From Baseline Briefing

CIO + Marketing

I found a real message in this article.  Often, CIOs do not “get” websites.  However, CIOs plus marketing professionals (and other line of business managers) will add significant business value.  Alone, either management professional may not.  I believe that the same is true for all “information technology”  used for business.  We NEED to have line of business managers and subject matter experts working WITH technical (IT) professionals to yield strategic business value.   One of the key outputs of the collaboration of CIO  and CMO will be an “enterprise architecture” that works for the entire firm or organization.

From the article “Businesses need CIOs to lead—with marketing—and devise mature 21st century information management strategies and tactics to support the corporate Web presence so it will send the right message but also be technically sound. These Web solutions involve library services, information and application architecture, metadata management, Web records retention, Web content management systems, portal software, search engine implementation and optimization, and more.

Without the expertise of the CIO’s office, marketing teams frequently take a superficial approach to application development, understanding only the service results, but not the underlying architectural concerns. In many instances, we’ve seen application waste—multiple Web content management systems and unnecessarily redundant e-commerce applications.”

What do you think?

From Baseline Magazine

Presentation Secrets of Steve Jobs

Like, create Twitter Friendly headlines, plan in Analog.

Seems like a good approach, seems to work. 

Thanks Hugh

From Government Technology

Enterprise Architecture Demystified

From the article, and very well said:

“Enterprise Architecture is derived from the understanding that technology exists to fulfill business needs. Which technologies are chosen should not be a matter of “coolness” and is only partially a matter of cost: more properly it is a matter of what technologies get the job done. And what constitutes “the job” must, of course, be defined by the executive branch, the legislature, the agency head, etc., not by the technologists who, while perhaps experts at what they do, are often more interested and aware of bits and bytes than in agency purposes or political needs.”

So, who should be setting the agenda for IT?

Article from Harvard Blog — Conversation Starter

Ten Tips for Getting your CEO on Twitter

From the posting……

“A tweeting CEO is a terrific asset. It puts a human face (and voice) to the company’s leadership and it demonstrates the executive team’s commitment to customers. And unlike blogging, tweeting imposes relatively light demands on a CEO’s precious time.”

Do you think it is a good idea……. to have your CEO on Twitter?  Do you think these tips are helpful?

Thanks to Hugh for these links.

We discussed briefly Next Generation 911 in class.

An article discusses what the problem is and what it is going to cost to fix it.

Next Generation 911

Wikipedia Explanation of NG911 From the article: “In addition to calling 9-1-1 from a phone, the public will be able to transmit text, images, video and data to the 9-1-1 center (referred to as a Public Safety Answering Point, or PSAP)”

Did you know about this?  (I did not know about PSAP)  What do you think?

A blog post at Harvard Business School states that the USA cannot make the Kindle.  The article gives lots of insight into the design and manufacturing of the Kindle.  More importantly, it raises the questions associated with the importance of our (USA) ability to manufacture a product such as the Kindle.

The US Can’t Manufacture the Kindle and that’s a Problem

What do you think?  Does the USA NEED to be a manufacturer?  Why?   Is this “killing innovation”?

While clicking around the INSEAD KNOWLEDGE website, I came across an article and video of Michael Porter.  The video, from October of 2008 has Porter talking about what “not” to do and what “to” do in a downturn. Do not worry about the stock price! — MP

Revisiting Five Forces Framework

What do you think?  Anything new here?

I learned about this new book from an article and short video on the INSEAD KNOWLEDGE website.

The article is “The Innovation Manual“  and we can see from the perspective of a marketing professor a number of key points, many of which we have discussed in our classes, but it serves as a great reminder about the “basics” .

David Midgley, the author of the book, uses the example of the Apple iPod and the business model it created.  Once again, we see this model coming out as a key to success. Further, the role of customers in product/service innovation and development.  We also read about the importance of an innovation culture and the challenges of maintaining a culture of innovation.  The book promises to tell us all about it.

What do you think of the reminders here?  What should be emphasized more?   Less?

Amazon buys Zappos Jeff Bezos video — 8 Minutes

Bit of the history of Amazon along with  “how to conduct business” Amazon style and a welcome message.  Customers. Focus on invention — Kindle.   He admires Zappos as customer savvy.

What do you think?

20 Ideas in 20 Minutes  by Dave Winter to the MG-801 Class.

Dave made this presentation in our class and the link is posted here for review and comment.   He presented his ideas on leadership and management.

Any additions or comments?

Thanks Dave.

This interactive timeline is amazing!  (A bit slow, but wow!)   Talk about innovation, this list of milestones is just one technological hit after another. 

Xerox PARC Milestones

Just to list a few of the inventions on the timeline:  Laser Printing: 1971, Object Oriented Programming: 1972, Ethernet:1973, WORM Program: 1978, Ubiquitious Computing: 1988, Electronic Reuseable Paper:2000. Plus many more.

What do you think about the “vision” of the “Office of the Future” (Founded in 1970) and the string of developments that came from the team they assembled?  Which is your favorite?

When creating our technology strategy, we need a full understanding of our business strategy and the market (economy), we must consider purchasing other firms or platforms as part of that strategy.  The following linked article on FORBES.com describes some of the thought process.

Why ORACLE wants Solaris

Is this a good idea for ORACLE?  For anyone else?  GOOGLE Perhaps?  What are the Lessons Learned from this article on creating technology strategy?

