I do, it seems, work a lot on integrating systems. So much of this work is specifically focused on advancing innovation in processes, design, and flows through applying Ecosystem thinking and design. So much of what we discover seems to always fall between gaps in how we organize this into a cohesive whole getting to a commercial conclusion.
There are many reasons, for example, it could be in the handover from one person to another or team to team, it could be the ignoring of aspects that seemed unimportant earlier on, ignored as a concept progresses and completely forgotten at the final stages, yet this insight or nugget of information held the key to unlocking a discovery moment. We seem bad at integrating our thinking or processes, hence my constant “quest” to find ways to bring things together for integrated thinking and designs.
This is why I focus on Ecosystems in thinking and design. The other day I picked up on something in my research I felt was important within Business Ecosystems thinking. It took a while to put this into the understanding that “really” seems to talk to me and I hope you
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Is the horizon the past or the future in innovation dynamism?
Innovation has entered its death spiral as many have known it.
I mean it, innovation is starved, bleeding from a lack of resources, finances and top leadership resolve. It is fighting nothing more than rearguard defense.
Forget linear processes, forget one company inventions, forget the reliance of all the internal parts of the organization to support you, especially if you are an outlier, separated from the core of the business, sitting in some remote part of the world searching for inspiration, you are operating in a time capsule of old innovation practices.
The need is to recognize that Business Ecosystems do need to be distinctive to succeed. They are complex and challenge much of what and how we undergo Business today.
Business Ecosystems do matter. Briefly they can transform the linear value chains we have in place today and make them more dynamic value networks. By expanding beyond existing and our traditional borders and markets we can create those potentially exponential growth opportunities. We can provide enhanced and highly interconnected customer value and through the selection of partners within the Ecosystem network we can can build real, sustaining competitive advantage.
Comparing Operating Models to change to Business Ecosystems
Forget how you operate in traditional business models if you are considering the value and benefits of applying Ecosystem thinking and designs. You really have to think radically differently.
There are significant differences in how we (can) operate and appreciate the distinctive aspects between our traditional management approach and applying Ecosystem thinking and design. Initial assessments are highly valuable before you embark on participating in Ecosystem collaborations.
There are several emerging frameworks that provide for both universal and distinct application stages. There is always a need to emphasis “contextual nuances” and those “triggering points” but those are further critical aspects to explain for gaining a deeper understanding of Business Ecosystem distinctiveness in future posts.
My aim is to encourage business thinking around Collaborative Ecosystem Management for the future. Considering and then undertaking Business Ecosystems has a very different organizational impact and significant changes to be considered to be built and then put into place.
One exercise I recently undertook was to compare traditional to ecosystem distinctiveness. I offer here ten key distinctive areas for comparison. Let me share these:
There are many aspects to evaluate. Here I provide a handy comparison of existing and necessary changes likely to be made for Ecosystem management. Take a look at many of the principle differences.
I have put these into ease-of-reference set of tables.
Everywhere you turn it seems to be all about Gen AI and how it will change the world. The fears, excitement, opportunity and the huge amounts of money being invested is mind-boggling. Any fundamental change is exactly that- full of fear and opportunity.
So where does innovation fit within this?
I have read different views but most seem to be simply dressing their existing tools and methods in the those brighter new clothes of Gen AI appeal.
I would suggest we have been given a chance, a real chance, to transform the way we undertake innovation and that is not just a “lick of paint” or a hasty re-fit of the existing, this needs something a whole lot more.
I took a look at 1) how can AI drive innovation in different ways, 2) would this require a new operating model and 3) how the innovation workflow will require a transformational change to the operating model and 4) the outcome of a fundamental rethinking of how innovation is approached and executed.
We need to leverage speed, scale and impact of Gen AI and delivering this at fast rates for consumer appeal and market development need and growth.
Dynamism and Knowledge are essential to your future
In today’s business landscape, where change is the only constant, businesses that can adapt quickly and effectively will be the ones that thrive through active dynamism. Dynamic ecosystems provide a framework for businesses to do just that
To make an Innovation or Business Ecosystem dynamic, interconnected, and capable of engaging a diverse group that drives innovation and business tasked with creating real impact and value, any business ecosystem should include the following key elements:
Business Ecosystems can unlock game-changing potential
We sometimes get sidetracked, caught up in the “weeds” of making step-by-step progress, seemingly against odds that are often resistant and unyielding to the notion of change or alternatives to what we are doing.
Today many businesses are floundering in low or no-growth environments and applying approaches that just are not equipped to deal with today’s complex challenges. We are facing market conditions caught up in volatility and ongoing disruptions.
We are equally in the age of harnessing collective intelligence to be in a better position to address these complex challenges. The combined power of Gen AI, humans and diversity of understanding need to be harnessed to open up entirely new realms of possibility. Enter the power of Business Ecosystems.
Recognizing the differences in Innovation Ecosystem Design
Recently I have been reading or listening too different understandings of innovation ecosystems. Some fuse and some confuse.
All have some merit but are not defining enough for me, so here is my take.
So to kick things off lets offer a clear definition of what an innovation ecosystem is and why it is important in today’s business environment?
Defining Innovation Ecosystems:
Definition: An innovation ecosystem is a dynamic, interconnected network of diverse actors and resources that collaborate to drive innovation and create value.
Feeling trapped, break out of the box with Innovation Ecosystems
We continue to fail to unlock the full potential of innovation. I continue to receive reports on the latest surveys on the management of open innovation and its progress.
So little is said or discussed on changing the innovation system, it seems organizations are (really) comfortable with incremental or experimental innovation as the extent of their ambition. We are trapped in a ever decreasing cycle.
I recall one report mentioning only 7% of innovation is deemed radical or significantly changing the way business undertakes innovation.
The business model, built on the premise the knowledge needs to flow into “us” and not mutually sharing the final outcomes, going into the market. Why?
In my view, Innovation Ecosystems Outperforms Traditional Internal Innovation Structures? Why don’t we change?
