Bertrand Duperrin's Library tagged constraints → View Popular, Search in Google

May

2011

There are no successful social media implementations inside firewalls

"The modern business enterprise is easily defined. It has two particular characteristics: it contains many separate operating units and a hierarchy of executives. As a social innovation the modern enterprise was born when the volume of economic activities reached a level that made administrative coordination more efficient and more lucrative than market coordination.

Before the rise of the modern firm, the activities of small, often personally owned enterprises were enabled and constrained by market and price mechanisms."

eskokilpi.blogging.fi/...plementations-inside-firewalls

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socialmedia change organization internalization costs networking constraints coordination valuecreation ecosystem

The important innovation of the modern firm was to “internalize” activities by bringing many discrete components under one roof and under a system of coordination
The big idea behind industrial management was to purchase or set up units that were fit enough to operate as independent entities, but instead integrate them into one system.
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- The principle of internalization permitted the flows of goods, services and information to be planned from one unit to another.
- The practices and procedures that were invented at the dawn of industrialism have become standard operating methods and are still taught in business schools today.
- First, all financially successful offerings involve customization, or aggregation by the end-user. This means that companies must thrive in situations where very little information or communication can be made routine.
- Second, all successful firms are actively involved in emergent, responsive interaction with people “outside”: customers and network partners. These firms understand that value is not created inside the organization but in the larger ecosystem they are one part of.
- Interaction can only partially be planned in advance. People need to participate based on transparent information and high quality communication systems enabling responsiveness.
- A larger and larger number of the contributing individuals are necessarily customers and network partners who are outside the company Intranet as we know it know. The explanation for this is that it is now more expensive to internalize than to network. T
- This is why there are no, and never will be, successful social media implementations inside firewalls.
- The enablers have turned into a constraint.
- The systems of value creation need to be architectures that make wide area participation possible. The goal is interoperability and low barriers to experimentation and networked learning.
- The difficulty is that this context has to make sense in the world we are going to, and not the world we are coming from.

Feb

2009

Innovating From Constraint in the Developing World - Now, New, Next - HarvardBusiness.org

I offered seven rules that appear to help explain how (some) developing world innovation proceeds:

1. Innovation (often) comes from constraint. If you've got very few resources, you're forced to be very creative in using and reusing them.
2. Don't fight culture. If people cook by stirring their stews, they're not going to use a solar oven, no matter what you do to market it. Make them a better stove instead.
3. Embrace market mechanisms. Giving stuff away rarely works as well as selling it.
4. Innovate on existing platforms. We've got bicycles and mobile phones in Africa, plus lots of metal to weld. Innovate using that stuff, rather than bringing in completely new tech.
5. Problems are not always obvious from afar. You really have to live for a while in a society where no one has currency larger than a $1 bill to understand the importance of money via mobile phones.
6. What you have matters more than what you lack. If you've got a bicycle, consider what you can build based on that, rather than worrying about not having a car, a truck, a metal shop.
7. Infrastructure can beget infrastructure. By building mobile phone infrastructure, we may be building power infrastructure for Africa -- see my writings on incremental infrastructure.)

blogs.harvardbusiness.org/...vating-from-constraint-in.html

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innovation constraints culture developingworld