The future innovation core lies at the edge.

our-new-core-lies-at-the-edgesBoundaries seem to be continually pushed in business, nothing seemingly is standing still, yet we are faced with many things that stay caught up in simply not being changed. Something eventually has to change, there is increasing pressure. We need to jettison old ways and establish new ones. In with the new in 2017, out with the old.

I continue to read and explore as much of the thought leadership on innovation, it continually points to a change in how we approach innovation.We need to embrace this need for change.

I have written about the new innovation era in 2017 made up of higher levels of needed collaboration, where platforms, ecosystems and customer experience understanding become increasingly central. We need to push well beyond our existing core of innovation understanding, we actually need a new innovation institutional design.

We are pushing further away from the old core. Continue reading

The Perfect Conditions for Entering A New Innovation Era in 2017

a-new-connected-pathway-for-innovation-2So if there was ever a time to clear the existing innovation agenda and rework the entire space for innovating, it is about to become the pressing reality as we enter into 2017.

There are so many forces coming together that require this reworking. We are moving from diverging into one of converging, we are at a changeover point for innovation; let me explain each of the contributing factors but firstly, a brief overview.

The Merging Conditions and Forces

The very different political and economic conditions that will be arising in 2017, the continuing shifting social conditions, profound shifts we are undergoing in business and our own personal ones, makes it a world that is moving from being complicated to complex.

Any renewing does need innovation to become more central in our design but it will be managed differently far more collaboratory.

There is a lot of change occurring around our innovation abilities. There is the shift to more open-sourcing, the profound shifts that technology and digital transformation is having upon all our worlds is allowing a very different “connecting” innovation to come into play. We will see a significant acceleration of more innovation ecosystems, we are increasingly recognizing all the different collaborative tools increasingly at our disposal, we are exploring both platforms and forming ecosystems to radically alter the competitive edge previously seen to reside inside the single company.

A more opening out, forming more connections into customers, engaging them in appreciating their needs is leading us to recognize the value and power in the seamless customer experience. All of this comes from achieving a greater access and deepening the connections across networks. It is becoming the network economy

So I am exploring here each of these conditions that I believe are coming together for a really important transforming storm built around a new innovation management, increasingly making it the core to the future for growth. There is a time where each business has to become highly adaptive, agile, open and mutually dependent on others to deliver in this ‘connected’ world to exploit these conditions and explore the opportunities that will emerge. Continue reading

Why We Are Entering A New Innovation Era In 2017

Credit: Acacia Communications

Credit: Acacia Communications

I wrote this recently in a post entitled “Bringing New Innovation is Stretching the Mind“. It opened with this view:

“There is a profound shift taking place, relating to innovation. Increasingly we are seeing a growing dissatisfaction on the impact that innovation is having; in growth, in returns, in market and customer impact. There is a search for new solutions.

One of the implications is this growing recognition that innovation is rarely succeeding in isolation but it is growing on a more highly dependent type of complementary innovation, a collaborative network, working around this new emerging innovation to deliver a more connected, radical experience, requiring innovation ecosystem management.

This dramatic change we will all be undergoing will have a significant impact on each organization’s innovation management design as it will require new connected thinking, built upon a substantial network of collaborations and partnerships

I believe innovation has been in the need for change for some time and 2017 will be the transforming year. Continue reading

The New Innovation Need: Organizing within a Networks of Collaborators

network-of-networksWe are facing tough challenges within the business world. To work through these we are all being asked to transform but there has to be a clear end, a return for all this energy and resources it requires, that we are being asked to spend?

How and where does innovation fit will clearly depend on this transforming effect. We are fairly clear that incremental innovation is just not cutting through to give the types of growth expected. There are many outside our existing organizations, standing impatiently at the gates, waiting to come in and take over with market breaking concepts through different business models .

We need to transform, be disrupted or certainly re-imagine and this is where knowing your ecosystem comes in.

Our existing organization needs to envisage a changing world full of disruption that calls for radical change. To meet different challenges, to be highly adaptive it needs to begin to organize around ecosystems to deliver on a vision that recognizes it has to be part of a greater collaborating network to thrive in this highly connected world.

Today larger organizations are having to face the stark truth. Continue reading

Achieving a higher collaborative gear

Collaborative GearsFor a big majority of us, open innovation is now well established, it is part of our innovation furniture. The quest for many, today, is the search for richer engagements, possibilities and exchanges. We need to move beyond the existing boundaries and go deeper into the collaborative space.

