Digital Ecosystem Quotes

Ecosystems blur the lines of fixed business models. In a digital, dematerialized, disintermediated world, there are no direct competitors.

Your website is the center of your digital eco-system, like a brick and mortar location, the experience matters once a customer enters, just as much as the perception they have of you before they walk through the door.

When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history’s basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

The Internet of Things (IoT) devoid of comprehensive security management is tantamount to the Internet of Threats. Apply open collaborative innovation, systems thinking & zero-trust security models to design IoT ecosystems that generate and capture value in value chains of the Internet of Things.

A business ecosystem is just like the natural ecosystem; first, needs to be understood, then, needs to be well planned, and also needs to be thoughtfully renewed as well.

Innovation happens at the intersection of people, process, technology, customers, and business ecosystem.

Digital Transformation frameworks and models have transitioned from People-Technology-Process to Paradigms-Technologies-Ecosystems

The key to innovation—at Bell Labs and in the digital age in general—was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history’s basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

The key to innovation-at Bell Labs and in the digital age in general-was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history's basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

Instead of distinct old and new media, what we have is a complex cultural ecosystem that spans the analog and digital, encompassing physical places and online spaces, material objects and digital copies, flesh bodies and virtual identities.

The digital ecosystem provides unprecedented opportunities to strike a dynamic balance between the inner and outer elements, and leapfrog the business world up to the next level of advancement.

The digital organization is a living thing with the ability to continually change as the world changes and evolves with an intersecting and interacting business ecosystem seamlessly.

In the industrial age, scale is the result of what a firm does by itself using the assets that it controls and the units it produces. In the digital world, scale is the result of what it may produce by itself plus what it can achieve with its partners in the ecosystem. Tap into the scale advantage conferred by your ecosystems. Just like scale, scope advantage in the digital world comes through being part of an ecosystem.

Consider digital organization as the self-organized but interlaced and hyper-connected ecosystem.

This book is about putting you in the position to get there. It’s for those of us who understand that competition has intensified in all industries, further pushing for participation in more digital ecosystems and making digital transformation a key priority for company boards across all industries.

This book is a compilation of interesting ideas that have strongly influenced my thoughts and I want to share them in a compressed form. That ideas can change your worldview and bring inspiration and the excitement of discovering something new. The emphasis is not on the technology because it is constantly changing. It is much more difficult to change the accompanying circumstances that affect the way technological solutions are realized. The chef did not invent salt, pepper and other spices. He just chooses good ingredients and uses them skilfully, so others can enjoy his art. If I’ve been successful, the book creates a new perspective for which the selection of ingredients is important, as well as the way they are smoothly and efficiently arranged together. In the first part of the book, we follow the natural flow needed to create the stimulating environment necessary for the survival of a modern company. It begins with challenges that corporations are facing, changes they are, more or less successfully, trying to make, and the culture they are trying to establish. After that, we discuss how to be creative, as well as what to look for in the innovation process. The book continues with a chapter that talks about importance of inclusion and purpose. This idea of inclusion – across ages, genders, geographies, cultures, sexual orientation, and all the other areas in which new ways of thinking can manifest – is essential for solving new problems as well as integral in finding new solutions to old problems. Purpose motivates people for reaching their full potential. This is The second and third parts of the book describes the areas that are important to support what is expressed in the first part. A flexible organization is based on IT alignment with business strategy. As a result of acceleration in the rate of innovation and technological changes, markets evolve rapidly, products’ life cycles get shorter and innovation becomes the main source of competitive advantage. Business Process Management (BPM) goes from task-based automation, to process-based automation, so automating a number of tasks in a process, and then to functional automation across multiple processes andeven moves towards automation at the business ecosystem level. Analytics brought us information and insight; AI turns that insight into superhuman knowledge and real-time action, unleashing new business models, new ways to build, dream, and experience the world, and new geniuses to advance humanity faster than ever before. Companies and industries are transforming our everyday experiences and the services we depend upon, from self-driving cars, to healthcare, to personal assistants. It is a central tenet for the disruptive changes of the 4th Industrial Revolution; a revolution that will likely challenge our ideas about what it means to be a human and just might be more transformative than any other industrial revolution we have seen yet. Another important disruptor is the blockchain - a distributed decentralized digital ledger of transactions with the promise of liberating information and making the economy more democratic. You no longer need to trust anyone but an algorithm. It brings reliability, transparency, and security to all manner of data exchanges: financial transactions, contractual and legal agreements, changes of ownership, and certifications. A quantum computer can simulate efficiently any physical process that occurs in Nature. Potential (long-term) applications include pharmaceuticals, solar power collection, efficient power transmission, catalysts for nitrogen fixation, carbon capture, etc. Perhaps we can build quantum algorithms for improving computational tasks within artificial intelligence, including sub-fields like machine learning. Perhaps a quantum deep learning network can be trained more efficiently, e.g. using a smaller training set. This is still in conceptual research domain.

