Sometimes, we need to go back to our original roots of thinking to remind ourselves and sometimes refresh the areas of focus we need to emphasise. Today, I focus increasingly on how innovation and ecosystem thinking and design need to combine in the Energy Transition.
I believe Ecosystems in design and thinking must form the future path to travel for innovation, collaborations, invention and growing cooperation. We need to think through more demanding challenges today that are highly complex and to do this with a higher degree of success in valuable outcomes. We need to open our thinking and minds and share knowledge to learn from each other.
A fundamental question to ask: “What do I need to consider for entering into an innovation ecosystem design?”
Much of business today is caught up in managing short-term change that is growing in complexity and challenges.
So the challenges in the past year have been highly focused on supply chain disruptions, plugging gaps in technology solutions that can provide a higher flexible, agile, and advanced planning and production environment and continue to keep moving towards securing a more sustainable future that reflects the need to become carbon neutral, net zero.
Yet disruption is increasing; weare in a volatile world of constant change.
Today’s systems are highly stretched and have been designed and built for a steady, repeating business, the era of yesterday. Flexibility, agility, and adaptability have yet to be addressed sufficiently in design or mind shifts for our present and future operations to provide a different, more agile operating environment. Consistently has been the norm, whereas today it reacts to constant change coming from multiple, often unpredictable situations.
I believe that innovation ecosystems transform how we approach and manage innovation.The value is in developing them outand here is why
By embracing the power of ecosystems, we can tap into the collective intelligence and resources of diverse partners, leading to breakthrough solutions and sustained growth. This document will explore the key aspects of innovation ecosystems and their value proposition.
Opening up our thinking toward ecosystems has a powerful effect: As we shift our mindset to embrace ecosystems, we experience a profound shift in our perspectives. Engaging different partners fosters emergent thinking and evolves our approach to managing relationships within these ecosystems.
Increased interactions and tightly controlled activities drive synergies: Ecosystem designs require enhanced interactions within the community. Activities within the ecosystem need to be tightly controlled to unlock the synergistic effects. Effective relationship management becomes crucial in driving innovation and adapting to the evolving ecosystem concept.
Agility and strong orchestration are essential for new business models: Ecosystems that give rise to new business models require a high capacity for agility within participating organizations. The dynamics of these ecosystems stretch internal capabilities and competencies. A strong orchestrator is needed to manage the challenges and cultural biases that can hinder progress.
Aligning partners based on needs rather than organizational priorities: Aligning partners within an ecosystem is different from aligning them solely to one organization’s needs. In the past, we adapted to the requirements of dominant organizations. In an ecosystem, partners align based on the platform’s needs, requiring a shift in perspective and a collaborative approach.
Nurturing the health of the ecosystem: The health of an ecosystem depends on three fundamental aspects: a. Recognizing the value each participant brings to the ecosystem, even if their values differ. b. Achieving critical mass within the ecosystem enhances robustness and maximizes combined effects. c. Fostering continuous performance and improvement through joint learning, leading to optimization effects and increased relevance.
Assessing partners’ capabilities and managing strategic questions: Assessing partners’ ability to deliver their commitments is crucial, as it is often an unknown factor. Strategic questions need to be addressed, such as measuring the offering’s value within the ecosystem, understanding dependencies, managing risk, and estimating the timing for adoption.
The value of collaboration in tackling complex challenges: Innovation ecosystems offer significant benefits when addressing complex challenges that no single organization can solve alone. By fostering collaboration, knowledge exchange, and discovery, these ecosystems enable the development of innovative solutions that leverage diverse expertise.
The power of digital platforms and ecosystem design: Digital platforms play a central role in enabling collaborative environments within innovation ecosystems. Ecosystem design relies on building networks and relationships around valuable focal points, allowing for continuous interactions, knowledge sharing, and co-creation.
Benefits of innovation ecosystems: Participating in innovation ecosystems offers several advantages, including a. Access to a broader range of resources and expertise. b. Increased collaborations and co-creation opportunities. c. Scalability and speed in innovation efforts. d. Flexibility and adaptability in response to market changes. e. Potential for sustainability and social impact.
Conclusion:
Innovation ecosystems provide a powerful framework for driving collaborative innovation and unlocking new value. By embracing these ecosystems, organizations can tap into the collective intelligence, resources, and diverse perspectives necessary to tackle complex challenges, achieve sustainable growth, and make a lasting impact.
Through digital platforms and strategic partnerships, we can shape the future of innovation and create a more connected and prosperous world.
I can remember getting completely “hooked” on Business Ecosystems by a series from Deliottes and one specific report, introduced and coordinated by Eamonn Kelley, with many contributors including Kelly Machese, Anna Muoio, John Hagel, and Larry Keeley. It was called “Business ecosystems come of age” and maybe it did not change my life, but it gave it a clearer focus- innovation ecosystems. Take a read, it is well worth it, its value then, 2015 has only matured in my mind.
