How can you create a digital innovation ecosystem that connects entrepreneurs and investors?

Il est impératif de commencer par définir une vision claire et des objectifs tangibles, véhiculer une mission concise, offrant une inspiration pour résoudre des problèmes spécifiques dans le domaine de l'innovation numérique. Identifiez ensuite les opportunités émergentes en prenant en considération les tendances technologiques et les besoins du marché. Mesurer l'impact de votre écosystème, en mettant l'accent sur des résultats concrets en se basant sur des KPIs et des objectifs réalisables à court et à long terme. Travailler une proposition de valeur claire et convaincante, détaillant les avantages distinctifs de votre écosystème.

A digital innovation ecosystem is part of a wider innovation ecosystem with five dimensions of a reframed innovation helix: government, industry, academia, society, and environment. A tropical forest analogy can illustrate the innovation ecosystem complexity and diversity. We need to plant different species gradually in time and space, in circles, not all at once. Likewise, we can create innovation hubs and expand them later. As for the phasing, public investors support early innovation, while private ones join at acceleration. This helps cross the valley of death. The orchestration of the ecosystem is required for collective intelligence and sustainability.

Like any other Project, a clear vision and goal/s are key to swiftly and often successfully navigating through different stages. This is exactly what a scope is to a project. A clearer objective directly leads to optimal resource estimation which further determines the 'how' of implementing the ideas. One must be aware that this stage might need some iterations (but not too much to lose time) as certain discoveries in identifying the market environment and stakeholders could lead to some re-thinking and potential pivoting.

Essa abordagem estratégica permite estabelecer parcerias produtivas e sustentáveis, baseadas em objetivos mútuos e benefícios compartilhados.

When defining vision and goals, I particularly like Roger Martin's 'Playing to Win' framework - What is our winning aspiration? Where will we play? How will we win? What capabilities must be in place? What management systems are required? This framing also helps identify the value each contributor brings to the ecosystem, i.e. how does each contributor (entrepreneur or investor) help the ecosystem deliver on it's winning aspiration.

In my humble opinion, going too broad too quickly can be a detractor to building a successful innovation ecosystem. It's better to instead start with a small group of stakeholders who are highly committed to the vision and winning aspiration - as the ecosystem gains success and traction, it creates enough of a buzz to attract others. A sense of exclusivity also helps elevate the stature of the ecosystem, which means that every additional stakeholder who joins then values their membership and actively contributes to the health and success of the ecosystem. All too often we see innovation ecosystems make a big splash with a large membership, which eventually fizzles because of a lack of active engagement and contribution.

With all due respect how does this work with your terms and conditions LinkedIn? You need to be very clear that you're taking human expertise and using this to enhance your LLM.

In my view, the initial step to effectively engage stakeholders involves mapping them using the Power-Interest matrix. This involves categorizing stakeholders as follows: - Those with high interest and high power should be managed closely and with thorough attention; -Stakeholders with high interest but low power should be consistently informed; - Those with low interest but high power need to be kept satisfied and fully informed; and lastly, - Stakeholders with both low interest and low power should be monitored.

In my experience as an entrepreneur and investor, I have found that understanding the needs and pain points of your stakeholders is crucial to success. While it is true that investors are always searching for a deal, and entrepreneurs need funding, it's important to break down each category of stakeholder into specific profiles with a list of their needs and pain points. This will allow you to allocate your attention and resources towards what matters most. Ecosystem projects can quickly become inefficient and wasteful if they attempt to solve too many problems. The more you focus on the needs and pain points of both entrepreneurs and investors, the better you can align your vision and goals with theirs.

Beyond identification and engagement, it's vital to establish clear channels of communication with stakeholders and foster an inclusive, collaborative environment. Regularly update stakeholders on the progress of the digital innovation ecosystem, share success stories, and seek their input on key decisions. Actively listen to their feedback and concerns, demonstrating a commitment to inclusivity and shared ownership.

Financial capital that will bring in everything else, is very important here. But most important to achieve a culture of experimentation and learning is the human capital. It is the mentors that will help transform it to a truly thriving culture!

Acesse e forneça recursos variados, como capital, habilidades e redes, através de crowdfunding, VC, incubadoras e mais, para impulsionar a inovação.

In the realm of digital innovation within a large company, the key challenge often lies not in financial capital but in aligning internal processes with a clear vision. When a shared understanding of the benefits of innovation permeates the organization, resources naturally follow suit. Every investment in innovation becomes worthwhile when internal processes are synchronized to maximize its impact. In this context, mechanisms such as crowdfunding, angel investing, and venture capital play a role, but the true value emerges when a company's vision aligns with its innovation pursuits, unlocking the potential of resources to drive transformative outcomes.

