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Pilot to transform supply chains from efficient supply

to innovation pipeline

BEIN(2) (Be In Business Ecosystem INnovation!)

It is conventional to make supply chains more efficient by arranging for tiered layers of reporting and accountability that feed up to the ultimate client. Accompanying this are management principles that are well documented and practised in the discipline of lean management. Both these approaches are underpinned by traditional management thinking which prioritises "command and control," although authentic lean management aspires to support innovation throughout all types of business activity. See, for example...........

Newer thinking which specifically incorporates "co-ordination and cultivation" is focussed on enabling the flow of energy, matter and information in human collaboration to surface more effectively to boost co-creativity and consequential innovation.

A key reason why many initiatives that involve change and innovation fail is that the mind sets that traditional education and training have instilled for control are inappropriate in cultivating the interrelationships, both formal and informal, for pinpointing areas for change, growth and success.

The value network perspective was one of the first to be used to illustrate, simply, a holistic view of how organisations can configure themselves to support and benefit from co-creation within and across traditional boundaries.. Value network analysis is the associated underpinning method.

The manufacturing and systems integration sectors provide evidence of how Business Ecosystems and Business Models have been transformed to meet 21st century challenges using value networks and analysis (VNA).

There is, therefore, the possibility to identify a pilot project / mini fast track programme in parallel with current supply chain enhancement initiatives for a proof of concept collaboration. This will introduce and test the value network perspective with the prospect of replicating dramatic breakthroughs in productivity and overall performance.

There is also good evidence to suggest that the adoption of the established term "Business Ecosystem" is now appropriate. Further, action to connect with the relatively new discipline of Service Design is being pursued, with its emphasis on adopting different attitudes, techniques and skills in orchestrating systems, processes and resources to produce the desired results.

Accordingly, as a point of reference, the Business Ecosystem Innovation term resonates well with actions that transform entrenched "Taylor like " behaviours to a "collaborative processes of researching, envisaging and then orchestrating experience that happens over time and multiple touchpoints," where the latter mouthful is taken from Service Design literature!

BEIN(2) is born.

This note will be shared with selected potential participants with a view to involvement as the situations, opportunities and ideal scope unfold.

David Meggitt

meggitt bird
19th March 2010

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