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An intelligent scope for the digital economy

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An end to end plan (for free) to build intelligent frameworks for human centric digital initiatives. Read more on http://weareinnovation.org

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An intelligent scope for the digital economy

  1. 1. Tell Your Own Story Building an intelligent framework for digital initiatives weareinnovation.org WAI Loop#3 Round#2 - May 2017
  2. 2. About weareinnovation.org weareinnnovation.org is a global think l@b curating and analyzing information related to future developments, management and strategies, to make sense of innovation and inspire intelligent change. Organized as a live strategic plan, it aims at analyzing trends shared on social networks among innovation peers to outline key messages and catalyze change. The blog builds a living story of the initiatives developed around change management, ecosystems and business models implied by innovation, as well as specific technology trends such as Big Data and Internet of Things. As a result, weareinnovation.org provides a 360° overview of innovation as seen from experts and analysts for readers to share fresh views and questions in their daily business life. weareinnovation.org
  3. 3. About the Author With over ten years of experience as Marketing, Business Development and Strategy Manager for major IT and Consumer Electronics companies, Johanna Camp has developed and driven global strategic plans for a variety of IT products and services. Her keen interest for innovation has led her to take on decisive roles in rolling out technologies that are today being used by millions of customers around the globe, interconnecting networks and applications to d e v e l o p e n h a n c e d communication services. From product management to financial analysis, she has an in-depth understanding of processes, business models and market ecosystems. After an intensive career path in Paris, she moved in La Châtre, Georges Sand’s hometown, where she now concentrates on her writing ambitions and enjoys a happy f a m i l y l i f e . A s weareinnovation.org author, she has spent the last four years reading and analyzing the meaning of innovation for scientists, investors, entrepreneurs and end-users. In the midst of an economically deserted French rural area, she has managed to help local SMEs build their innovation processes to attract strategic customers and investors, implementing innovation and diversity in an ecosystem looking for a new breathe. Giving a voice to innovation is not her only passion, as she also exercises part of her creativity writing songs as lead vocals for her own music band, actively participating to local social life and cultural diversity. With a Master’s Degree in Management from Grenoble Ecole de Management, Johanna is dedicating her time and energy sharing a meaningful life, using innovation as a tool to open her ideas and thoughts to the world. Johanna is 33 years old, mother of a young daughter and married to an inspiring design manager, a keen English and French literature reader, playing piano when she is not typing on her keyboard. weareinnovation.org
  4. 4. Introduction At the end Loop#3, Round#1, current management and expert discussion on innovation drove to question potential limits to the digital economy. From a social, legal and environment viewpoint, the business model and ideation process disruption led by connected technologies highlight needs to better understand the value and remit of digital tools. How can smart change makers define a framework for digital technologies which respects human, cultural and sustainable constraints to solve systemic challenges? The on-going analysis driven on the blog has assessed a series of social, legal and environmental initiatives, gathering precious ideas and recommendations to make human sense of the digital economy. The customer requirements for the following plan can be found in: « How Social Innovation Shapes New Models  », «  Privacy, Sharing 2.0 and synergies that could save more than money  », and «  InnoMetrics: The Environment under state of emergency ». Based on these three collections of ideas, this operational plan uses « Human centricity and systemic innovation » management tools to define an intelligent scope for the digital economy through «  The Diversity Scope ». To complement those findings with operational thinking on the digital economy, I have selected three expert comments: «  The human questions behind AI business models », « Does innovation have borders ?» and « Emerging digital strategies ». Finally, the plan tracks and identifies an intelligent framework for digital tools through the human values, thinking framework and action plan for smart change makers defined through our initial «  Tell Your Own Stories  »: «  How can you build human values for innovation?  », and «  How can you become the next exponential catalyst? ». The result combines a set of guidelines to build user centric digital solutions that enhance human creativity and problem solving skills with technological connectivity. weareinnovation.org
  5. 5. Author’s comment The risks and skills associated to the digital era may scare small organizations to use globally connected communication platforms. Recent security concerns and sharing economy discussions have highlighted potential threats that even major companies are still learning to cope with. Developing their own social and strategic connections, smaller businesses and associations may tend to favor human, offline ways of sharing information targeting local, non-digital savvy customers and users. Disrupted organizations and businesses potentially have had to replace appetite for growth by a necessity to survive under high economic pressure, restricting innovation and change potentials in places where it remains critically needed. This is rapidly becoming a source of lack of engagement within teams with little capacity (e.g. budget, skills or time) to develop or adapt to processes that would increase their operational efficiency. Intelligent models can be defined though, respecting the human, social and cultural requirements that are specific to expert and knowledge communities. They can help improve communication and information flows within teams and partnerships without invading social and natural ecosystems. Time consumption, irrelevance in a biodiversity or human driven context, costs and infrastructure are some of the key constraints to consider when addressing specific, local players. They have a key role to maintain the overall economic and social system. A long tail of small organizations with specific needs and requirements are looking to fully benefit from meaningful, humanly and environmentally respectful innovations, including digital solutions. Tiny, local retailers are limitedly addressed by complex, global and rapidly evolving platforms. Flexible and naturally agile organizations such as small citizen associations require a pragmatic and sustainable approach. They seek to enhance the connections and networks they have built to succeed, maintaining them intelligently so they can grow specific value from their expertise and partnerships. weareinnovation.org