Building a successful digital innovation ecosystem requires more than just connecting entrepreneurs and investors; it necessitates a robust infrastructure of resources and support. Here's how we can make that happen: 1. Leveraging the power of digital twins. 2. Building a comprehensive support network. 3.Facilitating funding access. 4. Fostering community and collaboration

Es ist jedoch wichtig zu beachten, dass die Umsetzung eines digitalen Innovationsökosystems nicht einfach ist. Es erfordert eine sorgfältige Planung und Umsetzung, um sicherzustellen, dass die Ressourcen und Unterstützung vorhanden sind, um das Ökosystem erfolgreich zu machen. Es ist auch wichtig, dass Unternehmen und Organisationen die richtigen Partner finden, um ihr digitales Innovationsökosystem aufzubauen. Es ist nicht immer einfach, die richtigen Partner zu finden, aber es ist wichtig, dass Unternehmen und Organisationen die Zeit und Mühe investieren, um die richtigen Partner zu finden, um ihr digitales Innovationsökosystem aufzubauen.

Applying Simon Sinek’s golden circle unites people around a common purpose or ethic that drives them. Without that it’s just money driven and loses that community feel.

One of my mentors used to say, "Let's fail fast.', and there is a lot of truth to it. I advocate embracing a culture of experimentation to quickly learn from the market which of your products or services truly resonate with consumers.

We are talking about an ecosystem here and this demands a holistic approach. Creation of an ecosystem inherently brings failures along. So it is important to have systems in place to detect failures. Now, once we detect failures what do we do? Here comes the growth mindset. The stakeholders involved should have a growth mindset to embrace the failures and see them as opportunities. No innovation was perfect in the first attempt. I would really focus on communicating this as frequently as possible to bring in this cultural aspect.

Experimentation and learning are closely linked to, and amplified by, two more fundamental organizational values - diversity and vulnerability. Diversity of backgrounds and perspectives help us identify a fuller set of assumptions, and therefore the riskiest assumptions that need to be tested through experimentation. Diverse thinking also helps construct more robust experiments to prove or disprove hypotheses. Vulnerability is fundamental to developing a learning culture - and this starts from the top. When leaders embrace and celebrate their own mistakes or admit that they don't have all the answers, it provides the psychological safety for others to do the same - which in turn creates a positive learning environment.

The hardest part will be to detach emotionally from your experiments. This is where a coach could be helpful to help you see the lines in the sand and let go if the experiment fails!

There needs to be a systematic approach for monitoring and evaluating the impact in Digital Innovation. SMART(specific, measurable, achievable, relevant and time bound) objectives are imperative for outlining what success looks like. KPI metrics such as user adoption rates, customer satisfaction index, revenue growth, time to market and efficiency gains are some of the key metrics which can be tracked for monitoring. Also, benchmarking against industry leaders and competitors provides context and determines effectiveness of the program.

Es ist nicht nur wichtig die Auswirkungen zu überwachen, sondern sich klar zu machen ob die Lösungen überhaupt Auswirkungen haben werden. Alles was zu weit weg ist und sich mit Problemen befasst, welche aktuell noch keine Probleme sind bzw. noch nicht als solche wahrgenommen werden, scheitern in der Umsetzung, da die Annahmen meist darin liegen, dass nicht ein unmittelbares Problem sondern ein zukünftiges gelöst wird. Das liegt in der Natur des Menschen. Das notwendige Abstraktionsvermögen fehlt an vielen Stellen und lässt gute Ideen bereits im frühen Stadium sterben. Das wird nur über das zerlegen der großen Lösung in kleine Lösung gelöst, welche unmittelbar wahrgenommene Probleme lösen. Quasi erstmal das Pflaster dann die Heilung.

Track the success stories, measure the number of successful collaborations, and assess the economic and social contributions. Regularly gather feedback from stakeholders to make informed adjustments and improvements.

Isso também permite ajustes estratégicos contínuos, fortalecendo a resiliência do ecossistema e maximizando os benefícios para todos os envolvidos.

To evaluate the success of innovations, consider implementing a novel Key Performance Indicator (KPI) such as "Adaptation Velocity Index" (AVI), measuring how quickly the organization adapts to and implements successful innovations. This KPI assesses the time taken from concept validation to full integration into operational processes, providing insights into the agility of innovation adoption. Additionally, conducting customer empathy surveys at various stages of innovation implementation can gauge user satisfaction and the real-world impact of the innovation. Incorporating qualitative feedback into KPI assessments ensures a comprehensive understanding of the innovation's success beyond traditional metrics.

