August 2006 Archives

Babson Insight: The Iconoclast's Approach to Innovation: An Interview with Dean Kamen Professors Allan Cohen and Jay Rao from Babson Executive Education interviewed Dean Kamen for Babson Insight. A self-taught physicist and entrepreneur, Dean Kamen has a profound insight into the innovation process.
Bokardo サ Apple Making Huge Social Software Push? This article provides solid evidence that Apple is making a big push into social software. The toolset that they have built over the past few years provides a solid platform for social applicaitons: Calendaring, IChat, and ITunes. Apparently, Leopard Server will contain a Wiki Server and Apple is planning to add a teams feature to Leopard providing workgroups an easy way to work together. I will want to test this new functionality.
Federal Enterprise Architecture : This website provides excellent definitions of KM terms.

Are Buybacks good?

DealBook - Mergers, Acquisitions, Venture Capital, Hedge Funds - New York Times Companies continually make resource allocation decisions and there are times when they decide that investing in their own shares will have a better return than making other investment choices. In my opinion, growth inevitably suffers because a company is buying back its own stock. Mature companies should be investing in and actively growing a portfolio of new ideas and opportunities. Growth requires cash and if the cash is being invested in a company's own stock, the result can only offer short term reward in the stock market and may actually the company for the long term.

Don't make me think

Knowledge Worker Productivity

My Google Notebook on Innovation

I created a public Google Notebook on Innovation that contains clippings from interesting sites and articles on Innovaiton.  I believe that process, service and product innovation are critical to company success and renewal.  So that it will be a consistently useful tool, I will add to the innovation notebook as I continue to research the topic.

Pandora on my side bar

I have written about Pandora in  the past but I am finding more reasons to like and recommend the service.  I can now listen and highlight my favorite artists.  In addition, Pandora now provides an html script so I can publish my favorite musicians and the radio stations that I have built.  Scroll down, and you will see the artists and stations that I recommend, Blues, Hard Bob, cool piano jazz, and contemporary jazz, like the Bad Plus, Happy Apple, etc.

Over the years I have owned and retired many Apple computers. I always feel badly. I should find a way to make them into servers, or automate turning on the lights in my home.  Enthusiasts do that.  Now, because I've sent my children off to college with new Intel MacBooks, I have four old iMacs.  I guess I could make a super computer cluster, but that is beyond me.  Plus, these machines only go for about $30 on eBay.  Any other suggestions?  Here is a list of the machines:

Apple Indigo G3 IMac 500mHZ
Apple Snow G3 iMac 500mHZ
Apple Flowerpower G3 iMac 600mHZ
Apple G4 iMac White 15" Flat Panel 700mHz

All great computers, in perfect working order.

 

Manager Tools

As I read my RSS feeds tonight, I came across Manager Tools because it just won an award for producing one of the best podcasts. The site is good too. Lots of good content on managing a team and self-management.

Eric Mankin, a research director at Babson Executive Education, recently discussed some of his insight into law firm innovation.  In an email from The Innovation and Corporate Entrepreneurship Research Center, he reports:

"I’ve been spending part of my summer on a research project looking at innovation in US law firms, or the lack thereof.   According to the interviews I’ve been conducting with lawyers, consultants, and law practice administrators, law firms may be some of the least innovative organizations in the US economy.  This is partially due to the nature of law as a profession.  Laws don’t change very often.  As one of my interviewees noted:

“Lawyers practice a profession that is rooted firmly in the power of precedent.  They don’t want to change and are very suspicious of change efforts.”  Retired Chief Administrative Officer of several law firms, July 06

It’s also due to the ways in which law firms structure themselves.  It’s hard to be innovative when you’re billing by the hour and you’re measured by the number of hours that you bill.  

“Innovation is not a dominant strategy; profitability is.  Law firms will do anything to preserve profitability and not take risks.” Consultant to Law Firms,  July 06"

     In addition to Eric's work on Law Firm Innovation, the Financial Times published a section on law firm innovation.  In pursuit of modern practice documents innovations submitted to the FT from British law firms.   In contrast to Eric's work in the United States, UK law firm's have many more examples of innovative offerings and processes.

Suggestica

Suggestica: Suggestions from Trusted Authorities This morning I found a new book recommendation site, Suggestica, and I immediated ordered 6 new books suggested by C. K. Prahalad on innovation and other business topics. This site has great potential to direct readers to the best and most influential books. Bill Gates is one of the featured experts on the front page of the site, but I did not find his recommendations inspiring.  I have not spent enough time with the site yet to assess its robustness, but it is an interesting idea and one worth watching.