  6. 6. Scoping the digital economy environment weareinnovation.org
  7. 7. Management view As societies, economies and policies struggle to define models and strategies that efficiently answer challenges faced on a global basis, social innovation led in limited yet impactful initiatives showcase the talents and skills needed to drive intelligent change. By outlining the shortcomings and opportunities identified in our current business, economic and social models, experts call on organizations to be inspired by social innovation and replicate attitudes that can lead to measurable benefits for all. As key players, companies and businesses partner and initiate new programs as a way to better include social impact in their objectives. They are yet to be supported by a political willingness to drastically invest in social changes. weareinnovation.org https://weareinnovation.org/2015/11/18/how-social-knowledge-shapes-new-models
  8. 8. Operational view Although AI brings a strong appetite to market, the dependencies surrounding the delivery of adequate services and solutions seem to outweigh the business model maturity. With an on-going debate on long term value add of such services with regards to the economic changes AI may generate, and questions on human place in technology, experts and analysts provide a dynamic market overview of automation, machine learning and neural network researches, with the Internet of Things and Big Data as key enabler for future AI services. weareinnovation.org https://weareinnovation.org/2015/09/04/the-human-questions-behind-ai-business-models/
  9. 9. Experts view Individuals are being given the ability to learn, to know and to share more. By developing their inner and outer diversity and skills, they can enrich the level and variety of information they compute to make their own decision while aligning stories with their personal beliefs. They contribute both to their communities and their ecosystems. The capability of developing vertical and horizontal diversity to optimize inner and outer diversity in organizations and project teams is a critical component to make innovation smarter, systemic. weareinnovation.org https://gumroad.com/l/rppH
  10. 10. Scoping the environment This set of information leads to showcase the efforts driven to build a project, which includes contacting sponsors and customers, directing and engaging business conversations that benefit in both ways. It also helps to build experience by favoring a human approach to project management and objective settings. Last but not least, it introduces the team with a specific expertise while orienting presentation and setting expectations on the work to be delivered. https://gumroad.com/l/rppH
  11. 11. Valuing social experience Showcase efforts to contact internal and external sponsors « a new approach, including better planning » Social Innovation Legal 2.0 Climate emergency Human questions « identifying barrier to future growth » « checking veracity of green claim » « raising awareness on critical areas that could harm » Customer democracy Change Define and lead change from scratch through engaging missions Digital as a knowledge continuity to human expertise (vs. replacement) Digital as a tool to create transparency (vs. inequality) Digital as a tool to engage (vs. to sell) Human values Thinking Framework Action Plan LEARN Constant thinking and knowledge sharing Framing ideas within knowledge communities weareinnovation.org
  12. 12. Driving stakeholder engagement Engage business conversations that benefit in both ways « weak political willingness » Social Innovation Legal 2.0 Climate emergency Human questions « contrast with cities » « leaders need to show their commitment » « need to rethink models and prepare for a cross sector revolution » Change as a culture Innovation Develop a unique innovation value from open conversations Digital as a knowledge connector (vs. expansion) Digital as a tool to learn from other cultures (vs. echo chamber) Digital as an open communication platform (vs. channel) Human values Thinking Framework Action Plan CREATE Open conversations to refine sense and purpose Multiply reading angles to better scope complexity weareinnovation.org
  13. 13. Technology meaningfulness Build human experience and objectives « Building communities » Social Innovation Legal 2.0 Climate emergency Human questions « Hitting nerves of conversations » « People back at heart » « Polarized conversations » User as a coach Care Craft a roadmap to transparency and open information Digital as an emotional connector (vs. driver) Digital as a user-centric experience (vs. commercial centric) Digital as an open initiative enabler (vs. advertiser) Human values Thinking Framework Action Plan DEVELOP Define, review and adapt stories with customers Define, review and adapt stories within communities weareinnovation.org
  14. 14. Diverse expertise Introduce expertise and set expectations « in search of new models » Social Innovation Legal 2.0 Climate emergency Human questions « proactively go ahead of regulators » « starting to show repercussions » « other digital components will need to generate substantial benefits » Global learning communities Happines Develop a shared added value through and for your ecosystem Digital as tool to share expertise (vs. to showcase) Digital as a learning platform (vs. information platform) Digital as a way to assess multiple results with identified biased (vs. siloed approach) Human values Thinking Framework Action Plan SH A RE Re-creating processes around customer knowledge Breaking knowledge silos for higher efficiency weareinnovation.org
