Industrial Ecosystem Design

My building blocks towards Ecosystem thinking

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Building blocks towards Ecosystem thinking and designing

Part-way through 2022, I drew up a list of my focal points in researching, stimulating my thinking and finding different validation points on my Ecosystem thinking and design approaches. In early January this year, I took a stop, more a reflective period in these past months, to deepen down even further my knowledge of Ecosystem thinking and design. I aim to achieve, even advancing, Ecosystem understanding for those interested to learn and seeking advice through direct engagements.

My main focus on Ecosystems comes from the innovation perspective. How can we finally combine all the different parts of the Innovation system into one, fully connected up and achieve a far more open design where contributors, both inside and outside organizations, can contribute as it is the diversity of experience needed today to give fresh value and impact on complex and challenging issues, We need that discovery to commercialization fully connected up to be leveraged fully in all the diversity of contributions.

Innovation in its challenges and problems has become more complex and challenging, both in solutions offered and in working out all the connected parts to provide products or services that are superior to the existing ones. The need to provide that essential “dynamic” of having customer engagement in their data, a growing network of connected partners providing their input, their exploring and experimenting so the inventor can learn and seek to improve the product or service accordingly.

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Disruption is the new constant; forget the Status Quo

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credit Storyblocks.com

Our existing business organizations need to envisage a changing world full of disruption that calls for radical constant change. They need to be ready to meet different challenges that will be consistent, complex and highly challenging, require the ability to be highly adaptive, and need high levels of open collaboration.

Connected technology needs to be central to responding rapidly and enabling this more volatile world we are facing. To achieve this responsiveness, organizations need to organize around ecosystems and platform technology approaches. This approach provides the potential ability to deliver an understanding of constant change. One that recognizes it has to be part of a growing collaborating network to thrive in this highly connected, rapidly changing and challenging world.

We need to transform or be (totally) disrupted; this is where knowing your ecosystem and network comes in as the new thinking and design of how this needs to be constructed and understood.

How and where innovation fits will depend on this transforming effect.

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Dealing with growing complexity needs innovation ecosystem thinking and design

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earth globe with googly eyes on gray background
Photo by Anna Shvets on Pexels.com

Much of business today is caught up in managing short-term change that is growing in complexity and challenges across the business world globally. There is growing leadership and employee fatigue in managing rolling crises and not being able to adequately focus on the longer term, have that space to renew and in enough time as ideally liked. Disruption has been a constant at all organisational levels to adapt and adjust to worldwide events totally out of that organization’s control.

Following the pandemic, it has been hard to regain consistency due to staffing discontinuities and displacements, sourcing of raw materials, especially from China, their intermittency in availability and the general disruption of world trade. The war in Ukraine has only added more short-term crises in switching fuels, sourcing difficulties, changing supply chain dynamics, and generally readjusting the business operations in Ukraine and Russia to highly constrained operations or the loss/withdrawal need required by sanctions.

So the challenges in the past year have been highly focused on supply chain disruptions, plugging gaps in technology solutions that can provide solutions that can offer higher flexible, agile and advanced planning and production environments. The continued needs to keep moving towards securing a more sustainable future that reflects the need to become carbon neutral; net zero has needed a far more agile and adaptive approach.

As well as encourages thinking that is building a more robust circular economy to offset the immediate shortages but builds out a waste reduction mentality and recycling approach.

Yet disruption is increasing; we are in a volatile world of constant change.

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The necessary Plumbing, Pipework and Pumps for the Industrial Metaverse

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The stages of building out the Industrial Metaverse
The stages of building out the Industrial Metaverse taking a three-horizon approach

I had the pleasure of attending the Nvidia GTC22 event recently. Over four days, they did a good job of scrambling my brain. Take a look at some of the sessions that apply to you- amazing stuff.

I focused on the Industrial Metaverse and where it is going. It is only at the beginning of its journey, but the feast of predictions, future forecasting and bold, clear visions on this was impressive.

Jensen Huang, the NVIDIA CEO gave the keynote where he took us into that opening understanding and a closer look at the game-changing technologies that are helping us take on the world’s greatest challenges. I really had to break this nearly two-hour keynote into “bite-sized” segments to absorb all the releases, updates and the speed of development that NVIDIA are undertaking.

Rev Lebaredian, VP within the Omniverse group, gave us a clear view of how and where the Industrial Metaverse can head. NVIDIA Omniverse is the platform for future building.

