Most of the considerations on the near future of Business are wrong because they are based on a “linear” conception of the evolution of the Market that is not able to perceive what the real changes are taking place.
Radical changes are not an option: those who do not adapt to the new Demand° are out of the Market.
There are a lot of misandestundings about Disruptive innovation°.
In times of radical change (Breaking Point°) like the current one innovation – changes in strategies – it is necessary to follow the principles of Disruptive Innovation, or changes are produced that do not bring anything positive to the Value of the product (to the results of sales).
That is when you are in a phase of non-linear evolution (Disruption Age°) it is necessary to make a radi”cal change of mindset and structures (a true change of the Business Paradigm).
The Disruptive Innovation
In the eras of disruption it is necessary to develop new skills of interpreting the New Demand° (a Trends Forecasting more suited to the new Disruption Age°). Trends Forecasting for the Disruption Age
Today it is necessary to develop a New Marketing° that overturns its paradigm, the Marketing of pro-sumers (the Participated Marketing).Toward to New Marketing (1): Beyond the tools of the current market
To understand the New Demand, it is necessary to understand that either we adapt to trends
with a correct interpretation or sooner or later we are thrown out of the market (or politics). Trends Forecasting for the Disruption Age
In times of disruption, it is not a question of digital tranformation: to develop winning strategies, it is necessary to apply a distupitive innovation, in which attention to the technological aspect of production and product is secondary (perhaps someone agreed that the phase of the market that we are surpassing is based on a strong focus on technologies? How can a “technology innovation” be considered “radical innovation”?).
It is about going beyond technologies (not because these are no longer decisive, but because they are now “consumer technologies” that no longer need specific attention).
[ Technologies are not a key point of innovation ]
Today there is a profound misunderstanding on the evolution on Industry:
it is not a matter of making the production methods more efficient,
but of
making a rethinking of the production / distribution process.
[ The misunderstanding on Industry 4.0: towards Manufacturing 4.0 ]
► TECHNOLOGIES ARE NOT A KEY POINT OF INNOVATION
(1) We dont need new technologies, but a new generation of products
We don’t need a new generation of technolo
We don’t need a new generation of technologies:
WE NEED A NEW GENERATION OF PRODUCTS
THAT MEETS LE EMERGING NEEDS OF NEW DEMAND°.
Technological innovation is indeed a linear innovation, therefore in conflict with a disruptive evolution of products (thar require a non-disruptive mindset°): better technologies are not able, in itself, to satisfy the real, urgent, needs of the new Demand°).
To be able to induce the Consumer to buy new products it is necessary to develop a new Useful Value°, a Value-utility based on Low-tech° (consumer technologies).
(2) Successful companies are not tech-companies, but they are Start-ups that know how to develop a new form of value-useful for the Customer
what makes products more salable
it is not an evolution of technologies,
but a development of
NEW MANUFACTURED MEN’S PRODUCTS
The new Companies that are successful on the market are not tech-companies (that develop new technologies), but on the contrary they are companies that, using Consumer technologies° (low-techs), develop on products able to satisfy the needs of the New Demand°.
That is, the Companies are successful when they are able to develop strategies functional to Disrutpive Age°: a Disruptive Innovation° based on that sensible intuition° that today lacks the Big Player (to Managers and Consultants who have replaced entrepreneurs in charge of the Companies).
These Companies apply a new approach to the Market (which reverses the previous approach), in which
they move
FROM THE TECHNOLOGICAL FACTOR
TO THE HUMAN FACTOR.
In the new approach, the law of supply and demand is followed, and they are able to develop a useful value for customers. It goes from the capacity of INDUCTION to the capacity for PERCEPTION.
● from a push Marketing (which creates emotional “reasons”), they move to a New Marketing° which has the subtle ability to perceive the new needs of the Customer (a Value-oriented innovation°). Or
● from Spinning (which induces a “perception” in the Customer – perceived value) they move on to the perception of the Customer’s needs (also thanks to Participated Marketing° that integrates the Customer is in the process of product ideation).
► The misunderstanding on Industry 4.0: towards Manufacturing 4.0
Today, in a moment of rapid and radical changes, there is the risk of interpreting the emerging trends – which are decisive for the success of the Market and Governance strategies – with an obsolete mindset.
It is necessary to clarify some fundamental misunderstandings regarding Industry 4.0:
● the change concerns not only the product, but everything connected to it. Today it is necessary:
– a rethinking of the why of a product
– a rethinking of the ideation/design process
– a rethinking of the production/distribution process
● Disruptive Innovation is not based on technology: rather, going “beyond technology”.
< see “The role of technologies in innovation” >
The “revolution” (dirsruption) that is transforming the world of production
is a phenomenon radically different
from the one today defined as Industry 4.0.
In the post ”Innovation in the new post-industrial Market – Manufactory 4.0″ <see> we illustrate how we should rather define the new trend with the term Manufacturing 4.0.
In other words, Industry 4.0 is not an improvement of the Industry dimension, but a disruptive innovation of production that goes beyond the industrial phase.
The fact is that today
technologies have developed to a point where
they allow to evolve
pre-industrial production methods (Manufacturing)
at a higher level of effectiveness
then that of industrial production systems.
The new “machineries” (smart, based on the “Makers” methodology, and on desktop devices connected via internet) are extremely versatile and can quickly be adapted to new productions, simply by changing the software that manages them, and some accessories. And they can be used by unskilled personnel (they can be programmed by downloading files from the Web, and there may be remote support from experienced personnel).
It is even possible to install temporary production workshops, taking advantage of the availability of “warehouses” no longer used by the traditional Industry (the machines can also be hired).
In the new industrial revolution towards Manufacturing 4.0, we move on to a new era of the new Economy: the Context economy.
It represents a mode of production and “consumption” that is completely different from the current one, in which the market no longer develops in terms of mass. In the Era Manufacturing 4.0 the products will be mostly “taylor made” (it goes beyond the customization): the Crowd enters the design and production phase (up to the Open Factories).
< see “The new Post-industrial Economy: the Context Economy“ >
< see “New modalities of Production of Services and material Products” >
An example of the new post-industrial era is the Model identified by INNOVA, that of the Franchising-Transplant Factories that represent a (remarkable) evolution of the Transplant Factories: factories of the size of workshops that produce under license with radically new methods .
<see “New Production / Distribution methods: Franchising-Transplant Factories” >
