with educational sessions based on developing organisation-wide alignment around core concepts and definitions. The result is a more agile form of design and development with contributors for all parts of the organisation. Deep tech is a movement which is transforming the way we understand technology and which is shaping our world in ways we have never seen before. Those leaders of the future who will be successful in the design and application of deep tech will not just be those who focus on the technological dimension but who also understand it as a multi-dimensional concept, managing new forms of collaboration between AI-based applications which operate at brain scale and human expertise, cognition and decision-making. This will be achieved through the emergence of amplified organisations: intentional regenerative businesses which are purposeful, engaged and hyperconnected, continually evolving themselves guided by their north star of the new 4Ps.
strategy which integrates human and digital dimensions: platforms are an open, flexible and extensible set of digital interactions, services and human networks that elevate, scale and amplify value in the digital economy. We use the word elevation in relation to the lifting of a concept to a higher level: you transcend what you have done previously and create something far more inclusive. Our concept of deep tech is dynamic, comprising the elevation of value propositions, scaling through platform services, and amplification through new waves of innovation. The ability of platforms to scale represents a significant opportunity to raise the quality of life for people. Due to the low cost of scaling, once a value proposition has been elevated, it can then be scaled at a minimal cost. Leaders can transform their businesses into amplified organisations by facilitating a systemic understanding of the mindsets, platform architectures, and conceptual definitions of deep tech. This is achieved through ‘deep tech discovery’ which integrates ideation for technological solutions with initiatives to transform the employee experience, training programmes, talent strategies and organisational culture. By seeing discovery as an educational process, leaders gain the following benefits: Enterprise-wide agility through the integration of strategy, values and platform development. An appreciation of different mindsets
complex architectures of deep tech platforms, the new offers and services that platforms are enabling, and the transformation of digital operating models. To understand the evolution of the digital economy, it is essential to understand the impact the 2000 internet dot-com bubble, the 2008 global financial crisis, and the recent Covid-19 pandemic have had. Between 2000 and 2008, online portals offering e-commerce transformed into marketplaces. New business models such as ‘software as a service’, and global mediators such as Uber and Airbnb, emerged. The scale and extension of platforms were made possible through their value propositions and the evolution of financial funding mechanisms. Startups received risk capital through angel and private investment. Once the big-tech sector started to form, the structuring of investment in the digital economy became more sophisticated with the development of large venture capital investment funds. As digital infrastructure reached global mass, new protocols, standards and applications were developed, such as Google Workspace and cloud computing. Digital markets emerged (for example, markets as a service, software as a service, platforms as a service, and infrastructure as a service). These markets created a further impact on businesses in relation to the design of organisational structures and processes. Organisations are transforming by basing their structures on the logic of platforms, resulting in hybrid organisations with management systems that are digital and fluid. Fluidity provides an organisation with the ability to react to changing contexts, mounting and dismounting agile teams as necessary. This comes from the organisational structure and executive teams having the requisite level of platform vision. Without a clear understanding of platform architectures and their component elements, an organisation will be challenged constantly, never reaching its potential in the digital economy. Given that our conception of deep tech platforms within the digital economy takes into account the perspectives of purpose, people and the planet, we help leaders to understand platforms by defining them as an enterprise
‘Advances in deep tech innovation
that operate in organisations (the managerial, the entrepreneurial and the visionary). Demystification of concepts relating to platform architectures. An expanded discovery
mean leaders must understand the role digital platforms play in the economy’
process with a focus on the voice of the customer to the voice of stakeholders.
Alignment of deep tech architectures with the organisation’s strategy and digital operating model. Deep tech discovery works by integrating problem specification and ideation activities
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