Conclusion
Disclaimer: This article is published in partnership with Siemens. Siemens is paying for my engagement, not for promotional purposes. Opinions are my own
Disclaimer: This article is published in partnership with Siemens. Siemens is paying for my engagement, not for promotional purposes. Opinions are my own
So, what makes industries more sustainable, more responsive and adaptive? How can we build a sustainable industrial capability?
We have entered a far more volatile set of market conditions. Industrial companies are searching for ways to accelerate their digital transformation to keep up with changing demands, managing the increasing complexity and reacting to supply chain challenges.
We are facing up to some of the most significant challenges of our time. Dealing with climate change, we urgently need to rapidly decarbonize in a world where the global industrial sector accounts for 20-30% of global carbon emissions and 1/3 of global energy use.
The imperative is transforming industry towards a greater need to build out a sustainable future as critical to tackling decarbonization in highly collaborative ways through the combination of technology and human ingenuity. Continue reading
Today’s challenge is to build the organizational capacities to be different, sustained and accelerate the critical aspect that innovation, ingenuity and creativity can provide and make sure they are equipped for supporting lasting, sustainable growth that comes from a purposefully designed business ecosystem.
Applying ecosystem thinking offers you the collaborative ability to extend beyond more traditional channels of delivery, often just restricted to only utilizing your existing infrastructure, sales channels and networks of partners. Building a more open business ecosystem allows you to search and build on others’ specialization into that “greater” innovation potential.
Today to set about and build a business ecosystem, the significant application and the use of technology, the cloud and a diverse set of collaborations will increasingly become the mainstream for innovation inputs, accelerants, and the delivery of value. Continue reading
Sustainability is near the very top or close to the top of any forward-looking board’s agenda. The board is recognizing the growing concerns of several “intertwined issues” that are needing significant recalibrating and is forcing them to think beyond asking “how can we thrive and survive, into how can we build a sustainable pathway for value, growth and impact?”.
Where does our business fit within and alongside society, both in who we serve and society in general, coupled with realising that the planet is heading towards a critical crisis. Today, we need to account for the impacts of heat, flooding, water shortages, health and food issues and what we can do to reduce these pressures? How can each of us make a contribution to becoming more sustainable?
There are growing impact points that are harder to separate, they are increasingly becoming intertwined. The economy for a business to function and be profitable, an environment that is climate and nature friendly and thirdly, the growing considerations for a broader range of people to serve, support or inform the social and corporate values come increasingly together.
We live in a connected world mutually dependent on nature, our environment, in sharing and valuing that we only thrive and survive if we collaborate and cooperate. Continue reading
Today we need a completely different type of thinking for designing our business future, one that is highly collaborative, a design thinking approach, to give the “combination effect” of ecosystems, platforms, marketplaces and portfolios.
We need to recognize the value of taking an Ecosystem thinking and design approach.
For far too long business organizations have been trapped in their own silos of thinking and collaborating, achieving only their one perspective of what a market or their customers need
Often this relied on time-consuming research or focus groups and the outcomes were often flawed as the sample size was too small, the market dynamics were evolving and shifting and research of this nature often lags. Also, often executives operate at a significant distance from the market itself to lose that essential contact.
Equally, to quantify the research you often had to make given assumptions or have more advanced prototypes to show and gauge the reaction and thinking. This tended to take you back into a loop of the redesign adding further conflicting views and opinions.
Today we can’t afford such a layered, sequential, and linear system as the competition has become faster, it comes from any point of the globe and advances at a pace it is hard to track and respond to without a highly adaptive, responsive business model design.
We still talk of fast followers and laggards but this has one dangerous assumption, we all want to be like each other and that, will eventually spin us into the race to the bottom. Continue reading
Today business organizations are having to face the stark truth, either they adapt or die. If they adapt they accept a need for a radical redesign to extend their organization’s ability to open up in highly collaborative thinking ways. Today there is a real need to seek out higher impact and value opportunities to build a more sustainable business future.
“We are in the era of ecosystem and platforms to be central to our business future”
Changing how organizations have been structured and designed into something different, ones that are open, highly collaborative and sharing ideas and concepts with others to build more sustaining, value-adding business solutions is a significant change that needs to be contemplated and addressed.
It needs bold leadership to undertake a significant transformational journey. Technology offers them the transforming means but can they, as leaders, take their people with them?
Here is why they must: Continue reading
There is a realization today, far more than in the past, that greater trust in relationships builds not just from projecting forward aspirations and values, but also in gaining a greater community involvement.
This greater community involvement often leads to new collaborative breakthrough ideas not possible without this open sharing.
For example, if a business addresses its environmental footprint and works to change its social impact in ways to protect our planet it gains clear identification and association.
Trust comes from connecting shared values and providing the narrative of how this journey will be undertaken and asking others to help build this in collaborative engagement and shared platforms. Continue reading
Ecosystems will change the nature of business activities. Here are four of these but they need the beating heart of Governance to be pulsing through them by taking an evolving, living dynamic governance approach.
Ecosystems can lead to four distinct value-adding opportunities
One of the most critical aspects of a thriving ecosystem comes from recognizing that Governance needs to be highly dynamic, constantly evolving as the inner heart of a good Ecosystem.
Distinctive Governance Challenges that keep evolving.
Continue reading
Ecosystems and platforms are the present way to build your business or so we are advised. Yet there is ahead of us potentially the evolving way we take the Metaverse, this might be on the future horizon to take ecosystem thinking into a new direction.
Let’s see will metaverses take our present ecosystem thinking beyond? A metaverse is all the connections between the financial, virtual, and physical worlds that are becoming increasingly linked.
In many ways, the metaverse will combine all aspects of life in one place and become far more of our future platforms. There are commonalities between existing language and practice and the metaverse can extend this out.
For instance in reality, virtually, immersive, in marketplace offerings, in building a stronger blockchain element, having a greater social or customer participation. Marketplaces can decentralize even further what we have, we can interact differently, having more options to stimulate or be creative, and we will continue to build out interoperability and accessibility.
All of this is a “promise yet to come” but not so far away not to consider where the Metaverse might take ecosystem and platform practice into our present thinking.
Stepping back from the promise of what might yet come Continue reading
Siemen’s industrial partner vision builds on three waves of engagement
The power of the Siemens industrial partner ecosystem is in having partners combining their domain expertise, with the Digital Enterprise portfolio of Siemens to solve real-world challenges and create value for customers.
Building a powerful industrial partner ecosystem
How do you set about building an open, inclusive ecosystem that enables global knowledge sharing and open collaboration?
A fascinating session held at Hannover Messe 2022 by Siemens was entitled “Master digital transformation and accelerate business value through a powerful industrial Partner Ecosystem”, bringing together representatives of a solution group, moving towards 2,000 solution partners, that work within the platform provided by Siemens.
The concept provides an ecosystem approach that combines different partner expertise to tackle and support the digital transformation needed to break down silos and think well beyond the walls of the present customers’ current configuration within their factories to turn them into a Digital Enterprise.
The forum’s design is an open, highly collaborative way to solve problems, resolve challenges and build out a customer’s environment to benefit from the connected solutions that technology enablement brings.
The concept is to build on what each partner has already gained from their experience and expertise, delivered to their customers, to share and provide services and technology solutions to different Siemens customers that bring them higher business value and impact.