The “big data analytics”-based evolution of dynamic capabilities for innovation processes
| Firms-users/customers Relationships | The past | The future | Implications for dynamic capabilities |
|---|---|---|---|
| “Timing” | There was traditionally a lag between the time for technology development/customer's needs perception and the time for customer satisfaction | There will be a dual approach with real time interactions between firms and user/customers | Need for capabilities useful to increase the speed and the agility alongside the foresight necessary to pursue a strategic duality |
| “Space” | There were two separate worlds: the traditional/physical world and the “Digital/virtual” worlds | There will be a single world where the distinction between traditional and digital disappears and where the people act | Need for capabilities useful to the management of boundaries (between worlds; between inside and outside) |
| “Verso” | There were influences from the companies to the customers or from the customers to the companies | There will be mutual, reciprocal and relevant influences between, from a side, firms and companies and, on the other side, physical and digital worlds | Need for capabilities useful to rewrite the “rules of the game” increasing the chances of understanding habits, needs and behaviors of customers |
| “Orientation” | There was a traditional logic of customer satisfaction | Besides a logic of customer satisfaction in the short term, there will be a new logic of customer surprise with effects in the medium term | The capabilities for identifying and distinguishing “sounds” from “noises” and “foregone” from “amazing” becomes distinctive |
| Firms-users/customers | The past | The future | Implications for dynamic capabilities |
|---|---|---|---|
| “Timing” | There was traditionally a lag between the time for technology development/customer's needs perception and the time for customer satisfaction | There will be a dual approach with real time interactions between firms and user/customers | Need for capabilities useful to increase the speed and the agility alongside the foresight necessary to pursue a strategic duality |
| “Space” | There were two separate worlds: the traditional/physical world and the “Digital/virtual” worlds | There will be a single world where the distinction between traditional and digital disappears and where the people act | Need for capabilities useful to the management of boundaries (between worlds; between inside and outside) |
| “Verso” | There were influences from the companies to the customers or from the customers to the companies | There will be mutual, reciprocal and relevant influences between, from a side, firms and companies and, on the other side, physical and digital worlds | Need for capabilities useful to rewrite the “rules of the game” increasing the chances of understanding habits, needs and behaviors of customers |
| “Orientation” | There was a traditional logic of customer satisfaction | Besides a logic of customer satisfaction in the short term, there will be a new logic of customer surprise with effects in the medium term | The capabilities for identifying and distinguishing “sounds” from “noises” and “foregone” from “amazing” becomes distinctive |
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