In my experience to maintain a successful digital innovation ecosystem that connects entrepreneurs and investors, it's essential to continuously adapt and evolve. This involves regularly updating the platform based on technological advancements and user feedback, maintaining agility to quickly respond to market changes, and being responsive to the evolving needs of both entrepreneurs and investors. Foster partnerships for fresh perspectives and resources. By keeping the ecosystem dynamic and responsive, it remains relevant, attractive, and conducive to ongoing innovation and growth.

Resilienz und damit verbunden ein tragfähiges Geschäftsmodell gehören zu den wesentlichen Aspekten. Ein Soll/Ist-Abgleich (s. 5) ist natürlich wichtig. Es ist aber nicht schädlich, wenn der Inhalt/Titel des Ökosystems nicht genau das trifft, was beabsichtigt war. Für eine inhaltliche Klarheit kann man sich umbenennen, aber es kann sein, dass Akteure genau wegen der aktuelle (leicht ungenauen) Ausrichtung/Bezeichnung dabei sind. Die Selbsttragfähigkeit des Ökosystems ist nicht zwingend, wenn es einen permanenten Sponsor gibt. Allerdings gibt es immer wieder Cluster/Netzwerke/Ökosysteme/Kompetenzzentren, die mithilfe einer (meist öffentlichen) Anschubfinanzierung selbsttragfähig werden sollen - was aber nahezu (...) nie klappt.

Es ist wichtig, dass Sie Ihr Ökosystem kontinuierlich überwachen und bewerten, um sicherzustellen, dass es den Bedürfnissen Ihrer Organisation entspricht und dass Sie auf dem neuesten Stand der Technik sind. Indem Sie Ihr Ökosystem anpassen und weiterentwickeln, können Sie sicherstellen, dass Sie innovativ und wettbewerbsfähig bleiben.

One key actor in an innovation ecosystem is what I call intermediate. It can be an incubator, accelerator, hub or any actor who will raise the bar and foster connections.

Die Anpassung und kontinuierliche Weiterentwicklung des digitalen Innovationsökosystems sind entscheidend für langfristigen Erfolg. Flexibilität ist der Schlüssel, um auf Veränderungen zu reagieren. Die regelmäßige Bewertung hilft Schwachstellen zu erkennen und Optimierungspotenziale zu identifizieren. Ein offener Dialog mit Stakeholdern gewährleistet, dass das Ökosystem relevante Bedürfnisse adressiert. Die Integration neuer Technologien und die Aufnahme frischer Talente fördern die Innovationskraft. Insgesamt erfordert die Anpassung und Weiterentwicklung eine proaktive und aufgeschlossene Haltung, um die Relevanz und Wettbewerbsfähigkeit des digitalen Innovationsökosystems sicherzustellen.

Hot topic! We see raise of virtual spaces and digital communities World Wilde. Covid has accelerated the transformation. However, we still experience serious challenges in building digital ecosystems because of lack social and physical interactions through digital platforms. It is not to easy to build trust and get connected strongly over digital tools. Once we overcome such challenge, digital ecosystems will boost…

Do not exclude any industry. Strange as it may seem, being in contact with industries that have nothing to do with your own is highly productive. This is because most organizations tend to look at their competitors and related industries when they want to innovate, so having a radically different view of how things are done can give you a competitive advantage over your competitors.

I agree trying to do ideation and sifting of ideas is enormously hard in a virtual space. You don’t get that moment where one person expresses a thought, and another person asks, “what do you mean by that?” because the perspective is new to them, and then multiple people start looking at things in a new way. The level of trust and openness is just higher when you are face to face and can properly judge people’s non verbal reactions. I believe that we should use our limited face to face time on these critical innovation stages, and the virtual time on the rest of the process. The virtual collaboration tools work just fine to support goal setting, exploration, research, analysis, prototyping and implementation.

Meine Erfahrung zeigt, dass ein digitales Innovationsökosystem ein komplexes System ist, das viele Unterstützung benötigt, um erfolgreich zu sein. Wenn Unternehmen und Organisationen ein digitales Innovationsökosystem aufbauen, können sie von den Vorteilen profitieren, die es bietet, wie z.B. die Möglichkeit, neue Produkte und Dienstleistungen zu entwickeln und ihre Geschäftsprozesse zu optimieren. Es ist auch wichtig, dass Unternehmen und Organisationen ihre Ziele und Visionen klar kommunizieren, um sicherzustellen, dass sie mit den richtigen Partnern zusammenarbeiten, um ihre Ziele zu erreichen. Es gibt viele Mechanismen, die genutzt werden können, um Ressourcen und Unterstützung für ein digitales Innovationsökosystem zu erhalten.

Auch ein digitales Innovationsökosystem lebt von räumlicher Nähe und Beziehungen. Deshalb ist es wichtig, schon früh bei der Zieldefinition auf den Scope und die intendierte geographische Region zu achten, um gezielt passende Stakeholder einzubinden.