ChatGPT supports extracting human knowledge through AI learning
I decided to find out what ChatCPT had as “thoughts” on both Business and Innovation Ecosystems. So in a short set of questions, these were the replies.
I have focused on Ecosystems and technology Platform understanding since 2016. I have written much of my learning here on this posting site. So far, these insights have built over 100 posts on related subjects or side issues with different degrees of influence over understanding ecosystems and platforms in their design structures and how to build them.
Business Ecosystem understanding is still emerging in the collective understanding of many business organizations. I hope, by default, they do not revert to small experiments unless in a very selective and focused way to understand certain parts of the differences that ecosystems bring.
These chats with ChatGPT are not bad; they provide a good sense of the logical structure and value of Ecosystems that I wanted to share here as a good starting point or reference for those looking to understand some of the basics around business and innovation ecosystems.
The fear of the unknowns explodes upon those not ready
When the established order begins to creak and dismantle, seemingly in front of our eyes, those fears of the unknown can kick in, especially if you have been used to managing in an established (slowly) evolving way for most, if not all, of your business life.
We seem confronted with rapid change, and it is primarily within the business world related to technology and market uncertainty that is driving this. We need to counter “fear” with a different approach, recognizing most of what we feel might be the ‘unknown’ is actually ‘known.’
We need to recognize our unknowns, search out others who might be experts in that point of not knowing and gain their help in piecing the parts that might be fragmented together to bring that need for recognition and clarity in our mind.
Fear can immobilize us.
In a recent exchange I had within one innovation community discussion, it was suggested that Innovation Business Ecosystems did not have the expected uptake because of this “fear of the unknowns”.
What initially prompted this was my post on making the business case for “Thinking about Innovation Ecosystems”Well, we need to address fear to get past this mental blockage of the “fear of those unknowns”.
So this short post is on tackling fear and dealing with the unknowns.
This morning I decided to have an exchange on ChatGPT on the future of Innovation Management Software, I asked a number of questions in a short series and can well-relate to the answers provided incredibly quickly.
What do you think?
Do they make sense and are the suggestions a competitive threat or a trend towards a future that needs fully embracing before others do?
No energy transition will be achieved without invention and innovation, yet we are currently failing badly to fund research, development and deployment. We are losing the race to stop our planet’s warming as our innovative human endeavours are not at the level they should be, or we lack the “will” to make the changes we so desperately need to undergo to protect our planet.
The sheer scope of the energy transition often pulls me in so many different directions. Still, the foundation stays in place, that of making the contribution of my understanding of innovation as my focal point of contribution- the accelerant to energy change.
What an utterly strange year, 2022 has been. We have been confronted, reflective and seemingly having to “kick start” our lives again after the challenges of living through the impacts of a global pandemic.
We go into 2023 far more in personal and business conflict. We do need to find a new way of working. It is not throwing away the technology, tools or established processes, it is transforming these in new and different ways. We have not found the “real-time” to stop, explore and approach concepts and innovative ideas in different ways. Our mindset or conditioning was fairly hard-wired from our past ways of working, we felt unable to justify “permission” to change how we undertook work and have found it challenging with the impact of being remote. Many have simply walked away from their past established ways of working. We are confronting unsettling times for many reasons.
In many ways, it felt all we knew or needed was suddenly not good enough. We have lost our understanding of many things we became used to, and suddenly it all seemed challenged in far bigger ways. War, flooding, famine, shortages, and illness challenges began impacting our lives. We were indeed been confronted with a series of crises and the need for a fast, thoughtful set of responses which we were unprepared or incapable to give as each challenge has been highly complex.
We were beginning to be more open to being more reflective but we have been constantly pushed to take us back to “business as usual”. In many ways, we are struggling with a need for a “reset” but it is far more complex than that as we are in the middle of multiple crises.
This return to the old normal is a non-starter for me, we are in a rapidly changing world
We are in need of recognizing and discerning how much our world is upside down, so we can begin to understand how we need to re-equip ourselves to a new way of working, thinking and responding. We need to “righten” what is wrong with this feeling of much of what we are doing being out of balance.
