposite; it is the need to embrace building a different approach to the new business needs of fast-changing markets, constant change and growing complexity and opening up to different and diverse experience and knowledge gives us the greater potential to expand and build out new potential opportunities.

Here are some reasons why the transition to ecosystem-centric strategies may face resistance in businesses today:

1. Traditional Mindset:
   • Challenge: Many organizations operate with traditional, siloed mindsets that focus on internal functions rather than considering broader ecosystems.
   • Barrier: Breaking away from established norms and ingrained ways of thinking can be challenging, especially if there’s a lack of awareness about the benefits of ecosystem-centric approaches.
2. Risk Aversion:
   • Challenge: Ecosystem approaches involve collaboration with external entities, which can be perceived as risky due to concerns about intellectual property, data security, and potential conflicts.
   • Barrier: Fear of risk and uncertainty may lead organizations to resist engaging in collaborative ecosystems, opting for more controlled and familiar methods.
3. Organizational Silos:
   • Challenge: Many organizations operate in silos, with departments working independently. This can hinder cross-functional collaboration and ecosystem thinking.
   • Barrier: Overcoming organizational silos requires a cultural shift, effective communication, and a commitment to collaboration, which can be challenging to implement.
4. Short-Term Focus:
   • Challenge: Organizations often prioritize short-term goals and immediate returns over longer-term, ecosystem-driven strategies.
   • Barrier: Convincing stakeholders to invest in a more long-term, collaborative approach may require a shift in mindset and a clearer demonstration of the benefits over time.
5. Lack of Education and Awareness:
   • Challenge: Many professionals may not be familiar with the concept of ecosystems or may not understand how to apply it to their specific industry.
   • Barrier: Building awareness and providing education about ecosystem thinking is essential for overcoming resistance and fostering a broader understanding.
6. Technology Challenges:
   • Challenge: Implementing ecosystem-centric strategies often requires technology solutions that facilitate collaboration, data sharing, and communication.
   • Barrier: Organizations may face challenges in integrating new technologies, updating existing systems, and ensuring interoperability across diverse platforms.
7. Regulatory and Compliance Concerns:
   • Challenge: Collaborating with external entities may raise concerns about regulatory compliance, data privacy, and adherence to industry standards.
   • Barrier: Organizations need to navigate complex regulatory landscapes, implement robust governance structures, and establish trust among collaborators to address these concerns.
8. Cultural Resistance:
   • Challenge: Organizational cultures that resist change may view ecosystem-centric approaches as disruptive or unnecessary.
   • Barrier: Changing culture requires leadership commitment, effective communication, and a gradual shift in mindset throughout the organization.

While these challenges and barriers exist, the evolving business landscape, increasing interconnectivity, and the success stories of organizations embracing ecosystems gradually shift the narrative and why the Hierarchy of Business Ecosystem Needs has been introduced to begin to break down this reluctance to embrace Ecosystem thinking and Design fully.

Overcoming these challenges will require a concerted effort and an emerging Blueprint to be understood and adopted by leaders, industry influencers, and stakeholders to champion the benefits of ecosystem-centric thinking and drive organizational change.

The post By Breaking Down Resistance to Business Ecosystems, we embrace them. first appeared on Building Your Innovation & Ecosystem Intelligence.

I had a most enjoyable and rewarding conversation last week on Innovation and Ecosystem design. It was partly through this conversation with Margot Nijkamp-Diesfeld and Rick Wielens of the Eco System Thinking Institute (ESTI), based in Eindhoven, the Netherlands, that we got into the subject of creating different workshop concepts to stimulate those attending and draw out their greater awareness.

The idea of using all our sensory experiences came up, and I started to think, is there such a thing as having an innovator’s sensory profile? Would they be unique and help to unleash your inner innovator?

Should innovators be more attuned to details, nuances and changes in their environment, potentially allowing them to gather and process information uniquely to generate new insights and make more significant connections?

Over two posts, firstly here, I want to outline what might be in the attributes of an innovator’s sensory profile and in the second post following, the dynamics between sensory awareness and cognitive functions to realize the interconnected nature in seeing the shaping of our worlds in new and potentially radically different ways.

Words of caution if you consider building Sensory Profiles

However, it’s crucial to emphasize that innovation is a multifaceted and complex phenomenon. Even if heightened sensory profiles were a universal characteristic among innovators, it wouldn’t be the sole factor driving innovation. Other cognitive abilities, such as critical thinking, creativity, problem-solving skills, and the ability to connect disparate ideas, also play significant roles in the innovative process.

Furthermore, innovation is influenced by various external factors, including social, cultural, economic, and technological contexts. The interplay of different skills, traits, and circumstances contributes to the diversity of approaches and outcomes in the field of innovation.

In reality, there is no one-size-fits-all profile for innovators. People can be innovative in different ways, drawing on various abilities and characteristics, but they can provide valuable building blocks for developing an innovator’s DNA.

Here’s the basic building blocks of a potential innovator’s sensory profile based on these attributes:

1. Detail-Oriented: Innovators with heightened sensory profiles may pay close attention to details, noticing subtle nuances that others might overlook. This attention to detail could be crucial in identifying opportunities and understanding complex systems.
2. Environmental Awareness: Innovators may be highly aware of their surroundings, allowing them to recognize emerging patterns, gaps, or opportunities within their environment. This heightened awareness could contribute to their ability to navigate and adapt to changing circumstances.
3. Uniqueness in Thinking: Innovators might have a tendency to think differently and approach problems from unique perspectives. This could involve connecting seemingly unrelated concepts or viewing familiar ideas in novel ways.
4. Quick Pattern Recognition: With an enhanced ability to perceive and process information, innovators may be adept at quickly recognizing patterns, trends, and potential disruptions. This skill could enable them to stay ahead of the curve in their respective fields.
5. Extended Cognitive Effort: Innovators may exhibit perseverance and a willingness to engage in extended cognitive efforts. This could involve thinking deeply about problems, exploring various possibilities, and dedicating time to associate meaning to information.
6. Openness to Information: Innovators may be characterised by a heightened receptiveness to incoming information and knowledge. They may be curious, open-minded, and eager to explore new ideas, allowing them to integrate diverse sources of information into their creative processes.

It’s important to note that while these characteristics can contribute to innovation, they are not exclusive to innovators, nor are they the only factors at play. As I have outlined above, Innovation is a multifaceted process influenced by a combination of cognitive abilities, personality traits, external factors, and the specific context in which individuals operate.

What about sensory being even more central to innovation discovery?

If we emphasize the centrality of sensory perception in the profile of innovators, we can refine the characteristics to highlight the role of heightened sensory abilities.

In building out a sensory profile, innovators with a focus on sensory acuity (vision and thought) might exhibit the following traits, which can be recognized and even progressively evaluated, taking out the basic building blocks further:

1. Hyper-Detailed Observation: Innovators pay extraordinary attention to details, showcasing a heightened ability to observe and analyze their surroundings.
2. Enhanced Pattern Recognition: Their sensory acuity enables quick and accurate recognition of patterns within their immediate environment and broader contexts.
3. Sensitivity to Changes: Innovators with heightened sensory profiles may be particularly sensitive to environmental changes, allowing them to detect subtle shifts and adapt rapidly.
4. Multi-Sensory Integration: They integrate information from multiple senses, facilitating a holistic understanding of situations and problems.
5. Creative Sensory Associations: Innovators might use their sensory perceptions creatively, forming unique associations between sensory inputs and conceptual ideas.
6. Adaptive Response to Stimuli: The heightened sensory awareness contributes to a more adaptive response to stimuli, fostering agility and responsiveness to emerging challenges.
7. Innovative Problem Solving: They leverage their sensory acuity to identify novel solutions to problems, thinking “outside the box” and considering unconventional approaches.
8. Heightened Curiosity: A natural curiosity is driven by a desire to explore and understand the world through enhanced sensory experiences.

