Use Open Standards, Open Data, Open Source, and Open Innovation
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Adopt and expand existing open standards.
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Open data and functionalities and expose them in documented Application Programming Interfaces( APIs) where use by a larger community is possible.
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Invest in software as a public good.
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Develop software to be open source by default with the code made available in public repositories and supported through developer communities.
Reuse and Improve
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Use, modify and extend existing tools, platforms, and frameworks when possible.
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Develop in modular ways favouring approaches that are inter-operable over those that are monolithic by design.
Do no harm
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Assess and mitigate risks to the security of users and their data.
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Consider the context and needs for privacy of personally identifiable information when designing solutions and mitigate accordingly.
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Ensure equity and fairness in co-creation, and protect the best interests of the endusers.
Be Collaborative
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Engage diverse expertise across disciplines and industries at all stages.
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Work across sector silos to create coordinated and more holistic approaches.
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Document work, results, processes and best practices and share them widely.
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Publish materials under a Creative Commons license by default, with strong rationale if another licensing approach is taken.
Michael E. Porter – The Competitive Advantage of Nations
Create pressures for innovation. A company should seek out pressure and challenge, not avoid them. Part of strategy is to take advantage of the home nation to create the impetus for innovation. To do that, companies can sell to the most sophisticated and demanding buyers and channels; seek out those buyers with the most difficult needs; establish norms that exceed the toughest regulatory hurdles or product standards; source from the most advanced suppliers; treat employees as permanent in order to stimulate upgrading of skills and productivity.
Seek out the most capable competitors as motivators. To motivate organisational change, capable competitors and respected rivals can be a common enemy. The best managers always run a little scared; they respect and study competitors. To stay dynamic, companies must make meeting challenges a part of the organisation’ s norms. For example, lobbying against strict product standards signals the organisation that company leadership has diminished aspirations. Companies that value stability, obedient customers, dependent suppliers, and sleepy competitors are inviting inertia and, ultimately, failure.
Establish early-warning systems. Early-warning signals translate into early-mover advantages. Companies can take actions that help them see the signals of change and act on them, thereby getting a jump on the competition. For example, they can find and serve those buyers with the most anticipatory needs; investigate all emerging new buyers or channels; find places whose regulations foreshadow emerging regulations elsewhere; bring some outsiders into the management team; maintain on-going relationships with research centres and sources of talented people.
Christensen Institute- Disruptive Innovation
The theory of disruptive innovation was first coined by Harvard professor Clayton M. Christensen in his research on the disk-drive industry and later popularised by his book The Innovator’ s Dilemma, published in 1997.
The theory explains the phenomenon by which an innovation transforms an existing market or sector by introducing simplicity, convenience, accessibility, and affordability where complication and high cost are the status quo. Initially, a disruptive innovation is formed in a niche market
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