Services
Areas of interest and ongoing work
Public policies objectives are broad, from global industrial competitiveness, accelerating technological development and addressing societal impacts. Today we are in the midst of a re-assessment of the roles between the public and private sector. The enthusiasm towards privatisations, a main trend since the mid 1980’s has waned. Public services are reappreciated, which may indicate a longer term change.
Different kinds of roles
Governments has different kinds of roles from issuing licenses to regulations, standards development and protecting public goods and values.
Digitisation an Impact on Public Services and Government organisation
Digitisation is an answer to many of the societal challenges, but also source of challenges for policy makers. Private sector digitisation - next days deliveries - raises expectations of citizens towards public services.
Digitisation provides also opportunities for governments. Government and the related organisation are - like any complex organisation - inclined to build silo-ed structures, both in a horizontal sense (between departments) and in a vertical sense (from EU to local governments). Digitisation enables integration of policy making towards societal objectives and enables faster operational execution and better services.
Stimulates the right investments
Governments have also important roles towards investments infrastructure assets, public as well as private. In general open, competitive markets are more innovative and have higher levels of investments, than highly concentrated markets.
the oversight of market organisation, as reflected in competition policy. with its own purchases, the issuing of licenses and Licensing policies Effectiveness Smart city
Corporate Development
The pace of technological development reduces the number of one-hundred-year old companies rapidly, as they respond too slowly to the technological changes and digitisation. Fast movers and unicorns get pole positions in red ocean, existing or bleu ocean, new segments. IOT digitisation is an example of impact of digitisation in traditional industries
Todays’ technological developments give new business opportunities and impact organisations. New platforms, layers and business models illustrate this. New business models develop rapidly around evolving core assets. In some segments, new service layers arise, in others towards integrated platforms with an underlying trend towards faultless and real-time. Government can stimulate these developments in various ways, in standards setting, purchasing, regulations, licensing
Towards eco system orchestration
The nature of corporate development work changes. The cycle from strategy to opportunity and launch shortens. Also the traditional GTM strategies of targeting, marketing channels and partnering are complemented with agile ecosystems building.
Het innovative process is also more and more outsourced to accelerators. But at the same time, these agile development needs, somewhat paradoxically, support structures.
Opportunities in infrastructure investments
At the same time, infrastructures become more integrated, in the physical space - multifunctional lamppost. Many cross over platforms are emerging with benefits for e.g. (smart) cities. 5G is also a platform technology with platform benefits, which will drive many sector developments
Business Growth
Despite the increase in the speed of innovation, there are common themes, form launch to market entry and scale. The product life cycle, derived from the statistical S-curve, illustrates different phases with changing challenges.
Within the PLC there are common, more refined concepts such as proof of concept, proof of value and technology readiness levels. These are all steps before crossing the chasm.
The main focus of Ascolo is crossing the chasm, and the step towards sustainable revenue and relevant market share. This step opens multiple segments and requires a solid market strategy and focus.
As developments go fast, shifts in strategy are necessary to results. For example, national or regional market entry strategies requires changes as markets mature whilst growing from one region to another, with the notable exception of hyper-scalers and unicorns.
Enabling Change
Change projects are all different, but they have common elements, as illustrated below. Organisations tend to have a certain culture or approach, which may miss key elements in change. Also, as technology, markets and organisation change, different emphasis may be necessary. A quick scan could be helpful to make change happen.