New_Banner_3-11-14.jpg

A New Economic Model

To fast track the development of a 21st Century enterprise model into traditional development process requires a radical shift. If we are to provide the development that facilitates the emergence of the new value chain we will need change our traditional evaluation criteria and processes. One way to attempt this shift is to adopt and adapt the latest innovations in business model development for existing and start up enterprises.

Our economy is in transition from the industrial command and control to the experiential of relationships, authenticity and integrity, the Web 2.0 world where the consumer has the power. This new order requires a new business model.

Old Value Chain                                          New Value Chain

Product Development                        Open Innovation

Production & Manufacturing                Customised Production

Marketing                                        Customer Co-Marketing

Sales & Distribution                           Community Validation

Service                                            Cross-Media Collaborated Search

Idris Mootee “Design Thinking for Strategic Innovation”

 

Design thinking and lean startup techniques will assist regions to:

  • Handle the challenges of decision-making as it becomes more devolved to local levels;
  • Have the capacity to innovate continuously; and
  • Have a sufficient understanding of policy to enable effective interaction with smaller and more strategic head offices.

The Regional Solutions Framework delivers a principles based approach that is uniquely directed at the issues of sustainable economic development in regional Australia.

The Regional Solutions Framework will:

  • Enable regions to be proactive in the broader agenda of rapid, interconnected change in environments, societies and economies and globalised fragmented governance arrangements;
  • Build social and political capacity and create regional arrangements which can recognise and respond to dynamic capabilities in ways that are structurally embedded into institutions and organizations;
  • Support the region’s ability to generate interactions and competitive resource configurations that are based on the region’s history and potential opportunities.

Design based thinking and lean startup approach supports:

  • More intensive cross-sectoral collaboration such as partnerships, joint venture or integration contracts to create and deliver public programs that have the potential to enhance diversity in service delivery and provide greater choice to citizens;
  • Increased input into in the development of public policy with public sector influence balanced against the propositions put forward by advocacy groups, think tanks, consultancies and political staffers;
  • Greater engagement of private sector and not for profit agencies in the bench marking of service delivery;
  • A reduction of the command and control nature of agency relationships. 

Incorporating design thinking and lean startup capability techniques into traditional policy platforms allows more explicit consideration of issues including:

  • Coordinating multiple decisions to one problem;
  • Satisfying multiple objectives in any single policy;
  • Addressing conflicting objectives within solutions;
  • Good policy for Regional Australia.

 
"Design thinking and lean startup techniques allows ideas to come from unlikely places and people, it may ruffle feathers because ideas are counter to the accepted narrative."

 

What needs to change is the capacity of mainstream practice, institutional drivers and imperatives for order and standards; to apply techniques that embrace these challenges and can sit with less formal relationships and organisational arrangements.

CLICK HERE for Part Four

empty