The chance to think differently about Ecosystems for Innovation

Thinking about ecosystems certainly allows us to go out of our normal scope of invention, innovation and being creative.

The ability to tackle those larger societal problems within an ecosystem, or combine unique resources to overcome a complex challenge you are incapable of solving alone, does have greater potential in a collaborative adaptive system.

Ecosystem co-operations can allow you to align with others, totally outside your existing relationships, so you can enter new markets, explore new concepts and design, that would have been impossible as an individual organization.

Applying ecosystem thinking offers you the collaborative ability to extend beyond more traditional channels of delivery, or restricted to only utilizing your existing infrastructure. It allows you to search and build on others specialization that “greater” innovation.

We are all making greater connections within ourselves, as we find and connect, not just into our own “tribes” that all the different social platforms are providing, so as to establish our own personal identity. Crowdsourcing is another example that is offering huge potential to exploit new frontiers, as it can encourage us to forge, and connect, so as to serve and grow whole new communities from ‘simple’ beginning, building on real-time knowledge, collaborations and resolving challenges and problems we know are “out there” but we, alone, did not have the means to solve.

The future of collaborations can increasingly share previously idle or under-utilized assets, it can extend the life, it can extract that ideal knowledge, often locked in one organization. We are seeing the most valuable companies that are emerging today are largely based on sophisticated platform business models where ecosystems are vital to their health and global ambitions (Apple, Amazon, Car Manufacturers are all examples).

Ecosystems built around specific platform designs are the future of innovation that takes designs and solutions into a new realm of opportunity, built on collaborative engagement and common missions. As we learn we adapt, as we share we grow.

But be aware – the challenges are difficult to work through

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A really worthwhile report on Innovation not to be missed from Innovation Leader.

There has just been a highly useful benchmarking report released by Innovation Leader  with KPMG LLP sponsoring this and providing some of their collective insights into the different aspects of Benchmarking Innovation Impact 2018″

At present, you can download the report before it might slip behind a paywall at some later stage. I would take advantage while you can. The report provides insights from 270 innovation, R&D and strategy executives and considerable work on structuring the conclusions in highly thoughtful and valuable ways to the reader.

If you are not familiar with Innovation Leader, they were created to be a growing and essential resource for innovation, especially in the bigger organizations. It has a more specific focus on the US scene but much of what it has found is universal in my opinion. It’s editor and Co-Founder Scott Kirsner (editor@innovationleader.com) and his team are building a great point of reference and meeting point for innovators to exchange and learn from each other. Maybe you should join?

Why do I think the report is well worth you investing time to read? The report provides an excellent document that enables good discussions to be drawn from the benchmarking of many organization, to compare with your own organization. The report is laid out into four parts: 1. Creating Strategic Alignment, 2.Funding Innovation, 3 Delivering Impact and 4 Moving forward.

It offers up great suggestions on tactics, relationships and obstacles you can face in any sort of innovation program, be it an early forming one or at a more mature stage. It can allow you to communicate and suggest the needs for a new innovation approach where you need others involved but they would expect to see a validation. This report helps in all these and much more.

I am going to just focus on three parts that really caught my eye Continue reading

There are Knowns and Unknowns in Innovation: Let’s Manage Them Differently

quote from donald rumsfeld about the knowns and unknowns

This quote is from the former U.S. Secretary of Defense Donald Henry Rumsfeld, who mentioned: “unknown unknowns” (Rumsfeld, 2002).

Since then, people have started using quadrants of knowledge, i.e., known known, known unknown, unknown known, and unknown unknown, to understand and explain the nature of risk but also of leading to an opportunity.

For innovators so much of innovation is hard to detect, it needs discovery and working through these quadrants of knowledge as well. We need to treat ideas the same on how anything needs assessing but it needs to pass through a different thinking about knowledge understanding, as there are ‘known knowns’ and ‘unknown unknowns’ and we need to prepare for both within our innovation activities.

Our pursuit in life is often the same as our innovation efforts, it is in the search for discovery. Often it happens, that we already feel better equipped for exploring and observing by just getting out of our usual everyday working environment.

