Difference between revisions of "Scenario 2- The power of the crowds"
Jump to navigation
Jump to search
| Line 1: | Line 1: | ||
==Overview== | |||
| Line 11: | Line 11: | ||
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== | |||
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! | 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> | 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> | ||
| Line 17: | Line 17: | ||
[[File:Innovation_tactics_in_2010.jpg]]<br><br> | [[File:Innovation_tactics_in_2010.jpg]]<br><br> | ||
==2015 - 2020== | |||
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> | ||
Instead of working on widget standards that break the Web, people standardised a fully Web-compatible Mobile 2.0 architecture that delivered the same rich, personal functionality, but added back the seamless mashability of ever-changing people and their ever-changing stuff.<br><br> | Instead of working on widget standards that break the Web, people standardised a fully Web-compatible Mobile 2.0 architecture that delivered the same rich, personal functionality, but added back the seamless mashability of ever-changing people and their ever-changing stuff.<br><br> | ||
| Line 24: | Line 24: | ||
Like the Web, the U-Web was based on open standards, meaning that all the above functionality could have been implemented by many separate groups of developers. It allowed anyone to join in and offered interactive content - an unlimited ecosystem of mashups. Specifically, the U-Web was conceived with an open protocol and notation for peer-to-peer multicast data updates, rather than the Web's client-server document publishing.<br><br> | Like the Web, the U-Web was based on open standards, meaning that all the above functionality could have been implemented by many separate groups of developers. It allowed anyone to join in and offered interactive content - an unlimited ecosystem of mashups. Specifically, the U-Web was conceived with an open protocol and notation for peer-to-peer multicast data updates, rather than the Web's client-server document publishing.<br><br> | ||
==2020 - 2025== | |||
Cloud Computing Interoperability Manifesto which started in 2010 finally became successful The big players CCIF, CloudCamp, Cisco, IBM, Intel, Microsoft and the IEEE-ISTO finally united. At the beginning of the 20s the companies agreed on a shared goal to promote use and awareness of open and interoperable cloud computing. They agreed to enable participants, from individuals and companies, both large and small, to be able to contribute to and use the results of broad community collaboration.<br><br> | Cloud Computing Interoperability Manifesto which started in 2010 finally became successful The big players CCIF, CloudCamp, Cisco, IBM, Intel, Microsoft and the IEEE-ISTO finally united. At the beginning of the 20s the companies agreed on a shared goal to promote use and awareness of open and interoperable cloud computing. They agreed to enable participants, from individuals and companies, both large and small, to be able to contribute to and use the results of broad community collaboration.<br><br> | ||
[[File:cloud.jpg]]<br><br> | [[File:cloud.jpg]]<br><br> | ||
==2025 - 2030== | |||
<i><b><font color="green">Old ways dye even faster than before =><br> | <i><b><font color="green">Old ways dye even faster than before =><br> | ||