I regard collaboration as the active ingredient, the yeast that allows our ‘daily innovation bread’ to rise. Getting all the parties ‘gathered around’ puts increased vitality, energy and commitment into working together over a project or idea.

As we learn to reach out and collaborate, exchanging perspectives and our different thoughts, it is in these interactions, in the many exchanges on-line and off-line that we move towards a real sense of achievement.

Allowing outside ideas through our doors

Open innovation has literally thrown open the doors, many of our research and development activities are increasingly relying on the input from outside. Open innovation is changing our behaviours.

Continue reading

A time for new innovating buttons and threads

Buttons and thread Ten years ago I was in a collaboration effort with one of the major consulting firms on a concept called “button and threads”. It caught my imagination and a number of important people in the Singapore authority  the Economic Development Board , those responsible for providing the focal point in economic development where business, innovation and talent are nurtured. The “button and thread” concept was considered, partly for its simplicity in concept but its significant underlying value.

Regretfully the proposal died around the boardroom which was such a pity as it would have been years ahead of others. The idea was the more buttons you had connected, the more threads were created. It was through the integration of technologies and market creation, the missing ingredient is the means of designing them to help shape (and speed up) more effectively business evolution.

The idea was working on harnessing the intelligent use of the growing connections through better ‘adaptive’ agents to co-evolve, building connected relationships, adding to better judgement and decisions, positioning the organization into far more adaptive enterprise working in a thriving ecosystem.

At the time I wrote ““The existing dilemma is how to find, attract and build new sources of competitive positions within an innovative eco-system. This is how to set about and organize the environment to capitalize on the existing (and new) resources within a rapidly changing opportunity environment those investors will prefer to existing eco-systems?

Moving into Nodes and Networks

Network and Nodes 1Recently I remembered this “buttons and thread” concept and if we replace this with “nodes and networks” it brings it right up to date.  The initial idea was well ahead of its time, to be honest I don’t think the technology or networking practices were yet in place to validate the concept but today it is totally different.

So ten years later what is different? The time has finally arrived

The question often asked is “as we embrace new ideas, new methods and new processes for innovation and for accelerating growth what’s going to hold them together for extracting and providing new value? So we seem to be moving from “buttons and threads” to “nodes and networks”

There are some exciting activities working on ecosystems, connections, harnessing people and their sources of knowledge to generate the potential for greater innovation activity. As we achieve improved visualization-driven methods for analysis, and work through the methods and how they may be applied in the context of innovation ecosystems, it makes for a ‘sea change’ of our need in understanding. I’m only picking back up and re-learning and discovering some interesting areas of activity.

I’m going to summarize just a few

These are just the tip of the innovating iceberg that make this a very exciting time were innovation will evolve in dramatic new ways.

Open Data Institute launches global network of big data innovation nodes

The ODI was founded in London in December 2012 with the aim of incubating start-ups and researchers fostering innovation through the use of publicly available data sets like those that can be accessed via, a UK government-funded initiative to make over 9,000 data sets collected by public sector organisations available to the general public and research communities. Just three days ago this was described:

Just one year after its foundation in London, an organization created by Sir Tim Berners-Lee and Sir Nigel Shadbolt to stimulate economic, environmental and social innovation through a system of open data sharing and analysis, has announced rapid global expansion of its ambitions.

“We have borrowed from the design principles of the web itself to bring people and organizations together, and will use open data both to collaborate with each other, and as the primary output of the network,” Starks said, in a nod to ODI co-founder Sir Tim Berners-Lee, who invented the Internet while at CERN, The European Particle Physics Laboratory in 1989.

CEO Gavin Starks said: “I have been amazed at the energy and enthusiasm of people looking to align around a global network of ODIs … the speed at which we have been able to collaborate, and the shared thinking about the approach and the scale of the potential. We have borrowed from the design principles of the web itself to bring people and organizations together, and will use open data both to collaborate with each other, and as the primary output of the network.”

Berners-Lee and Shadbolt described their motivation for the ODI: “We recognised there was a great opportunity to enhance transparency, improve efficiency, and create social, environmental and economic value. The best way that open becomes the new default is demand: from businesses and organizations, both public and private, from individuals and corporations. There is nothing so powerful as an idea whose time has come.”

The newly announced open data network will extend those efforts to 13 new regions and cities, where organizations and joint-ventures between universities, NGOs and the public sector will come together to form “nodes” – research and innovation hubs facilitating research and collaboration on technologies using large publicly licensed data-sets.