Kodak collapsed not because it did not succeed in its transformation into a digital printing company, but because digital printing became largely irrelevant with the rise of digital viewing and sharing. Kodak’s value creation was upended not by a rival or a direct substitute, but by shifts elsewhere in its ecosystem. It fell victim to the ecosystem dynamic of value inversion.

with Facebook’s purchase of Instagram following the introduction of the front-facing camera. By 2012, many teen girls would have felt that “everyone” was getting a smartphone and an Instagram account, and everyone was comparing themselves with everyone else. Over the next few years the social media ecosystem became even more enticing with the introduction of ever more powerful “filters” and editing software within Instagram and via external apps such as Facetune. Whether she used filters or not, the reflection each girl saw in the mirror got less and less attractive relative to the girls she saw on her phone. While girls’ social lives moved onto social media platforms, boys burrowed deeper into the virtual world as they engaged in a variety of digital activities, particularly immersive online multiplayer video games, YouTube, Reddit, and hardcore pornography—all of which became available anytime, anywhere, for free, right on their smartphones. With so many new and exciting virtual activities, many adolescents (and adults) lost the ability to be fully present with the people around them, which changed social life for everyone, even for the small minority that did not use these platforms. That is why I refer to the period from 2010 to 2015 as the Great Rewiring of Childhood. Social patterns, role models, emotions, physical activity, and even sleep patterns were fundamentally recast, for adolescents, over the course of just five years. The daily life, consciousness, and social relationships of 13-year-olds with iPhones in 2013 (who were born in 2000) were profoundly different from those of 13-year-olds with flip phones in 2007 (who were born in 1994).

Money is to any market economy what water, fire, or blood is to the human ecosystem—a basic substance needed for everything else to work.

Instead of distinct old and new media, what we have is a complex cultural ecosystem that spans the analog and digital, encompassing physical places and online spaces, material objects and digital copies, fleshy bodies and virtual identities.

The concept of sustainable culture begins with envisioning a cultural ecology. New and old media are not separate provinces but part of a hybrid cultural ecosystem that includes the traditional and digital and composites of the two. Our virtual and physical lives are intertwined, inseparable, equally “real.” Whether their work is distributed by paper or pixels, creators never emerge fully formed from the ether.

is clear that neither countries nor regions can flourish if their cities (innovation ecosystems) are not being continually nourished. Cities have been the engines of economic growth, prosperity and social progress throughout history, and will be essential to the future competitiveness of nations and regions. Today, more than half of the world’s population lives in urban areas, ranging from mid-size cities to megacities, and the number of city dwellers worldwide keeps rising. Many factors that affect the competitiveness of countries and regions – from innovation and education to infrastructure and public administration – are under the purview of cities. The speed and breadth by which cities absorb and deploy technology, supported by agile policy frameworks, will determine their ability to compete in attracting talent. Possessing a superfast broadband, putting into place digital technologies in transportation, energy consumption, waste recycling and so on help make a city more efficient and liveable, and therefore more attractive than others. It is therefore critical that cities and countries around the world focus on ensuring access to and use of the information and communication technologies on which much of the fourth industrial revolution depends. Unfortunately, as the World Economic Forum’s Global Information Technology Report 2015 points out, ICT infrastructures are neither as prevalent nor diffusing as fast as many people believe. “Half of the world’s population does not have mobile phones and 450 million people still live out of reach of a mobile signal. Some 90% of the population of low-income countries and over 60% globally are not online yet. Finally, most mobile phones are of an older generation.”45

Ecosystem thinking is systematic thinking about ecosystem and environment.

Changes at any level within an organization (individual, team or organization) or across business ecosystem require intent.

