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Five platforms supporting innovation (including a full draft chapter)

In this post, we present the five types of digital platforms that support innovation. Let's first define the term platform as a cluster of digital technologies (with some shared affinity) that can drive innovation in the organization.

Each platform expresses a distinct aspect of how digital technology can be used to support innovation. The diversity of the five different platforms highlights the richness and depth of digital platforms, and their potential to serve as an infrastructure for innovation.

Grouping the various digital technologies into five platforms is designed to help digital leaders to first understand and then harness the potential of these technologies to drive innovation. Managers need to familiarize themselves with these five platforms and understand their relevance to their organization's strategy and the creation of its competitive advantage.

  1. Platform 1: Supporting Innovation (Big, Med., Small) – the first and most common platform talks about the direct role of digital enabling big, medium, and small changes to business processes or products.
  2. Platform 2: Generating Innovation – talks about the use of digital to support the process of making innovation (on the individual, organizational, and mainly on the network level). (e.g., Slack as an internal tool).
  3. Platform 3: Analytics for Innovation – talks about the use of data to find and experiment with newer innovations. (e.g., A/B testing, analytics for micro-segmentation, etc.).
  4. Platform 4: Sub-Systems for Innovation – talks about harnessing the innovation value of common platforms like LinkedIn, Google, and Facebook, & modern technologies like the cloud, mobile, and data. (e.g., think of how Waze is using mobile connectivity, IP, mapping, and GPS to bring the unique value of user-based mapping.)
  1. Platform 5: Building Innovation Platforms – Last, but not least, what we call the 21st-century innovation – a unique type of innovation that in itself generates even more innovation (e.g., think Apple apps or Google Youtubers ecosystems.)

To receive the full draft chapter (free PDF) from the book “Doing Digital” (Hebrew) by Raz Heiferman and Prof. Yesha Sivan, please fill in the form below.

Click here for the full e-book published online in E-vrit (by Ynet).

 

[Hebrew] Digital Maturity (Ch 12) – Free Download

An excerpt from the book “Doing Digital” (Hebrew)

Most organizations have embarked, this way or another, on a journey to transform themselves into digital businesses adapted to the challenges of the new digital era. It is a challenging journey that should be planned carefully, monitored all the way, and with a high level of top management commitment.

Digital Maturity is one of the most important practical tools which helps organizations assess their current situation. There is no standardized well-accepted model for Digital Maturity, but there are some leading models and organizations should select one of them to measure their current digital stage.

In our new e-book (Hebrew) titled “Doing Digital: Digital Transformation – Background, Theory, and Practice; Hitchhiker’s Guide to the Journey,” published in 2018 on the e-Vrit application for mobile and desktop, we devote chapter 10 to this vital tool.  We cover several Digital Maturity models to enable organizations a broad view and understanding so that, eventually, they select the model that best suits their needs.

Find the full e-book (Hebrew) on the e-Vrit application.

To receive chapter 12 (PDF), fill the form below.

“Agilifying Your Digital Business”: From i8 Ventures at Cutter Consortium (FREE Download)

We are happy to update that our new article “Agilifying You Digital Business – 6 Steps to Get Started” was published by Cutter Consortium on the issue of Cutter Business Technology, Vol 31, Number 7, 2018 named “Architecture + Agile = The Yin & Yang of Organization Agility”. This issue contains some articles dedicated to the many faces of agility.

The issue of transforming the organization into an agile organization has become in the last couple of years a strategic issue. The business landscape has become very dynamic and competitive and organizations are having a hard time to establish their long term strategic plans. The new competitive environment forces organizations to move from the concept of sustainable competitive advantage to transient competitive advantage, a term coined by Prof. Rita McGrath from Columbia Business School in her famous book “The End of Competitive Advantage”.

Our article presents 6 steps that we recommend organizations for their transformation into agile organizations:

  • Recommendation #1: Appreciate the Mental Challenge of Agility as 'Building Flexible Buildings'
  • Recommendation #2: Develop & Share 'Visions' of What to Expect from Agility
  • Recommendation #3: Build 'Abilities', that allow for 'Visions'
  • Recommendation #4: Initiate 'Actions' that Build 'Abilities', that Allow for 'Visions'
  • Recommendation #5: Master the Interplay among Leadership, Culture, Business Architecture, and Digital Architecture
  • Recommendation #6: Shift to Deadline-Driven Smaller Projects

To get the article, subscribe to Cutter Consortium or download (PDF) by filling your email here: