A dark day for the climate and the fight over global warming?

Sadly, yesterday, 4th November 2019, the United States began the process of withdrawing from the Paris Agreement, notifying the UN of its intention to leave.

The notification starts a one-year process of exiting the global climate change accord, culminating the day after the 2020 US election.

The Paris agreement brought together 188 nations to combat climate change. The Paris accord agreed in 2015, committed the US and 187 other countries to keep rising global temperatures below 2C above pre-industrial levels and attempting to limit them even more, to a 1.5C rise. Climate change, or global warming, refers to the damaging effect on the atmosphere of gases, or emissions, released from industry and agriculture.

In a publication “The Paris Climate Agreement versus the Trump Effect: Countervailing Forces for Decarbonisation,”  IIEA Senior Fellow Joseph Curtin argues that the “Trump Effect” has created a powerful countervailing force acting against the momentum which the Paris Agreement on climate change hoped to generate. The real concern is that this decision will give instability and uncertainty until broader and deeper structural factors within the US political economy can be addressed as their (the USA) issues around energy resourcing, infrastructure, and urbanization are as much in crisis as anyone else. Can this national determination by the present administration go against the tide of so many? Continue reading

The Orchestration Role in Any Business Ecosystem Design

This visual has held my attention for a reasonable time. It deals, in my mind, with orchestration well for reflecting the managing of a business ecosystem and how to organize the partners and parts within this.

Although its original intention was a digital orchestration, it tells the story for any orchestration of platforms or working within ecosystems that a business needs to manage.

Here the model is a singular operating model, but applying this to a collaborative environment, it has most of the essential components that need true orchestrating.

There is a growing body of work about “orchestration” and its need in the business world. Orchestration has become synonymous with managing or dealing with (specifically) external partners, where the need is to learn to cooperate to produce something different and original, usually in a platform and some form of ecosystem arrangement.

I am continually reading about scale, modular structures, governance, the advantage of asset-light business models where the possibilities of speed and breadth of open innovation need to “kick-in.” Orchestration can take on a lot, but we do need to define the role a little more, in my opinion.

I often wonder if all this orchestration through ecosystem design does achieve that radical breakthrough or have simply become just another solution or coordinating mechanism and a convenient “tag” to attach to it to consider? Continue reading

Grappling with complex ecosystems, energy transitions, and planet earth.

It has been fashionable to “hang” any network of relationships with the ecosystem tag; it has become the de jour or trendy label to suggest this announced initiative indicates it is complicated and highly valuable.

Well, in all honesty, most ecosystem “tags” are only an extension of building out a more significant community than the one previously, looking to deal with increasing complexity and expecting commercial gain, well that alone is not an ecosystem approach.

Ecosystems fascinate me; they do have a significant opportunity to change what is existing for something new. The need is to balance the healthy interactions and the conditions for that environment to flourish. Of course, many people might argue, “so what is wrong with what we have got?” Often I can’t disagree with this view, we do replace what works seemingly well because of our need to leave our own “footprint” in the world.

In Business we have “stolen” this ecosystem concept from its original meaning: “An ecosystem is a geographic area where plants, animals, and other organisms, as well as weather and landscape, work together to form a bubble of life.”

In business terms, we have taken this into these larger communities that interact through their network connections; they are dynamic or aim to be better than the previous structure. Continue reading

Compressing innovations time needs platforms and ecosystems

We all facing this growing pressure of time. In our daily work, in managing product and service life-cycles, as well as constantly considering business model overhauls as they become ever more connected.

We are not in stable markets anymore but increasingly volatile ones. Innovation needs to be at the forefront of the changes occurring and it above all else needs to find solutions to compress its time from ideation to commercialization.

It is through acknowledging that platforms and ecosystems are today’s new order to deliver innovation. Platforms that connect into the customer needs within its broader ecosystem of design, so the innovation needed to be delivered is capable to match those needs. Innovation requires greater collaboration, a process that is connecting everyone involved in the process from discovery, to design, through to the final viable product, to be on the same platform and contributing their part to the final offering.

Let’s explore some of the parts of the new innovation order: Continue reading

Seamless experience – give me a break!

How can we achieve seamless experiences when we don’t have seamless organizations?

Before we get to argue for this real customer need of seamless experiences we have to resolve the lack of our seamless organizations.

How can any digital transformation take hold within the organization when there is such a serious lack of customer-centricity?

Business units stay locked in silo’s, being measured by how they perform their tasks, they continue to build their individual business case, often over the detriment of others.

They continue to fall into the trap still, they are internally competing for scarce resource and capital and no one actually resolves this, they relish it!  There is this accepted practice to push constantly on the need to invest in the front-and-back-end solutions when they lack this understanding of the customer journey, and in so doing totally filter out part of the customer expectations, preferences and values, if they do not fit their task at hand for them, as the company providing the product or service.

They fail to recognize that today, the decision is in the hands of the customer, not theirs. Can they continue to ignore knowing everything they should need to know about the customer? Continue reading

Collective intelligence for a thriving and enabling ecosystem


I have been thinking more about “Collective Intelligence” recently, so as to build more thriving and enabling ecosystems. I would argue we do need to change the way we work, engage and participate in sharing what we know with others and then find the connecting mechanisms, to build from this collective engagement.

The future of work needs to be managed so differently than today’s designs. Although AI takes today’s headlines it is the collective use of human intelligence that will radically alter the way we eventually work.

Let me give you a little background first on what is triggering this.

For the past year, I have been privileged to be part of an external influencer community, centered on Siemens. Presently we have sixteen external influencers coming together about every three months with a range of Siemens people, internal experts in Cyber Security, Smart cities, digital transformation, communications, Artificial Intelligence and increasingly becoming engaged in conversations with Senior Management and Board members.

We are only scratching the surface of a very big organization but do have very exciting possibilities, if we continue to connect and are seen as valuable and worthwhile in exploring different ways of working and communicating. We do have the real potential to influence if this group becomes more embedded in aspects that can shape thinking. Continue reading

Are You Struggling with Technology Evolution and New Designs?

I have been struggling with a fair amount on a repositioning within my business offering. I think firstly, that innovation has become digital innovation and that is one space I need to keep going towards. Not only in understanding all of the implications of this shift but in my own capability building, to deliver more support to this significant change we are undergoing, through so much technology connecting up all of the innovation “pieces,” from insight triggering, to final delivery of the finished design.

The other focus area is continuing to extend out my approach and understanding of the growing importance of platforms and ecosystems within a business. They form the future approach to build a thriving and sustainable business.

My questions recently have been where is my fit in this thinking or supporting platforms and ecosystems, beyond what I am presently doing?

The visual shown above is attempting to frame this for me. There are four critical aspects of platforms and ecosystems that need to be shaped. Let me explain:

Continue reading