Difference between revisions of "Scenario 2- The power of the crowds"
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500px|left|]] Almost everybody is one click away.<br><br> | |||
This interconnectivity increased as mentioned the power of users and the way the communicate not just between each-other but the way they communicate with companies. More precisely both private communication and business communication changed. These changes offered more power than before to the demand side of the systems. The demand part - is more able than ever to express their desires.Desiring a product and having no producer to fulfill your need is an exception. The reason of this is that this new communication power allows one the 100 users from Germany who desire gold made bottles to get in touch with the 200 people in Japan with the same desire and with the 50 in Finland and so on. At this point what before was a nisch desire - became, because of this enormous mass communication enabled power, a market purriet. Consumers have the power to dictate! <br><br> | This interconnectivity increased as mentioned the power of users and the way the communicate not just between each-other but the way they communicate with companies. More precisely both private communication and business communication changed. These changes offered more power than before to the demand side of the systems. The demand part - is more able than ever to express their desires.Desiring a product and having no producer to fulfill your need is an exception. The reason of this is that this new communication power allows one the 100 users from Germany who desire gold made bottles to get in touch with the 200 people in Japan with the same desire and with the 50 in Finland and so on. At this point what before was a nisch desire - became, because of this enormous mass communication enabled power, a market purriet. Consumers have the power to dictate! <br><br> | ||
At this point in time companies do not need to make market research anymore to find out what consumers wish for. They are able to send the message by themselves. Given this change, companies needed to change business models. The fastest companies in grabbing what markets desire and making those reality - those are the winners. Therefore nowadays the companies need to focus more than ever on the implementation side of innovations and less on the supply side of new ideas - at least when it comes for new products or services. New ideas come from everywhere and the digital tools allows companies to easily filter the valuable ones from the less valuable. <font color="green"> Having the gold idea is not the competitive advantage anymore. Being fast at implementation is the key. </font> <br><br> | At this point in time companies do not need to make market research anymore to find out what consumers wish for. They are able to send the message by themselves. Given this change, companies needed to change business models. The fastest companies in grabbing what markets desire and making those reality - those are the winners. Therefore nowadays the companies need to focus more than ever on the implementation side of innovations and less on the supply side of new ideas - at least when it comes for new products or services. New ideas come from everywhere and the digital tools allows companies to easily filter the valuable ones from the less valuable. <font color="green"> Having the gold idea is not the competitive advantage anymore. Being fast at implementation is the key. </font> <br><br> | ||
==2010 - 2015== | ==2010 - 2015== | ||
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! [[File:Innovation_tactics_in_2010.jpg| | 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! [[File:Innovation_tactics_in_2010.jpg|400px|left|]] | ||
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> | 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> | ||