Learn how to successfully leverage your networks for the commercialization of a technology platform, while understanding how to build a solid foundation today.
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As organizations transform by and through migrating to the cloud, they face a challenge of scaling rapidly in ever-shortening timeframes to achieve or to retain a competitive edge. This requires change management on an unprecedented, global scale and hence, requires organizations to use their resources flexibly whenever required. This is only possible if the organization’s leadership realizes and understands the
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During a recent follow-up research, to bring myself up-to date with newer efforts, I stumbled across the OPEN INNOVATION BLOG. It offers extensive resources, research, discussions, and applications of “open innovation”—the idea that firms should remain open to ideas from outside as well as pursue and leverage internal innovation. It intrigued me to find opportunities that could support the current transformation
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Innovative service functions leverage technology platforms and service components to move away from their traditional roles by accommodating the new, high-value-added services and business models. An efficient method of strengthening the service component of a technology platform is by identifying and merging fragmented service expert groups within a service function. UNDERSTANDING INTERNAL FRAGMENTATION Service experts act in a supporting role,
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In an age of hyper-scalable businesses, staying abreast of innovation is crucial to the sustainability of every organization. However, as we have seen through the decade of digital transformation, many giants have had challenges to do that, at times because the innovation was exceptionally “true” (e.g., cloud and big data), but at other times because they did not pay heed to the
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