  15. 15. Continuity to human expertise (vs. replacement) Create equality (vs. inequality) Engage (vs. to exploit) Seeking mutual knowledge enhancement Connecting to new cultures Knowledge connector (vs. expansion) Learn from other cultures (vs. echo chamber) Open communication platform (vs. channel) Enabling human success stories emotional connector (vs. driver) user-centric experience (vs. commercial centric) open initiative enabler (vs. advertiser) Developing unique information expertise share expertise (vs. to showcase) learning platform (vs. information platform) multiple results with identified bias (vs. siloed approach) weareinnovation.org
  16. 16. Optimizing human and technological synergies weareinnovation.org
  17. 17. Management view As they question the “green promises” of new business models, experts and analysts list the more or less successful initiatives that show a tangible willingness to drive environmental friendly policies and strategies. By doing so, they also remind the lack of political actions to follow such discourses for change. In the meantime, renewable energies can now showcase pragmatic and positive results to inspire a global turn in this battle to lower the impact of climate change. Time is now counted for such changes to happen, and the amount of pollution generated so far shows how difficult the task remains for both developed and developing countries. weareinnovation.org https://weareinnovation.org/2016/01/24/innometrics-the-environment-under-state-of-emergency/
  18. 18. Operational view While questioning the social, political and economic drivers that could help assemble smart ideas from differences and synergies, experts highlight a necessity to rethink our priorities, and among them, the collaborative direction which should support our common sense of shared meaningfulness. There is no question about the digital turn our innovation developments are taking. In this highly pressured environment, change makers would be inspired to concentrate on one key question: do we fully understand the limits of our innovation capabilities , and if so, how can we innovate beyond those borders to make the most of the “exponential everything” ahead of us? weareinnovation.org https://weareinnovation.org/2017/02/14/does-innovation-have-borders/
  19. 19. Experts view Creativity and idea generation are not only supported by social, economic and technological drivers: in this connected and information rich era, is it also demanded by customers that are aware of the level of customer satisfaction they are allowed to require. As competences and information will cross barriers and job description to gradually create diverse communities of knowledge and skills addressing common issues, entrepreneurs and employees will need to develop diversity skills to understand where they fit in the new economy and what their individual and group value they can deliver. weareinnovation.org https://gumroad.com/l/rppH
  20. 20. Optimizing existing synergies This information enables project leaders to highlight benefits extending expected revenues and gross margin. It positions projects as enablers of internal and external improvements by closely linking ideas and trends in a systemic analysis. Such plans anticipate change. Because they are given a purpose combining values with commercial, strategic and organizational objectives, most realistic dreams heighten impact in the eyes of business stakeholders and decision-makers. https://gumroad.com/l/rppH
  21. 21. Driving breakthroughs Highlight non commercial benefits « renew our skills and learn to better adapt » Social Innovation Legal 2.0 Climate emergency Emerging strategies « Identified and validated benefits for all stakeholders » « lack of political aggressiveness » « risks of reducing diversity to statistics and political tag lines » Digital to share human values (vs. commercial values) Digital to inspire new emotions (vs. to echo existing emotions) Digital to create through iterations (vs. through linear models) Storytelling experience Innovation Develop a unique innovation value from open conversations Human values Thinking Framework Action Plan CELEBRATE Re-assess known answers and definitions to update common languages Build multi- dimensional views of change weareinnovation.org
  22. 22. Data-informed decision making Link ideas and trends in systemic analyses « dependent on change policies » Social Innovation Legal 2.0 Climate emergency Innovation borders? « discuss the reforms » « translate that willingness » shaping a more diverse workforce and society Digital to link diverse ideas (vs. similar ideas) Digital to open conversations (vs. to direct conversations) Digital to create synergies between actions (vs. to optimize costs and benefits) Customer democracy Change Define and lead change from scratch through engaging missions Human values Thinking Framework Action Plan weareinnovation.org CREATE Open conversations to refine sense and purpose Multiply reading angles to better scope complexity
  23. 23. Critical human values Bind values to commercial, strategic and organizational objectives « evolve in complex matrixes » « reinforcing consumer confidence » « world wide people led movement »  « need to better coordinate innovation from people, by people and to people » Care Craft a roadmap to transparency and open information Digital to read from user to strategy (vs. the other way around) Digital to practice social listening (vs. social talking) Digital to open knowledge (vs. to protect knowledge) Social debate Human values Thinking Framework Action Plan weareinnovation.org Social Innovation Legal 2.0 Climate emergency Innovation borders? SH A RE Re-creating processes around customer knowledge Breaking knowledge silos for higher efficiency
  24. 24. Global thinking Enable internal and external improvements « contribute to saving lives » « efforts to drive relations prove difficult » « global industrial players remain an economic and political hurdle » « lack of critical thinking and logical reasoning » Happines Develop a shared added value through and for your ecosystem Digital to develop thinking and reasoning (vs. to replace) Digital to share best practices (vs. to seek recognition) Digital to reason at the ecosystem level (vs. at the individual level) Global learning communities Human values Thinking Framework Action Plan weareinnovation.org DEVELOP Define, review and adapt stories with customers Define, review and adapt stories within communities Social Innovation Legal 2.0 Climate emergency Innovation borders?
