Difference between revisions of "Scenario 2- The power of the crowds"
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<b>2010 - 2015</b> <br> | <b>2010 - 2015</b> <br> | ||
Companies discover that they cannot manage the idea generation process. Plenty od surveys (McKinsey, IBM CEO) indicate that most companies believe that innovation performance would improve with a better pipeline of big ideas (57%), yet only a third of these managers thought they had a good balance between idea generation and effective execution. The ideas trap is alive and well! | |||
Whatsmore companies were not just yet formalizing the innovation process. Most enterprise did not have a formal innovation process and at that time only a third of market players were able to say that they had their innovation initiatives aligned with strategy at the business or corporate level.<br><br> | |||
More and more companies realize that good ideas upon which competitor capitalized, were once in their baskets also, but everybody inside their company was busy doing something else: the tasks from their job description. For this reason more market players started putting more pressure on tracking opportunities and equally on implementing those. The game changer project which started at Shell was to be seen in an increasing number of companies - bigger and smaller once. <br> | |||
[[File:Innovation_tactics_in_2010.jpg]]<br> | [[File:Innovation_tactics_in_2010.jpg]]<br> | ||
<b>2015 - 2020</b> <br> | <b>2015 - 2020</b> <br> | ||
This is the time slot when Interoperability on the Web and standardization of software widgets was achieved. The standardization of widgets basically allowed everyone to write widgets, and for those widgets to work on all our phones and all OS. <br><br> | This is the time slot when Interoperability on the Web and standardization of software widgets was achieved. The standardization of widgets basically allowed everyone to write widgets, and for those widgets to work on all our phones and all OS. <br><br> | ||