I was also looking at another great piece by Deloitte on tapping into the Silicon Valley innovation ecosystem under a report called “How to Innovate the Silicon Valley Way” that came out in 2016. Another great motivation for focusing on innovation ecosystems.
One question asked in the Silicon Valley piece was “Why should enterprises give up transactional approaches in favor of dynamic, ecosystem-led innovation?
Today I would reverse that question “Why would any company still be locked into transactional approaches only functioning on its own resources?”
Today the struggle is to deal with increasing complexity, undoing the “knot” of difficult challenges and these cannot be undone or solved without collaborations outside one organization’s walls. We need to push this even further and totally accept that the hardest but best collaborations come from being involved in cross-industry or sector innovation systems.
Introduction: Innovation ecosystems have emerged as powerful catalysts for driving transformative change and fostering collaborative solutions in today’s complex and interconnected business landscape.
As organizations open up their thinking and embrace ecosystem approaches, they experience a profound shift in perspective, recognizing the value of diverse partnerships and the need for new management models.
I have written about the value of innovation ecosystems in thinking and design. Over a series of posts, this has built up different arguments or points of value.
Here I am attempting to summarize my thinking today.
I have put them into two parts, both shared here; each highlights a different emphasis on the value of innovation ecosystems but has several cross-over points, seen in different ways.
I wrote a four part series on cross-sector innovation ecosystems in April and I felt it was worth summarizing these into one, so I engaged my new office partner, ChatGPT to deliver this in a series of summaries. I can’t argue with these and decided to post these as a valuable initial referencing point on a growing area of organization need, in cross.-sector collaborations innovation ecosystem thinking.
The four-part series on cross-sector innovation ecosystem collaborations emphasizes the importance of collaboration in tackling complex challenges. The series discusses the skills, tools, and processes required for successful cross-sector collaborations, including interdisciplinary thinking, co-creation processes, project management, cultural competence, intellectual property management, and data analytics and visualization tools.
I struggle increasingly with individual energy organizations’ pledges to move their solutions towards a carbon-neutral future. The mixture of reports, initiatives, and viewpoints all move towards the transformation of the energy system, but they all admit or fail to address TWO crucial aspects.
Firstly the limited time we have to make such a transition in their offerings of new and different imaginative ways to change the current dynamics within our energy systems. Secondly, how each organization alone cannot achieve it with limited or no alternative suggestions to overcome this “constraint”. Well, this post is about one alternative, well worth considering.
One area of potential to bridge is the collaborations at the multiple firm levels. There is a weakness that deprives the ecosystem of a greater “collective action and innovation” to achieve a more accelerated pathway to the Energy Transition.
The Energy Transition has a rich network of complimentary ecosystems, all keeping the change moving at a ‘certain’ level of momentum, but is it good enough? I don’t think so.
The sheer number of Energy companies working on solutions within the Energy Transition is vast, varied and geographically spread. Each is struggling to get out of their (self-made) islands of knowledge to grow their business value through mostly individual innovation solutions.
We then have an Ecosystem of Governments and intergovernmental organizations providing policy suggestions and directions, offering sources of analysis, central data collection and interpretation along with proving reference and exchange points and forums. Then you have general and highly specialised Consulting firms, and investing institutions that are all constantly providing insights and supporting solutions.
We need to find new ways of collaborating and that means applying ecosystem thinking and platform solutions.
This is the fourth and final post discussing cross-sector innovation ecosystem collaborations. It is primarily dealing with the benefits of collaboration and bringing up to a ‘given point’ a compelling value proposition for potential collaborators in understanding the basic building blocks to consider, for achieving the engagement outcomes required.
Within the series of four posts, I have been emphasising that cross-sector collaborations are becoming essential to our future in tackling highly complex challenging issues that need collaborative resolution, the necessary parts need connecting.
Yet to get to these cross-sector collaborations you do need to take a very considered holistic view of what is needed in any collaboration, let alone ane cutting across sectors to generate a successful outcome. All the elements of skills, processes, tools, capabilities and behaviours are important in supporting an effective collaboration across sectors that might need to be involved.
In a series exploring cross-sector innovation ecosystem collaborations, this is the third post discussing different aspects and the approach to this that needs to be taken as my suggested starting point.
All the elements of skills, processes, tools, capabilities and behaviours are important in supporting an effective collaboration across sectors that might need to be involved.
Clarifying the design and common points is essential
This month I am completing a series on cross-sector innovation ecosystem collaborations. This is the second post that I am sharing here on my dedicated ecosystem thinking site and also through my paul4innovating posting site, which has different audiences to discuss this with.
For me, cross-sector collaborations are becoming essential to our future in tackling highly complex challenging issues that need collaborative resolution
Cross-sector innovation ecosystem collaborations do have real differences and I am to draw these out and my aim is to draw these out in this series.
