Devops and Intentional Emergence - Velocity Conference

Slides from a Masterclass I did at WeFab in São Paulo, for business executives and entrepreneurs: 1) Introduction 2) The Long Tail of Production 3) Uberization? No: Platform Economy 4) Open, Collaborative & Decentralized 5) Exercise: The Platform Design Toolkit

Presentation on how disruptive innovation can work with references to disruptive models from the past and current disruptions occurring

La disruption n’est pas seulement un mot tendance. C’est aussi une réalité qui bouscule tous les grands acteurs du marché. Que signifie-t-elle exactement ? Quels sont ses effets positifs et négatifs et comment la gérer ?

Individuals, firms, universities, government laboratories, and private non-profit organizations can all be sources of innovation. Firms are well-suited for innovation activities because they have greater resources than individuals and a system to direct those resources. Innovation can come from individuals, either as lone inventors or users designing solutions to meet their own needs. Universities and government laboratories also contribute to innovation through research efforts. Regional clusters can spur innovation through proximity that facilitates knowledge exchange, as seen in technology hubs like Silicon Valley.

Happy Morning I have made a small attempt to summarize this book after reading this number of times. In this book Salim Ismail gives a deep dive – Exponential Organizations where he shows how any company, from Startup to a multi-national , can become exponential. The author unveils years of research learning how organizations can accelerate growth through use of Technology. The goal of the book is to provide you with the knowledge to leverage assets such as big data, communities, algorithms, and new technology to achieve performance ten times better than your competition. It is good book for entrepreneurs who need a guide for harnessing and strategizing the hyper growth of a company that feeds off of modern technology in the 21st century and beyond. Because we focus on accelerating technologies and the future we identified an infection point in how we build businesses that has never noticed before. Most CEOs see innovation as product or service innovation. But there is also process innovation, social innovation, organizational innovation, management innovation, business model innovation etc. Those business that do not evolve , will not survive Happy Reading

Innovation can arise from many sources, including individuals, universities, government labs, non-profits, and firms. An even more important source is the linkages between these entities through networks and collaboration. Any innovation may emerge from one source or from the connections between sources. Sources of innovation can be thought of as a complex system with innovations coming from individual components or their interactions.

Presentation by Tuomo Alasoini, Chief Adviser, Tekes (the Finnish Funding Agency for Innovation). The presentation consists of remarks based literature and presentations at the BRIE-ETLA & SWiPE seminar. The seminar was held on 30 August 2016 in the Business and Work in the Era of Digital Platforms research seminar in Helsinki, Finland, where SWiPE, Smart Work in the Platform Economy research project was launched. The seminar was hosted jointly by BRIE-ETLA and SWiPE research projects.

Blog link here >> http://goo.gl/Z8P6Q (context/introduction of the presentation) This is the presentation I used for my talk at the IDCAMP. I tried to put together two things: - an analysis of the new practices we need to create enduring and impacting enterprise in a time of radical change - a practical 10 rules guide to be adopted. All the material produced on my own is CC-BY-NC.

Our world is on the precipice of a major paradigm shift in business. The age of cumbersome corporate giants is coming to a close. And the age of the agile exponential business is coming online. The pace and scope of growth in technology has made the status quo model of scarcity-centered business almost completely obsolete. On the flip side, these ever-accelerating technologies are allowing abundance-minded businesses to do far more with far less. Embracing exponential practices like cloud computing, crowd-sourcing, and staff-on-demand have allowed a new generation of companies to experience unprecedented growth, scalability, and agility. But how can embracing these exponential changes affect positive change in your business?

The document outlines six main forces driving change: 1) the innovation cycle fueled by needs, technology, and new applications, 2) new forms of collaboration enabled by social technology, and 3) increasing speed of technological innovation and resulting changes in consumer behavior and interdependence. Swarm intelligence, with people working simultaneously from different places to find answers, is an example of new collaboration, while rapid technological advances lead to quick changes in media usage.