It’s essential to recognize that this profile is a conceptual exploration based on the assumption that heightened sensory perceptions are central to innovation. Innovators come from diverse backgrounds and possess a wide range of skills and attributes. While sensory acuity does play a role in specific innovative processes, combining it with other cognitive abilities and external factors also significantly contributes to the overall innovative capacity of individuals.

So where would we place Sensory acuity or awareness, alongside or ranked in broader cognitive abilities and capacity to learn, absorb and interpret?

Sensory acuity or awareness can be considered a foundational aspect in the capacity to learn, absorb, and interpret information. It interacts with and complements broader cognitive functions. Here’s how you might consider placing sensory acuity in relation to other cognitive abilities:

It’s important to note that these are interconnected, and cognitive processes are highly integrated in the brain. Sensory awareness is a crucial component, providing the initial data that feeds into and interacts with various cognitive functions.

The specific balance and interaction between these elements can vary among individuals based on factors such as personality, experience, and context.

Building the interplay between sensory awareness and the capacity to learn, absorb, and interpret information:

Putting a little more clarity in descriptions and roles these can play:

1. Foundational Sensory Awareness:
   • Description: The ability to perceive information through the senses (sight, hearing, touch, etc.).
     • Role: Serves as the fundamental input for cognitive processes, offering raw data about the external environment.
2. Perceptual Processing:
   • Description: The processing and integration of sensory information to form coherent perceptions.
     • Role: Transforms raw sensory data into meaningful perceptions, allowing individuals to recognize patterns, identify objects, and understand their surroundings.
3. Cognitive Abilities:
   • Description: Higher-order cognitive functions encompassing memory, attention, executive functions, and problem-solving.
     • Role: Build upon sensory input to organize, analyze, and make decisions based on information. For example, memory enables the retention of past sensory experiences, attention directs focus to relevant sensory cues, and problem-solving applies cognitive strategies to address challenges.
4. Learning and Adaptability:
   • Description: The capacity to acquire new knowledge, skills, and behaviours.
     • Role: Integrates sensory information with existing cognitive structures, facilitating the learning process. Sensory experiences provide the context for understanding new information, and adaptability involves adjusting cognitive frameworks based on evolving sensory input.
5. Creativity and Innovation:
   • Description: The ability to generate novel ideas, solutions, and perspectives.
     • Role: Draws on both sensory perceptions and higher cognitive functions. Creative thinking involves making unique connections between sensory experiences, envisioning possibilities beyond immediate perceptions, and leveraging cognitive flexibility to explore unconventional ideas.
6. Critical Thinking:
   • Description: The ability to analyze and evaluate information, arguments, and ideas.
     • Role: Informed by sensory input and higher cognitive processes, critical thinking assesses the validity and relevance of information. It involves scrutinizing sensory observations, considering multiple perspectives, and making reasoned judgments based on cognitive analysis.
7. Emotional Intelligence:
   • Description: The ability to recognize, understand, and manage one’s own emotions and the emotions of others.
     • Role: Integrates sensory and emotional cues. Emotional intelligence involves perceiving and interpreting emotional signals conveyed through facial expressions, tone of voice, and body language, contributing to effective social interactions.

Sensory awareness leads to heightened cognitive function

The dynamic interaction between sensory awareness and cognitive functions underscores the complexity of human cognition. The brain integrates sensory input with cognitive processes in a continuous feedback loop, shaping perceptions, thoughts, and actions.

This holistic perspective recognizes the interconnected nature of sensory experiences and higher cognitive functions in shaping our understanding of the world.

My next post goes even deeper into this interplay and dynamics between sensory and cognitive abilities to be aware of and build out.

* Researched and explored with the help of ChatGPT

The post Discover your unique innovator’s Sensory Profile. first appeared on Building Your Innovation & Ecosystem Intelligence.

Why is design thinking regarded as so crucial to the future of innovation in a world of accelerating interplays between humans, technology and generative AI?

By embracing Design Thinking principles differently in the future of innovation, organizations can foster a more profound culture of creativity, empathy, collaboration, and user-centricity. This can lead to the development of innovative solutions that address real-world problems while considering the interplays between humans, technology, and generative AI.

Firstly, we have the interconnected global marketplace as our context

The change toward an interconnected and conscious global marketplace has been of significant importance, reshaping business strategies, consumer expectations, and societal values.

This shift has prompted innovation to develop tools and design approaches that support these changes in several critical ways based on four global aspects:

1. Learning from real-time data: Traditional analytics models and past performance data may not be entirely relevant in today’s ever-changing business landscape. New analytics approaches powered by artificial intelligence (AI) can identify real-time data patterns, helping anticipate trends and inform decision-making.
2. Moving to the edge: Organizations are becoming more agile by adopting an “edge” approach. This involves moving computing power, data storage, and decision-making to the edge of operations. Technological advances and the pandemic-induced switch to remote working have boosted connectivity and information flows, allowing organizations to collaborate efficiently over distance.
3. Embedding sustainability: Companies are increasingly integrating sustainability into their operations. By embedding sustainability into everything they do, organizations create value for all stakeholders – staff, shareholders, customers, communities, and the planet. Operating sustainably is not only good for the environment but also good for business.
4. A design-led approach to embracing ecosystems: Embedding design thinking, methods, and tools from the outset of ecosystem development helps companies produce integrated ecosystem offerings that delight customers, stave off threats, and create new sources of value

We do need to think through the levels of different support the changes in the global marketplace can bring.

Our innovation tools and design approaches must evolve due to the potential of bringing humans, technology and AI into this interplay thinking.

It is the design-led approach I want to focus on in the remainder of this post and its evolving relationships.

First, we have the growing impact of technology on Design Thinking

Technology continues to provide designers with powerful ideation, prototyping, and visualization tools. Designers can leverage digital tools to create interactive prototypes, simulate user experiences, and iterate designs more rapidly in this interplay environment.

