We have a new essay published in Deloitte Insights, How industries evolve: Interactions, not institutions, drive disruptive change, a collaboration with Damien Crough from prefabAUS. This essay builds on the observation in The real landscape of technology-enabled opportunity. that disruption is typically the result of the accumulation of many minor innovations, rather than being driven by some significant disruptive innovation, by showing how industries evolve when the verbs change (how organisations in the industry interact) rather than the nouns (disruption of the organisations themselves).Continue reading
We have a new essay published by Deloitte Insights, Strategy
and the art of the possible. This essay is the result of us pulling together a few threads that we’d been exploring in other areas. The most recent of these was Negotiating the digital-ready organisation, where we explored the idea of thinking about the digital workplace in terms of three interrelated ecosystems: the human, place and digital. One could view this essay as the intersection of that ecosystems view with idea of the extended mind that has been popping up in quite a bit of our other work—such as being one of the underlying themes in our recent series on creativity in business.
We have a new essay published by Deloitte Insights, Investing in creative potential. This essay is the third in our series on creativity in business, and explores how a firms leader’s invest to improve the firm’s creativity. The challenge that there is more to creativity than individual skill, and so simply training staff in some creativity technique (such as design thinking) will do very little to improve creativity. We need a more holistic approach.Continue reading
We have a new essay published in Deloitte Insights, A moral license for AI: Ethics as a dialogue between firms and communities. This collaboration with CSIRO’s Data61 looks into the challenge of creating ethical AI, picking apart the problems and proposing a way forward. There’s a launch event on the 2nd of September, 2020, which you can register for via Zoom.Continue reading
In the past few weeks we’ve written about need for management to get out of the bunker mentality that uncertainty and a rapidly unfolding crisis had pushed us into, and how we have a perfect storm for innovation with demand collapsing for the old thing while new demand is popping up as we adapt, and the government is (effectively) subsidising innovation by providing unsecured loans and underwriting payroll (via JobKeeper). Put these together and you have the potential for (some) firms to emerge from the crisis stronger and more capable than they went in. New winners and losers will be created, and so on. That leaves one question unanswered: Where should a firm look for these new opportunities?
Now we’ve had a go at creating an innovation mud map to help find where a firm might innovate. Our hope is for this to be a conversation starter inside firms.Continue reading
There is a few reasons for this.
First is that we seem to have a perfect storm for innovation. The pandemic means that doing the old thing is not an option for many firms, with many of us stuck at home and the government restricting how businesses operate. At the same time, new demand is appearing and we all learn how to live in the new normal.
Second, and as we pointed out in Getting out of the crisis, the business environment post shutdown is unlikely to be the same as pre shutdown. The best way to prepare is to experiment now, to learn how consumer behaviour is changing, and start building the assets and services that will you’ll use in the new normal.
Third, and finally, the government is providing unsecured loans and is even willing to underwrite payroll. The government is effectively paying you to innovate.
There’s already early evidence that firms who are experimenting and adapting will emerge from this shutdown more efficient and effective than they went in. Now would appear to be the perfect time to innovate.Continue reading
The middle of a crisis might not seem to be the best time to think about the longer term. It can be important though, once immediate problems are dealt with, for management teams to consider how their firm will trade its way out of the crisis, rather than just reacting to events as they unfold.
The common assumption of a “V”-shaped economic contraction is unlikely to be true as when restrictions are lifted they’re likely to be lifted incrementally. The more a firm can do to innovation and keep the business running—rather than putting it into hibernation—the more likely the firm is to emerge from the other side. This means that:
An optimist would consider this a great time for experiment, to look for new opportunities, to find new ways to do old things, and to find new things to do.
I and a coauthor have a new report out on DU Press: Your next future: Capitalising on disruptive change. Disruption is something we’d been puzzling for […]Continue reading
The problem digital is creating is similar to that due to spreadsheets, the cause if different and consequently our solution must also be different. Indeed, one might see business processes as part of the problem rather than as part of the solution.Continue reading
Deloitte ran a series of breakfasts recently for the retail community, and they kindly asked C4tE to participate. My contribution, which you can find at Scribd or embedded below, […]Continue reading