An innovation ecosystem is a systematic innovation methodological environment or a sort of innovation philosophy.

Digital organization is essentially a dynamic, people-centered ecosystem.

there are unparalleled opportunities for emerging agencies and consultants to transform, disrupt, and thrive within the developing marketing services ecosystem. The agencies and professionals with the will and vision to adapt and evolve will rise, and many traditional and digital-only firms will become obsolete.

Digital transformation represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem, with the people at the center of its focus.

The Game-Changer in Diabetes Management: Continuous Glucose Monitors Continuous Glucose Monitors (CGMs) have revolutionized diabetes management, offering real-time insights into blood sugar levels like never before. In this article, we'll delve into the significance of CGMs, their benefits, and why they are a game-changer for individuals living with diabetes. Understanding Continuous Glucose Monitors Continuous Glucose Monitors are wearable devices that constantly monitor glucose levels in the interstitial fluid, providing users with real-time data on their blood sugar levels. Unlike traditional finger-prick tests, CGMs offer a continuous stream of information, allowing for proactive management of diabetes. Benefits of Continuous Glucose Monitors Real-Time Monitoring: CGMs offer instant feedback on blood sugar levels, enabling users to make informed decisions about their diet, medication, and lifestyle choices. Early Detection of Trends: CGMs track glucose trends over time, allowing users to identify patterns and adjust their management strategies accordingly. Improved Diabetes Management: With continuous monitoring, individuals can better manage their blood sugar levels, reducing the risk of hyperglycemia and hypoglycemia episodes. Enhanced Quality of Life: CGMs provide greater freedom and flexibility, reducing the need for frequent finger pricks and offering peace of mind to individuals and their caregivers. Why CGMs Are a Game-Changer Precision Medicine: Continuous Glucose Monitors enable personalized diabetes management by providing individualized insights into glucose fluctuations and responses to various factors. Empowerment Through Data: CGMs empower users with valuable data, enabling them to take control of their health and make informed decisions in collaboration with healthcare providers. Continuous Innovation: Advancements in CGM technology, such as improved accuracy and connectivity features, continue to enhance the user experience and expand the capabilities of these devices. Integration with Digital Health Ecosystem: CGMs seamlessly integrate with mobile apps and other digital health platforms, facilitating data sharing, remote monitoring, and telehealth consultations. Conclusion Continuous Glucose Monitors represent a significant advancement in diabetes management, offering real-time insights, personalized care, and improved quality of life for individuals living with diabetes. As technology continues to evolve, CGMs will play an increasingly vital role in empowering individuals to live healthier, more active lives while effectively managing their condition.

Counterparty is a cryptocommodity that runs atop Bitcoin, and was launched in January 2014 with a similar intent as Ethereum. It has a fixed supply of 2.6 million units of its native asset, XCP, which were all created upon launch. As described on Counterparty’s website, “Counterparty enables anyone to write specific digital agreements, or programs known as Smart Contracts, and execute them on the Bitcoin blockchain.”7 Since Bitcoin allows for small amounts of data to be transmitted in transactions and stored on Bitcoin’s blockchain, it becomes the system of record for Counterparty’s more flexible functionality. Since Counterparty relies upon Bitcoin, it does not have its own mining ecosystem.

AWS Training in Chennai | AWS Certification Course | Placement About Us We offer thorough AWS Training in Chennai at SLA to assist you in managing cloud ecosystems and building adaptable cloud apps without worrying about infrastructure provisioning and administration. Our instructors give students with AWS products, solutions, pricing, documentation, and services so that they may understand the specific needs of their clients and provide solutions appropriately. In our AWS Training Institute in Chennai, we provide classroom and instructor-led online teaching with hands-on experience ranging from the foundation to the advanced level, as well as 100% placement assistance. Description We offer complete practical implementations of AWS Cloud Computing services in trending technologies such as blockchain, manageable cloud migration, content delivery, containers, data lakes, edge computing, front-end web application development, mobile app development, modern application development, remote learning and work, serverless computing, and digital marketing, among others, for startups, enterprises, and government agencies. Conclusion Join our AWS Course in Chennai, which includes all required programs with the most recent updates and plugins, as well as limitless lab hours for practice, study materials, and free software installation on your systems.