1. Digital Prototyping and Simulation: Advanced digital tools enable designers to create interactive prototypes and simulate user experiences with remarkable fidelity and allow for rapid exploration of design concepts, helping teams visualize and refine ideas in a user-friendly and collaborative manner.
2. Virtual Reality (VR) and Augmented Reality (AR): VR and AR technologies offer immersive platforms for designers to simulate and test user experiences in three-dimensional spaces. Designers can use VR and AR to understand how users interact with products or environments, making Design Thinking more central in creating immersive and engaging solutions.
3. Machine Learning and AI-Driven Insights: Integrating AI and machine learning into the Design Thinking process can provide valuable insights. For example, AI can analyze large datasets of user feedback to identify patterns and trends, guiding designers in making data-informed decisions.
4. Design Thinking Software Ecosystems: An ecosystem of software tools tailored explicitly for Design Thinking is emerging. These ecosystems integrate various stages of the Design Thinking process, from user research and ideation to prototyping and testing. Such ecosystems facilitate seamless collaboration and data sharing among cross-functional teams.
5. Data Visualization and Analytics: Data visualization tools enable designers to distil complex information into visual formats that are easy to understand. This supports Design Thinking by helping teams make sense of user data, market trends, and feedback, which can inform design decisions.
6. Collaboration Platforms: Collaboration and project management platforms like Slack, Trello, and Miro provide digital spaces where cross-functional teams can collaborate in real time, regardless of geographical location. These platforms help teams ideate, brainstorm, and iterate designs, making Design Thinking more central to remote and distributed teams.
7. User-Centered Design Software: Specialized software focuses on user-centered design, allowing designers to prioritize user needs and preferences. This software can facilitate personas creation, user journey mapping, and usability testing, aligning with the core principles of Design Thinking.
8. 3D Printing and Rapid Prototyping: Advances in 3D printing and rapid prototyping technologies enable designers to quickly transform digital designs into physical prototypes. This tangible aspect of Design Thinking can be central in industries like product design, engineering, and architecture.
9. Big Data and Analytics: Big data analytics tools allow designers to draw insights from vast datasets. Understanding user behaviour and preferences on a large scale can drive more informed and user-centric design decisions.
10. Real-Time Collaboration and User Feedback: Cloud-based collaboration tools and real-time user feedback collection platforms enable Design Thinking teams to continuously engage with users and stakeholders. This iterative feedback loop keeps users central to the design process.
11. Design Systems and Component Libraries: Design systems and component libraries streamline the design process by providing reusable UI elements and patterns. These resources make it easier for designers to create consistent, user-friendly experiences, reinforcing the user-centred aspect of Design Thinking.
12. Natural Language Processing (NLP): NLP technologies can help designers analyze and understand user-generated content, such as reviews, comments, and social media posts, to gain insights into user sentiments and preferences.
13. IoT and Sensors: The Internet of Things (IoT) and sensor technologies enable designers to create products and environments that respond to user behaviour and preferences in real-time, enhancing the user experience and making Design Thinking more central in creating intelligent and adaptive solutions.

In summary, technology has revolutionized Design Thinking by providing designers with a vast array of powerful tools and resources to ideate, prototype, and visualize user-centred solutions. These technologies make the Design Thinking process more efficient and allow for deeper insights, greater collaboration, and more innovative outcomes, ultimately reinforcing the central role of Design Thinking in the future of design and innovation.

So what about AI and its potential for Design Thinking?

Can we imagine AI increasingly taking over the lead for Design Thinking, not humans? What would be different?

If AI were to lead the Design Thinking process instead of humans, it would introduce some key differences. Here are a few potential ways in which AI-led Design Thinking might differ from human-led Design Thinking:

1. Data-Driven Insights: AI could leverage vast amounts of data to generate insights and recommendations for the design process. By analyzing patterns, trends, and user feedback, AI could provide designers with data-driven insights that inform decision-making.
2. Rapid Iteration and Optimization: AI could facilitate rapid iteration and optimization of design solutions. By simulating and testing multiple design variations, AI could help identify the most effective solutions based on predefined criteria or user feedback.
3. Automated Ideation, Usability Testing and Prototyping: AI could automate certain aspects of the ideation and prototyping process, even in real-time, streamlining the testing phase. For example, AI could generate multiple design concepts based on predefined parameters or user preferences, saving time and effort for designers.
4. Enhanced User Personalization: AI could enable highly personalized design solutions by leveraging individual user data and preferences. AI could predict user behaviour and preferences with high levels of accuracy and design choices can then be guided by these predictions. By tailoring designs to specific user needs, AI-led Design Thinking could create more engaging and relevant user experiences.
5. Continuous Learning and Improvement: AI could continuously learn from user interactions and feedback to improve design solutions through feedback, adapting and improving designs over time. By leveraging machine learning algorithms, AI-led Design Thinking could adapt to changing user needs and preferences.
6. Generative Design: AI can generate design ideas based on specified criteria or constraints. It can present designers with a range of creative options, potentially expanding the design space beyond human imagination. AI if properly managed, designed and trained, can reduce human bias through more objective decisions based on data, mitigating biases related to gender, ethnicity or personal preference.

The essential place for the human touch

It’s important to note, though, that while AI can provide valuable insights and automation in the design process, yet human creativity, critical thinking, and empathy remain essential.

The human touch is crucial for understanding complex emotions, cultural nuances, and ethical considerations; critical thinking and empathy are essential within the design process that AI cannot fully capture. For several reasons

1. Complex Problem-Solving: Many design challenges are complex and multifaceted, requiring the ability to think critically, analyze situations, and make nuanced decisions. While AI can assist with data-driven insights, human critical thinking is essential for evaluating these insights in context and making decisions that balance various factors.
2. Contextual Understanding: Human designers deeply understand social, cultural, and emotional contexts that can significantly impact design decisions. Empathy, in particular, allows designers to connect with users personally, uncover unarticulated needs, and design solutions that resonate emotionally.
3. Creativity and Innovation: Creativity is a uniquely human trait that involves generating novel ideas, envisioning possibilities, and pushing the boundaries of conventional thinking. While AI can assist in generating ideas, truly groundbreaking and innovative solutions often emerge from human creativity.
4. Ethical and Moral Considerations: Design decisions can have profound ethical and moral implications. Human designers make value-based judgments and ensure that design solutions align with ethical principles, societal values, and human rights.
5. Interdisciplinary Collaboration: Many design challenges require collaboration across diverse fields and disciplines. Human designers with varied backgrounds and expertise can engage in interdisciplinary collaboration more effectively, bringing together insights from psychology, sociology, ethics, and other fields.
6. User-Centered Design: Empathy is at the core of user-centered design. Understanding and empathizing with users’ needs, emotions, and pain points is crucial for creating products and services that truly address user requirements and delight them.
7. Adaptability and Contextual Flexibility: Design processes often require adaptability and the ability to pivot in response to unexpected challenges and changing user needs. Human designers can apply their creative problem-solving skills to adapt designs in real time.
8. Aesthetics and Emotional Appeal: Aesthetic design, which plays a significant role in user experience, is human-driven. It involves crafting visual and sensory elements to elicit emotional responses and enhance user satisfaction, which can be challenging for AI to replicate authentically.
9. User Engagement and Feedback: Building relationships with users and collecting meaningful feedback is human-centric. Human designers can conduct user interviews, surveys, and usability testing while maintaining open communication channels to gather insights that inform design decisions.
10. Innovation Beyond Optimization: While AI can optimize existing solutions based on data, human creativity is essential for envisioning entirely new paradigms, products, or services that may not have precedent in the data.

Human creativity, critical thinking, and empathy are integral to the design process because they encompass aspects of intuition, emotion, ethics, and human understanding that are challenging for AI to replicate.

While AI can undoubtedly support and enhance the design process by providing data-driven insights, automating routine tasks, and assisting with aspects like rapid prototyping, it is most effective when working in collaboration with human designers who provide the nuanced, context-aware, and emotionally resonant elements that drive exceptional design outcomes.

The future of design will likely involve a symbiotic relationship between human designers and AI, each contributing their unique strengths to create innovative, value-driven solutions.

