Building the Comprehensive World of Interconnected Business Ecosystems

Building the integrated ecosystem knowledge architecture

Once in a while you should stop and look back. I have been very focused on justifying Business Ecosystems by providing frameworks, mechanisms or attempting to demystify them with suggested analytical or practical proposals.

I have been grouping my articles covered over two sites of paul4innovating.com and ecosytems4innovating.com. Why two sites? Well I am trying to “hold myself”to focusing on thought leadership and conceptual development on the paul4innovation.com site and providing more the implementation guideline and suggested methodologies on the ecosystems4innovating.com.

Is it working? I’m not sure as the two sites tend to fuse into each other and the distinctive points of differentiating the two is not the way it should be, lets put it down to a “work in progress”

So what has occupied my thinking and research in this last eight months or so?

The Deep Dive and Audited Results- yes audited!

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Building the Design of the Integrated Interconnected Business Ecosystem

Driving Integrated Interconnected Business Ecosystems

The integrated interconnected business ecosystem is a framework that offers a pioneering approach, one that builds the mechanisms to unlock sustainable and connected growth. This approach to business ecosystems fosters continuous innovation and works towards lasting competitive advantage through its interconnected parts.

At its core this holistic framework harmonizes five independent layers- Innovation, Entrepreneurial, Business, Dynamic and Enterprise Ecosystems- creating a virtuous cycle of value creation, resilience, sustainability and adaptability.

By adopting this framework, your organization gains a comprehensive implementation to back your move towards Business Ecosystems in design and thinking

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Recognizing Dynamics Ecosystems are the core to Innovation change

Recognizing Dynamic Ecosystems are at the core of Innovation Business Ecosystems

The strategic shift to dynamic ecosystems as a decision-making core for innovation and business ecosystems reflects a paradigm shift towards intelligent, real-time responsiveness.

This approach emphasizes not only operational flexibility but also strategic agility, enabling businesses to anticipate and lead rather than merely respond to change.

So what is special or radical in making Dynamic Ecosystems central?

We live in a world that is highly dynamic, it shifts and alters constantly. We have pursued Innovation in linear ways and these always lag. Technology has provided us to escape from the past and respond on a constant ‘real-time’ basis.

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2024 Under Innovation and Business Ecosystem Review

My review of 2024 from a posting perspective has been a really positive one.

Taking my two primary posting sites of paul4innovating.com and ecosystems4innovating.com I wrote just over 100 posts, which always comes as a surprise in what it entails in time invested.

The split between sites was fairly even as I continue to increase my focus on building the building case for Ecosystems, in thinking and design.

In this reflective post I took a look back on why I moved from an “absolute” focus on innovations into innovation and business ecosystems.

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Dynamic Ecosystems become the Core of our innovating activity.

Dynamics- The core of Business Ecosystems
Recognizing the value and potential to the Integrated Ecosystem Design

The concept of having an integrated business ecosystem is central to the future growth and value businesses can provide. Yet, these have to be seen as highly collaborative, where mutual co-creation through networks of partners join forces to overcome more complex and challenging problems we seem to be facing today.

The single organization is unlikely to bring the depth of knowledge, diversity and access in resource and market realization. We need to learn to work in collaborative Ecosystems.

Continue reading “Dynamic Ecosystems become the Core of our innovating activity.”

My building blocks towards Ecosystem thinking

Building blocks towards Ecosystem thinking and designing

Part-way through 2022, I drew up a list of my focal points in researching, stimulating my thinking and finding different validation points on my Ecosystem thinking and design approaches. In early January this year, I took a stop, more a reflective period in these past months, to deepen down even further my knowledge of Ecosystem thinking and design. I aim to achieve, even advancing, Ecosystem understanding for those interested to learn and seeking advice through direct engagements.

My main focus on Ecosystems comes from the innovation perspective. How can we finally combine all the different parts of the Innovation system into one, fully connected up and achieve a far more open design where contributors, both inside and outside organizations, can contribute as it is the diversity of experience needed today to give fresh value and impact on complex and challenging issues, We need that discovery to commercialization fully connected up to be leveraged fully in all the diversity of contributions.

Innovation in its challenges and problems has become more complex and challenging, both in solutions offered and in working out all the connected parts to provide products or services that are superior to the existing ones. The need to provide that essential “dynamic” of having customer engagement in their data, a growing network of connected partners providing their input, their exploring and experimenting so the inventor can learn and seek to improve the product or service accordingly.

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My 5 S for future Innovation: Smart, Stacks, Scale, Storage, and Software

Technology is radically altering our need for innovation. We see increasingly innovation is feeding off the “digital response rate

Connecting technology and innovation is altering how we should re-access organizations ability to build out. We are in the middle of a technological-led industrial revolution It is becoming highly dynamic.