We are all struggling to transform ourselves. Our businesses are grappling with the current economic difficulties we all presently facing including shortages, disruptions, and dealing with inflation and economic downturns and massive climate change challenges. We are not only confronted with the potential of the toughest downturn in modern times but with all the pressures with the speed of decision-making, and technological advances that seem to ‘suck up’ more of our daily lives instead of helping to resolve it. 2022 was unsettling for me.
A formula to build a framework for sustainable innovation
Here is my solution that I think is worth working through first to absorb it and its combination. Then apply it to your innovation-building activity as a framework for innovation. Each time you are reviewing innovative activity, run through this formula in your head to see if each of the parts is embedded into the work.
I have worked on the formula SCA = II + OC + EE + MLC + RNE for many years.
In that post, I detail the make-up of the formula, made up of the combination of positive relationships between the following interrelated parts.
We are or need to be, in search of a sustainable future where we can constantly build upon innovation capabilities, capacities and competencies that can be refreshed, strengthened and sometimes reduced to meet the circumstances.
The formula SCA = II + OC + EE + MLC + RNE makes sense to me. How you build out these yourself further adds more uniqueness and source of advantage.
In the past few months, I have been writing consistently on the need to change our innovating process, thinking and designs into Innovation Ecosystem ones.
I continue to gather, reflect and construct the “how and what” structure of this redesigned innovation (ecosystem) process/system. This will be my initial view of how this needs to be shaped as the overriding architecture of an Innovation Ecosystem. I’m coming closer to the point of sharing this in the coming weeks.
I am focusing here on arguing for changing our innovation process on the Business-to-Business or Industry-to-industry, not the retail or consumer ecosystems and their designs.
Let us first provide the top view of the difference in need and the offer of new values.
I am on a personal mission to convince innovation software providers, corporations and innovators to change how they undertake innovation.
In some recent posts, I argued that we need to adopt a broader innovation ecosystem thinking and design. I stated in one recent post, “We must promote more dynamic environments and the constant desire that organizations and their people have to be fit for innovating purposes, adaptive and fluid in such highly challenging and confusing times.”
I do think we need to restate the current barriers to innovation.
These barriers do not ‘magically’ change by delivering what I believe moves us to a better system for innovation, that of an ecosystem and platform architecture. Still, barriers do need to be consciously built into any new thinking as ones “to be resolved” in any new solution design.
Recognizing the present and ongoing barriers to innovation needs solutions to be built into any future design. Let me outline many of these here, building further the case for necessary change.
Today most organizations have barriers towards creativity, ideas and innovation.
My personal energy is drawn from all the challenges we face, looking to help find solutions.
We must promote more dynamic environments and the constant desire that organizations and their people have to be fit for innovating purposes, adaptive and fluid in such highly challenging and confusing times.
Achieving this innovation ecosystem thinking does require a profound shift in how innovation is viewed and approached in the business landscape today and in the future.
Finding the new building blocks of innovation ecosystem design and thinking.
Why change our thinking and designing around innovation ecosystems?“
For me, ecosystem thinking and design offer fresh ways for accelerating mutual learning, and through this innovation, outcome potential for sharing and knowledge building.
As we build an understanding of the power of digital platforms and ecosystem thinking, we can see gains and new values and realize different opportunities denied to us in the past by a lack of clarity, depth of understanding of what was in front of us but not appreciated, as we were looking at it differently and not seeing its potential in a combined value or bundling.
Today we live in a more connected world; technology has enabled this.
We are becoming far more networked and have a growing awareness of hyper challenges that we are in part resolving. Still, we face many blurring boundaries across market positions, competitors and global trade that need combining our talent and expertise to provide a new set of solutions, delivering on promise and impact. We are in a more complex world, needing different approaches within business organizations.
We hold the promise of liberating potential in resolving wicked problems and opportunities, providing we embrace the potential to combine and share outside our organization and tap into the rich diversity of knowledge, equally keen to collaborate and cooperate to achieve a more cross-cutting innovation that provides solutions to these more complex problems.
