tag:blogger.com,1999:blog-293538172024-03-07T00:53:08.584-08:00Leveraging Ideas for Organizational InnovationThis Blog is being maintained by Dr. Kevin C. Desouza. Dr. Desouza is on the faculty of the Information School at the University of Washington. The Blog will be used to provide updates on his current research projects – Leveraging Ideas for Organizational Innovation, and Demystifying the Link between
Innovation and Business Value.Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.comBlogger130125tag:blogger.com,1999:blog-29353817.post-19035891439816516082009-02-07T06:41:00.001-08:002009-02-07T06:42:20.976-08:00Crafting Organizational Innovation Processes: Innovation: Management, Policy & Practice<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhDEW69j-6AQoSfKekSNnVmIR_ZzwBkhnL8YBN7FyXoDAtrqKXgbulSUz3klur3bZQsOXtxIN_LRopfTNkrbZu4oawBP88e0Y0UYMkg6t-MEE-QNcN8cvqnAEn8Bi81QXTwC5NuUg/s1600-h/cover.jpg"><img id="BLOGGER_PHOTO_ID_5300065777297937234" style="FLOAT: left; MARGIN: 0px 10px 10px 0px; WIDTH: 123px; CURSOR: hand; HEIGHT: 160px" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhDEW69j-6AQoSfKekSNnVmIR_ZzwBkhnL8YBN7FyXoDAtrqKXgbulSUz3klur3bZQsOXtxIN_LRopfTNkrbZu4oawBP88e0Y0UYMkg6t-MEE-QNcN8cvqnAEn8Bi81QXTwC5NuUg/s400/cover.jpg" border="0" /></a>We have a new paper accepted for publication. This paper represents the core artifact from the Ideas4Innovation (i4i) research project which was funded by the <a href="http://www.ischool.washington.edu/i3m">Institute for Innovation in Information Management </a>(I3M) at the <a href="http://www.washington.edu/">University of Washington </a><br /><br /><div><strong>Crafting Organizational Innovation Processes</strong></div><br /><div>Innovation is a crucial component of business strategy, but the process of innovation may seem difficult to manage. To plan organizational initiatives around innovation or to bolster innovation requires a firm grasp of the innovation process. Few organizations have transparently defined such a process. Based on the findings of an exploratory study of over 30 US and European companies that have robust innovation processes, this paper breaks down the innovation process into discrete stages: idea generation and mobilization, screening and advocacy, experimentation, commercialization, and diffusion and implementation. For each stage, context, outputs and critical ingredients are discussed. There are several common tensions and concerns at each stage, which are enumerated; industry examples are also given. Finally, strategies for and indicators of organizational success around innovation are discussed for each stage. <a name="OLE_LINK2"></a><a name="OLE_LINK1">Successful organizations will use an outlined innovation process to create a common framework for discussion and initiatives around the innovation process, and to establish metrics and goals for each stage of the innovation process.</a><br /></div><br /><div>Authors: Kevin C. Desouza, Caroline Dombrowski, Yukika Awazu, Peter Baloh, Sridhar Papagari, Sanjeev Jha, Jeffrey Y. Kim</div><br /><div><br />The paper will appear in <a href="http://www.innovation-enterprise.com/">Innovation: Management, Policy & Practice </a>[The International Journal for Innovation Research, Commercialization, Policy Analysis and Best Practice]</div>Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com1tag:blogger.com,1999:blog-29353817.post-15987339758197186792008-09-08T06:59:00.000-07:002008-09-08T07:13:11.879-07:00Interviewed for article in Federal Computer Week - Army Retools Knowledge Culture<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjHyNQTVdif9R0a7wXHm5qShnZHcoaltU-hU5JztewnqjEEAIbCVAjnrKfQZdRJ4XO4MWGCv3a0i1WUFrVHDahVD4ChWRtk8w-Gm8BtR5C8wAXYa_iD1DW0KoV-cttQzRwlKTvD_g/s1600-h/topsection_r1_c1.jpg"><img id="BLOGGER_PHOTO_ID_5243650840686248866" style="FLOAT: left; MARGIN: 0px 10px 10px 0px; CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjHyNQTVdif9R0a7wXHm5qShnZHcoaltU-hU5JztewnqjEEAIbCVAjnrKfQZdRJ4XO4MWGCv3a0i1WUFrVHDahVD4ChWRtk8w-Gm8BtR5C8wAXYa_iD1DW0KoV-cttQzRwlKTvD_g/s400/topsection_r1_c1.jpg" border="0" /></a>I was interviewed for an article in the current issue (Sept 8, 2008) of <em>Federal Computer Week</em>. The article, “Army Retools Knowledge Culture”, by Brian Robinson can be found here [<a href="http://www.fcw.com/print/22_29/management/153698-1.html?type=pf">LINK</a>].<br /><br />See below for my research papers that examine knowledge management programs of defense organizations:<br /><ul><li>Desouza, K.C., and Vanapalli, G.K. “Securing Knowledge in Organizations: Lessons from the Defense and Intelligence Sectors,” <em>International Journal of Information Management</em>, 25 (1), 2005, 85-98. [<a href="http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6VB4-4F019B1-2&_user=582538&_rdoc=1&_fmt=&_orig=search&_sort=d&view=c&_acct=C000029718&_version=1&_urlVersion=0&_userid=582538&md5=a7463f3440b1ec02cf518375e051024b">LINK</a>]</li><li>Lausin, A., Desouza, K.C., and Kraft, G.D. “Knowledge Management in the US Army,” <em>Knowledge and Process Management</em>, 10 (4), 2003, 218-230. [<a href="http://www3.interscience.wiley.com/journal/106577675/abstract">LINK</a>]<br /></li></ul>Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-46963083460401554342008-09-05T06:40:00.000-07:002008-09-05T06:45:01.842-07:00New