Difference between revisions of "Scenario 2- The power of the crowds"
Jump to navigation
Jump to search
| Line 15: | Line 15: | ||
1. standardization of cloud computing (2020) and<br> | 1. standardization of cloud computing (2020) and<br> | ||
2. standardization of gadgets(2015). <br> | 2. standardization of gadgets(2015). <br> | ||
These two events harnessed humans capabilities of communication in groups. In 2010 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]] <br><br> | These two events harnessed humans capabilities of communication in groups. In 2010 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. <br>[[File:customers.jpg|600px]] <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! <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! <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>. | 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>. | ||
| Line 21: | Line 21: | ||
==2010 - 2015== | ==2010 - 2015== | ||
<u>Companies</u> discover that they <b>cannot manage the idea generation process</b>. Plenty of 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! More and more companies realize that <b>gold ideas</b> upon which competitor capitalized,<b> were once in their baskets</b> 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. <br><br> | [[File:Innovation_tactics_in_2010.jpg|400px|right]]<u>Companies</u> discover that they <b>cannot manage the idea generation process</b>. Plenty of 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! More and more companies realize that <b>gold ideas</b> upon which competitor capitalized,<b> were once in their baskets</b> 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. <br><br> | ||
<u>Consumers</U> are still ''playing'' with new mobile gadgets and new web tools which - some support their communication and make life more efficient, some however complicate is. Google Wave [http://en.wikipedia.org/wiki/Google_wave]- though it promised to become the ultimate collaboration tool, it <b>did not manage to make complexity simple</b>. | <u>Consumers</U> are still ''playing'' with new mobile gadgets and new web tools which - some support their communication and make life more efficient, some however complicate is. Google Wave [http://en.wikipedia.org/wiki/Google_wave]- though it promised to become the ultimate collaboration tool, it <b>did not manage to make complexity simple</b>. | ||
<b>We are still in the search for a simpler life.</b> | <b>We are still in the search for a simpler life.</b> | ||