Difference between revisions of "Scenario 2- The power of the crowds"
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<b>2030 - State of the world</b><br><br> | <b>2030 - State of the world</b><br><br> | ||
2030 looks as a promising year. Who would have thought that humans capability of communicating will evolve till such a level? People's opinions are so aggregated that nowadays the public has the power. Actually so much power, that since some years ago, continuously increasing public pressure coupled with local climate disasters, made governments to make some agreement on emissions reduction policies. Therefore the <b>climate talk is today less of a talk and more of an action.</b> | 2030 looks as a promising year. Who would have thought that humans capability of communicating will evolve till such a level? People's opinions are so aggregated that nowadays the public has the power. Actually so much power, that since some years ago, continuously increasing public pressure coupled with local climate disasters, made governments to make some agreement on emissions reduction policies. Therefore the <b>climate talk is today less of a talk and more of an action.</b> | ||
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What pushed us towards here - communication with no frontiers- is however the standardization of cloud computing (2020). On top of it limited resources, opened the door towards the standardization of different sort of devices (mobile phones) accessories (2015). These two events harnessed humans capabilities of communication in groups. | What pushed us towards here - communication with no frontiers- is however the standardization of cloud computing (2020). On top of it limited resources, opened the door towards the standardization of different sort of devices (mobile phones) accessories (2015). These two events harnessed humans capabilities of communication in groups. | ||
In 2010 because groups did not have the tools to take advantage of their collective intelligence (see research answers). Nowadays we managed to maximize the collective intelligence of a group - no matter how big. When is comes to communication the word of the day is <b>hyper-connectivity</b> Almost everybody is one click away.[[File:customers.jpg|600px|left|]] <br><br> | In 2010 because groups did not have the tools to take advantage of their collective intelligence (see research answers). Nowadays we managed to maximize the collective intelligence of a group - no matter how big. When is comes to communication the word of the day is <b>hyper-connectivity</b> Almost everybody is one click away.[[File:customers.jpg|600px|left|]] <br><br> | ||
This interconnectivity increased the power of users and the way they communicate. It modified not just peer to peer communication but also <b>the way public communicates with companies or governments</b>. These changes offered more power than before to the demand side of the systems. Consumers are more able than ever to express their desires. Desiring a product and <b>having no producer to fulfill your need is an exception</b>. Nowadays the 100 high-end consumers from Germany who desire flighting bikes can easily get in touch with the 200 people in Japan with the same desire and with the 50 in Finland and so on. Consumers have the power to dictate! | This interconnectivity increased the power of users and the way they communicate. It modified not just peer to peer communication but also <b>the way public communicates with companies or governments</b>. These changes offered more power than before to the demand side of the systems. Consumers are more able than ever to express their desires. Desiring a product and <b>having no producer to fulfill your need is an exception</b>. Nowadays the 100 high-end consumers from Germany who desire flighting bikes can easily get in touch with the 200 people in Japan with the same desire and with the 50 in Finland and so on. Consumers have the power to dictate! <br> | ||
At this point in time <b>companies do not need to make market research</b> anymore to find out what consumers wish for. The public is able to send the message by himself. Given this change, companies needed to change their business models also. In this new economy, <b>the winners</b> are the companies who manage to be <b>the fastest in grabbing what markets desire</b>. 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. New ideas come from everywhere and digital tools allow companies to easily filter the valuable ones from the less valuable. <b> Having the gold idea is not the competitive advantage anymore. Being fast at implementation is the key. </b> <br><br> | At this point in time <b>companies do not need to make market research</b> anymore to find out what consumers wish for. The public is able to send the message by himself. Given this change, companies needed to change their business models also. In this new economy, <b>the winners</b> are the companies who manage to be <b>the fastest in grabbing what markets desire</b>. 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. New ideas come from everywhere and digital tools allow companies to easily filter the valuable ones from the less valuable. <b> Having the gold idea is not the competitive advantage anymore. Being fast at implementation is the key. </b> <br><br> | ||
==2010 - 2015== | ==2010 - 2015== | ||
[[File:Innovation_tactics_in_2010.jpg|400px|right|]] <br><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! | [[File:Innovation_tactics_in_2010.jpg|400px|right|]] <br><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! <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 | 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> | ||