Amazon, Uber and Airbnb are often mentioned examples of disruptive innovations. They also are so-called “platform ecosystem models”.
First, we must realize that companies like Amazon are operating in a very different playground and have much shorter development paths than the traditional industry actors. Because of path dependency, the challenge of disruption is huge in established companies compared to newcomers.
Disruptive innovation = Business model + Technology + Agility
Transformation requires a business model that links new technology to an emerging market need. Within industrial ecosystems, disruptive business models are driven by the emergence of data-driven economies as well as servitisation, i.e. offering operational excellence
In order to renew, and survive, an organization needs to balance stability and change. Business disruption requires changes in the organization’s processes – at the same time it requires changes in the capabilities of individuals. Especially it requires a well-grounded understanding of the wider ecosystem – which enables turning disruptive technologies to novel business models together with new partners, for new customers, while the playground is changing. Success in global competition of industrial ecosystems requires deep understanding of customer value, an ability to utilize technological developments in products and services, and renewal of operations with digitalization.
Transformation requires co-evolution of ecosystem
The disruption means that the future structure and paths of change are always unknowable and actors need tools to understand how these systems co-evolve, while their actions – both intentional and emerging – are connected to each other. The forerunners need agility to change their path. Just ask yourself: are you able to kill your well-planned business model within a week – and create a new one the week after that? And with whom you should scan the new opportunities arising from technology?
Future is built together – and we are here to help you
Key for ecosystem composing and orchestration is to generate shared meanings together with key actors. This becomes crucial – so does the need for effective boundary spanning when parties have different interests and those interests collide.
Finland with high innovation capability and skilled workforce is in a strong position to be a frontrunner in the next generation manufacturing and service business. VTT supports this transformation of Finnish industrial companies.