Building blocks of ecosystem design | Paul4innovating Innovation Views

We need to transform Innovation for the entire Business Ecosystem.

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.

The other has been the Hierarchy of Business Ecosystems, renamed the Interconnected Business Ecosystem framework. The shift in terminology reflects a more modern, network-centric view of business operations and strategy. I will outline this change more on my Ecosystem posting site.

This post explores the Composable Innovation Framework specifically

Why are innovation ecosystems important?

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.

Great weeks come from my significant advances in Business Ecosystem thinking and design.

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.

Should we step into the realm of Business Ecosystem Collaborations?

Exploring Complexities of Business Ecosystem Collaborations

Why should “we” step into the realm of ecosystem collaborations? What does one organization give away and has to overcome in constraints and organizational barriers that form part of those lingering concerns regarding embracing Business Ecosystems?

The question always starts with “do I not give away more than I have as an individual entity?” What would make this attractive is overcoming many of the unknowns. It is hard to know the cost/return/risks and value when you begin this journey. Do you give away intellectual property or gain more from collaborations?

Still, you have to contain the change and disruption by recognizing these unknowns are offset by the many immeasurable benefits that arise as you explore and exploit the collaborative benefits and scope and scale potentials.

“Would it make my organization a market challenger, provide first mover advantage? How would I contain the step process, and how would I see this taking shape?”

You do need to provide a compelling case that addresses these concerns.

I offer here many distinct aspects and strategic advantages. Collaborations are challenging but exciting and potentially rewarding, but they radically differ in how you conduct business. They are complex.

Business ecosystems give strategic advantages that offer levels of uniqueness and competitive advantage and can fulfil customer needs far more than “stand-alone” solutions.

Business Collaborations are needed more today due to growing complexities and challenges requiring a radically different unlocking method. The validation for such a radical change in operating this requires working through systematically. Let’s offer some of these here.

The building blocks of open innovation lead towards Business Ecosystems.

The building blocks of open innovation building towards Business Ecosystem design.

By incorporating Open Innovation Strategies as the next building block, businesses can create a dynamic and expansive innovation ecosystem beyond internal and partnership and certain collaborative boundaries.

This approach supports a culture of continuous learning, adaptation, and external collaboration, positioning the organization for sustained success in an ever-evolving business landscape that recognizes and learns how to collaborate and co-create, moving towards recognizing the value of Business Ecosystems.

Embracing Open Innovation Strategies as the next building block complements the collaborative nature of Business Ecosystems and broadens the innovation landscape out into a world of new possibilities where collaboration, co-creation and cooperation become realised for building and delivering products, concepts, and services that have new unique value and impact.

What are the Barriers when Implementing Business Ecosystem-designed approaches

Implementing and Building Ecosystem Designs

While ecosystem-based approaches offer numerous advantages, there are also challenges and potential barriers that organizations may face.

As I was building out the Hierarchy of Business Ecosystem Needs, you have to consider many of the (current) issues and challenges being faced by advancing Ecosystem thinking and design. The business case adds more value and needs to think more about the impact of ecosystems in highly connected ways.

I believe in building the foundation layer, the Innovation Ecosystem pushes the “grey cells” and gives the best platform for integrating a comprehensive Ecosystem framework in my proposal, which comprises an Innovation Ecosystem, a Business Ecosystem, a Dynamic Ecosystem and the Enterprise Ecosystem.

The question of barriers and issues must be addressed to comprehensively understand the values of synergies, interdependencies and the exponential value created when these Business Ecosystem layers I am proposing in my Hierarchy framework are interconnected. Constructing an interconnected business ecosystem framework is undoubtedly “no walk in the park”; it is hard work.

Achieving engagement outcomes from cross-sector innovation ecosystem collaborations

This is the fourth and final post discussing cross-sector innovation ecosystem collaborations. It is primarily dealing with the benefits of collaboration and bringing up to a ‘given point’ a compelling value proposition for potential collaborators in understanding the basic building blocks to consider, for achieving the engagement outcomes required.

Within the series of four posts, I have been emphasising that cross-sector collaborations are becoming essential to our future in tackling highly complex challenging issues that need collaborative resolution, the necessary parts need connecting.

Yet to get to these cross-sector collaborations you do need to take a very considered holistic view of what is needed in any collaboration, let alone ane cutting across sectors to generate a successful outcome. All the elements of skills, processes, tools, capabilities and behaviours are important in supporting an effective collaboration across sectors that might need to be involved.

Approaching Cross-sector innovation ecosystem collaborations

In a series exploring cross-sector innovation ecosystem collaborations, this is the third post discussing different aspects and the approach to this that needs to be taken as my suggested starting point.

All the elements of skills, processes, tools, capabilities and behaviours are important in supporting an effective collaboration across sectors that might need to be involved.

Clarifying the design and common points is essential

Specific skills and toolkits are needed for cross-sector innovation ecosystem collaborations.

This month I am completing a series on cross-sector innovation ecosystem collaborations. This is the second post that I am sharing on both my dedicated ecosystem thinking site and also through my paul4innovating posting site, which has different audiences to discuss this with.

For me, cross-sector collaborations are becoming essential to our future in tackling highly complex challenging issues that need collaborative resolution.

Cross-sector innovation ecosystem collaborations do have real differences and my aim is to draw these out in this series.

Cross-sector innovation ecosystem collaborations

Collaborations form the essence of discovery, relationships, innovation and new knowledge exchange.

As we move increasingly towards more open innovation hubs and increased ecosystem management the recognition is that many of the challenges and problems have not just become too complex to tackle alone, or even in a single industry but require cross-sector innovation (ecosystem designed) collaboration (CSIC) in consortia-developed approaches.

Sharing in collaborative arrangements enables the potential for improved operational productivity, and shared application development, tapping into a wider ongoing customer engagement and skill enhancements for all involved to gain from.

When you begin to evaluate cross-sector collaborations, the potential in building out initiatives that can only be achieved with a diversity of partners, different industry entities and drawing in the varied business networks get recognized.

In a series of posts, both shared on my dedicated ecosystem thinking site and also through this, my paul4innovating posting site, which has different audiences to discuss this with.

For me, cross-sector collaborations are becoming essential to our future in tackling highly complex challenging issues that need well-organized and coordinated collaborative resolution

Yet we have to be careful as cross-sector innovation collaborations do have differences and can be complicated. I hope this post series helps in your thinking about these cross-sector collaborations