Continuing with a bit of a theme around “design”, we have an article that suggests five ways to use “design” in this economic time of recovery.  I like the idea of recovery versus crisis, don’t you?

“Roadmap for Recovery: Five Ways to Come Out on Top”

Do you think “design” can play the role the author suggests?  Why or why not?  Should design be articulated in new product or innovation strategy? How?

Design, and by that I do not mean “engineering design” is central to successful new products.  An article entitled “Creating Cults and Culture with Design“  from FAST COMPANY.  The article talks about APPLE (of course) but also gives examples of other companies that are successful.  Southwest Airlines and METHOD.  However, one of the issues is that everyone wants to be APPLE and tries to create “APPLE-like” products, which are really not innovative. To create your own “iPod” one must have design as one of your business objectives.   The article mentions the role of the CEO.  From the article “First, is design on the CEO’s list of legacy objectives? If not, the design activity is often about creating better window dressing or optimizing a product for usability–but not about creating a remarkable offering. There just won’t be the organizational will that standout products require to survive the corporate development processes. Companies that deliver these kinds of products and services have a creative and empowered culture that wants to understand the customer and that goes the extra mile when perfecting the design. This kind of culture has to come from the top”.

What do you think about “Design”?  Is it part of your organization’s strategy?  What do you think of Southwest as an example?

I am endorsing a program that I think will be great, so here goes the shameless re-posting…… 

For only $25!!

What does it take to become part of the new generation of emerging leaders?

MSOE’s Rader School of Business is conducting a half-day Emerging Leaders Summit on June 19 that will provide insight into leadership in today’s increasingly complex and demanding global business environment. It is an opportunity for current and emerging leaders to learn how to sustain and build their careers.

The featured speaker is Beebe Nelson, co-author of New Product Development for Dummies, who will cover the latest trends and tools in product innovation. This will be followed by a panel discussion, moderated by Tanette Johnson-Elie, Journal Sentinel business columnist, featuring four emerging leaders from JohnsonDiversey, Manpower, Harley Davidson, and Mercury Marine.

          Emerging Leaders Summit
          Friday, June 19
          8:00 a.m. – 12:00 p.m.
          Milwaukee School of Engineering*

If you attended, let us know how it was.  If you cannot attend, but would like to attend future events like this, let us know what you want here by adding a comment.

In Businessweek’s article “Is Innovation Too Costly in Hard Times?” they talk about the priorities of R&D and innovation.   This article is the context of their rankings of the “Most Innovative Companies”   (Slide Show) Companies such as Apple, Google, Toyota, Microsoft etc. 

What do you think?  Are the “hard times” the time to get innovative and invest in R&D and New Product Development?

Stanford Business School has published an article along with a video with an interview with Steve Ballmer.  The video is 62 minutes long, however, I found it interesting to actually hear him speak about Managing Microsoft including his view of his review by the Microsoft Board of Directors.  He also mentions GOOGLE and YAHOO as companies they “benchmark” on online marketing.  His personality seems to really come through in this informal video.  He talks about the 30 key indicators he and other managers use to understand the performance of the business including innovation and people management.

Stanford Ballmer Video

What did you find interesting?

Strategy and Business recently published an interview with Gary Hamel with respect to his new book. (You may need to create a login to S+B) Many of you know my penchant for all things Hamel.

From the article “ Gary Hamel: For almost 20 years I’ve tried to help large companies innovate. And despite a lot of successes along the way, I’ve often felt as if I were trying to teach a dog to walk on his hind legs. Sure, if you get the right people in the room, create the right incentives, and eliminate the distractions, you can spur a lot of innovation. But the moment you turn your back, the dog is on all fours again because it has quadruped DNA, not biped DNA.

So over the years, it’s become increasingly clear to me that organizations do not have innovation DNA. They don’t have adaptability DNA.”

 Gary Hamel Video 1:31 (On Amazon.com)

Some of the other QQs are related to the history of management and how nimbel it is or is not.

What do you think?  Is Hamel describing your style of management, your firm’s?

Gary Hamel’s new book is out and it has some wonderful ideas about management and innovation.  The book “The Future of Management” promises to be at the center of a number of classroom discussions for the next few years.  An article in Fortune “Break Free!” talks about some of his thoughts.

 From the article, some questions to think about:

1. “Is this a belief worth challenging? Is it debilitating? Does it get in the way of an important organizational attribute (like strategic adaptability) that we’d like to strengthen?
2. Is this belief universally valid? Are there counterexamples? If so, what do we learn from those cases?
3. How does this belief serve the interests of its adherents? Are there people who draw reassurance or comfort from this belief?
4. Have our choices and assumptions conspired to make this belief self-fulfilling? Is this belief true simply because we have made it true – and, if so, can we imagine alternatives?

These questions are your pickax. If you’re persistent, they’ll help you break through even the most impenetrable of management orthodoxies.”

 The article excerpts from the book a number of companies that are already “breaking free”.  The end of the articl has a very Hamelian charge “In the end, there’s really not much of a choice: You can either wait for tomorrow’s management heretics to beat the orthodoxies out of your company, or you can start coaxing them out right now.”

What do you think?  Is he presenting some new thoughts or is he restating some of the same ideas with new examples?  What are your “lessons learned” from this article?  Will you be reading the book?  (I will buy it and highlight it).

The headline and subtitle of this article caught my eye (that is what is supposed to do). 

“Social Networks at Work Promise Bottom-Line Results