Digital transformation and open innovation ecosystems in the tilm industry: the case of the Movieday platform

Digital technologies are transforming the film industry. Up until roughly a decade ago, the business model for film exhibition was based on theatrical release in combination with television sales and home cinema releases (video and DVD). Recently, many questions have arisen in response to the growing popularity of online Video on Demand (VoD), with numerous platforms competing for consumers including Netflix, Amazon Instant Video, and iTunes, as well as the diffusion of broadband Internet and connected devices that play movies (including Internet-connected TVs, tablets and mobile phones). Furthermore, business trends are transforming the value chain from supply-led to demand-led, altering the exclusivity of existing suppliers and gatekeepers. Thus, the “Cinema digital transformation” has accelerated an audience development approach, pushing cinemas to pursue more dynamic programming as the elimination of logistical issues associated with the physical distribution of 35 mm film reels allow greater programming flexibility. Consequently, cinemas are increasingly becoming a supply-led market where exhibitors are the gatekeepers for curating entry into the theatrical retail environment. Also, independent distributors have exploited the “film as an event” to provide additional value to the theatrical experience such as, e.g., “cinema on demand,” or “user driven cinema exhibition,” based on critical mass ticketing, which is facilitated crowdsourced theatrical film events platform (such as screenly.io in Spain, tugg.com and gathr.us in USA, ourscreen.com in UK, and Movieday in Italy). This article investigates the case of Movieday, an Italian startup founded in 2014. About 120 Italian cinemas are partnering and since the opening, over 200 screenings have been held (many sold out). Movieday challenges the top-down programming of film events through the creation of an open innovation ecosystem based on the platform and an extensive use of crowdsourcing. Programming is bottom-up, coming after the bookings, and is therefore based on personal purpose or even community purpose. In this way, customers share the power of the gatekeeper position, more “Push” than “Pull” mode, turning to social media for their decision-making and for programming.

Digital transformation and  open innovation ecosystems in the tilm industry: the case of the Movieday platform

Christopher Tucci, Gianluigi Viscusi

2017

Digital Governance Drivers and Challenges for Resilience in AI-Driven Innovation of Public Sector

Gianluca Carlo Misuraca, Gianluigi Viscusi

Digitalization is not anymore an emergent phenomenon but the actual shape of everyday life interactions and transactions (Degryse 2016; Tilson et al. 2010; Yoo 2013). Compared to the private sector, where businesses have deployed initiatives to change their infrastructure, governance, and business models to create and exploit value from their digital assets, the public sector is still tied up to a consideration of technology as something separated to public sector reform and policy making. Accordingly, it is still preeminent in the public sector the focus on what can be considered the e-government rhetoric legacy, namely the provision of information and communication technology (ICT) enabled services mainly involving the public administration alone and the translation of administrative procedures in digital format. This view is still present in most countries having officially claimed the adoption of an open government stance towards their initiatives: the result is, in the best case, an efficient public administration, yet still neither inclusive nor fully open, in terms of transparency and accountability (Misuraca and Viscusi 2014). Moreover, the rhetoric is now encompassing the debate on the use of artificial intelligence (AI) solutions for innovating public sector services and decision-making (Androutsopoulou et al. 2019; van Noordt and Misuraca 2019; Sun and Medaglia 2019) with a new emphasis on the need for a governance of AI and not by AI (Sun and Medaglia 2019, p. 378) that resonates the former claims about governance of ICTs vs. governance by ICTs (Misuraca and Viscusi 2015). Thus, although some kind of public value can be gained (Benington 2011; Benington and Moore 2011), the switch to social value from co-production (Alford 2011; Cordella et al. 2018) by involving citizens and external actors is still an ongoing challenge for public administrations willing to have a role in social innovation through the appropriate exploitation of the unprecedented amount of data available from information production, inside and outside public sector information systems (Viscusi & Batini, 2016). This is particularly relevant when thinking about the use of crowdsourcing for deliberation, regulatory reviews, and policy initiatives (Aitamurto and Landemore 2016; Brabham 2009; Lodge and Wegrich 2015), the development of open innovation in the public sector (Viscusi et al. 2015) as well as the emergent challenges of using, e.g., machine learning for deciding on welfare issues (Reisman et al. 2018; West et al. 2019). Taking these issues into account, this article aims to contribute to the theoretical debate on the relationships between digital governance and social innovation, and their impact on policy making for creating and capturing value from effective solutions addressing societal challenges. In particular, we question the drivers and challenges specifically considering growing number of national strategies for innovation driven by artificial intelligence (AI) and the consequent wave of investments. To this end a conceptual model is presented aiming, on the one hand, to connect key dimensions and value drivers of digital governance for Pre-ICIS Workshop on E-Government, Munich, Germany 2019 1 Digital Governance in AI-Driven Innovation of Public Sector social innovation and complex systems methods for policy making; on the other hand, to position AI national initiatives with regard to welfare state initiatives. The model is expected to be applied to the analysis of case studied of AI-driven innovation initiatives in Europe to assess their impact on social innovation. To this end, first a conceptual model is presented aiming, on the one hand, to connect key dimensions and value drivers of digital governance for social innovation (Misuraca, Pasi, et al. 2018; Misuraca and Viscusi 2015) and complex systems methods for policy making formerly introduced by one of the authors in a framework called i-Frame (Misuraca, Geppert, et al. 2018); on the other hand, to position AI national initiatives with regard to welfare state initiatives for an appropriate analysis of their premises and effects. The paper concludes outlining future research directions and policy implications.

2019

Digital Business Innovation: roadmap and challenges

Gianluigi Viscusi

The talk will discuss the challenges and a roadmap for digital business innovation for entrepreneurs as well as enterprises. Actually, digital business innovation requires a change of perspective with regard to IT governance and the management of IT infrastructure. This is due to the need to adapt them to the constant evolution and changes in business models, consequent to the digitalization of a company products and services. In particular, the talk will discuss the characteristics of four key types of digital business organisation, resulting from their orientation towards execution or else differentiation. Also, the talk will consider the business models fitting each specific type, showing as well their mapping to a company value chain. The talk is based on insights from the FutureEnterprise project, which aims to deliver a research roadmap on new forms of internet-based enterprise innovation. The focus of the project is on what are defined there as enterprises of the future, that are driven by constant business model transformation and innovation, acting as multi-sided platforms built on - as well as emerging from - digital innovations at the global as well as local level to produce shared value including that beyond monetization.