It’s the same around the world, but what do you do when the business structure is different. i don;t mean regarding the food on the table at a client meeting. i mean, when the lines of normal behavior become so blurred that innovation is recognized as an outlet for mediocrity. These forms of business often occur in the context of changing value systems and development perspectives when innovation takes the role of a substitute for conventional communications. That said, in the substitute format, innovation is generally of a cloned mentality where conditions are met for replacing what was once there. This, case in point, negates the idealized complex of “innovation” in the first place. More generally, we would call that infringement.

But, what happens when infringement is a basis for development and that becomes accepted in the value chain. or more concrete, what happens when innovative players see opportunity based on cultural changes in behavior that are held against localized values that don;t match the trends of that adaptive innovation technique in the test cases applied. It can be sure that the obstructions to the infranctional changes are delicately placed against the readiness for a system that accepts global influence but only on a local level. In that case, a reevaluation of necessity becomes more real and the mentality of decision-makers can take a step backwards in terms of the value chain that defines accepted behavior in the context of real terms. Simply, the ability to see the difference between right and wrong may be blurred by instances where the ability to infringe is available, thereby leading to a delayed development in the terms of societies participation in the modern global marke

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