Ask yourself: What assets or capabilities do you need to be successful in this comfort-and-safety-as-a-service proposition? For example, you would need the capability to assemble and distribute the necessary HVAC equipment, security cameras, and other physical infrastructure. This, fortunately, may be a capability you already possess as an equipment manufacturer. But chances are that such a player would lack at least a few other critical capabilities. For instance, you would need the ability to install and maintain that equipment, which may go beyond the scope of your current operation. Perhaps most importantly, you would need an online platform to connect all the devices, sensors, and other equipment—allowing for the creation of digital twins for real-time remote digital monitoring. This online platform would also allow customers to make adjustments, access camera footage, and manage their subscription, all in one place.

Avanthika Studios stands as a testament to the enduring power of vision, dedication, and innovation in the world of Photography. What began as a dream has evolved into a creative powerhouse that has left an indelible mark on the Indian Photography. Avanthika Studios remains poised to adapt and lead, ensuring that it remains a vital force in the ever-changing world of Indian cinema. Its legacy of creativity and excellence serves as an inspiration to filmmakers, artists, and dreamers, both within and outside the industry. Avanthika Studios envisions a thriving ecosystem of content creation where traditional and digital media coexist harmoniously. The studio aims to continue nurturing talent, producing diverse and engaging content, and contributing to the growth of the Indian entertainment industry.

The rise of AWS and other cloud computing providers, in turn, helped to drive still more innovation, lowering the cost of computing power and fueling the conditions that drove the emergence of Ecosystem 1.0 in the first place. Startups, suddenly, could get the IT services they needed at a variable rather than a fixed cost—what Amazon called “pay as you go.”28 This created opportunities for new players, but it also made it much easier for established companies to enter new sectors, especially digital ones, and compete in unexpected ways.

Net-banking is a payment instrument where customers can transact using a bank account that is enabled for online payments.

Net-banking ‘was’ an important payment method because of (a) lower credit card penetration (b) fear of using cards online. Over a period, net-banking users started moving to debit cards (as every bank account has a debit card) but the rise of UPI drastically affected net-banking transactions. Erosion of net-banking can be attributed to both merchants and customers alike: Customer: Multiple hops to complete the transaction, non-optimised mobile pages and remembering password (not a user-friendly flow). Merchant: Success rate is inconsistent and lower; commercials are higher (than debit cards) for majority of sectors. Few years ago, net-banking options were prominently displayed on merchant’s checkout pages. But nowadays net-banking options are at the bottom of the page or hidden as the merchants still wants to have it but don’t want users to pay using those.

People typically want credit to cover or fulfil (a) Big expenses (maybe to buy a bike) (b) aspiration (I want that iPhone now!) (c) Emergency. But are these pay later products meeting these credit requirements? No, they are not. BNPL companies give small credit lines to users so what exactly are they up to? Their play is different, here is what they are trying to do - Most of our spends are on small tickets e.g., Food order, medicine, utility bill, or bus ticket booking. So, BNPL companies are targeting these use cases (or merchants who are in those businesses) and trying to replace credit cards and/or other payment instruments.

Future of Prepaid Instruments Merchants continue to have their closed loop wallets as an easy way for pushing refunds, a tactic for increasing customer stickiness. But with instant refund solutions, these wallets also may lose their charm. Only a few types of prepaid cards have some value: Gift Cards (because these are a lazy person’s gifting choice), Forex cards (Quintessential for overseas trips) and Specialised cards (Sodexo). But this status is changing with the growth of a particular sector – NBFC/LendingTech. As NBFC/LendingTech companies cannot issue credit cards so prepaid cards are used as instruments to lend the money (by doing just in time funding to the prepaid card). In Apr’21, RBI have issued new guidelines for prepaid cards/wallets: Balance limit is increased to Rs. 2,00,000 Interoperability among PPI instruments Cash withdrawal at ATM and POS PPI entities can set-up operations for NEFT/RTGS transfers With these new guidelines and boom in neo-banks & LendingTech companies, prepaid cards and wallets may get another shot at not just revival but a remarkable growth. Let’s wait and watch!