Humans will drive Design Thinking for the foreseeable future

While AI can provide valuable insights and automation in the design process, human creativity, critical thinking, and empathy remain essential. Here’s why:

1. Human Creativity: Human creativity is characterized by generating novel ideas, thinking outside the box, and connecting seemingly unrelated concepts. It involves imagination, intuition, and the ability to challenge assumptions. AI can assist in idea generation and optimization, but it lacks the capacity for originality and the ability to envision entirely new possibilities.
2. Critical Thinking involves analyzing information, evaluating arguments, and making reasoned judgments. It requires cognitive skills such as logical reasoning, problem-solving, and decision-making. While AI can process vast amounts of data from the power of technology and evaluate big data it can provide different insights but not the critical thinking involved in human judgment, context awareness, and the ability to consider ethical implications.
3. Empathy: Empathy is the ability to understand and share the feelings of others. It plays a crucial role in design thinking by enabling designers to uncover latent needs, understand user experiences, and create solutions that resonate with users on an emotional level. While AI can analyze user data and preferences, it lacks the capacity for emotional understanding and the ability to empathize with human experiences.

Human creativity, critical thinking, and empathy are deeply rooted in our cognitive abilities, emotions, and social interactions. They enable designers to approach problems from multiple perspectives, consider ethical implications, and create solutions that address real human needs.

While AI can augment human capabilities in the design process, it cannot fully replace these essential human qualities. Technology will continue to evolve with even more powerful tools to help ideate, prototype and visualize user-centred solutions.

Yet the powerful combinations of humans, technology and AI can provide a new interplay that requires us to rethink the design-thinking process to enable a process of creativity and design that leverages on this.

The future of design will likely involve a more symbiotic relationship between human designers, technology and AI, each harnessing and contributing different, sometimes unique, strengths to create innovative, value-driven solutions.

** With the help and validation of Chat GPT3.5 and Bing Open AI GPT-4-

The post The future interplays between design thinking, technology and AI first appeared on Building Your Innovation & Ecosystem Intelligence.

Energy is a vital part of any country’s ability to be competitive, and we need to recognize that to innovate is the critical enabler to a clean energy future. Today half the world’s capital is invested in energy and its related infrastructure, which is the backbone of any industrial and urbanization strategy.

We need to keep pushing for discoveries, experimentation, and demonstrating. We must nurture innovation and continuously look for ways to facilitate its pathway in the Energy Transition we are presently travelling.

Our economic prosperity will be determined by transforming the energy sector, and it is through innovation we will achieve this. To avoid the predicted consequences of climate change, the global energy system must rapidly reduce its emissions.

Most global CO2 emissions come from the energy production sector, our buildings or transportation systems, and the making of “things” still from fossil fuels. They all need a purposeful design of a new, cleaner energy system.

Innovation needs to be at the top of its game, to be accelerated and scaled.

The energy transition the world is undertaking is one of the most critical areas where innovation needs to be at its absolute best, top of the game, to make the level of change necessary. We need to deploy every innovative tool to leverage ideas and discoveries and then accelerate the validation into a commercialization path sooner than later. We fail miserably as we do not understand that collaboration and cooperation are essential to achieving any transformation of this complexity.

Innovation needs to get out of the laboratories, moved from theory to application, and off the desk of those executives who fail to see the urgency of change we need to achieve the energy transition.

Innovation is always associated with risk, but that imperative to push the boundaries must always be constantly in our minds; global warming, pollution, and finite resource are our “burning platforms.”

We must ramp up our need for solutions to reduce greenhouse gases, redesign energy generation, transmission, and distribution and bring balance back into our environments.

Pushing our present understanding, looking beyond the knowns.

• Today the solutions need to be centred on decarbonization, applying digitalization, and switching to an energy system that is more decentralized than at present. It is finding imaginative, innovative solutions that become essential to achieve this climate change through the energy transition we are undertaking.
• Each organization within the energy transition does need to look at its position and applies any changes to advance its competitive position, but perspectives need to open up. Having one specific perspective, you can lose a more significant opportunity.
• We need to extend the reach of electricity; we need to focus on Hydrogen, validate carbon capture and storage (CCUS) as well as exploit bioenergy and take them out of the lab, out of the realms of theory and validate the innovation concepts into scalable ones that deliver the gaps we have in our energy transition.
• We must find innovative solutions to reduce local air pollution, strengthen energy security, and develop a more resilient energy system to minimize shutdowns and power outs from our fragile, out-of-date power grids.
• We need to find solutions to reliable and sustainable energy solutions that deal with heating, lighting, cooking, and cooling. Any change needs to find a way to create local economic value and jobs, as others in any change of this magnitude will be displaced.
• As we search for enabling technologies, we need to constantly facilitate the integration of renewable energy, accelerate storage, explore sector coupling, introduce new ways to operate within the electricity system, seek out new power generation, design the grids for increased flexibility and digitalize solutions to provide further services, tools and distributed generation deployment knowing how to diffuse innovation in these general five approaches becomes valuable.
• We must continue de-carbonising challenging industry sectors like steel, pharmaceuticals, chemicals, or our transportation systems to achieve any positive outlook of curbing carbon emissions and moving toward a zero-carbon future.

Innovation and showing progression give the market confidence and encouragement that the innovation story is well designed and vigorously adopting experiments, pilots and scaling to fund this innovative momentum.

Everything we are looking at in energy solutions faces a scalability challenge. 

It will be the ability to harness the existing with the new. This is the role of innovation to deliver changes by being the bridge and the catalyst of change with new technology and innovative solutions.

Innovation adoption in the technology lifecycle for Energy Translation

Technological innovation has a central role to play in the Energy Transition currently being undertaken throughout the world. The shifts need to take the different parts of the energy system through a lifecycle approach to any future energy system.

The six critical focal points of the energy transition.

The six main thrusts for technological innovation within the Energy Systems for today’s energy transition are:

1.  To accelerate the deployment of renewable energy technologies throughout the system.
2. There is a real need to find innovative solutions focusing on the end-user sectors of transport, industry, and buildings.
3. The technological and digital innovative solution must focus on the overall system design and the operation needs.
4. Innovation needs to increase electrification through emerging solutions on the grids’ digitalisation and provide grid-scale energy storage to resolve variable renewable power and build out further energy storage.
5. To push, nurture, and facilitate different energy sources to provide solutions to scale them up. These include solar power, geothermal, biopower, hydropower, onshore and offshore wind, and tidal power.
6. Lastly, innovation needs to achieve an affordably decarbonize industrial transition.

Many innovation solutions need to unlock the system’s flexibility continually.

Besides technological innovation, there is growing potential for redesigning operational systems through new services, tools, and distributed generation deployment. There are opportunities to find fresh market designs that have demand-response models central to provide then new, more tailored services and then the exciting potential of designing new business models that look to greater co-creation, more flexible power purchase agreements and bring the consumer into the system as contributors, aggregators and highly energy aware.

My focus is on innovating energy and accelerating your understanding

Innovation must be at the forefront of the energy change; otherwise, we will fail to deliver on the 2050 commitments and goals, which will have consequences for our existence as we know it.

My work increasingly focuses on supporting knowledge and encouraging deeper understanding, pointing to emerging opportunities.

*Part of this post has been revised from the original 2021 one.

The post We need a new Energy Mantra- innovate, innovate, innovate. first appeared on Building Your Innovation & Ecosystem Intelligence.

I completed a series of posts in April 2023, published on this posting site, on cross-sector needs when considering or working in innovation ecosystems.