  25. 25. Opening creative conversations Seeking creative solutions Understanding customer context Seeking collaborative expertise development share human values (vs. commercial values) inspire new emotions (vs. to echo existing emotions) create through iterations (vs. through linear models) link diverse ideas (vs. similar ideas) open conversations (vs. to direct conversations) synergies between actions (vs. optimized costs) from user to strategy (vs. the other way around) social listening (vs. social talking) open knowledge (vs. to protect knowledge) develop thinking and reasoning (vs. to replace) share best practices (vs. to seek recognition) reason at the ecosystem level (vs. at the individual level) weareinnovation.org
  26. 26. Systemic impact of digital tools
  27. 27. Management view 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 protecting our freedom of privacy? weareinnovation.org https://weareinnovation.org/2014/10/16/privacy-sharing-2-0-and-synergies-that-save-more-than-money/
  28. 28. Operational view 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”. weareinnovation.org https://weareinnovation.org/2016/01/16/emerging-digital-strategies/
  29. 29. Experts view Diversity tends to be envisaged as a regulatory compliance in current talks and analysis when it should be considered as a core competence for change. While it clearly drives business, organizational, economic and social benefits, it is first and foremost a natural and common human tool to generate ideas and solutions that not only helps a community and projects, but also participates to develop individuals and teams that support shared purpose and values. As such, diversity is a critical competence that any change agent and knowledge transmitter within communities, teams and organization should develop to make sure they connect their competencies to the rightly scoped issue. weareinnovation.org https://gumroad.com/l/rppH
  30. 30. Assessing systemic impact By adding further project details in this last part, this informations enables the audience to better understand the drivers and reasons behind investments, which will facilitate their decision- making. 
 
 This closing part adds a technical dimension that shows that all possible other solutions have been explored and only this one fits the customer, systemic and organizational challenge faced. 
 
 Those different levels of diversity into a single story enables to showcase benefits that specifically drives the project but also spread within the organization internally as well as externally through its network and partners. 
 
 Eventually, those projects have the ability to optimize the ecosystem built around the company, from customers to suppliers. weareinnovation.org https://gumroad.com/l/rppH
  31. 31. Address the wider society Highlight drivers and core reasons to facilitate decision- making « changes that need to occur in the economic sphere where social innovation could contribute » Digital Strategies « Protecting general public, employees and employers » « favor renewable power » « transform towards smarter strategy thinking and execution » Digital to break knowledge silos (vs. to build silos) Digital to work toward systemic goals (vs. individual objectives) Digital to reach systemic impact (vs. market impact) Change as a culture Change Define and lead change from scratch through engaging missions Human values Thinking Framework Action Plan Social Innovation Legal 2.0 Climate emergency SH A RE Re-creating processes around customer knowledge Breaking knowledge silos for higher efficiency weareinnovation.org
  32. 32. Culturally adaptive tools Show how benefits spread internally and externally « Engage talent for purpose » « blurring limits of legal and economic difficulties » « divesting in polluting assets » « working closer to customer » Digital to describe reality (vs. to re- create) Digital to learn from others (vs. from like minded peers) Digital to deliver systemic value (vs. business value) User as a coach Happiness Develop a shared added value through and for your ecosystem Human values Thinking Framework Action Plan Digital StrategiesSocial Innovation Legal 2.0 Climate emergency DEVELOP Define, review and adapt stories with customers Define, review and adapt stories within communities weareinnovation.org
  33. 33. Realistic approach to success Show all other technical solutions were explored « Expertise for change » « Building trust and more transparency » « Protecting planet and resources as core priority » « Hard time defining framework and priorities for digital growth » Digital to build common languages (vs. to split discussions) Digital to work on engaging goals (vs. commercial goals) Digital to accelerate results (vs. to grow revenues) Global learning communities Change Define and lead change from scratch through engaging missions Human values Thinking Framework Action Plan weareinnovation.org CREATE Open conversations to refine sense and purpose Multiply reading angles to better scope complexity Digital StrategiesSocial Innovation Legal 2.0 Climate emergency
