e-Invoicing is a reality…and a source of great liquidity!

e-Invoicing is e business reality

Within 2 years, electronic invoicing will have reached critical mass and become entrenched:  67% of survey respondents already receive e-invoices from suppliers; 35% of firms send e-invoices or expect to within the next 12 months.  By the end of 2010, all public administrations in Italy will require e-invoices from suppliers. Increasing trends towards supply chain integration and dynamic networks will drive adoption rates even further.

Whether the intention is to adopt immediately or within the next few years, companies need to accept that e-invoicing and e-payments will soon be a reality of the business ecosystem.  They should begin to analyse how it will impact their business and make initial changes to the financial supply chain preparing for the smoothest possible transition. Continue reading

Case Study: TALC as applied to Content Management Systems Technology Adoption

Content Management Systems were first developed as one off complex solutions for Newspaper and Magazine publishers.  A package (not dissimilar to e-procurement) of components pieced together to address the specific workflow needs of target customers, over time leading designs emerged: Vignette, Interwoven, Oracle and even IBM offered ‘packaged’ solutions still targeted at the limited market of Media Publishers with investment costs in the millions justified due to the complexity, personalization required and limited market size. Continue reading

Technology adoption lifecycle revisited

Technology Adoption Lifecycle Analysis (TALC)

New technology presents risk for many customers. They react differently toward this risk based on their innate characteristics, the wants and needs of their companies, and the behaviour of other buyers. The Technology Adoption Life Cycle (TALC) models how different groups of customers adopt to discontinuous innovation at different times. This model helps policy makers and technology developers build the best strategy for each phase of a product’s life. Continue reading

A different Approach

All efforts, to date, overlook the prime, leading indicator of new markets, trends, innovations and technologies…changing human behaviour…the driving force.

Intuitively, most of us understand that 90+% of everything we do is habitual.  Every day we repeat the same actions, thoughts, interactions, conversations and activities.

When we do CHANGE our habitual BEHAVIOUR, we provide a clear signal that something different is happening: that we have interest, intent or involvement in something new.  When enough people change their behaviour, a new market is born. Continue reading

Knowing the question to ask.

Most companies acknowledge a need for market knowledge and try to automate the process of intelligence gathering. They digest as much data existing internally, via clients and suppliers, and on the internet in the faint hope that new opportunities will become self-evident.

On the surface, at least, these efforts make intuitive sense. The Internet is an ongoing conversation, it represents a living and growing memory of the human condition. We record lives, research new frontiers, build businesses, watch children grow….innovate, evolve and die..on the Internet. Continue reading

What is Collective Wisdom

Originally conceived by Mark Abouzeid, Collective Wisdom applies technology, behavioral dynamics, micro-blog harvesting and market profile models to the principles of chaos and complexity theory to solve the greatest problem facing corporations today:

How can market disrupting innovation by spotted early enough to put effective strategies in place that exploit new opportunities and defend against threats.

While historically this has proved impossible, Abouzeid believes the answer lies in the Internet: a universal mirror for what we think, want, explore and need.

He is working with companies, agencies, scientists and venture capitalists to help better understand the dynamics of innovation, where it is most likely to develop and the threats and opportunities it poses.

Originally published September 2002 by Mark Abouzeid.  Copyright 2002, all rights reserved.

Human behavior, the internet and innovation

1 the internet reflects the thoughts, behaviour, ideas, opinions, desires and activities of a valid sample of the world population.

2 it is universally relevant and will become more so over time. 1/3 of all users are from lesser developed countries providing greater insight than ever possible prior into these countries.

3 new interests, ideas and innovation appear in this media, real-time

4 by watching human behaviour (search patterns) we can identify weak signals that are the early warning radar blips for new disruptive innovation, trends and ultimately, new markets.

5 current technologies are unable to accurately discern these weak signals because they generally attempt to digest with increasing depth, breadth and insight the entire mass of data (content rather than behaviour)

6 by observing human behaviour patterns we can more easily see weak signals represented by changes in habitual behaviour

7 changes in search term/subject volume is a leading indicator of weak signals when captured at the microscopic level,

8 qualification of possible weak signal involves triangulation of leading indicators with usage frequency distributions of raw information sources..,newsgroups, blogs, etc.

9 using algorithms from financial trading systems, effective trend analysis can help point out which are real signals and which are merely anomalies

10 once a weak signal is identified accurately, deep mining and text analytics can be precisely targeted to observe and truly understand the new market, innovation or behaviour pattern

11 this analysis will be more accurate than other market research because it involves watching the petri dish without participants knowledge…in effect being able to read their intentions and desires.