Ingenieur Vol 68 Oct-Dec 2016 | Page 79

Use Open Standards , Open Data , Open Source , and Open Innovation
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Adopt and expand existing open standards .
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Open data and functionalities and expose them in documented Application Programming Interfaces ( APIs ) where use by a larger community is possible .
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Invest in software as a public good .
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Develop software to be open source by default with the code made available in public repositories and supported through developer communities .
Reuse and Improve
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Use , modify and extend existing tools , platforms , and frameworks when possible .
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Develop in modular ways favouring approaches that are inter-operable over those that are monolithic by design .
Do no harm
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Assess and mitigate risks to the security of users and their data .
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Consider the context and needs for privacy of personally identifiable information when designing solutions and mitigate accordingly .
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Ensure equity and fairness in co-creation , and protect the best interests of the endusers .
Be Collaborative
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Engage diverse expertise across disciplines and industries at all stages .
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Work across sector silos to create coordinated and more holistic approaches .
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Document work , results , processes and best practices and share them widely .
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Publish materials under a Creative Commons license by default , with strong rationale if another licensing approach is taken .
Michael E . Porter – The Competitive Advantage of Nations
Create pressures for innovation . A company should seek out pressure and challenge , not avoid them . Part of strategy is to take advantage of the home nation to create the impetus for innovation . To do that , companies can sell to the most sophisticated and demanding buyers and channels ; seek out those buyers with the most difficult needs ; establish norms that exceed the toughest regulatory hurdles or product standards ; source from the most advanced suppliers ; treat employees as permanent in order to stimulate upgrading of skills and productivity .
Seek out the most capable competitors as motivators . To motivate organisational change , capable competitors and respected rivals can be a common enemy . The best managers always run a little scared ; they respect and study competitors . To stay dynamic , companies must make meeting challenges a part of the organisation ’ s norms . For example , lobbying against strict product standards signals the organisation that company leadership has diminished aspirations . Companies that value stability , obedient customers , dependent suppliers , and sleepy competitors are inviting inertia and , ultimately , failure .
Establish early-warning systems . Early-warning signals translate into early-mover advantages . Companies can take actions that help them see the signals of change and act on them , thereby getting a jump on the competition . For example , they can find and serve those buyers with the most anticipatory needs ; investigate all emerging new buyers or channels ; find places whose regulations foreshadow emerging regulations elsewhere ; bring some outsiders into the management team ; maintain on-going relationships with research centres and sources of talented people .
Christensen Institute - Disruptive Innovation
The theory of disruptive innovation was first coined by Harvard professor Clayton M . Christensen in his research on the disk-drive industry and later popularised by his book The Innovator ’ s Dilemma , published in 1997 .
The theory explains the phenomenon by which an innovation transforms an existing market or sector by introducing simplicity , convenience , accessibility , and affordability where complication and high cost are the status quo . Initially , a disruptive innovation is formed in a niche market
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