Network & Collaborating Effects

A dark day for the climate and the fight over global warming?

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Sadly, yesterday, 4th November 2019, the United States began the process of withdrawing from the Paris Agreement, notifying the UN of its intention to leave.

The notification starts a one-year process of exiting the global climate change accord, culminating the day after the 2020 US election.

The Paris agreement brought together 188 nations to combat climate change. The Paris accord agreed in 2015, committed the US and 187 other countries to keep rising global temperatures below 2C above pre-industrial levels and attempting to limit them even more, to a 1.5C rise. Climate change, or global warming, refers to the damaging effect on the atmosphere of gases, or emissions, released from industry and agriculture.

In a publication “The Paris Climate Agreement versus the Trump Effect: Countervailing Forces for Decarbonisation,”  IIEA Senior Fellow Joseph Curtin argues that the “Trump Effect” has created a powerful countervailing force acting against the momentum which the Paris Agreement on climate change hoped to generate. The real concern is that this decision will give instability and uncertainty until broader and deeper structural factors within the US political economy can be addressed as their (the USA) issues around energy resourcing, infrastructure, and urbanization are as much in crisis as anyone else. Can this national determination by the present administration go against the tide of so many?

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The Orchestration Role in Any Business Ecosystem Design

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This visual has held my attention for a reasonable time. It deals, in my mind, with orchestration well for reflecting the managing of a business ecosystem and how to organize the partners and parts within this.

Although its original intention was a digital orchestration, it tells the story for any orchestration of platforms or working within ecosystems that a business needs to manage.

Here, the model is a singular operating model, but applying it to a collaborative environment has most of the essential components that need true orchestrating.

There is a growing body of work about “orchestration” and its need in the business world. Orchestration has become synonymous with managing or dealing with (specifically) external partners. The need is to learn to cooperate to produce something different and original, usually in a platform and ecosystem arrangement.

I am continually reading about scale, modular structures, governance, the advantage of asset-light business models where the possibilities of speed and breadth of open innovation need to “kick in.” Orchestration can take on a lot, but we need to define the role a little more, in my opinion.

I often wonder if all this orchestration through ecosystem design does achieve that radical breakthrough or have become just another solution or coordinating mechanism and a convenient “tag” to attach to it to consider?

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Grappling with complex ecosystems, energy transitions, and planet earth.

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Source: https://theconversation.com/humanitys-sustainability-is-no-excuse-for-abandoning-planet-earth-80699. Time to go? Shutterstock

It has been fashionable to “hang” any network of relationships with the ecosystem tag; it has become the de jour or trendy label to suggest this announced initiative indicates it is complicated and highly valuable.

Well, in all honesty, most ecosystem “tags” are only an extension of building out a more significant community than the one previously, looking to deal with increasing complexity and expecting commercial gain, well that alone is not an ecosystem approach.

Ecosystems fascinate me; they do have a significant opportunity to change what is existing for something new. The need is to balance the healthy interactions and the conditions for that environment to flourish. Of course, many people might argue, “so what is wrong with what we have got?” Often I can’t disagree with this view, we do replace what works seemingly well because of our need to leave our own “footprint” in the world.

In Business we have “stolen” this ecosystem concept from its original meaning: “An ecosystem is a geographic area where plants, animals, and other organisms, as well as weather and landscape, work together to form a bubble of life.”

In business terms, we have taken this into these larger communities that interact through their network connections; they are dynamic or aim to be better than the previous structure.

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Compressing innovations time needs platforms and ecosystems

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We all facing this growing pressure of time. In our daily work, in managing product and service life-cycles, as well as constantly considering business model overhauls as they become ever more connected.

We are not in stable markets anymore but increasingly volatile ones. Innovation needs to be at the forefront of the changes occurring and it above all else needs to find solutions to compress its time from ideation to commercialization.

It is through acknowledging that platforms and ecosystems are today’s new order to deliver innovation. Platforms that connect into the customer needs within its broader ecosystem of design, so the innovation needed to be delivered is capable to match those needs. Innovation requires greater collaboration, a process that is connecting everyone involved in the process from discovery, to design, through to the final viable product, to be on the same platform and contributing their part to the final offering.

Let’s explore some of the parts of the new innovation order:

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Seamless experience – give me a break!

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How can we achieve seamless experiences when we don’t have seamless organizations?

Before we get to argue for this real customer need of seamless experiences we have to resolve the lack of our seamless organizations.

How can any digital transformation take hold within the organization when there is such a serious lack of customer-centricity?

Business units stay locked in silo’s, being measured by how they perform their tasks, they continue to build their individual business case, often over the detriment of others.

They continue to fall into the trap still, they are internally competing for scarce resource and capital and no one actually resolves this, they relish it!  There is this accepted practice to push constantly on the need to invest in the front-and-back-end solutions when they lack this understanding of the customer journey, and in so doing totally filter out part of the customer expectations, preferences and values, if they do not fit their task at hand for them, as the company providing the product or service.