****I decided to revise this post as I originally got caught up in “conflation”. Two ideas merging as one and it simply lost the insights of each, simply attempting to fuse different thoughts into one entity. It honestly did not work and I struggled with what to do.  By splitting them up they become separate reads and more digestible and hopefully of better value. I have to admit this is not the first time I get caught in this  (or I expect the last!) and I apologize to you, as the reader *****

So here I outline a 5S framework to trigger some opening thoughts on breaking down technology design complexity. The other post, now over on my other site, deals with the growth of “apps” in IIoT “Great apps will deliver the future business value in IIoT” and is predicting a changing future based on some recent takeover announcements.

So getting that embarrassment behind me lets go back to the 5S idea.

Arriving at a designed outcome is getting complicated. Developers get caught up in the details, rightly so, to deliver on a connected world but you must always ask the “what for?”

The more I was thinking I was trying to cut through all this “unnecessary fog” as a non-techie so I started to build my 5S idea. Let me share it
Continue reading “My 5 S for future Innovation: Smart, Stacks, Scale, Storage, and Software”

Optimism in Innovation, Thinking About Risk Differently

For me, there is never enough talked about innovation risk. Innovation is held back so often because the quantification of it’s risk cannot fit into an organization’s current assessment and measurements of risk.

Innovation is often too intangible, full of unknowns as the very nature of anything new and different. Innovation risk leaves many executives very uncomfortable.

Organizations get uncomfortable when the words “radical” “intangible”, “unknowns” and other words like these when they form part of the conversation. It often starts to induce that “risk twitch” where that careful management for short-term performance might become threatened, or the manager feels any decision is ‘going out on a limb’ and possibly career threatening.

That growing uncomfortable feeling that innovation places their bonus at “risk” so they like to ring-fence innovation as much as possible. Now some of that ring-fencing is fine, you contain a risk to keep it manageable but most innovation does not constitute organization risk, yet it gets caught up in that risky fear that innovation seems to induce. Actually, if we were managing innovation at the core, our risk management for it would be very heightened and managed differently, but how many of our companies’ have innovation as their core?

So I always welcome discussion on risk and innovation. The more we talk about it the better for what is coming towards us. Continue reading “Optimism in Innovation, Thinking About Risk Differently”

Innovation cannot expand without the 4th Industrial Revolution

We are a long way away from fully capturing the benefits of the Fourth Industrial Revolution (4IR) in an inclusive and holistic way. To do this, technology adoption and diffusion across the ecosystem needs to improve dramatically.

In a recent report, jointly from the World Economic Forum and McKinsey called the “The Fourth Industrial Revolution and the factories of the future” they made a number of observations

“After a decade of flat productivity, the arrival of the Fourth Industrial Revolution (4IR) is expected to create up to $3.7 trillion in value to global manufacturing. A few years back, experts noted that the changes associated with the 4IR would come at an unprecedented rate yielding incredible results for those who truly embraced them.

Still, the hockey stick of benefits has not kicked in yet – while all companies are making efforts to adopt technology, most of the production industry (~70%) remains in pilot purgatory (where technology pilots last for extended periods of time, and companies do not take the final step of scaling up viable technologies). Less than 30% of manufacturing companies are actively rolling out Fourth Industrial Revolution technologies at scale”

No wonder we presently have trouble attracting many businesses onto platforms when they are still very much behind in deciding or deploying a strategically thought-through IIoT digital design, that is connecting everything up.

It is equally holding a new form of innovation back, one that is highly collaborative where partners come together to work on more complex problems. Collaborators can achieve solutions only by being “fully” connected up, comfortable with their data, understanding and contribution, both within their knowledge and insights.

The power of multiple-connected ecosystems gives innovation a completely different momentum but it needs this 4th industrial revolution to be fully operative, for a digitally connected world in manufacturing and beyond. Continue reading “Innovation cannot expand without the 4th Industrial Revolution”

The legend of the Gordian Knot and today’s organizations knotty problems

Cutting the Gordian Knot

If you are not aware, it is worth reading about the Gordian Knot.

“For people the world over, the Gordian Knot represents the difficult, the intractable and often the insolvable problem.

Today’s systemic business problems are the modern-day equivalent of this seemingly impossible challenge, our Gordian Knots to untie or cut through.

According to Greek mythology, the huge, ball-like Turkish knot with no ends exposed was impossible to untie. An oracle had predicted that the first person to do so would become the ruler of all Asia. Thousands of people had tried, without success, to unlock its complex riddles. Alexander of Macedonia, son of King Philip II of Macedon, solved this puzzle simply and very creatively – by cutting it in half with his sword, exposing its ends and making it possible to untie. Alexander the Great went on to conquer all of Asia, just as the oracle predicted”.

So are Organizations Cutting their Gordian Knots?
So how can we cut the intractable knot inside organizations and thrive from it? Continue reading “The legend of the Gordian Knot and today’s organizations knotty problems”