The Omniverse platform is for creating and operating metaverse applications.

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The difficulties of adoption for the business platform

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The adoption process

I want to relate adoption back to business platforms and anchor it in the process.

Today business platform adoption is a struggle. It needs a clear revisiting of the theory of diffusion and adoption to extract the relevant points of necessary practice.

What is vitally needed is the recognition that deciding on adopting a business platform approach has five stages or decision points to go through.

So often, platform providers automatically go to the assumption that their platform will be adopted. It simply will not without working through and gaining confirmation the five stages of adoption are clarified.

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Exploring points of value in adopting Business Platforms.

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Business Platforms provide the backbone of the Network.

Today we are still caught up in the validation and relevance of managing a business through platform thinking by making the business case of its value and impact. We should not be; it is time for you to hop onto the train.

The ability to present a compelling business case for the use and application of platforms is overwhelming. I think I have well over 100 plus arguments for their use, value, impact and application.

For me, platforms are needed as we face a very different economic landscape.

We need to choose where to focus in the future, where to concentrate our resources and attempt to bridge the fragmentation that is occurring. The world of collaboration, where we can find partners to share and reinforce what we do, is leading to new dynamics of combining.

Platforms are more viable and relevant.

Platforms allow you the opportunity to innovate in very different ways. They can add value through collaborations that can add more to the internal efficiency options through learning and sharing. Platforms help manage the difficulties of transitions we are all undergoing and change how we see the world through a broader collaborative set of lenses.

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Siemens Xcelerator- part three- how it does it and why.

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Siemens Xcelerator Launch with Roland Busch, President and CEO of Siemens AG

A three-part series of posts exploring the what, why and how of Siemens Xcelerator- this is part three– how it does it and why.

This post is about “how Siemens Xcelerator does it and why,” from my perspective.

My aim in three separate posts all linked here is to explore the Siemens Xcelerator, firstly what it is, secondly, what it does and thirdly, how it does it.

These three posts are “looking into” Siemens. I am looking from the outside to see the value of this launch announcement of the Siemens Xcelerator Digital Business Platform. The launch proposal offers much.

How Siemens Xcelerator does it and why means what?

The stated objective: “Siemens AG has launched an open digital business platform, Siemens Xcelerator, to accelerate digital transformation and value creation for customers of all sizes in industry, buildings, grids and mobility. The business platform makes the digital transformation easier, faster and scalable.”

The real key here is the open connections between solutions and all engaged parties in the interactions and transactions.

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Siemens Xcelerator Part Two- what it does

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Siemens Xcelerator Digital Business Platform

A Series of Posts exploring the what, why and how of Xcelerator- part two

In this series, I felt there is a need for a deepening or exploring of what Siemens Xcelerator is all about. What are the implications and value opportunities for customers, distributors, partners, or analysts?

My aim in three separate posts all linked here is to explore the Siemens Xcelerator, a new Digital Business Platform, firstly what it is, secondly, what it does and thirdly, how it does it.

These three posts are “looking into” Siemens. I am looking from the outside to see the value of this launch announcement of the Siemens Digital Business Platform. The launch proposal offers much. The first post I recommend reading provides context to “what Siemens Xcelerator is.”

This post is about “what it does,” from my perspective.

The real key here is the open connections between solutions and all engaged parties in the interactions

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Many moving parts to Siemens Xcelerator. Part one – what it is?

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Launch of Siemens Xcelerator Digital Business Platform

Siemens has signalled a new journey in a world that seems in a continuous state of flux.

One that needs a more connected ecosystem, portfolio coupled with a robust, growing Marketplace for all to explore, based on the Siemens Xcelerator Digital Business Platform (Website here) that will enable a greater digital transformation and value creation for customers of all sizes in industry, buildings, grids and mobility.

The stated objective is that “Siemens AG has launched an open digital business platform, Siemens Xcelerator, to accelerate digital transformation and value creation for customers of all sizes in industry, buildings, grids and mobility. The business platform makes the digital transformation easier, faster and scalable.”

In a Series of Articles, I will be exploring the what, why and how of Siemens Xcelerator.

I felt there is a need for a deepening or exploring of what Xcelerator is all about. What are the implications and value opportunities for customers, distributors, partners, or analysts?

This post is about “what it is,” from my perspective

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Siemens is building a powerful industrial partner ecosystem

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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 … Read more