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The new ROI for digital innovation

Innovation has had a bigger brother moving into the house next door; Digital Technology and between them, they have been busily knocking the walls down, to share the future going forward. The two have become interlinked, you seem to always need the one to respond to the other. Maybe it is a “digital – innovation twin” that shapes the physical world with digital understanding- think about the current Industrial Digital Twins for IIoT solutions.

Seriously, have you not noticed the more we work in the innovation space, digital and technology have become inseparable and part of any innovation solution. The innovation funds are increasingly being switched to digital or technology solutions and the output of the discoveries from this digital technology need innovation to then be applied. A virtuous loop.

Managing in this shift has become more intense and committing.

The reliance on deeper insights, more data, greater communications is changing the way we undertake innovation. Speed, scale, and scope are greater within the mix than ever before. We are testing uncertainty constantly, validating a part, pivoting more, experimenting and prototyping to work through this deciphering. Data specific, technology-driven, innovation invigorating.

Organizations are spotting opportunities faster than ever. We are cutting across borders, teaming up with start-up’s, past competitors to seize these opportunities. Continue reading

A new paradigm: focusing on Work to be Done

Much of what we read about with artificial intelligence, deep learning and robots can present a fear that our jobs are simply going, vanishing fairly soon. Technology, machines and information solutions will take over in this new world of accelerating technology with the concern of “so then, what do we do?

Well, I believe we have a real chance to, at last, celebrate. Yes celebrate, we can finally be liberated! Ever since the industrial revolution, we have been caught up in the productivity and efficiency trap, in the monotony of repeating work.

Today we are on the cusp of changing that.  Can you imagine all those boring, repetitive jobs we are faced with today can be simply handed over to machine intelligence, just happy to do the task at hand? Surely, if we manage this correctly it can release us up, it can enable our ingenuity to thrive. Continue reading

Moving to a Digital World totally across your Business is highly challenging

Transformation is very hard at the best of times for all of us to undertake. Digital transformation forces us to work with mostly emerging, constantly evolving technologies, and then apply these in an integrated way into an existing business. This stretches our abilities significantly, as we may remain unclear of the finished design for quite some time.

We have to evolve it, as we go. With anything that is evolving in front of our eyes, we will need to recognize some of the decisions we will make will turn out to be wrong but made as a good judgment at the time, on ’emerging’ evidence, not proven. Achieving a digital transformation is becoming really essential for innovation, helping to enable your ability to deliver sustained growth through making all the ‘connections’ come together in different ways than ever before; in evaluations, analysis, in collaborations and in the process from discovery to eventual commercialization.

Digital transformation executed well is a really big undertaking. It goes way beyond making a series of incremental improvements to become cloud-ready as are supposed to build in and reflect social, mobile and digital technologies in the solution set. We need to fundamentally transform our processes by opening up and engaging with customers in dramatically different ways, in real-time, in constant exchanges and connected ways. Everything needs to be tracked and traced. Continue reading

Putting some dynamic tension back into the innovation system

I have been having some writers block recently and I was not sure how to unlock some random thoughts I was having in the past weeks, then in a great conversation I had today, with a fellow innovation colleague, it started to “reveal itself” in where I needed to go to give a new sense of repurpose.

A collaboration is being mooted between us but until there is a point of common understanding much stays under partial wraps until we both get to a more comfortable point, where we feel it can go for us but it certainly triggered this post as a starter.

The thinking hinges around the state of innovation today, how it is fragmenting in  a myraid of parts, all seemingly contributing; yet it seems learning has been replaced by personalized experience and the chase for individual knowledge. Mostly this does not get embedded back in the company, the ones who are paying for this exposure.

I was wondering if there was a decent ‘return on investment’ being made by the company or was it just being front-loaded on the individual, so they gain and then can take that understanding elsewhere, or simply set up their own shop of ‘innovation expertise’. The ROI and the Return on Learning seemed to be mostly heading out of the door, leaving the organization that made the investment, devoid of a return.

My feeling is this should change and we firstly establish a “System of Record” for innovation that brings the individual learning into a collective one, a “system of collective engagement” that enables all within the system to gain from and design innovation solutions, from a more ‘whole’ system thinking perspective, that gives innovation sustaining power connecting the individual to the organizations needs. Continue reading