Difference between revisions of "Scenario 2- The power of the crowds"
Jump to navigation
Jump to search
| Line 9: | Line 9: | ||
==2010 - 2015== | ==2010 - 2015== | ||
[[File:Innovation_tactics_in_2010.jpg|400px| | [[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! | ||
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: | ||
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> | ||
What happened is that the U-Web project became reality. What seemed like a dream in 2010 was finally pushed by a bunch of smart engineers from Boston. The U-Web has parallels (and considerable compatibility) with the Web.<br><br> | What happened is that the U-Web project became reality. What seemed like a dream in 2010 was finally pushed by a bunch of smart engineers from Boston. The U-Web has parallels (and considerable compatibility) with the Web.<br><br> | ||
[[File:connected.gif]]<br><br> | [[File:connected.gif|400px|right|]]<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> | 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== | ==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|400px|right|]]<br><br> | ||
==2025 - 2030== | ==2025 - 2030== | ||
| Line 29: | Line 29: | ||
companies need to learn to be FAST</font></b></i><br><br> | companies need to learn to be FAST</font></b></i><br><br> | ||
For these reason if ideas generation can be managed by each company the implementation part must be done not alone. This is how the new corporation got born - which is a network of old corporations. In 2010 companies had issues with implementation inside their companies only (see 2010-2015), however nowadays companies must be fast in learning aggregated implementation of innovation. The winers are the ones who learn it the fastest. <br><br> | For these reason if ideas generation can be managed by each company the implementation part must be done not alone. This is how the new corporation got born - which is a network of old corporations. In 2010 companies had issues with implementation inside their companies only (see 2010-2015), however nowadays companies must be fast in learning aggregated implementation of innovation. The winers are the ones who learn it the fastest. <br><br> | ||
[[File:Networks.jpg]]<br> | [[File:Networks.jpg|400px|right|]]<br> | ||
Corporate ventures, partnership and open innovation are the main tools companies use to implement innovation. The Google 2010 innovation style is of no use for companies. Employees need to spend time in implementing perfectly instead of creating new ideas.<br><br> | Corporate ventures, partnership and open innovation are the main tools companies use to implement innovation. The Google 2010 innovation style is of no use for companies. Employees need to spend time in implementing perfectly instead of creating new ideas.<br><br> | ||
[[Future of Innovation Main Page]] | [[Future of Innovation Main Page]] | ||