Will Astounding Innovation Elevate Global Well-Being?


The center-piece of my work is the early signs of a Shift to Purpose and Well-being. I first developed this Innovation Wheel (click to view in a separate window) Future Innovation Wheel - White backgroundwhen analyzing the impact of second industrial revolution innovation on well-being in the Western world. The Possibilities are boundless – but society must Map the Path of Future Innovation. I walk around this innovation wheel when describing it to an audience, investing time in describing the possibilities across the various areas of well-being. This short video clip replicates that walk around the innovation wheel. The possibilities are indeed boundless.

 

 

Possibilities


As I reflected on my Thoughts for 2019, three themes stood out. I’ve already written about Convergence and Acceleration, so this post will focus on possibilities. As described recently, I believe the world will experience a Burst of Possibilities enabled by the forces of convergence and acceleration. We should expect these possibilities to multiply in 2019, but realization depends upon multiple factors. One of these factors is a true focus on purpose, posing this question for humanity: how do we harness these possibilities to bring about a better world?

Fourth Revolution Innovation WheelIn arguing the case for purpose-orientation and possibilities, I created this visual that maps future advancements to our areas of well-being (click on visuals to enlarge them). I could create a different one that shows how these same advancements can be used to diminish our well-being. That’s why convergence is the most critical theme among the three. An effective way to think about purpose and possibilities is via the United Nations Sustainable Development Goals. These are among the best-known and most frequently cited societal challenges. I believe we are entering a period of astounding innovation – advancements that have the potential to address these goals.

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Belief Systems, Purpose, and Balance


At the Health Summit in D.C. two weeks ago, I was asked to articulate those things that leaders should consider as they navigate the complexity of our emerging future. The three that always top my list are:

  1. Resetting our intuition and belief system for a new era – think differently
  2. Shifting to a hybrid profit and purpose orientation
  3. Seeking a balance between innovation that enhances society and mitigating the risk of unintended consequences.

This two minute video captures that portion of our panel discussion.

 

Progress Towards Systems of Engagement


In my recently concluded transformation series, I identified Systems of Engagement as a key enabler of the future enterprise. A recent Survey conducted by Forrester suggests that systems of engagement will soon rearrange the landscape of IT organizations, technologies, architectures, budgeting, funding, and governance. It is not surprising that in this age of the customer, systems of engagement are finally getting attention – but as the survey reports, they require more than organizations are prepared to deliver.

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Geoffrey Moore: The Tide has Turned


In a recent Blog post as part of the LinkedIn thought leadership series, Geoffrey Moore states that The Tide has Turned. He sees signals that the consumer IT boom has peaked and the focus will shift to the enterprise. Here is a quote from his post – including a very powerful line – which I underlined:

“2013, in my view, will be the first of five to seven very productive years for IT vendors serving the enterprise, as sector after sector in our economy and around the world capitulates to digital transformation.”

I think he’s right about 2013, and I outlined my Thoughts at the end of 2012. Mr. Moore uses the word capitulate – and I believe he chose the perfect word. To capitulate means to give up resistance, and that implies that digital transformation is a foregone conclusion. To resist is futile – yet through 2012, so many companies continued to do just that. Now that we are almost through January, I’m seeing signs of the tide turning. There is a fundamental shift in the way companies are looking at digital. For although digital is the underlying cause of disruption across sectors; it is also the enabler of next generation enterprises. When viewed through that lens, the need to transform becomes much more apparent. Many more discussions must start with digital disruption as the business driver, and then shift to digital as the enabler. We could be moving in this direction – as isolated conversations about Social, Mobile, Big Data, and Cloud, shift to a business conversation where the convergence of these innovations plays a vital role.

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Operating Models will Change


The stars are aligning in a way that promises to drive change to long standing operating models. Why? The Venture community speaks of forcing functions that drive adoption of new innovation. Let’s analyze the forcing functions that likely drive change to industrial age processes and organizational structures:

  • Consumerization
  • The far reaching implications of Mobile, Social, Cloud, and Big Data convergence
  • The blurring boundaries  between personal and business computing, industries, and enterprise functions
  • The emergence of the engagement era and the associated adoption of systems of engagement
  • Hitting the efficiency wall

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The Value Ecosystem: A Telco Example


In our transformational march towards the Digital Enterprise – the Value Ecosystem grows in importance. Fueled by the increasing importance of relationships to value propositions, the Digital Enterprise adds relationship management to its list of critical core competencies. This point was underscored at a Telecommunication Innovation Forum held by TCS in London last week. Perhaps no industry finds itself in the same place as this industry – both an enabler and victim of the digital world. As expressed by Keith Willetts, Chairman of TM Forum, this is truly a digital paradox. TM Forum is a global, non-profit industry association focused on enabling service provider agility and innovation. At the TCS event, Mr. Willetts described the various challenges faced by companies in this Industry:

  • Extreme  pressure on cost management and exploiting  economies of scale
  • IP networks dramatically reduce the barriers to entry for services, so core voice and messaging services are under attack
  • The phone number does not equal the customer, and therefore brand loyalty is shifting

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