Library Thing

LibraryThing | Catalog your books online I use LibraryThing to record the books I buy and have accumulated over the years. The service allows owners of books to connect with other people who have the same books, and therefore interests as you. It also provides an extraordinary way to find suggestions and add to your reading list.

Here is a link to my library.

Innovation Weblog - Use a strategy canvas to identify innovation opportunities Years ago this type of chart was called a comb chart. The Y axis depicts the degree to which each competitor differentiates their product or service offering. The X axis shows each of the competitive dimensions that the players can choose to compete upon. With this analysis you can visually compare a company's strategy with other players in the market.

Innovation metrics

Innovation is notoriously difficult to measure.  The Britsh Quality Foundation Innovation Group Weblog lists several approaches including measuring innovation inputs, innovation process performance and innovation outputs. For a balanced and forward looking view of innovation in an organisation, they recommend 8 to 12 measures.
Restaurants pyreneens et gascons de Paris Some of the best restraurants in Paris are listed on this page, especially those that specialize in the...cuisine du sud ouest. Despite the fact that I do not go to Paris as often as I once did, I can still dream.

Zoom: New Low Cost Long Haul Airline

The Sunday Mail - NEWS - AIRLINE WILL ZOOM SCOTS TO USA AND CARIBBEAN My son will be going to school in Glasgow so £99 fares from Scotland to the US will be a God send.

In a recent Financial Times letter to the editor, IBM's chairman and chief executive officer, Sam Palmisano, described how multinational enterprises have evolved into "globally integrated enterprises" He believes this change represents an entirely different type of organizaiton. He says:

The globally integrated enterprise, fashions its strategy, management and operations to integrate production - and deliver value to clients - worldwide. That has been made possible by shared technologies and shared business standards, built on top of a global information technology and communications infrastructure. Because new technology and business models are allowing companies to treat their functions and operations as component pieces, companies can pull those pieces apart and put them back together in new combinations, based on judgments about which operations the company wants to excel at and which are best suited to its partners.

This article was actually a summary of a larger article published in Foreign Affairs, in which he describes how "globally integrated enterprises" will transform geopolitics, trade and education.

In a recent Financial Times letter to the editor, IBM's chairman and chief executive officer, Sam Palmisano, described how multinational enterprises have evolved into "globally integrated enterprises" He believes this change represents an entirely different type of organizaiton. He says:

The globally integrated enterprise, fashions its strategy, management and operations to integrate production - and deliver value to clients - worldwide. That has been made possible by shared technologies and shared business standards, built on top of a global information technology and communications infrastructure. Because new technology and business models are allowing companies to treat their functions and operations as component pieces, companies can pull those pieces apart and put them back together in new combinations, based on judgments about which operations the company wants to excel at and which are best suited to its partners.

This article was actually a summary of a larger article published in Foreign Affairs, in which he describes how "globally integrated enterprises" will transform geopolitics, trade and education.

In a recent Financial Times letter to the editor, IBM's chairman and chief executive officer, Sam Palmisano, described how multinational enterprises have evolved into "globally integrated enterprises" He believes this change represents an entirely different type of organizaiton. He says:

The globally integrated enterprise, fashions its strategy, management and operations to integrate production - and deliver value to clients - worldwide. That has been made possible by shared technologies and shared business standards, built on top of a global information technology and communications infrastructure. Because new technology and business models are allowing companies to treat their functions and operations as component pieces, companies can pull those pieces apart and put them back together in new combinations, based on judgments about which operations the company wants to excel at and which are best suited to its partners.

This article was actually a summary of a larger article published in Foreign Affairs, in which he describes how "globally integrated enterprises" will transform geopolitics, trade and education.

In a recent Financial Times letter to the editor, IBM's chairman and chief executive officer, Sam Palmisano, described how multinational enterprises have evolved into "globally integrated enterprises" He believes this change represents an entirely different type of organizaiton. He says:

The globally integrated enterprise, fashions its strategy, management and operations to integrate production - and deliver value to clients - worldwide. That has been made possible by shared technologies and shared business standards, built on top of a global information technology and communications infrastructure. Because new technology and business models are allowing companies to treat their functions and operations as component pieces, companies can pull those pieces apart and put them back together in new combinations, based on judgments about which operations the company wants to excel at and which are best suited to its partners.

This article was actually a summary of a larger article published in Foreign Affairs, in which he describes how "globally integrated enterprises" will transform geopolitics, trade and education.

