The Potential Returns of the Composable Innovation Enterprise Framework

I proposed a new Framework for managing innovation this week, called the Final Perspective: A Composable Innovation Enterprise Framework. This is approaching innovation and its management in more of a holistic, technology-enabled way based on the use of a cloud-enabled Platform and Ecosystem thinking and design.

The thrust of the framework is “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“.

I am suggesting a vertical and horizontal design applying innovation stack and building block approaches, which may be new concepts for many. Still, they do have value in enabling a more dynamic environment for innovation to connect to the potential it so often promises but fails to deliver upon.

Much stands in the way of taking an idea or concept and getting it to a successful launch, recognition, and, most importantly, adoption. Innovation management and its process need changing, seriously updating with more of an enterprise framework. I am proposing one.

I wrote a post “Building Up to the Composable Innovation Enterprise Framework Validation“, providing the investigations and subsequent posts I provided to build the argument towards this solution. They are concise synopsises to get this base for my thinking and understanding of why innovation processes and their management need to change.

In this post I want to explore the potential returns I feel are gained from adopting this “Final Perspective, the Composable Innovation Enterprise Framework” following my recommendation that innovation needs to change, to embrace and adopt a new view of the Innovation Management process to change our present thinking.

It is one thing to propose a new framework and another to convince innovating teams to change

In this post, I outline the types of returns this framework is expected to provide innovators.

The potential returns, including increased agility, improved innovation outcomes, enhanced collaboration, and long-term competitiveness, make this radical change worthwhile for organizations aspiring to thrive in today’s dynamic business environment. I highlight the key value points. Getting any returns is highly individual and dependent on circumstances and conditions. Let me provide these value points:

1. Increased agility: Embracing a Composable Innovation Enterprise Framework enables organizations to respond to market changes and customer needs with more agility. Companies can quickly adapt their strategies, products, and services by dynamically assembling and reconfiguring innovation processes and resources. This agility allows them to seize new opportunities, stay ahead of competitors, and effectively navigate uncertainties and disruptions in the business landscape.
2. Improved innovation outcomes: The framework’s emphasis on collaboration, ecosystem thinking, and recognizing key building blocks enhances innovation outcomes. It establishes a structured set of choices to engage across the network of collaborators to capture the diversity and ideas and then pursue them along the framework By fostering a collaborative culture and leveraging diverse expertise, organizations can generate a broader range of ideas and perspectives. This increases the likelihood of breakthrough innovations and enhances the quality and relevance of the solutions developed. Additionally, the framework promotes a structured approach to innovation, ensuring that resources are effectively allocated and innovation efforts are aligned with strategic objectives.
3. Enhanced collaboration: A Composable Innovation Enterprise Framework encourages collaboration within the organization and across the broader innovation ecosystem available to you. It provides a platform for effective knowledge sharing, resource pooling, and joint problem-solving. By leveraging ecosystem partners’ collective intelligence and capabilities, organizations can access a wider range of resources, expertise, and markets. This collaborative approach fosters innovation synergies, reduces duplication of efforts, and accelerates the pace of innovation.
4. Long-term competitiveness: In today’s dynamic business environment, organizations need to have the ability to continuously innovate, not constantly go back and reinvent the investigative wheel, to maintain long-term competitiveness. Embracing a Composable Innovation Enterprise Framework positions companies at the forefront of innovation management practices. It allows them to harness emerging technologies, rapidly adapt to changing market dynamics, and proactively identify and address customer needs. By cultivating a culture of innovation and leveraging the power of ecosystems, organizations can sustain their competitive edge and establish themselves as innovation leaders in their respective industries.
5. Enhanced customer satisfaction: The framework’s focus on adaptability, collaboration, and innovation excellence directly benefits customers. By embracing this approach, organizations can better understand and anticipate customer needs, leading to the development of more relevant and customer-centric products, services, and experiences. The ability to respond quickly to customer feedback and market demands improves customer satisfaction and loyalty, ultimately driving business growth and profitability.
6. Increased revenue and market share: The improved agility, innovation outcomes, collaboration, and competitiveness resulting from the framework can lead to increased revenue and market share. Organizations can capture a larger market share by delivering innovative products and services that meet customer needs and surpass their expectations. The ability to bring new products to market faster and more efficiently can also generate revenue growth and increase market penetration. Furthermore, by leveraging ecosystem partnerships, organizations can access new markets, channels, and customer segments, expanding their business reach and revenue potential.

Overall, the potential returns of increased agility, improved innovation outcomes, enhanced collaboration, and long-term competitiveness make the adoption of a Composable Innovation Enterprise Framework as highly valuable for organizations.

It equips them or updates them with the tools, technologies, methods, and technology-enabled management process, providing the capabilities to thrive in today’s rapidly evolving business landscape, seize opportunities, delight customers, and secure their position as innovation leaders in their industries.

These are the Stand Out points of real value in understanding the changes occurring.

1. We need to achieve a dynamic view of innovation: the importance of moving away from traditional, static approaches to innovation and adopting a more dynamic perspective. This entails recognizing the complexities and rapid changes in the business landscape and embracing strategies that allow for flexibility, adaptability, and continuous improvement.
2. The value of innovation ecosystems: The power of innovation ecosystems is argued everywhere, in thinking and design. They offer a collaborative environment where organizations can leverage the collective intelligence, resources, and expertise of ecosystem partners. Ecosystem thinking encourages the formation of strategic alliances, partnerships, and knowledge sharing to drive innovation and create shared value.
3. The recognition of building blocks and innovation stacks: I believe the concept of building blocks and innovation stacks, are key components of the Composable Innovation Enterprise Framework and offer a highly flexible, modular approach to innovation. Building blocks refer to the fundamental elements or capabilities required for innovation, while innovation stacks represent the interconnected layers of processes, technologies, and resources that support innovation efforts.
4. The shift towards platform thinking: The exploration of platform thinking has become essential to bring new value and impact to a business offering. Innovation is no different; it needs to be built on a platform to exploit all the potential benefits of adopting platform-based approaches to innovation for applying creative technology and application thinking. Platforms provide a scalable and flexible foundation for collaboration, integration, and value creation. They enable organizations to connect different stakeholders, leverage external resources, and facilitate the exchange of ideas and solutions.
5. The recommendation for a holistic framework called the Composable Innovation Enterprise Framework: This is my proposal in recommending a Composable Innovation Enterprise Framework it is a comprehensive solution to address the complexities of modern innovation. This framework integrates the principles of dynamic thinking, ecosystem collaboration, building blocks, innovation stacks, and platform designs to enable organizations to navigate the challenges and seize the opportunities in innovation management.

These key points collectively emphasize the need for a paradigm shift in innovation management and highlight the potential benefits of embracing a Composable Innovation Enterprise Framework. They underscore the importance of adaptability, collaboration, and holistic approaches in driving successful innovation in today’s rapidly evolving business environment.

By dynamically assembling and constantly reconfiguring the innovation process and resources, organizations can enhance agility, improve innovation outcomes, and foster greater internal and external collaborations. This framework can offer a new dimension for achieving long-term competitiveness as this framework aligns with the dynamic nature of today’s business environment. It can allow organizations to respond effectively to market changes, customer needs, and emerging technologies as it has been placed on a modern platform, ready to scale and respond to the rapid needs of dealing with the complexities we are facing in business today and in the future.

In a further post, I will offer up some thoughts on how to make this change, and 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, to validate and grow understanding, build up validation, and the level of returns and the growing understanding of cost/ benefit conversion. I will outline my suggested phasing