Tag: Collaborating across Industries

Why Are We Making Innovation So Complex?

It always amazes me how we limit growth by not investing fully in innovation. While most large companies want to become more agile and innovative, many of them fail to turn this wish into a reality.

There is this consistent need or pressure to grow, yet that specific needle stays stubbornly stuck in low growth numbers, even with all this innovation talk and desire. Why is that? We know you simply grow a business by choosing a mix of investing in innovation, merger, and acquisitions or releasing your resources into more profitable activities. Innovation as a dedicated activity still sits uncomfortably within many organizations.

To try and catalyze growth, companies undergo perennial reorganizations, often to revitalize themselves. According to a Deloitte report, 50 percent of companies are undergoing an organizational transformation, yet only 11 percent think they will succeed. What’s worse, 70 percent of transformation programs do fail. In these failures, we only seem to continue to layer on complexity as a further stop-gap measure.

It is no wonder we’re growing increasingly pessimistic about making a positive change to a different transforming model within organizations. Without innovation taking a more leading transforming role, most of our established companies will continue to struggle to break out of their existing approach to business. Far too many are mired in a past business mindset. Continue reading “Why Are We Making Innovation So Complex?”

How do we measure success in our digital transformation? A journey of discovery

How do we find answers to knowing what measures give us for success in any digital transformation? Are today’s measures relevant to tomorrow, are they still based on our legacy system of measurement, when a business was operating in a stable, predictable environment?

Today, I think we certainly have a beginning point but all of us lack a clarity of the end point of where digital transformation will take us. Why, well I think this nicely puts it, we have to move or be moved. Nicely put Mirko

Yes, we can measure success in our progress but these are in both multiple and equally personal ways.

Each organization is unique. Never has this become crystal clear that when you face your own transformation journey. You can learn from others, you can adapt but you need to clearly understand where you are in your own evolution and capacity to undertake change as it is simply your journey. This has not been as well recognized as it is today when we attempt to make any transition, from the old ways of doing business to the new one; that is highly connected, collaborative and based on our growing reliance on technology and ‘everything’ digital. It can become life-changing. Continue reading “How do we measure success in our digital transformation? A journey of discovery”

Can We Have One of These? A Product Innovation Platform

Recently I was exploring the world of Product Lifecycle Management (PLM) and read an excellent Whitepaper from Aras Corp, one of the leading PLM solution providers.

The Whitepaper called “Product Complexity, Digital Transformation, and the Innovation Imperative- The race to reinvent how complex products are developed is here“.

This made me a little jealous and a little wishing that ‘we’, across the whole of innovation management, could not have one of these platforms available today. Some claim that they do this already but seriously they do not.

I have argued we do need to change the way we undertake innovation and its development. I am really frustrated by the legacy we have in our processes, systems and the ways we approach innovation, and its development lifecycle. We still break it up into separate parts, dealing with the pre-ideas stage, collecting insights, the idea management, then into a pipeline or portfolio system, that all has so such manual and siloed approaches built into this. These are tue legacy systems.We do need to bring innovation management into the 21st century where everything is transformed through a platform that allows total integration.

So as I read about the solution that Aras provides to the designers within Manufacturing to manage PLM complex systems and products, you have to wonder why this cannot be extended into all innovation’s management. Of course what “sits” on the platform will be different but it has much that can adapted and aligned in the principles of any design. Continue reading “Can We Have One of These? A Product Innovation Platform”

What do we expect from Innovation? Mostly disappointment

Good innovation is notoriously hard to achieve. There are so many obstacles and uncertainties as you take an idea or concept through to eventual release. Often, we are dealing in the unknowns and uncertainties. We continually lack facts, we keep seeking validation. We are pressured for results. Others looking at the innovation progress keep demanding tangible evidence and quantifiable guarantees that the outcome provides clear returns.

Much of the innovation discovery journey is a disappointing one. A hunch or insight becomes a dead end. A promising idea did not foresee a roadblock that cannot be resolved. Resources constantly “churn” and get depleted, waiting for others to be brought up to speed. Those not involved directly within the innovation project constantly remain skeptical or require more proof. The status quo of the existing places an increasing drag on the forces of change.

Then we have that often-delusional aspect; where the organization has this total belief they are well ahead of their competitors and simply point to their financial performance as the justification that their innovation is superior when it is so many other factors that have determined that. Superior is often so transitory.

When they are constantly scanning reports on the “state of innovation” it can often lull them, to give some that warm glow, others quickly being dismissive, disregarding many of the key messages as “not applicable to me”. Continue reading “What do we expect from Innovation? Mostly disappointment”

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”

So the value we can derive from using Knowledge Graphs

How does Knowledge Graphs fit within our need to communicate in new, visually exciting ways?

Let me provide a short narrative to give this a meaning and why it is becoming so important

Today we deliver content- It has become far too easy. We are drowning in it on a daily basis. We all suffer a massive deluge of digital input. Content can’t stand alone.

  • What we need is context to anchor content and give it the clear meaning to understand………..that’s our necessary starting point.

Context shifts everything, it gives it shape, a structure to draw (deeper) meaning from. We learn to know, to integrate, to remember, to understand and to act.

Of course, context is going to be fluid as it builds out its related content.

Having content and context is complementary, interconnected, and interdependent, they interrelate to one another.

As we gain more insights we can potentially build a greater understanding. We simply improve our knowledge.

It is going to be needed to be adaptive as we learn but it will be placed in ‘certain bounds’. If we start from a much clearer starting base then the learning and discovery allow people to want to find solutions as they gain increased knowledge and provide fresh inputs, they begin to strongly relate. We pass through memory understanding as we learn. Continue reading “So the value we can derive from using Knowledge Graphs”

A feast of opportunities for Siemens?

I decided to invest a decent amount of time into the Siemens 3rd Quarter Announcements and it has been worth it.

I really don’t understand the reporters and analysts attending this event as they seem to continue to stay stuck in their recurring opinions and stances, constant looking in the rear-view mirror. It has its reference points perhaps but it is understanding “the road ahead and its conditions” that provide shareholder value.

We need to become more forward-looking based on strategic outlook, innovation potential and market opportunities.

The analysts seek to always look constantly to the immediate, often not looking beyond their own noses. They seem not to want to go under the bonnet through investigation, just rely on ‘given’ handouts or myopic views, rooted in the short-term. The sound of future innovation potential was in most of the event as very evident but lost in the focus on immediate numbers and results. Why? Continue reading “A feast of opportunities for Siemens?”