They fail to recognize that today, the decision is in the hands of the customer, not theirs. Can they continue to ignore knowing everything they should need to know about the customer?

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Collective intelligence for a thriving and enabling ecosystem

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I have been thinking more about “Collective Intelligence” recently, so as to build more thriving and enabling ecosystems. I would argue we do need to change the way we work, engage and participate in sharing what we know with others and then find the connecting mechanisms, to build from this collective engagement.

The future of work needs to be managed so differently than today’s designs. Although AI takes today’s headlines it is the collective use of human intelligence that will radically alter the way we eventually work.

Let me give you a little background first on what is triggering this.

For the past year, I have been privileged to be part of an external influencer community, centered on Siemens. Presently we have sixteen external influencers coming together about every three months with a range of Siemens people, internal experts in Cyber Security, Smart cities, digital transformation, communications, Artificial Intelligence and increasingly becoming engaged in conversations with Senior Management and Board members.

We are only scratching the surface of a very big organization but do have very exciting possibilities, if we continue to connect and are seen as valuable and worthwhile in exploring different ways of working and communicating. We do have the real potential to influence if this group becomes more embedded in aspects that can shape thinking.

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Are You Struggling with Technology Evolution and New Designs?

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I have been struggling with a fair amount on a repositioning within my business offering. I think firstly, that innovation has become digital innovation and that is one space I need to keep going towards. Not only in understanding all of the implications of this shift but in my own capability building, to deliver more support to this significant change we are undergoing, through so much technology connecting up all of the innovation “pieces,” from insight triggering, to final delivery of the finished design.

The other focus area is continuing to extend out my approach and understanding of the growing importance of platforms and ecosystems within a business. They form the future approach to build a thriving and sustainable business.

My questions recently have been where is my fit in this thinking or supporting platforms and ecosystems, beyond what I am presently doing?

The visual shown above is attempting to frame this for me. There are four critical aspects of platforms and ecosystems that need to be shaped. Let me explain:

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Facing the future- the galactic war of IIoT platforms moves into its next phase

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So Hannover Messe 19 (#HM19) is behind us. The pavilions are being pulled down, some stored away for use next year.

The buzz, excitement and the sheer energy and effort, that thousands put into their role as part of this event, is amazing. The exhibitor, like the committed visitor, ends up exhausted, even ‘spent’ but was it worth it?

The “housing” under HM19 of so many competing forces within Industry all vying for attention is overwhelming. It reminds you of how competitive and confusing all of this transformation stuff is. So conflicting actually.

The memories can be fleeting or they can be lasting. In the end, they nudge us all nearer to decisions, these sort of events help us to become more informed. what we lack is a better way of containing all we have learned so we can filter it, sort it and relate the multiple messages to our own needs. Not easy but “do-able” in better ways than we have today. The “return on investment” gets better if we can make connections into “connected stories” I have some thoughts on these but that is for another time. Let’s get into this piece.

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Digital transformation is our place of purgatory today.

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We are caught in a moment of time. All the hype, push, the argument for making the “digital transformation” is so badly stalled in many of our Corporations. We are running a marathon, mostly it seems fueled by “spent” energy and a growing sense of lowering our belief and confidence that we can finish this.

These digital transformations are like the deer, suddenly caught in the headlamp of a car that simply freezes, they seem immobilized, even for brief seconds, sometimes its reaction to flee is too late, it gets caught out by the oncoming car.

I feel many of our entities are caught in this moment of fear, bewilderment, rather paralyzed in how to tackle digital transformation. It is overwhelming. The advice available often does not help, it compounds that fear, they seem to be just staring at the size of the problem.

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Entering the Fray Differently in Industrial IoT Platform Solutions

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We have ABB forming a JV with Dassault Systems. We have Rockwell firstly linking up with PTC and now a Rockwell and Schlumberger tie up. They will significantly make a difference in the complexity of those offering  Industrial IoT platform solutions.

What do these strategic moves mean to the IIoT market and to potential clients?

In some way, they indicate levels of consolidation, the realism of how to compete, and catch up with the bigger IIoT Platform investors today, that have been pushing and pioneering the IIoT market.

The two, GE with its Predix IIoT platform and Siemens and its Mindsphere one, are equally facing a certain crossroad in future decisions. I’ll outline later in this article or have raised questions previously in past posts. The impact of these competitors joining the fray is certainly announcing this market is getting highly competitive.

What will be future decisions for others offering more niche platform solutions as well, such as Bosch and Schneider Electric? More is yet to come but when you begin to see multiple announcements in acquisitions, partnerships, and JV’s, then you know the market is entering its next phase of growth – that crossing the chasm, one that is entering a very competitive positioning to grab market share and client wins. Investment decisions are perhaps about to get even bigger or solution sets more “imaginative” to attract clients into making their commitments.

Firstly, a short snapshot of the recent Partnership announcements

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