In a recent Financial Times letter to the editor, IBM's chairman and chief executive officer, Sam Palmisano, described how multinational enterprises have evolved into "globally integrated enterprises" He believes this change represents an entirely different type of organizaiton. He says:

The globally integrated enterprise, fashions its strategy, management and operations to integrate production - and deliver value to clients - worldwide. That has been made possible by shared technologies and shared business standards, built on top of a global information technology and communications infrastructure. Because new technology and business models are allowing companies to treat their functions and operations as component pieces, companies can pull those pieces apart and put them back together in new combinations, based on judgments about which operations the company wants to excel at and which are best suited to its partners.

This article was actually a summary of a larger article published in Foreign Affairs, in which he describes how "globally integrated enterprises" will transform geopolitics, trade and education.

In a recent Financial Times letter to the editor, IBM's chairman and chief executive officer, Sam Palmisano, described how multinational enterprises have evolved into "globally integrated enterprises" He believes this change represents an entirely different type of organizaiton. He says:

The globally integrated enterprise, fashions its strategy, management and operations to integrate production - and deliver value to clients - worldwide. That has been made possible by shared technologies and shared business standards, built on top of a global information technology and communications infrastructure. Because new technology and business models are allowing companies to treat their functions and operations as component pieces, companies can pull those pieces apart and put them back together in new combinations, based on judgments about which operations the company wants to excel at and which are best suited to its partners.

This article was actually a summary of a larger article published in Foreign Affairs, in which he describes how "globally integrated enterprises" will transform geopolitics, trade and education.

In a recent Financial Times letter to the editor, IBM's chairman and chief executive officer, Sam Palmisano, described how multinational enterprises have evolved into "globally integrated enterprises" He believes this change represents an entirely different type of organizaiton. He says:

The globally integrated enterprise, fashions its strategy, management and operations to integrate production - and deliver value to clients - worldwide. That has been made possible by shared technologies and shared business standards, built on top of a global information technology and communications infrastructure. Because new technology and business models are allowing companies to treat their functions and operations as component pieces, companies can pull those pieces apart and put them back together in new combinations, based on judgments about which operations the company wants to excel at and which are best suited to its partners.

This article was actually a summary of a larger article published in Foreign Affairs, in which he describes how "globally integrated enterprises" will transform geopolitics, trade and education.

In a recent Financial Times letter to the editor, IBM's chairman and chief executive officer, Sam Palmisano, described how multinational enterprises have evolved into "globally integrated enterprises" He believes this change represents an entirely different type of organizaiton. He says:

The globally integrated enterprise, fashions its strategy, management and operations to integrate production - and deliver value to clients - worldwide. That has been made possible by shared technologies and shared business standards, built on top of a global information technology and communications infrastructure. Because new technology and business models are allowing companies to treat their functions and operations as component pieces, companies can pull those pieces apart and put them back together in new combinations, based on judgments about which operations the company wants to excel at and which are best suited to its partners.

This article was actually a summary of a larger article published in Foreign Affairs, in which he describes how "globally integrated enterprises" will transform geopolitics, trade and education.

Learning to Change Business

I have created a new weblog, "Learning to Change Business" for writing about topics in leadership and executive education.  My firm, Bridge Consulting International, helps companies build leadership capabilities so that top executives can create strategy and manage change.  Typically, we work for very large global enterprises in Europe, the United States, and China.  "Learning to Change Business" will give me and my colleagues an opportunity to write about advances in executive education, trends that are influencing our thinking, and important topics being addressed by business leaders.

Visualization of a Learning Community

Here is an unusually rich picture of a learning community which was presented in the Learning Circuts Blog. Click through for a larger image.

smaller%20knowledge%20community.jpg

Visualization of a Learning Community

Here is an unusually rich picture of a learning community which was presented in the Learning Circuts Blog. Click through for a larger image.

smaller%20knowledge%20community.jpg

Visualization of a Learning Community

Here is an unusually rich picture of a learning community which was presented in the Learning Circuts Blog. Click through for a larger image.

smaller%20knowledge%20community.jpg

Visualization of a Learning Community

Here is an unusually rich picture of a learning community which was presented in the Learning Circuts Blog. Click through for a larger image.

smaller%20knowledge%20community.jpg

Visualization of a Learning Community

Here is an unusually rich picture of a learning community which was presented in the Learning Circuts Blog. Click through for a larger image.

smaller%20knowledge%20community.jpg

Visualization of a Learning Community

Here is an unusually rich picture of a learning community which was presented in the Learning Circuts Blog. Click through for a larger image.

smaller%20knowledge%20community.jpg

Visualization of a Learning Community

Here is an unusually rich picture of a learning community which was presented in the Learning Circuts Blog. Click through for a larger image.

smaller%20knowledge%20community.jpg

Visualization of a Learning Community

Here is an unusually rich picture of a learning community which was presented in the Learning Circuts Blog. Click through for a larger image.

smaller%20knowledge%20community.jpg

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