To get to a good understanding of cross-sector innovation ecosystems collaborations, you need to take a very considered holistic view of what is needed in any collaboration, let alone cutting across sectors to generate a successful outcome. All the elements of skills, processes, tools, capabilities, and behaviors are essential in supporting an effective collaboration across sectors that need to be involved.

I have summarized the key points of these four posts; click on the links referred to. I have outlined the multiple needs to consider so you are more aware of the differences and needs of managing within an ecosystem of collaborators.

The different points discussed in the four posts

You can click on the links if you want to read the full articles; I clearly encourage you to do just that!

My first post outlined differences in cross-sector collaborations that need more profound assessments of where to focus and understand.

The post discusses the importance of cross-sector innovation collaborations (CSIC) in today’s open innovation hubs and ecosystem management. This emphasizes that many challenges have become too complex to tackle alone or even in a single industry.

Collaborating in cross-sector consortia with diverse partners can provide the potential for improved operational productivity, shared application development, and skill enhancements.

The post outlines 11 essential skills, processes, tools, capabilities, and behaviors that are unique to cross-sector innovation collaborations, including interdisciplinary skills, co-creation processes, innovation tools and methodologies, collaboration capabilities, outcome orientation, flexible and adaptive behaviors, cultural sensitivity and awareness, resource sharing, risk management, governance and accountability, and continuous learning and improvement.

I conclude that CSIC is crucial to tackling highly complex challenges requiring a well-organized, coordinated, collaborative resolution.

My second post identified specific skills and toolkits to be considered.

In this post, I discussed

We need to recognize there are specific skills and tools required for cross-sector innovation ecosystem collaborations. Cross-sector collaborations are becoming essential for tackling highly complex issues that require collaborative resolution.

The post lists the unique skill set required for cross-sector collaboration, including interdisciplinary thinking, communication and collaboration, creativity and innovation, adaptability and flexibility, project management, cultural competence, strategic thinking, cultural differences, intellectual property, governance, funding and resources, measurement and evaluation, regulatory compliance, and communication and engagement.

In addition, I identified specific tools required for cross-sector innovation collaborations, including project management software, virtual collaboration tools, knowledge management systems, innovation management software, intellectual property management tools, cultural competence training, and data analytics and visualization tools.

The third post assessed the design and focused on the different understandings within partners that must be addressed to build a shared understanding and way to work.

The third post in this series on cross-sector innovation ecosystem collaborations discusses the design of effective collaboration. The post identifies several stages involved in creating a successful cross-sector innovation ecosystem collaboration, including defining the problem, identifying potential partners, building relationships and trust, defining roles and responsibilities, developing a co-creation process, and implementing and evaluating the collaboration.

The post also highlights the importance of understanding the unique needs of all involved and designing collaborations accordingly, considering common goals, recognizing and respecting different perspectives, creating a shared language, transparency, and accountability, managing intellectual property rights, and fostering a culture of innovation.

The post finishes by emphasizing the need for a nuanced and flexible approach that recognizes the unique needs and characteristics of the public and private sectors.

The final fourth post is about the appeal, interest, growing engagement, and judging outcomes.

This final post of the four-part series on cross-sector innovation ecosystem collaborations, emphasizes the importance of building interest and engagement by creating a compelling value proposition for potential collaborators.

The narrative and how it is built is vitally important. The narrative should identify shared goals and priorities, showcase successful collaborations, emphasize the unique strengths and resources that each sector brings to the table, create a collaborative and co-creation culture, establish clear roles and responsibilities, provide support and resources, foster transparency and inclusivity, measure and communicate impact, and emphasize how collaboration can create mutual benefit and value.

Collaborations can come in different names, such as co-creation, partnership innovation, systems innovation, collective impact, and convergent innovation, depending on the target audience and the values and priorities that resonate with them. The choice of name should communicate the value and potential of cross-sector innovation collaboration clearly and compellingly.

Finally, the success of a cross-sector innovation collaboration can be judged based on its impact, scalability, sustainability, and the creation of mutual benefit and value for all parties involved.

My view here is summed up as follows.

Cross-sector collaborations are partnerships between entities from different sectors, such as government, private sector, academia, and civil society. These collaborations can be powerful tools to address complex challenges that cannot be solved by any one sector alone.

Here are some key points to consider when summarizing cross-sector collaborations:

1. The benefits of cross-sector collaborations: Collaborating across sectors can bring together diverse perspectives, expertise, and resources to create innovative solutions that can have a lasting impact. Some benefits include increased efficiency and effectiveness, greater community engagement, and improved stakeholder outcomes.
2. The challenges of cross-sector collaborations: While they offer many benefits, they can also be challenging to establish and maintain. Power imbalances, conflicting goals, and communication barriers can hinder progress and make collaboration difficult. Overcoming these challenges requires strong leadership, effective communication, and a shared commitment to the goals of the collaboration.
3. Examples of successful cross-sector collaborations: There are many examples, from public-private partnerships in infrastructure development to community-led initiatives to address social issues. Key factors contributing to successful collaborations include clear goals and objectives, mutual trust and respect, and a willingness to learn and adapt.
4. Best practices for cross-sector collaborations: It is essential to follow best practices or leading practices to maximize the benefits of cross-sector collaborations. These include establishing clear roles and responsibilities, fostering open and honest communication, and creating mechanisms for monitoring and evaluation. Ensuring the collaboration is inclusive and engaging all relevant stakeholders is also essential.

In summary, cross-sector collaborations can be powerful approaches for addressing complex challenges. While they can be challenging to establish and maintain, following best practices and learning from successful examples can help ensure success.

By bringing together diverse perspectives and expertise, cross-sector collaborations can create innovative solutions that can have a lasting impact on communities and society as a whole.

Maybe it is time to consider what cross-sector collaborations can offer new growth, impact, and value to your organization.

The post Understanding cross-sector innovation ecosystem collaborations first appeared on Building Your Innovation & Ecosystem Intelligence.

How difficult would it be to embrace this Composable Innovation Enterprise Framework, as it is often argued that most people want to keep innovation management and its process simple? I wonder if that is the current incumbents, be these current innovation management software providers or individuals inside the organizations resisting change, as it brings significant uncertainty of change and disruption to the (inadequate) process, one that I feel is not fit for today’s and tomorrow’s innovation purpose.

So how to set about making this change and who should be involved as it is a more radical design of a holistic nature is what I am outlining in this post and the next one focuses more on the project organization needed.

Organizations in today’s business environment need to adapt rapidly and dynamically, the need to bring the innovation management process into a constant technological advancement, and more designed by their own specific needs and not “offered” as a rigid set of solutions. We need to embrace a significant change in the way we “set about” innovation.

It needs increased agility and looks to have innovation consistently redesigned to meet different challenges and needs. It needs a better set of flexible design elements and system thinking to gain from reuse and redesign rapidly. I like the term I saw the other day “systems of gravity” to get tasks completed faster than what is being offered today in innovating software solutions.

The need is to set about building a compelling business case to make the move to embrace this (radical) design change and its potential value in returns and flexibility. I want to begin to sketch out the pathway of change this might need. It will be hard work, but doing this in stages gives growing understanding and value, and I believe ultimately rewarding.

We cannot afford not to avoid changing our innovation processes as we deal with a far more complex and challenging world. We seem to be keeping innovation as a disappointing and often frustrating outcome for many leaders of organizations today, innovation needs to be top of mind and better equipped to deliver.