the head of innovation of an international French insurance company. I was supporting a HealthTech start-up providing remote chats with GPs in South Asian emerging countries. As data is the new oil, the start-up was also capturing analytics in the process on key trends for main pathologies. Patients in those countries miss affordable access to medical consultations. Equally, insurance companies miss useful data of the healthcare market and the patient requirements. People in this part of the world cannot pay for yearly insurances with large coverage but they could afford some level of insurance addressing specific diseases, pregnancy or partial coverage for their children. Hence insurance companies are keen to better understand this population and tap into a huge market. As the win/win was obvious the founder of the start-up had engaged with several insurance companies in view of developing an open innovation program. I was following up the engagement bringing the professional experience of working with a major healthcare innovative company in the US. The conversation started very well with an innovation manager genuinely supportive of integrating start-up creativity in the enterprise. Knowing the corporate world, I was not surprised to uncover two obstacles:

The IoT market grows rapidly and it’s acceleration will continue in all major areas like Industrial Internet of Things; Digital Enterprise; Internet of Healthcare; Internet of Energy; Internet of Education; Digitalisation of global Supply Chains. Security concerns add to the IoT complexity. Strategically, to assure the system’s reliability & data / knowledge engineering, it is important to insure data integrity, availability, traceability, and privacy. A complex problem of digital transformation globally. The Internet of Things cybersecurity, therefore, is not a matter of device self-defence. What is needed is a systemic approach. Identify underlying patterns. Secure elements of a chain: from security of a device that creates, captures your data.. to the data storage.. to the back-end storage.. Create/ join IoT ecosystems, driven by protection with external monitoring, detection and reaction systems. It is a challenge - to secure systems.

As the Fourth Industrial Revolution continue to evolve, the winners will be those who are able to quickly adapt to change, upskill themselves and fully participate in entrepreneurship and innovation-driven ecosystems, providing new business models and ideas rather than those who can only bring certificates to the table or only offer low-skilled labor.

Your caliber and effectiveness as a #centaur is linked to your digital competencies, digital leadership, and complexity of your ecosystem

Brochures didn’t disappear when websites arrived. Text messaging did not destroy telefundraising. As tactics, tools and platforms pile up on top of one another, we tech-savvy digital fundraisers have to hone and maintain our ability to wade through these weeds of ever-increasing uncertainty and complexity. We need to be able to embrace it. Plan for it. Leverage it. Tolerance for ambiguity is a sign of maturity in our lives, which includes our fundraising careers, because the digital ecosystem we operate within is constantly evolving. It has a food chain, complete with predators and prey. It has seasonal shifts. It gives and supports life, but it also generates and disposes of waste.

Social Media Marketing is just one part within the Digital Marketing ecosystem and both enable you to share your brand story with the world.

How and why is this happening? Let’s break it down. In the world of platforms, the Internet no longer acts merely as a distribution channel (a pipeline). It also acts as a creation infrastructure and a coordination mechanism. Platforms are leveraging this new capability to create entirely new business models. In addition, the physical and the digital are rapidly converging, enabling the Internet to connect and coordinate objects in the real world—for example, through smartphone apps that allow you to control your home appliances at long distance. Simultaneously, organizational boundaries are being redefined as platform companies leverage external ecosystems to create value in new ways.7 In this new stage of disruption, platforms enjoy two significant economic advantages over pipelines. One of these advantages is superior marginal economics of production and distribution.

Today’s digital organization is more like an organic living thing thriving at the expanded business ecosystem.

Ehsaan Islam is an entrepreneur, and a successful personality in the e-commerce and digital marketing industries. Ehsaan is the co-founder and Chief Technology Officer of BE - an advanced tech company which offers multiple digital-based solutions. He is currently leading the development of the digital ventures of the BE Ecosystem.

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To fulfill this vision, the VERSES Foundation is proposing a set of universal standards and open protocols for Web 3.0 designed specifically to enable standards for defining and enforcing digital property ownership, data privacy and portability rights, user and location-based permissions, cross-device and content interoperability, and ecosystem marketplaces by enabling the registration and trustworthy authentication of users, digital and physical assets, and spaces using new standardized open formats, and shared asset indices secured by spatial domains, in which rights can be managed by a spatial programming language, viewed through spatial browsers, and connected via a spatial protocol.

Any nation that wants to have a global voice and build value for its citizens has to nurture a digital transformation culture where government, businesses, institutions and universities work together to nurture a solid social impact driven ecosystem. The concept is anchored in the idea of the tech innovation can create new tech driven cities driven by a startup culture applied to a country and its potential for new creation of jobs and narrative.