The design and thinking behind the Composable Innovation Framework
I have been undertaking a significant revamp of two pivotal frameworks I have been building in the past twelve months that move towards Ecosystem thinking and design.
Part of this has been a renaming. I explained the Composable Innovation Enterprise concept in several posts last year. I have now shortened it to the Composable Innovation frame within its new positioning role, which is more central to applying the thinking towards Innovation Ecosystems.
Building Partner Ecosystems Progressively through Three Horizon Thinking
Thinking Partner Ecosystems in design and delivery. There is a need to resolve immediate, mid-term, and long-term issues to show progressive thinking on how to grow collaboratively. How to collaborate to deliver impact, and create value when building your thinking in products, services, or new business models on any Partner Ecosystem design and thinking. One methodology stands out for me: the three-horizon framework
Partner ecosystems are highly valuable for delivering on these ambitions. Partner Ecosystems enable you to go beyond addressing immediate and surface-level issues to tackle deeper, systemic challenges and position clients at the forefront of collaborative and co-creative approaches.
In my view, this requires a progressive mindset that considers growth, impact, and value across various time horizons. This mindset lends itself really well to applying the three-horizon methodology.
Recently, I presented my framework to the GIMI think tank GIMI was initiated by a worldwide group of chief innovation officers, innovation executives, academics and consultants in 2009.
The framework I offered is built upon interconnected ecosystems. Connecting innovation, business, dynamics, and enterprise is crucial for creativity, growth, adaptability and growth.
In the event, I was asked what the difference is and why we should shift from today’s traditional innovation models to this interconnected one where innovation ecosystems are the foundation.
So, I want to explain the importance of shifting our thinking towards designing innovation ecosystems. Organizations must rethink their innovation strategies and approaches and focus on opening up to building these interconnected ecosystems.
Defining and building Interconnected Business Ecosystems
This past week was a highly satisfying one. Besides different advisory, consulting, and mentoring activities, this was a week when I felt I had made some significant advances in my Interconnected Business Ecosystem Framework.
It is nicely taking shape, with many parts fleshed out and described. I completed four critical investigation parts and published them on my ecosystems4innovating.com posting site.
The Interconnected Business Ecosystem framework is pioneering in its approach, which aims to help organizations navigate the complexities of today’s business landscape through this interconnected, collaborative ecosystem approach.
The core is establishing an innovative collaboration foundation to reach dynamic collaborations across a diverse ecosystem of partners that unlocks collective prosperity.
The framework looks to 1) tap into collective intelligence, 2) accelerate innovation by cross-pollination, 3) enhance resilience and agility, 4) deliver superior customer experience, and 5) optimize resource utilization across the parties sharing in this interconnected ecosystem.
The Interconnected Business Ecosystem driving impact and increased value.
I am working to validate and expand on the value proposition of the Interconnected Business Ecosystem Framework and have tried to create, hopefully, a compelling pitch that will bring others on board to advance this initiative. I have published this pitch on both of my primary sites, discussing innovation, business, and ecosystems, as they both provide a combination effect for understanding this framework.
I initially called this “the hierarchy of business ecosystem needs,” which built out an interconnected framework of business ecosystems that give organizations a real alternative to how they operate today and in the future.
I provided a comprehensive series of outline papers as the introduction phase earlier this year, which provided the concepts forming a cohesive outline structure of how organizations should think through the future. Also, I provided an earlier view on my paul4innovating.com posting site of “pitching business ecosystems opens up the possibility of real change.”
We need to really open our thinking towards collaborative ecosystems. This is one of openly collaborating and co-creating in different Ecosystem structures and designs to provide a greater diversity of opinions, knowledge, and resources.
This “pooling or network effect” forms around more complex challenges to tackle, thus giving a more sustaining and hopefully greater value in solutions to the needs of their customers, markets, or areas of need.
I have recognized this needed rebranding- hierarchy has some negative connotations.
I have now entitled this The Interconnected Business Ecosystem Framework as it reflects the essence of what I believe this framework provides