Here I will offer up some thoughts on how to make this change and who in the next post who should be involved, as it is a more radical design of a holistic nature. Any enterprise-enabled framework will require serious change management thinking. It is not a “big bang” solution; it should be phased. Any enterprise-enabled framework will require serious change management to understand build-up validation, the level of returns, and the growing understanding of cost/ benefit conversion.

Embracing a Composable Innovation Enterprise Framework will undoubtedly involve a significant shift in mindset and processes, which could raise concerns about complexity. Indeed our existing innovation processes are doing an (adequate) job. Why change? It is recognized the world over change is uncomfortable, often painful and uncertain, but still constantly confronts us, but change we must give new innovations the real chance to “crack” the complex and challenging tasks facing us all.

The Composable Innovation Enterprise Framework

This visual shows the full framework components and a helpful “familiarizing” checklist.

However, it is important to highlight the compelling business case and potential value in returns, both in the short and long term, to motivate organizations to make this radical change. Here’s a sketch of a pathway of change and the associated benefits:

1. Identify pain points and limitations: Start by identifying the pain points and limitations of existing innovation management processes and software. This could include difficulties adapting to rapidly changing market dynamics, a lack of collaboration and integration, inefficient resource allocation, or the inability to leverage emerging technologies effectively.
2. Communicate the need for change: Clearly articulate the organization’s challenges and limitations and explain how a Composable Innovation Enterprise Framework can address these issues. Emphasize the importance of staying competitive in a rapidly evolving business landscape and the potential risks of falling behind.
3. Highlight the benefits of adaptability and flexibility: One of the key advantages of a Composable Innovation Enterprise Framework is its adaptability and flexibility. Showcase how this approach allows for dynamic assembly and reconfiguration of innovation processes and resources, enabling the organization to respond quickly to market changes and customer needs. Emphasize the potential for increased agility, faster time-to-market, and improved innovation outcomes. Organizations continue to struggle with being adaptable and flexible. Does this solution offer a pathway?
4. Showcase the power of collaboration and ecosystem thinking: Illustrate how embracing an innovation ecosystem and ecosystem thinking can unlock new opportunities for collaboration, knowledge sharing, and shared value creation. Highlight examples of successful ecosystem-driven innovations and the potential for increased access to resources, expertise, and markets. Ecosystem design is becoming organizations’ “go-to” solution to accelerate their competitiveness.
5. Demonstrate the potential return on investment: The task of building and validating a comprehensive analysis of the potential returns on investment associated with adopting a Composable Innovation Enterprise Framework is difficult as it is radical and new, but that is the essence of groundbreaking innovation solutions; we need to push through the knowns and find answers to the unknowns. This evaluation must identify cost savings through more efficient resource allocation, revenue growth through faster innovation cycles, improved product/service development, and increased market share through enhanced competitiveness. This needs a staged approach to build the validation, so the framework itself must build out in “validation” steps.
6. Showcase success stories and case studies: As you learn you can justify. Share success stories and case studies of organizations successfully embracing similar frameworks. Highlight their positive outcomes, such as increased innovation efficiency, improved customer satisfaction, and market leadership. These examples can serve as proof of concept and inspire confidence in the potential value of the framework. In my limited research, multiple parts of this Composable framework have been made by how Lego has undergone change, South Western Airlines, IKEA, and many of the technology giants building out the Platform solutions with building blocks and stacks as part of their designs.
7. Develop a phased implementation plan: To address concerns about complexity, develop a phased implementation plan that allows for this gradual adoption of the Composable Innovation Enterprise Framework. Start with a pilot project or a specific business unit to test parts of the framework’s structure and effectiveness and build confidence among stakeholders. Using the suggested building blocks and learning components are all common today. This phased approach minimizes disruption and allows for iterative improvements based on real-world feedback.
8. Provide training and support: Offer different and structured training programs and workshops to bring the idea to life within the organization and then give ongoing support to help employees adapt to the new framework. This ensures that they understand the rationale behind the change, have the necessary skills to operate within the framework, and feel supported throughout the transition process. The diverge/converge framework and design thinking methodology are relevant and useful to see the value of change.
9. Continuously measure and communicate success: Establish key performance indicators (KPIs) to measure the impact of the Composable Innovation Enterprise Framework. Regularly communicate progress and success stories to reinforce the value of the change. Celebrate wins and highlight the positive outcomes achieved through the framework’s implementation. Measuring success is no different than any innovation or change project. These need to be broken down into the framework parts that need to be assessed.

By following this pathway of change and effectively communicating a constant and compelling business case for embracing a Composable Innovation Enterprise Framework, organizations can overcome resistance to change and build a strong foundation for driving innovation excellence.

The post The implementation of the Composable Innovation Enterprise Framework. first appeared on Building Your Innovation & Ecosystem Intelligence.

In my view any new approach to innovation needs to aim to achieve interdependent and interlocking innovation, solving problems that have not been addressed before and offering sustainable value, impact, and returns to all involved or significantly improving on the existing solutions. Today we are missing a comprehensive structure or innovation process to achieve this, we need a radically different approach to managing innovation.

I am suggesting a vertical and horizontal design applying innovation stack and building block approaches, all “housed” on a technology platform. This post explains this thinking, and validation and provides the way I envisage this.

Nothing can work in isolation.

We need an Innovation Mandate calling for a Radical Re-design of how we undertake innovation management, it is needed to bring innovation management into the 21st century in design and approaches.

I believe today; the innovation management process requires this fresh mandate to drive change to bring the process into today’s more technical period where our systems need to operate seamlessly and flow across the organization and the entire innovation process.

Are we leveraging fully what is available to us to build better innovation concepts?

Are we leveraging Artificial Intelligence (AI) or Machine Learning enough from the explosion of data to identify patterns and insights leading to emerging concept creation? Are we really leveraging the Digital Transformation, turning innovation concepts that aim to streamline business processes, improve efficiencies, reduce latency, and capitalize on the richness of available technologies to offer the potential to create new business models? Have we allowed Customer co-creation to become more co-jointly involved in innovation, gaining insights into customers’ deeper needs and preferences?

Finally, we have not leveraged open innovation to its next level by leveraging digital technologies, social media, or the richness we can deploy from our networks and connections to give a greater diversity on a platform approach where customers, partners, and suppliers. We have the capacity through technology and human interactions for them to come together, exchange, and increase and accelerate innovative concept value.

So why did I name this “A composable innovation enterprise framework?

Firstly from a general business perspective, the term “composable” implies a way of thinking and organizing that emphasizes flexibility, adaptability, and modularity. It involves breaking down complex systems, processes, or strategies into smaller, independent components that can be assembled, reconfigured, and combined in various ways to meet specific business needs.

Composable thinking encourages businesses to view their operations as a collection of modular building blocks or capabilities that can be flexibly arranged and rearranged. It shifts the focus from rigid, monolithic structures to a more fluid and dynamic approach that allows for rapid adaptation and customization.

Specifically composable innovation can be explained

Composable innovation in my mind approaches the innovation processes and systems in a specific way, designed to be this modular, flexible, and adaptable in thinking and approach. It draws inspiration from the concept of composable architecture in technology, where systems are built using independent, reusable components that can be combined and orchestrated to create customized solutions.

In the context of innovation, composable thinking involves breaking down the innovation process into smaller, modular components or building blocks. These components can include different methodologies, tools, technologies, and resources that can be flexibly combined and reconfigured to meet specific innovation needs.

