Difference between revisions of "Scenario 3 - SuperNova"
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- | RENAME THIS TO: Scenario 3 - Open Big Brand World <br> | ||
- competitive companies | <br> | ||
- the open innovation | -house development. In the five years from 2010, elements of the P&G model were being mimicked by leading companies, across several industries. In terms of geographical take-up, companies in Japan, Singapore and America were most receptive to the new management innovation and first off the blocks in extensively adopting the new model in search for a new competitive edge. <br> | ||
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Whilst for many companies open innovation , open-source | |||
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During 2015-2020, a wave of copycat open-innovation models followed. Due mainly to the success demonstrated by big-brand players, and the receptive public environment, companies which had previously stuck to traditional R&D models were rethinking their strategy. Mounting financial regulation in the wake of the financial crisis and growing environmental regulations were also putting pressure on company bottom lines. In the face of these additional costs, companies needed to look at innovative ways to remain competitive, and were more and more turning towards cutting edge innovation models. The onslaught of open-innovation models buoyed the industry and led to the development of the next generation of idea capture systems. | |||
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The early 2020s brought a slight twist to the structure of the prevalent open-competitive through reaching the maximum and most diversified group of innovation experts, company IT platforms evolved to create a dynamic online network link to innovation network services. This streamlined system, allowed both a faster response time to company issues and a streamlined and organised response of ideas. For example, company personnel were able to present the particular problem statement through this online interface, and innovation experts are drawn automatically and appropriately to the online forum. The resultant innovation system was further reaching, cheaper and more efficient. Notably during this period, additional environmental regulation was putting extreme pressure on carbon related supply chain costs, forcing companies open innovation | |||
Elsewhere in the innovation industry, the traditional venture capital mechanisms, ever present in countries such as the US, had lessened. Entrepreneurs were draw to the open and accessible company innovation networks as a source of problems to solve, concepts to test or even reputation to be gleaned through association with the big company names. At this same time, and complementing the switch of some entrepreneurs to the company innovation scene, social networks and the level of people connectivity continued to expand. Specifically, this social network took on a new role in the innovation world of the online company innovation platforms: innovation ideas proffered by individuals or of their | |||
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From 2025, with efficient and mature idea capture the norm from open innovation platforms, companies looked for new ways to improve their innovation models. The (until then) traditional company in-house project implementation systems needed a shake up. Companies had concentrated know-how and effort on idea capture and concept-test to such an extent that focus on rapid in-house execution of the commercial innovation fell somewhat to the wayside. In continuing with the progress on open innovation, companies looked for new ways to use open innovation concepts as a means to streamline project execution. It was a matter of connecting mature idea capture with company execution capabilities. At a detriment to the open innovation concept, and a deterrent to involvement of venture capitalists (who enjoyed seeing projects through to completion), companies turned to a innovation projects. This was the ultimate step for companies to ensure not only effective capture of mature ideas and but efficient execution of them, and cemented the position of the open innovation company model for future use. <br> | |||
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[[Future of Innovation Main Page]] | [[Future of Innovation Main Page]] | ||