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It is argued that if we decide to keep a technology or practice if we get at least one positive result from it, we do not have to change anything at all. Even factory farming, and wars, have some positive results... Due to the complexity and all the "smart" devices and apps, we may have started to feel, think and connect less. However, we have definitely not lost these deep-rooted properties of our human nature. We only have to put the devices away, play a board game together, or go for a walk in nature, and our sense of direction returns almost immediately, literally and figuratively. Addiction to our modern substances is broad, but superficial. There is a way back, or rather forward. We have lost nothing, not even our judgment, we know that we should not believe in innovation, but in our own Inner Development
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Technological developments go fast and are interrelated and multi-interpretable. As consumer needs change, the technological possibilities to meet those needs are constantly evolving and new technology providers introduce new disruptive business models. This makes it difficult to predict what the world of tomorrow will look like for an organization and that makes the risks for organizations substantial. In this context, it is difficult for organizations to determine what constitutes a good strategy to adopt digital developments. This paper describes a first step of a study with the objective to design a method for organizations to formulate a future-proof strategy in a rapidly changing, complex and ambiguous context. More specifically, this paper describes the results of a sequence of three focus groups that were held with a group of eight experts, with extensive experience as members of the decision making unit in organizations. The objectives of these sessions were to determine possible solutions for the outlined challenge in order to provide direction for continuation and scoping of the following research phases.
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