Composable innovation enables organizations to rapidly assemble and reconfigure innovation capabilities based on changing requirements and emerging opportunities. It emphasizes the ability to leverage and combine existing resources, knowledge, and technologies in novel ways to drive innovation.

By adopting a composable approach, organizations can achieve greater agility, adaptability, and scalability in their innovation efforts. They can more effectively respond to market dynamics, experiment with new ideas, and integrate diverse perspectives and inputs into the innovation process.

Overall, composable innovation promotes a modular and flexible mindset in managing and orchestrating innovation activities, enabling organizations to leverage their existing assets and adapt to the evolving needs of the business landscape.

Composable thinking encourages a more flexible, adaptable, and collaborative approach to problem-solving, innovation, and resource management. It empowers organizations to build and optimize their capabilities in a way that aligns with their specific goals and changing market dynamics.

The framework proposed is vertical and horizontal, offering an innovative enterprise system architecture.

I believe we need to leverage technology, concepts, and design thinking. I propose a radically different system architecture for managing innovation designed and leveraging all the value of technology approaches.

Organizations can create a more comprehensive and effective innovation ecosystem by utilizing building blocks as components of the innovation stack, guiding platform development using the innovation stack, and supporting the innovation stack with a platform. Equally, components are oriented towards learning, knowledge, creativity, design, and testing—essential tasks in the innovation process.

The makeup of the basic design of the Composable Innovation Enterprise Framework

Innovation Stacks become the core, and the building blocks explore and exploit the essential elements.

The innovation stack consists of modular, shared, and persistent elements that are repeatable and proven in their contribution value. Developing any new concept requires recognizing its specific elements of required knowledge, operational requirements, and our future world, plugging into the human-AI collaboration.

Stack building comprises two parts, the horizontal layers, and the vertical components.

Horizontal Layer: Building Block contributing to the different Innovation Stacks

The vertical layer represents a suggested building block of innovation stacks that combines various approaches discussed previously. There are delivering multiple building blocks, many already available, and these would be loaded down from a Marketplace of components and modular blocks. I have not listed all of the possibilities here.

 It comprises the following layers:

1. Discovery Layer:
   • Building Blocks: Market Pull assessment, Technology Push potential, Challenge Defining, Vision, and Goal alignment.
   • Platform Components: Exploratory tools, Front End Management Software, Environmental Scanning, Trend Management, Start-Up Scouting, Weak Signals, Academic Research, Radar, IP Scanning, Three Horizons, and Strategic Roadmaps.
2. Idea Concept Layer:
   • Building Blocks: Ideation sessions, customer research, market analysis, trend analysis, competitive analysis, whiteboard exploring, idea box, crowd science and sourcing, double diamond assessment.
   • Platform Components: Idea management software, online communities, social media listening tools, collective intelligence, corporate venturing, and design thinking.
3. Problem Validation Layer:
   • Building Blocks: Problem identification, user testing, prototyping, concept testing, and user feedback.
   • Platform Components: Rapid prototyping tools, user testing software, customer feedback management tools, and project and portfolio building.
4. Solution Development Layer:
   • Building Blocks: Design thinking, Agile methodology, MVP development, feature prioritization, testing, experimentation, and iteration.
   • Platform Components: Collaboration software, project management tools, tracking and roadmaps, Agile development tools, and Design Thinking Methodologies.
5. Business Model Design Layer:
   • Building Blocks: Value proposition development, revenue model design, pricing strategy, cost analysis, and market positioning.
   • Platform Components: Business model canvas software, financial modeling tools, and pricing strategy software.
6. Execution Layer:
   • Building Blocks: Go-to-market strategy, launch planning, marketing and promotion, sales enablement, and customer support.
   • Platform Components: Marketing automation software, CRM systems, customer support software, and sales enablement tools.

By combining these building blocks into a modular building block of innovation stacks, organizations can create a customized approach to innovation that aligns with their specific needs and goals. The platform components offer pre-built tools and resources that accelerate the innovation process, while the building blocks provide a structured approach to ensure effective execution at each step.

I plan to extend this out with another layer of the Circular Lifecycle in the near future. I have shown it within the design but I have not worked through this as sufficiently as I would have liked at this time.

Vertical Layer: Achieving the Final Perspective, the innovation stack gets validated by the team.

The horizontal layer comprises the learning components that provide the structured learning and thinking through process focuses built through this vertical and horizontal taxonomy and framework. It involves the following elements of the process to follow in the innovation process:

1. Future Foresight:
   • Made up of finding opportunity spaces and potential scenarios.
2. Learn:
   • Gather & Probe handling unstructured content, classifying relevance, searching, and filtering.
3. Synthesize:
   • Looking for patterns and model dynamics from data, structuring, and inquiry (AI) to simulate.
4. Create:
   • Forming connections and maturing the association’s system dimension needs, network engagements, deepening understanding, architecture framing, impact, and implication.
5. Decide:
   • Evaluate and select options based on fitness, portfolio needs, velocity, and overcoming cognitive biases.
6. Communal:
   • Understanding and informing through social interactions, attributing, designing, adapting, projecting future value and impact, coherence with existing systems, identifying changes and their implications, and using metaphors for identification.

I plan to add another element of Sustainability, both social and corporate value, later as I have not worked on this as much at this time but have included it here.

Visual 2. The Composable Innovation Enterprise Framework shows Marketplace and Platform APIs and Components and the opening considerations when building this out.

This framework requires integration, coherence, collaboration, and interactivity to achieve its objectives in a team environment, all having access to the same knowledge and insights; one of the essential reasons this has to be on a technology platform for a comprehensive, transparent, communication and full access for all involved.

In my learning components, the vertical elements I gained from a suggested one provided by Larry Schmitt, but my solution has a much broader framework of learning needs of the contribution value of the building blocks ‘feeding’ each of the innovation stacks both in horizontal and vertical components, due to this comprehensive approach.

Identifying the key components and relationships of innovation stacks and building blocks is crucial for developing a comprehensive and effective innovation ecosystem. By leveraging the tools, frameworks, and mechanisms provided by the marketplace and platform components to build the innovation stacks, organizations can create an ecosystem that fosters a culture of innovation, accelerates the innovation process, enhances collaboration, leverages diverse perspectives, and drives competitive advantage.

Feasibility and Considerations

Implementing the building block and innovation stack concept is feasible through available platforms and components that offer varying degrees of modularity. However, it requires careful planning, resource allocation, and significant innovation commitment to its enablement. There is a need to consider the following factors as it challenges much of the established and requires growing validation of its value and future impact:

1. Resource Allocation: resource investment, development, and time
2. Integration with Existing Corporate Operating Systems: aiming for a seamless integration
3. Cultural Alignment: experimentation, risk-taking, support, and encouragement on seeing the value
4. Implementation Challenges: building blocks and innovation stacks have challenges in complex processes
5. Considering the Practical Implementation & Scalability: requires staging and managing
6. Integrating technology and software thinking: will need adaptability and agility
7. Transforming the current systems and processes into a new architecture: planning, resources, and adaptation

A design like this does align with the goals of leveraging technologies and design thinking to drive innovation, and arguably bring innovation management into the 21st century but its further exploration, experimentation, and evaluation are clearly necessary to determine its radical potential and practicality across many different organizational contexts to realize the greater potential

The proposed design becomes far more of an innovation ecosystem design suited to responding to today’s challenges and complexities where broader collaboration is becoming essential.

