I want to relate adoption back to business platforms and anchor it in the process.
Today business platform adoption is a struggle. It needs a clear revisiting of the theory of diffusion and adoption to extract the relevant points of necessary practice.
What is vitally needed is the recognition that deciding on adopting a business platform approach has five stages or decision points to go through.
So often, platform providers automatically go to the assumption that their platform will be adopted. It simply will not without working through and gaining confirmation the five stages of adoption are clarified.
Business Platforms provide the backbone of the Network.
Today we are still caught up in the validation and relevance of managing a business through platform thinking by making the business case of its value and impact. We should not be; it is time for you to hop onto the train.
The ability to present a compelling business case for the use and application of platforms is overwhelming. I think I have well over 100 plus arguments for their use, value, impact and application.
For me, platforms are needed as we face a very different economic landscape.
We need to choose where to focus in the future, where to concentrate our resources and attempt to bridge the fragmentation that is occurring. The world of collaboration, where we can find partners to share and reinforce what we do, is leading to new dynamics of combining.
Platforms are more viable and relevant.
Platforms allow you the opportunity to innovate in very different ways. They can add value through collaborations that can add more to the internal efficiency options through learning and sharing. Platforms help manage the difficulties of transitions we are all undergoing and change how we see the world through a broader collaborative set of lenses.
Value creation is highly dynamic, it is going on all the time and can increase, decrease or transform, in different ways, when you exploit your different capitals that will be in constant change and adjusting to reflect your organization’s business activities and eventual outputs.
This is when you can begin to see the value created by the use of deploying all the capitals to build new growth and what I call “stock” that along with “flow”.
Robin Sloan does a brilliant job of explaining this. I loved this explanation of the two:
“There are two kinds of quantities in the world. Stock is a static value: money in the bank, or trees in the forest. Flow is a rate of change: fifteen dollars an hour, or three thousand toothpicks a day. Easy – too easy.”
“Flow is ephemeral. Stock sticks around. Stock is capital. Stock is protein. And the real magic trick is to put them both together. To keep the ball bouncing with your flow—to maintain that open channel of communication—while you work on some kick-ass stock in the background. Sacrifice neither. It’s the hybrid strategy.”
Value is not just from within, it is the links our organizations are constantly making with others, in the interactions, relationships and the combining of the activities. The important need is to manage the stocks and flows of the capitals
I like to think I am often colliding at the innovation intersections where I keep finding lots of synergies that feed my research and innovative curiosity to support others.
For the past six or so weeks I have been looking into Ecosystems and one of those (famous) strands took me to “Natural Language Understanding” and I read an article by Mark Seall, Head of Digital Communications at Siemens called “How AI is shaping the future of marketing communications” and it got me curious.
The critical interplay among innovation, business models and change
Jeffrey Phillips and I have collaborated over a number of years and I have always felt these have been highly productive, original in thinking and truly valuable.
One such collaboration was around the interplay of innovationwith business models and change.
I wanted to extract part of this white paper”Critical Interplay Innovation Business Models Change 6-2“(goes to PDF), in this post, as it offers all involved in innovation a structure to break down innovation into its different models of application. It describes some important observations we often forget when innovating.
It is so hard to let go! It is so often harder to carry on, but determination prevails!
I have been working away, call it my labour of love, with plenty of frustrating moments but have “pushed on” through sheer determination, on my thinking through the ‘harnessing’ of the dynamics within innovation.
The journey has forced me into terrain that presented diverse challenges to achieve fresh insights and traversed many a rugged landscape to get closer to my goal of offering organizations their innovation fitness and future landscape design, one designed to alter their present capabilities and capacity to innovate radically.
The Executive Innovation Work Mat as a compelling business case
After a series of conversations around the Executive Innovation work mat, Jeffrey Phillips and I decided there was a need to add one more to the series, one that makes the business case for the work mat, one that is more from the leaders perspective.
The reason top leadership needs to be fully involved
How many of our organizations are not looking to search for new ways for organic growth, improve their profit margins and create differentiation? This makes innovation central to this CORE need.
The Tower Of Babel by Pieter Bruegel the Elder (1563)
Central to any organizational innovation building, the enormous value of having a consistent common language is paramount; it is essential to gain identification and understanding that all can relate to; it provides the backbone to a clear, united “sense of purpose”.
Building upon this common language gives a greater chance of effective communication to place the innovation activities into their appropriate context.
In the fifth of a series, I am working with Jeffrey Phillips, a long-term collaborator on “all things concerning innovation” we have been discussing the different domains of the Executive Innovation Work Mat we propose as a framework to provide a great chance to bring all the various aspects of innovation together.
We explore why each factor is essential to innovation in the videos we’ve created. These have covered
In the fourth conversation between Jeffrey Phillips and myself, around parts of the Executive Innovation Work Mat, we took on several different issues around the design, function, structure and process needs for innovation.
The conversation lasted nineteen minutes, and for some reason, I lost sound briefly at my end a few times, which was a pity. So I hope I can help fill those gaps and explore the what, why and how of having a dynamic functioning design and structured process to meet today’s demanding and highly energetic world of constant change.
This specific conversation (LINK here) is about 19 minutes. It is all about the fit of innovation and the tensions between the design, function, structure, and process needs to manage innovation management. We relate this specifically within our Executive Innovation Work Mat.
It is always our intention to offer some different thrôughts about the balancing of function, design, process, and structure and giving it equally the creative dynamic attention it needs
I am working with Jeffrey Phillips, a long-term collaborator on “all things concerning innovation.” We have just had our third short conversation of a five-part series on Innovation Governance.
This specific conversation is all about the fit of innovation governance within our Executive Innovation Work Mat. This is the link on Innovation Governance to the conversation, just under 14 minutes to listen to. Hope it gives a different set of insights to this area of innovation alignment.
If you would like to listen to the two previous conversations then these are here in the links that take you to youtube.com The first was setting the scene for these conversations on the “fundamental building blocks for innovation success” (LINK) and then the second into “the essential alignment of innovation to strategy” (LINK).
I have written supporting posts to these conversations, more to flesh out a number of different pointers to add more value and awareness of the importance of having a clear integrated solution for innovation in the solution we offer, the Executive Innovation Work Mat.
