Emerging digital strategies

Connecting Dots combines the ten most read articles from last week into a single strategic story.

While a vast majority of analysts and experts agree on the growth opportunities brought by the digital era, it seems undeniable on the operational side that remaining hurdles restrain companies from achieving the full potential of newly developed tools and approaches to market. The level of information and connectivity implied by the digital economy is generating a need to better collaborate with new partners while developing new skills and organizations able to adapt to change. With all those challenges in mind, companies and society are jointly defining new ways of thinking business that give birth to “augmented innovation”.

Systemic changes

Greying Policies
Greying Policies

There is no point to innovate if we are reluctant to change. Although this works internally for companies willing to transform towards smarter strategy thinking and execution, it probably is even more important in the view of a customer.

Innovation is a lot of fun, it has to be. Who wants to do boring innovation? Who wants to buy boring innovation? It’s a bit of an oxymoron, isn’t it. It does not really help when we need change. So go on, have some fun.

Read more: We Are Innovation because we have fun, WAI October 2014

From a government and economic perspective, working closer to customer, that is, to people, is seen as a priority to better drive change policies. This is the reason why social inclusiveness should be a driver for innovation ecosystems to be developed around human-centric needs rather than economics.

Developing social inclusiveness on political and economical areas is identified as a short term requirement to sustain growth on the long term. On top of developing diversity on gender and cultural levels, politics and economics can be drastically improved by addressing pressing social issues through systemic and intelligent change. To define such an approach, turning tables enables to look into so far unexplored areas while harnessing the power of diversity to revive sources of innovation.

Read more: Turning the tables, WAI December 2015

Yet, as many other new digital players, governments have had a hard time defining the appropriate framework and priorities for the digital growth they all hoped in 2015.

Governments in Europe have great expectations on digital technologies. Yet they are still to best define the needs, the plans, and the solutions to address social and economic issues. In her article for Maddyness, Anaïs Richardin concludes: “Although France has initiated a vast international development plan through the French Tech initiative, the country keeps sending contradictory signs, including the witch hunting organized against AirBnB or the multiple court cases targeting Uber.”

Read more: The Digital Challenge: Politics and Economics, WAI August 2015

From society and technology viewpoints, the digital turn has already impacted business models and development models, showing great opportunities for improvements from product design to customer relationships.

As a consequence of new tools and new rules, the game is poised to change.Shekhar Mitra relates for Business Standard how Vyome is using a business model that “entails a recursive loop of investment – licensing or partnership, product release and subsequent royalties.” Thibaud Andre from Innovation Excellence presents the ten most innovative Chinese companies, with an overview of their strategies. PADDAY from Intercom has identified a new way of selecting applications which might “end the applications as we see today”.

Read more: The disrupted society and the last mile, WAI November 2014

What remains is the necessity to shape the appropriate legal and regulatory frameworks to enable digital services to bring the benefits society, economies, governments and business are longing for.

The Internet has thrown us in an virtual environment of virtual freedom, opinion variety and sometimes conflicts. Information and data that can be used either for good or bad purposes. It leaves us with the responsibility of judgement, which is a great, if not the most important one. How do we, as one global community interacting on one global platform, draw the line between good and bad, that is sharing freely and protection our freedom of privacy?

Read more: Privacy, sharing 2.0 and synergies that save more than money, WAI October 2014

Building partnerships

Constructive Thinking
Greying Policies

Despite remaining hurdles, practical examples of successful cooperation between governments, companies and citizens highlight a potential way of working that could be transferred to other sectors. Among those examples, Smart Cities outline the necessity to create partnerships across public and private sectors, focusing attention on citizens.

Initially outlined as a technological innovation opportunity, smart cities are now showing great potential to foster economic growth in regions spreading beyond major cities. Affecting all sectors and enabling private, public, government and citizen partnerships, the innovation impact of smart cities is a perfect example of potentially disruptive ecosystems being created to regenerate growth while including social and environmental issues in their core priorities.

Read more: Next Stop: Smart Cities, WAI October 2015

What matters is the insight we get. Although highly discussed as a key technology driver, Big Data should be considered as a way to better understand customers and prioritize their needs with data. Forming purposeful insights from any data implies the rise of intelligent analysts able to articulate algorithm-based information with humanly expressed needs.

We are indeed at a very early stage of using algorithm based marketing and we are far from including all of the factors that might influence or cause customer behaviors. But as Daniel Kehrer explains on Forbes, “The hardest part is creating crisp insights readily translatable into decisions and actions by a fully-aligned organization. Those insights must be based on a holistic (non-siloed; online/offline) view of marketing, imbibed with a data-driven mindset.”

Read more: Market Roadmap: New Strategy, New Marketing, WAI July 2015

All in all, it does seem business experts and professional communities need to learn how to master the heightened levels of information they now have at hand. In this perspective, collaborative learning and decision-making is seen as a key step towards building the organizations able to adapt to change.

Beyond sharing ideas and knowledge more efficiently towards decision-making, lays the opportunity to actually share the decision. As Skip Prichard writes on his blog, “When others are involved, empowered and delegated the task of making decisions, everyone learns, people are more engaged and the organization begins to have a culture of deciding instead of just identifying problems to discuss endlessly.”

Read More: Innovate 2015: Innovation seen by Experts, Analysts and Media, WAI June 2015

Augmented Innovation

Augmented Innovation
Greying Policies

As models, organizations and learning experience evolve, community experts drive towards innovation strategies that seek flexibility in a vastly changing environment.

Business experts are already working towards developing new models and tools to enable a faster change. Science and Technology experts see this new year as eventful is terms of disruptive usage, technologies, raising expectations. Companies measure the challenge from an infrastructure, structure and systemic network point of views. If not a year of disruptive change, 2015 is for sure widely seen as a year of great hope. 

Read more: Innovate in 2015, WAI February 2015

The last variable innovation experts need to incorporate into such strategies is a firmer ability to deal with uncertainty. In times of constant changes, successes will come from combined visions of opportunities and threats. These prismatic approaches should allow enough flexibility for emergent strategies to arise. Lean management is one of the drivers leading to implement “augmented innovation” as jointly defined by innovation experts.

Innovators are developing change at increasingly larger scales, supported by digital and Big Data. They are building the appropriate framework for disruption. But they face uncertainty and reluctance to change. Augmented Innovation is the global approach to bring all innovation information and efforts together in order to generate smarter, safer, sustainable and human centered impact.

Read more: InnoTrends: Augmented Innovation, WAI July 2015



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