Having worked, earlier this year, with Cambridge University researchers looking at ways to characterise the opportunities and risks in integrated infrastructure, have also recently helped a client think about some of the risk-coupling and the potentially hidden correlations for owners and investors.

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Just finished a short piece of work to help a client identify how leading companies manage, support and direct innovation performance across their industry ecosystems.  The best companies don’t have to do all the innovation themselves – but they do help others around them, so making the whole ecosystem more effective and themselves more effective and robust.

Last year, working with Arthur D Little Ltd, a team of us developed an “industry innovation maturity model” to help UK railway industry stakeholders to articulate the issues they face within such a fragmented industry in bringing innovation to market.  The model has proved helpful, providing a language and common grounds for discussion about issues in the industry and to plan and map where initiatives will focus and their likely impact.  Last month, the same team extended the model by identifying, for each industry stakeholder and each level of industry maturity, examples of enabling actions and key performance indicators for the maturity model to help stakeholders take pragmatic action and monitor progress in the industry.