This is the presentation I've made during Joe Justice's Workshop in Rome, for the Wikispeed European Tour organized by Ouishare in Rome, Barcelona and Paris. Here's a related post http://wp.me/plmpp-px

- Organizations are running on "old code" and relying on traditional practices that limit their ability to adapt and innovate. New types of data from technologies like AI, machine learning, IoT, and computer vision will require organizations to fundamentally rethink how they are structured and make decisions. - To take advantage of new opportunities, organizations need to be reprogrammed and move away from static, echo-chamber thinking. They must challenge existing assumptions, processes, business models and consider outliers in order to solve new types of problems. This will require distributing decision making and a real-time approach not possible with current structures.

John Jackson is the president of Police Futures International, which aims to bring foresight practices to law enforcement. He discusses how innovation occurs differently in the public sector due to risk aversion and the focus on equity over efficiency. Changing leadership mindsets is the biggest challenge to innovation. Successful innovations often spread through word of mouth at conferences. Advice includes giving teams permission to envision the future and leveraging networks to share approaches to common issues.

1. Tesla Motors was a $3.2 billion company in 2015 that had created two remarkable electric cars. While not yet profitable, sales were growing rapidly. Tesla had repaid government loans ahead of major auto companies. 2. Tesla's first prototype was the Roadster, an electric sports car based on the Lotus Elise. It had powerful acceleration and a range of about 220 miles per charge. 3. Tesla's Model S, introduced in 2008, was a high-performance electric sedan intended to attract more mainstream buyers. It cost $500 million to develop but received a $465 million government loan to promote energy independence.

The Global Commission on Internet Governance (ourinternet.org) published a statement 15th April 2015 for the Global Conference on Cyberspace meeting in The Hague. It calls on the global community to build a new social compact between citizens and their elected representatives, the judiciary, law enforcement and intelligence agencies, business, civil society and the Internet technical community, with the goal of restoring trust and enhancing confidence in the Internet. This stack frames my contribution to a discussion of the statement at the Web Science Institute event 8th June 2015.

This document discusses different types and patterns of innovation. It describes the differences between product and process innovation, radical and incremental innovation, competence-enhancing and competence-destroying innovation, and architectural and component innovation. It also discusses how innovations can be analyzed using dimensions like radicalness and newness. Finally, it covers how the performance and adoption of technologies often follow S-curve patterns over time, and how S-curves can provide insights but also have limitations as a predictive tool.

This document discusses fostering innovation through culture, ecosystems, and participation. Section I focuses on culture, ecosystems, and participation in driving interactions and engagement. Section II discusses concept proposals to surface innovative perspectives by contextualizing trends to an organization's core business. Section III explores leveraging technology like machine learning to improve processes and leveraging corporate social responsibility to develop innovative solutions for customer ecosystems in need. The overall document provides a framework for encouraging innovation through recognizing contributors, engaging ecosystems with concept proposals, and applying technology and CSR principles.

This is a presentation of intermediary results from a German R&D project about "Open Innovation and Organizational Competences"

Presentation on innovation 2.0 at DKV. Three trends: sharing economy, big data and social computing. And a new way to innovate: smart openness.

The document discusses social models and trusted clouds. It summarizes that social models and trusted clouds can enable organizations to become knowledge-based by leveraging social tools and cloud platforms. However, barriers like legacy IT systems have made data integration difficult. The document advocates for the use of social models and clouds to break down these barriers and transform organizations. It emphasizes that trust and security are essential for cloud adoption.

This article describes how to assess your organizations readiness for networked era effectiveness and provides a step by step guide of how to do it!

How can you overcome barriers such as old legacy systems and darwinian technology platforms in creating a sustainable business/IT alignment Roadmap? Enterprise 2.0 helps you to quickly deploy lightweight applications and leverage Core IT Systems through a conversational and business layer

The resulting research paper from the August 2020 market surveying of 1000s of IT professionals around the current state of affairs and what is happening over the next 18-14 months.

This document summarizes the results of a survey about drivers and impediments to digital transformation. Over 82% of respondents agreed there is a big shift happening in enterprise technology. While 55% said their organization takes a "cloud first" approach, 74% still have network drives for file sharing. Respondents believed the main reasons older systems are still running are integration complexity (49%), business criticality (43%), and that transition is seen as a short-term problem (22%). Over the next 12 months, most organizations plan to move more workloads to the cloud.

