Innovation models are diverse, with the options and approaches companies can follow when implementing innovation programs being highly dependent upon their specific circumstances. However correctly gauging the nature of these circumstances can be especially difficult given the diverse and complex social, organisational and governance structures that have come to be deeply embedded within the culture of a company.
Over the last several years social networks have educated people to use information about themselves and their friends more actively. This has caused a spill-over effect in organisations where the benefits of social networks can be contrasted against formal structures to deliver more effective and efficient innovation practices. Innovation Agency is at the forefront of developing analytical tools and approaches that enable us to identify these ‘shadow networks’ and leverage them effectively in order to energise collaboration and stimulate innovation across a broad range of industries.
Here is an example view of the Microsoft’s acquisition of LinkedIn can be viewed as a key strategic drive in ecosystem innovation.