Category: In Practice

Articles that explore topics in practice

The Big Picture… Welcome to what I am calling The Progress Economy. The way of viewing the world that accelerates growth and innovation. We can view The Progress Economy as three levels sitting on a simple set of fundamentals. Fundamentally, we observe that: every actor is seeking to make progress with all aspects of their […]
Reading time <7 mins

Cash is everywhere - but what role does it have as we try and look at the economy as service-exchange based?

This is a preliminary view, where I look at cash rather than as a proxy for value, as being service tokens, which supports:

  • mediation of temporal and magnitude differences in a service exchange
  • enables indirect service exchange

Such a view still allows us to observe common aspects of cash (the desire to acquire as much as possible).

And allows us to maintain our improved view of value - relating to progress being made. In addition to service-service continuum and other behavioural quirks we see.

Reading time <9 mins

Need a way to discover new concepts for your service?

Blue Ocean Strategy contains a few tools that give a great way to look at and discover New Service Concepts (one of five dimension in our services innovation model).

We take Gallouj & Weinstein's idea that a service is a matrix of four sets of characteristics. And say those characteristics are the attributes in a Blue Ocean Canvas. Then, using the Blue Ocean Four Actions Framework we can ideate service concepts by either raising, reducing, creating or eliminating characteristics.

The resulting new service concepts nicely adhere back to Gallouj & Weinstein's categorisation of service innovations: radical, improvement, incremental, ad-hoc, recombinative (architectural) and formalisation

Reading time <3 mins

How difficult will it be to implement your innovation in your enterprise?

We look at how we can determine that through via den Hertog's model of service (which holds for products too). And take advantage that models of this type have two components:

  • dimensions
  • capabilities

By determining the size of change in dimensions and the strength of an enterprise's capabilties, we can score an innovation's Implementation Execution Complexity

In doing so, we open the path to reducing that score - perhaps simplifying the change, or improving capabilities. And to portfolio management.

Reading time <7 mins
We can fall into the trap of thinking innovation means the same thing for all the different types of organisation that exist. I look here at why we innovate in general, and then why five different types of organisation (product companies, service companies, social entrepreneur, digital native startup and an IT consultancy- a type of technical Knowledge Intensive Business Services (KIBS)) innovate to see the differences.
Reading time <4 mins

Can service-dominant logic help us understand and harness the circular economy? Yes

We need to move from the linear economy of take-make-waste. An economy that parallels the embed-exchange-use up logic of goods-dominant logic.

And move to the circular economy. An economy that, amongst other things, aims to to minimise waste and pollution through reusing, sharing, refurbishing and recycling.

And that economy shares a lot with service-dominant logic. With looking beyond the exchange, co-ordination of resources and co-creation of value

Reading time <11 mins
Our economies are increasingly services dominant. Yet we typically perform service innovation using product innovation approaches. This raises two questions. Firstly, are service and product innovation the same? Secondly, should, or even can, we apply product-dominant innovation thinking in our service-dominant economies? That McKinsey’s recently found 94% of executives are not happy with the outcome […]
Reading time <9 mins

This site started with The Innovation Problem - not least that 94% of executives are unhappy with innovation performance- and my experience starting a global innovation account's innovation function.

What is the solution?

That is what this article builds. Pulling out the lessons from all the articles on this site I am building a blueprint of an organisation and approach that doesn't suffer from the problems that lead

It is an article that is continually being updated and reformed as I go through my journey

Reading time <1 min