The Future of Work is being reshaped by major trends - namely virtualization of work and consumerization of IT. These comprise the four major forces of change - globalization, virtualization, the Millennial mindset and cloud computing. These have drastically changed the way we communicate, collaborate, learn, buy, engage and consume. When the virtualization of work meets the consumerization of IT in the enterprise - and when systems of recod meet systems of engagement - the dynamics of work itself change.

Contextual intelligence deals with the practical application of knowledge and information to real-world situations, and can be defined as:“the capacity to exploit business moments and operational events in a way that enables to make informed decisions and take effective action in varied, changing and uncertain situations”. The future business value will accrue to those who are able to lever contextual intelligence and build sustainable intelligent enterprises and ecosystems.

In this white paper you’ll get information on what you should think about if you are in two minds whether to continue developing your own system or to switch to one of the off-the-shelf software products currently available on the market. Why should you choose a software product rather than build your own? How can you still be unique, in relation to the rest of the market? What are the advantages of an off the-shelf system?

In this white paper you’ll get information on what you should think about if you are in two minds whether to continue developing your own system or to switch to one of the off-the-shelf software products currently available on the market. Why should you choose a software product rather than build your own? How can you still be unique, in relation to the rest of the market? What are the advantages of an off the-shelf system?

The article criticizes the "IT bandwagon effect" where organizations adopt IT solutions merely because competitors do without considering their unique needs. It argues this approach invites failure given today's fast-paced environment. Instead, the author recommends surrounding oneself with diverse independent leaders, blending organizational insight with differentiated IT services, and constantly learning to equip the organization for change and uncertainty. The document also provides background on the company Independent Infrastructure and its pay-by-use IT services model.

Background article for 2013 Global Peter Drucker Forum, by Richard Straub, President Peter Drucker Society Europe as published in EFMD Global Focus

How to use social software to foster productivity, innovation and engagement in the knowledge economy

Technology has the potential to transform how we organize our lives, businesses and societies. But if the era we are now entering is to be more inclusive, equitable and empowering, we must start by examining the fundamentally different nature of a physical world fueled by digital connectivity.

This document discusses the importance of managers understanding and participating in information system (IS) decisions. It notes that IS enable changes to how people work together and are part of most business aspects. Disruptive technologies like digitization, mobile devices, and the World Wide Web have increased reach and social/political impact. The document includes quotes from Steve Wozniak and Bill Gates about the unexpected growth of computing and technology. It argues that future corporations will need to be flexible, agile, and able to reallocate resources like marketplaces. Workers will need skills like vision, creativity, communication, and analytical skills to gather information and drive innovation.

This document discusses the importance of managers understanding and participating in information system (IS) decisions. It notes that IS enable changes to how people work together and are part of most business aspects. Disruptive technologies like digitization, mobile devices, and the World Wide Web have increased reach and social/political impact. The document includes quotes from Steve Wozniak and Bill Gates about the unexpected growth of computing and technology. It argues that future corporations will need to be flexible, agile, and able to reallocate resources quickly like a marketplace. Workers will need skills like vision, creativity, communication, information gathering, and flexibility to drive innovation.

This document discusses how connection and collaboration can drive innovation. It argues that legacy IT systems made simple data integration difficult, focusing more on historical data than enabling knowledge sharing. True innovation now comes from unexpected connections between specialists from different fields and disciplines. The future of IT is in connected workflows and mobility, not just desktop computing. For innovation to thrive, systems must be open, customizable, and incentivize knowledge sharing between diverse contributors in online communities. Trust and security are also important for connections to provide value instead of just modernizing existing IT.

This article discusses 3 key predictions about how cloud computing will change business and IT: 1. Cloud computing will enable more inter-company business processes and emergence of "business ecosystems" of companies with complementary strengths. 2. Cloud computing provides an "exoskeleton model" of sourcing IT capabilities externally rather than internally, allowing smaller companies and industries access to sophisticated IT. 3. Cloud computing will give rise to "business process utilities" - companies providing common processes like sales tax calculation on a massive scale.