Network-centric perspective

Agora que terminei a leitura de "The Wide Lens" de Ron Adner encontro este "Call for papers":

"Value creation is the main objective of any business. Historically, value has been created inside the firm and then distributed to the market. This firm-centric perspective has established the role of the firm as the creator of value and separated the market from the value creation process. With the rapid pace of technological innovation, the scope of value creation has expanded to include a broader range of activities with other business entities. In other words, value is created in a collaborative network where various stakeholders can share their knowledge and experience in the design and development of new products/services. This network-centric perspective is called value co-creation. For example, UPS and Toshiba have agreed on a new laptop repair process in which UPS picks up broken Toshiba laptops, fixes them in its own facilities and returns them to their owners within four days. Another good example is the BMW Group’s Co-Creation Lab, a website for consumers who want to share their thoughts on BMW products/services. Those consumers can access a variety of projects directly from the website and contribute their suggestions. Clearly, the co-creation view has become central in the development of new products/services."

Trabalhar o ecossistema da procura

Esta figura:

Foi retirada do livro "The Wide Lens" de Ron Adner.

"This book is designed to help managers, leaders, and everyone concerned with innovation see their hidden dependencies and understand how to develop robust strategies that are more likely to succeed. To start, you must consider two distinct types of risk that arise within ecosystems: Co-innovation Risk, the extent to which the success of your innovation depends on the successful commercialization of other innovations; and Adoption Chain Risk, the extent to which partners will need to adopt your innovation before end consumers have a chance to assess the full value proposition.
Choosing to focus on the ecosystem, rather than simply on the immediate environment of innovation, changes everything—from how you prioritize opportunities and threats, to how you think about market timing and positioning, to how you define and measure success. This new paradigm asks innovators to consider the entire ecosystem by broadening their lens to develop a clearer view of their full set of dependencies. To be sure, great customer insight and execution are still vital. But they are only necessary—not sufficient—conditions for success."

Recordar daqui:

E daqui:

E ainda daqui:

Contar com todo o ecossistema

Acabei há tempos a leitura de "Experience Design - A Framework for Integrating Brand, Experience, and Value".
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Reparei que os autores referiam várias vezes este outro livro "The Wide Lens: A New Strategy for Innovation" de Ron Adner. Assim, arrisquei e encomendei-o.
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Recebi-o na semana passada e já me fez companhia numa série de viagens de comboio. Está a ser uma experiência muito interessante e com uma certa dose de déjà vu ao deparar com o uso da terminologia "ecossistema" e a mapas deste tipo:

"... a world in which the success of a value proposition depends on creating an alignment of partners who must work together in order to transform a winning idea to a market success. A world in which failing to expand your focus to include your entire ecosystem will set you up for failure"