Difference between revisions of "Scenario 2- The power of the crowds"
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==2010 - 2015== | ==2010 - 2015== | ||
[[File:Innovation_tactics_in_2010.jpg|400px|right|]]<br>Companies discover that they cannot manage the idea generation process. Plenty od surveys (McKinsey, IBM CEO) indicate that most companies believe that innovation performance would improve with a better pipeline of big ideas (57%), yet only a third of these managers thought they had a good balance between idea generation and effective execution. The ideas trap is alive and well! | [[File:Innovation_tactics_in_2010.jpg|400px|right|]]<br>Companies discover that they <b>cannot manage the idea generation process</b>. Plenty od surveys (McKinsey, IBM CEO) indicate that most companies believe that innovation performance would improve with a better pipeline of big ideas (57%), yet only a third of these managers thought they had a good balance between idea generation and effective execution. The ideas trap is alive and well! More and more companies realize that <b>gold ideas</b> upon which competitor capitalized,<b> were once in their baskets</b> also, but everybody inside their company was busy doing something else: the tasks from their job description. For this reason more market players started putting more pressure on tracking opportunities and equally on implementing those. <br> | ||
Consumers are still ''playing'' with new mobile gadgets and new web tools which - some support their communication and make life more efficient, some however complicate is. Google Wave - though they promised to become the ultimate collaboration tool - <b>did not manage to make complexity simple</b>. | |||
<b>We are still in the search for a simpler life.</b> | |||
More and more companies realize that | |||
==2015 - 2020== | ==2015 - 2020== | ||
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What happened is that the U-Web project became reality. What seemed like a dream in 2010 was finally pushed by a bunch of smart engineers from Boston. The U-Web has parallels (and considerable compatibility) with the Web.<br><br> | What happened is that the U-Web project became reality. What seemed like a dream in 2010 was finally pushed by a bunch of smart engineers from Boston. The U-Web has parallels (and considerable compatibility) with the Web.<br><br> | ||
Like the Web, the U-Web was based on open standards, meaning that all the above functionality could have been implemented by many separate groups of developers. It allowed anyone to join in and offered interactive content - an unlimited ecosystem of mashups. Specifically, the U-Web was conceived with an open protocol and notation for peer-to-peer multicast data updates, rather than the Web's client-server document publishing.<br><br> | Like the Web, the U-Web was based on open standards, meaning that all the above functionality could have been implemented by many separate groups of developers. It allowed anyone to join in and offered interactive content - an unlimited ecosystem of mashups. Specifically, the U-Web was conceived with an open protocol and notation for peer-to-peer multicast data updates, rather than the Web's client-server document publishing.<br><br> | ||
At the end of 2015 it became obvious for the companies that innovation is not just sexy but necessary. For this reasons a new trend started - formalized innovation system. Basically game changer, project started at Shell, was to be seen in an increasing number of companies - bigger and smaller once. <br> | |||
==2020 - 2025== | ==2020 - 2025== | ||