Developing a Culture of Innovation

High Performance IT Organizations:
– Understand Change at a granular level
– Drive change versus Resist Change

Next Age IT Heroes will be “Masters of Change”


De-Synchronization is the story every executive must understand – The pace of change for various piece-parts of the world we live in is not uniform.  The un-even acceleration of key piece-parts (i.e., institutions, skill sets, practices & mind sets)

General Shape of the Future – SMAC Stack: Social Media, Mobility, Analytics/Big Data, Cloud


Moving Fast in the Enterprise

Success in today’s marketplace requires us to move faster, to get closer to customers, and to increase the probability that what we build is fundamentally what they want.  Moving Fast in the Enterprise must be done with a concise set of tools and principles, but also a new way of thinking that can help us do that better.

These principles can be applied throughout the enterprise, regardless of organizations implementing a new version of a product, taking a product into a new market, or building something fundamentally new like the world has never seen.  End results include process change to simplify internal productivity, interacting with customers better enabling quicker sales cycles, reducing the cost of sales, resulting in more value added customer solutions.

These are all changes with a high degree of uncertainty, where calculating ROI can be difficult.  By treating process changes as controlled experiments to test validity can ultimately drive an organization wide roll-out.

Do traditional enterprise processes take the idea of growth based on customer need seriously?  Is the customer completely engaged throughout the build process?  How often do we get the voice of the customer right the first time?  What if market conditions change through the life of the project which may change the scope of the project?  Getting customers engaged early and continually through the project serves to constantly test to ensure the current version of the product fundamentally is going to drive growth and delight customers.  This develops a process of continued learning where a measurable business outcome is achieved.

Organizations must focus on ‘Build, Measure, Learn’ cycle times – How much time has elapsed before we’ve validated the idea as correct or incorrect?

Every team member can be entrepreneurial about their job.  Do you have ideas about how you can serve customers better?  How can you get the ideas tested?  We should be empowered to propose experiments.  Every project must have accountability and defined metrics.  While driving process change, are you learning something important?  How are you learning about what customers want?


The End of the Industrial Age

Work Design
From Hierarchies to Networks
Twentieth Century Icons: Mastery of Scale, Quality, and Cost

  • Organizations that mastered these capabilities dominated the twentieth-century economy
  • Bureaucratic systems optimized core processes
  • Division of responsibility – needing only top leaders to worry about the overall goals
  • each worker freed to develop a component skill

The Primary Function Today: Orchestrating Intelligence

  • Using one’s particular knowledge and capacities in ways that contribute to the success of the whole
  • Combining different types of knowledge and expertise to come up with something better
  • Harnessing the smallest units of knowledge
  • Continually improving processes and routines
  • Customizing relationships with customers, suppliers and others
  • Detecting and responding to market and environmental shifts
  • Learning

Drivers for Change

  • The Technology Revolution
  • The Economic Revolution
  • The Net Generation
  • The Social Revolution

Collaboration and the Changing Nature of Work
Ronald Coase
The Economics of Collaboration

  1. Peer Pioneers
  2. Ideagoras
  3. Prosumers
  4. New Alexandrians
  5. Platforms for Participation
  6. The Global Plant Floor
  7. The Wiki Workplace
    Personal Profiles (based on people)
    Industrial Strength Social Networks
    Blogging and Microblogging
    Wikis and Document Co-creation
    Team Project Tools
    Deliberation-Decision Making
    New Generation Knowledge Management

Knowledge Management 2.0
Old: Finite Resource, Internal, Containerization
New: Infinite Resource, Internal and External, Collaboration

Collaborative Decision Making
Collaborative Decision Management
From Command and Control to Ideation and Decision Making Ecosystems:
– Brainstorming / Storyboarding
– Criticism forbidden
Beyond quantity of ideas, nothing discourage
– Objective is alternative ideas for further analysis
– Voting on ideas
Ranking ideas
– Throwing some ideas off the island

From Command and Control to Interactive Group Decisioning
Nominal Group Technique
– Personality Tree
– Not Verbal
– Ideas documented, circulated, discussed non judgmentally
– Then eventual ranking
Delphi Method
– Asynchronous
– Iterative questions and answers
– Convergence towards actionable insights
Combinations of the Above

From Command and Control to Sense and Respond
From Meeting Domination to approaches like Delphi
From Decisions as Events to Decisions as Reusable Assets
From Knowledge Management to Social Knowledge