  34. 34. Search for evidence Define benefits for internal and external ecosystems « Combining expertise through partnerships » « Borderless activities and globalized actions » « Change is too slow and quiet » « Digital turn already affecting business and development models » Digital to inspire new business models (vs. to disrupt them) Digital to combine expertise (vs. to advertise them) Digital to share open information (vs. to increase information ownership) Customer democracy Care Craft a roadmap to transparency and open information Human values Thinking Framework Action Plan weareinnovation.org Digital StrategiesSocial Innovation Legal 2.0 Climate emergency DEVELOP Define, review and adapt stories with customers Define, review and adapt stories within communities
  35. 35. Focus on essentials Demonstrate how solution fits customer, business, and systemic requirements « Requires political willingness » « Universal set of principles » « Growing awareness of human impact » « Shaping framework for systemic benefits » Digital to define project specific requirements (vs. global requirements) Digital to learn from details (vs. global views) Digital to combine specific expertise for optimized results (vs. best expertise for business results) Storytelling experience Innovation Develop a unique innovation value from open conversations Human values Thinking Framework Action Plan weareinnovation.org Digital StrategiesSocial Innovation Legal 2.0 Climate emergency LEARN Constant thinking and knowledge sharing Framing ideas within knowledge communities
  36. 36. Driving change within ecosystems Developing customer knowledge Focusing on meaningful projects and results Optimizing results Defining the right expertise for the right need break knowledge silos (vs. to build silos) systemic goals (vs. individual objectives) reach systemic impact (vs. market impact) describe reality (vs. to re-create) learn from others (vs. from like minded peers) systemic value (vs. business value) build common languages (vs. split discussions) engaging goals (vs. commercial goals) accelerate results (vs. to grow revenues) inspire new business models (vs. to disrupt them) combine expertise (vs. to advertise them) open information (vs. to increased ownership) specific requirements (vs. global requirements) learn from details (vs. global views) specific expertise (vs. best expertise) weareinnovation.org
  37. 37. Unique and systemic value to solve global challenges Interactive creativity and customer centricity Human links between expert solutions and expert customers weareinnovation.org Opening creative conversations Understanding customer context Seeking creative solutions Seeking collaborative expertise development Connecting to new cultures Enabling human success stories Seeking mutual knowledge enhancement Developing unique information expertise Intelligent framework for digital initiatives Driving change within ecosystems Developing customer knowledge Focusing on meaningfulness Optimizing results The right expertise for the right need
  38. 38. Further reading and understanding Please do read more: « How Social Innovation Shapes New Models», WAI November 2015 (https:// weareinnovation.org/2015/11/18/how-social- knowledge-shapes-new-models/) « Privacy, Sharing 2.0 and synergies that could save more than money», WAI October 2014 (https://weareinnovation.org/2014/10/16/ privacy-sharing-2-0-and-synergies-that-save- more-than-money/) « InnoMetrics: The Environment under state of emergency », WAI January 2016 (https:// weareinnovation.org/2016/01/24/innometrics- the-environment-under-state-of-emergency/) « H u m a n c e n t r i c i t y a n d s y s t e m i c innovation», WAI 2017(https://gumroad.com/l/ rppH) « The human questions behind AI business models», WAI September 2015 (https:// weareinnovation.org/2015/09/04/the-human- questions-behind-ai-business-models/) « Does innovation have borders ?», WAI February 2017 (https://weareinnovation.org/ 2017/02/14/does-innovation-have-borders/) « Emerging digital strategies», WAI January 2016 (https://weareinnovation.org/2016/01/16/ emerging-digital-strategies/) « How can you build human values for i n n o v a t i o n ? » , WA I 2 0 1 7 ( h t t p s : / / gumroad.com/l/hkguY) « How can you become the next exponential catalyst? », WAI 2017 (https://gumroad.com/l/ CczAI) weareinnovation.org
  39. 39. Make sure you get your own copy of our management reports https://gumroad.com/weareinnovation weareinnovation.org
  40. 40. Thank you weareinnovation.org Our global innovation story, as we write it.

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