ODI nodes will also be set up in Moscow, Buenos Aires and Gothenburg, though for the time being these three will act to communicate and amplify open data case studies in their respective regions. All thirteen nodes will sign up to an ODI charter, which codifies the organisation’s open source principles.

“The Open Data Institute – the first organization of its kind – grew out of our belief in the power of open data to foster innovation, drive economic growth and create prosperity,” said Francis Maude, Minister for the Cabinet Office and one of the leading proponents of what some are calling the “open data movement. It will help embed an open data culture in communities, and bring the economic benefits of new and innovative data-led businesses that will help the UK compete in the global race.”

“Following the principles of open innovation, IEN invites partners – for data federation, for analysis, and for sharing best practices. A stated research objective, membership fee, or in-kind contribution, and participation agreement are required. Integrated in their focus on applied studies about innovation ecosystems, IEN collaborators include academic and professional researchers, drawing on diverse research disciplines including network analysis, information visualization, semantic data integration and mining, regional development, technology transfer, and knowledge management”.

“In summary we are working on linking innovation, industries, the workforce and the “buzz” at the county level in a highly visual, interactive and dynamic network model, along with a suite of analytical tools that are clearly grounded in appropriate social science theory and a user interface that is accessible to researchers, practitioners and policy-makers interested in driving economic development through innovation.

A second addition that will be incorporated into the Maryland application is the integration of UMD’s Science and Technology Innovation Knowledge-Base (STICK) framework and methodology.  STICK uses a multi-level data organization framework and advanced data mining techniques to model more subtle structures of ideas and influence in the innovation network through citations, publications, events and the like.”

STICK has the potential to integrate a measure of the intangible nature of innovation – the “buzz” so to speak – into the overall model.

The value of understanding your Ontology and its relationships

“Ontology has been long used to model the nature of being and their relations. The rise of ontology building with standardized language and semantic web platform made it possible to build scalable ontologies, and conduct further analysis and inference. This study proposed and designed ontologies to model IT innovations and represent their relations with industry and academia. To understand the formulation of innovation and how it gets popular, this study also proposed to study the evolution of IT ontologies. We made two main contributions here: first, we designed the ontology to model IT innovation and main factors that influence its popularity. Second, we view ontologies as a model that evolve dynamically when new factors joining in and proposed the study of ontology evolution”

Innovation Ontology

Source of visual :

Finally we have growing networks and nodes for social innovation

“As a global network SIX offers value by bringing together the collective wisdom of the social innovation field, and by creating an eco system where everyone can play their part in bringing the field of social innovation forward. Through SIX social innovators come together and share their experience, know- how and expertise in order to spread best practice and help each other overcome challenges. The SIX global community has become an invaluable resource for its members.

What is a SIX node?

As SIX has proved, networks for learning, sharing and collaborating can play an important role in developing a mature ecosystem for social innovation to be effective. All over the world, regional clusters of social innovation activity are developing.

A SIX node takes the global work of SIX, scales it down, and applies it to a smaller geographical area. The value of the nodes is that they enable people to network and collaborate with people closer to home on challenges that are relevant in their region, but by being part of something global simultaneously, it helps them keep a wider perspective.

A node can provide a collective identity and impetus to connect with people in the region that they would not otherwise make time to connect to”

So a new era perhaps, a new world order around understanding what offers value?

New approaches to learning that emphasize the connecting of the right knowledge nodes and navigating the network to build content with context will change the nature of innovation.

The shift to building the new innovation ecosystems for learning and forming new relationships between investors, people and companies will perhaps channel the flow of talent, information and financial resources in different ways than we measure performance today.

As one organization put it I came across in this quick review: “Leading corporate innovation executives, business network orchestrators, policy analysts, technology transfer experts and academics are invited to participate in co-creating new understanding and visions!” Let’s agree on that, as it is sorely needed!

Buttons and thread 2You do need a fine needle to thread all that is going on connecting so many buttons

I’m only beginning to pick back up my needle to ‘thread the buttons’ in better ways, so as to understand all the rapidly changing ways innovation might be generated.

To finish with a powerful statement from the interview with by Sir Tim Berners-Lee and Sir Nigel Shadbolt:

“There is nothing so powerful as an idea whose time has come.”

Let’s explore this dramatic shift taking place in generating innovation further at another time.