So in summary

In summary, implementing a building block and innovation stack design is feasible but requires careful planning, resource allocation, investment, and a solid commitment to innovation. The benefits include a structured and efficient innovation process, enhanced collaboration, and leveraging pre-built modules and tools for accelerated innovation.

We formulate an integrated design based upon a vertical and horizontal approach 1) using building blocks as components of the innovation stack, 2) using the innovation stack to guide platform and learning development, 3) using the platform to support the innovation stack modular design, 4) enabling the building, adding and deploying new applications and services as applicable and recognized as needed.

What do you feel? Does this approach have a radical potential for changing the current innovation management systems and bringing this into the 21st century in technology enablement and software thinking? I believe it indeed does. We need a radical reset of innovation to solve our future challenges and all the complexity of these, collaborating across organizations and institutions together.

References:

• Sangeet Paul Choudary: Platforms and the Building Block Thesis Platform Revolution
• Larry Schmitt: “The Innovation Stack“

The post The Final Perspective: A Composable Innovation Enterprise Framework first appeared on Building Your Innovation & Ecosystem Intelligence.

Innovation is a complex process that requires effective connections and collaborations among individuals and teams.

Stepping back, I want to draw down on a series of perspectives I have found invaluable. A very inspirational article by Larry Schmitt on the Innovation Stack added to my thinking about innovation stacks. Then the depth of work Sangeet Paul Choudary has explored around Platforms and his Building Block Thesis is terrific.

Both of these contributions have helped me build further upon all the diverse viewpoints and strands of thoughts I have been researching for my solution framework, one of building out innovation stacks, building blocks, and the modular and component approaches for challenging the existing designs for any innovation management process.

My fun has been piecing these together to lead me to my suggested Vertical and Horizontal Framework for achieving a different innovation management design. I will go into the final proposed components in my next post. Here I offer a different perspective of innovation that leads to proposing such a change.

Innovation Ecosystem in thinking and design has been emerging for me.

The value of ecosystem thinking and design to innovate solutions cannot be overstated. Every innovative activity relies on accumulating, transforming, and interpreting knowledge among individuals, teams, and organizations. However, these knowledge actions are often implicit and subconscious. To make these actions explicit, it is essential to identify and modularize the components of the innovation stack, which represents the knowledge operations within an innovation system. (Larry Schmitt- The Innovation Stack)

A comprehensive innovation ecosystem design offers several benefits, including fostering a culture of innovation, accelerating innovation, enhancing collaboration, leveraging diverse perspectives, and driving competitive advantage. Organizations can create a more comprehensive and effective innovation ecosystem by utilizing building blocks as components of the innovation stack, guiding platform development using the innovation stack, and supporting the innovation stack with a platform.

It is crucial to identify the key components that make up the ecosystem to build an effective innovation ecosystem, including products, services, channels, partners, regulations, policies, and technology. Mapping out the relationships between these elements can reveal opportunities for collaboration and growth. Furthermore, businesses can leverage open business models, which involve openness in solution design and usage, to create and deliver innovative solutions. This approach allows for integrating solution components created in an open ecosystem and using solution complements that enhance the end user’s experience.

Innovation Stacks become essential.

The innovation stack consists of modular, shared, and persistent elements such as language, infrastructure, libraries, and APIs that facilitate building an innovation system. These components are oriented towards learning, knowledge, creativity, design, and testing—essential tasks in the innovation process. Organizations can effectively augment their innovation systems by assessing the support provided by each stack component, designing specific elements to address knowledge operation requirements, and defining human-AI collaboration. (Larry Schmitt- The Innovation Stack)

Exploring the Business Block Thesis

Sangeet Paul Choudary has explored and explained building blocks in his Building Block thesis. This provided me with my own “building block” of how to approach innovation differently, to bring it up to date and capitalize on today’s technology potential.

I have formed an essential part of what I have in mind for my suggested innovation solution on exploring ecosystems and platforms and how these are made up to offer value and impact. We are “bringing solutions as bundles of value.” To quote Sangeet Paul: “A building block approach unbundles a solution bundle into its fundamental constituents. Building blocks may be combined and also recombined to create an (ever-increasing) broader scope of end solutions, each leveraging common building blocks that are autonomous.

Building blocks allow interoperability between each of the blocks and interoperability; they enable solution designs that scale and offer diversity. We are leveraging digital technology based on a technology approach with a platform solution. We are seeing the emergence of providing radically different solutions that have increased flexibility in design and adaptiveness to gain response times to rapidly changing market conditions and building more complex solutions to meet changing demands and conditions.

By taking the tools, techniques, frameworks, and mechanisms as the building block components of the innovation stack and using the innovation stack as the guide and process flow to guide the platform development, organizations can create a more comprehensive and effective innovation ecosystem.

From my perspective, a comprehensive innovation ecosystem design can potentially provide several benefits, such as:

1. Fostering a culture of innovation: A well-designed innovation ecosystem can help create a culture that supports innovation. It can encourage and reward creativity, experimentation, and risk-taking, which are essential for driving innovation.
2. Accelerating innovation: A comprehensive innovation ecosystem design can help streamline the innovation process, reducing the time and resources needed to bring new products, services, or processes to market.
3. Enhancing collaboration: An effective innovation ecosystem design can promote collaboration between individuals and organizations, creating new ideas and solutions that may not have been possible otherwise.
4. Leveraging diverse perspectives: A comprehensive innovation ecosystem design can incorporate a variety of stakeholders, including employees, customers, suppliers, and partners, providing a diversity of perspectives that can lead to more innovative solutions.
5. Driving competitive advantage: A well-designed and executed innovation ecosystem can help companies differentiate themselves from their competitors by creating unique products, services, or processes.

In conclusion, gaining a different perspective on innovation requires a holistic approach that encompasses ecosystem thinking, the innovation stack, building blocks, open business models, and the use of metaphors. By embracing these concepts and frameworks, organizations can navigate the complexities of innovation and position themselves as leaders in their respective industries.

Achieving my final perspective of a new innovation ecosystem designed approach to managing innovation is through my proposed Vertical and Horizontal Framework, moving towards a more comprehensive Enterprise Innovation Framework seeking to achieve a different innovation management design. I will go into the components in my next post and the framework I see.

Below I provide much of my “ramblings” and insights toward this need for a different, more up-to-date holistic end-to-end innovation process based on a technology platform.

References:

• Sangeet Paul Choudary: Platforms and the Building Block Thesis Platform Revolution
• Larry Schmitt: “The Innovation Stack“

Previous Posts that built up my thesis toward a radical change to the Innovation Management Process from the perspective of an ecosystem and platform thinking and design

Why do we need to change our thinking about innovation

Innovation Software, is it Facing the Innovators Dilemma?

Where will Innovation Management Software go?

Thinking about Innovation Ecosystems?

We require a more dynamic view of Innovation understanding.

What value does an Innovation Ecosystem offer?

Constructing the innovation mandate

Are we EVER going to embrace innovation?

Building out our innovation ecosystem in design and thinking

The power of ecosystem thinking for resolving the innovation complexity of today

What makes the innovation ecosystem different?

Recognizing the Building Blocks of Innovation

Building the innovation stack

Identifying key component relationships of Innovation Stacks and Building Blocks

The post Gaining a Different Perspective on Innovation through Platforms, Blocks, and Stack Designs first appeared on Building Your Innovation & Ecosystem Intelligence.