Innovation Paper Published from the i4i Project<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQUcj_LxcMHnNCseadKuiGwEkQ46lKjzHakbGhnYLPvOEbUP9jNPhm1gESCgrPZ2Q-6iFD-nQGIVtfhViuRKajtvKi7ZUKIIVoOWKbKF8eFs98df_d2g0jzZRv2dEfJuiZ_f-DTA/s1600-h/socover.gif"><img id="BLOGGER_PHOTO_ID_5242532236470763234" style="FLOAT: left; MARGIN: 0px 10px 10px 0px; CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQUcj_LxcMHnNCseadKuiGwEkQ46lKjzHakbGhnYLPvOEbUP9jNPhm1gESCgrPZ2Q-6iFD-nQGIVtfhViuRKajtvKi7ZUKIIVoOWKbKF8eFs98df_d2g0jzZRv2dEfJuiZ_f-DTA/s400/socover.gif" border="0" /></a>Baloh, P., Jha, S., & Awazu, Y. (2008). Building strategic partnerships for managing innovation outsourcing. <em>Strategic Outsourcing: An International Journal</em>, 1(2), 100-121.<br /><div></div><br /><div>This is a conceptual paper attempting to uncover the mechanisms of organizations managing innovation outsourcing to business partners. In a business environment characterized by the development of deep, niche expertise in a particular domain, business partnerships can provide a source of innovative rejuvenation by outsourcing the innovation to business partners who have complementary skills and expertise. This paper addresses a critical challenge that organizations are currently facing: how do you manage outsourcing of innovation to business partners effectively while maintaining your strategic competitiveness?<br /></div><br /><div>In this paper, we conducted multiple exploratory case studies of over 30 innovative European and US companies. It involved 50 semi-structured interviews with senior executives from research and development, product management, information technology, and marketing. We identified three complementary models of managing outsourcing of innovation to business partner: acquisition, strategic alliances, and open source (OS). Based on these, a three-dimensional ‘‘Co-Innovation Space’’ is proposed that can help in analysis and planning of current and future innovation projects. </div><div> </div><div></div><div></div><div>The practical implications of the study are that partnerships can open the door to multiple knowledge sources. Accessing and integrating information from these sources can greatly enhance knowledge base of organizations and can help fuel sustainable innovation. The models proposed in this study provide a lens to examine existing innovation project portfolios and/or to plan for future innovation programs. </div><div> </div><div>However, although the research is carefully designed, it is an exploratory study and has the limitation of generalizability of the findings. Nevertheless, findings from multiple case studies from diverse organizations shed a light to current innovation and strategic alliance literature. The value of this study is that it is probably among few to study such a large, diversified, and geographically scattered group of organizations. Although exploratory and preliminary, this makes the findings of the study insightful. </div><div></div><div></div><div> </div><div>Summary provided by <u>Sanjeev Jha</u></div>Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-63111702965611681172008-08-06T08:53:00.000-07:002008-08-06T09:01:24.866-07:00Security and Outsourcing: The Neglected Dimension<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjUzs0wa72homU2Xp86O4qlJchS_xqqolc9nfPT2g88-A1aoLW61Zbb-wxwNkA7lI0qFnjecCfMlIi3guPv5LSVHUz-q6hsVFib_zZzdgXSMpBn_fRRe3AklME8jvYu3HjEtYbveQ/s1600-h/socover.gif"><img id="BLOGGER_PHOTO_ID_5231434423028023234" style="margin: 0px 10px 10px 0px; float: left;" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjUzs0wa72homU2Xp86O4qlJchS_xqqolc9nfPT2g88-A1aoLW61Zbb-wxwNkA7lI0qFnjecCfMlIi3guPv5LSVHUz-q6hsVFib_zZzdgXSMpBn_fRRe3AklME8jvYu3HjEtYbveQ/s400/socover.gif" border="0" /></a> Having witnessed several dozen organizations strategize, plan, operationalize, and even terminate their outsourcing agreements, I continue to be amazed with the lack of care and consideration given to security elements in these efforts (Power, Desouza, and Bonifazi, 2006; Power, Bonifazi, and Desouza, 2004). As one manager remarked:“No one really has the time, patience, or resources, to spend a few days evaluating the security issues associated with an agreement…Most of our time is spent working out details such as the financials, the project management plans, the personnel and public relations dimensions…Unless there are glaring security issues, most outsourcing agreements have the standard boiler plate text on security…you know…the NDAs (Non-Disclosure Agreements), the data and information protection clauses, etc…”The above quote is not unique to a particular manager or organization; one might argue that it is a norm in most outsourcing deals, with the exception of one class of organizations – organizations who have been burnt by security breaches! Only after an organization has witnessed the dire consequences of not adhering to security elements, does it begin to pay due attention to it when considering outsourcing. In Desouza (2007), a whole chapter is dedicated to the issue of securing intellectual assets in the context of strategic alliances. This article will point attention to the need to seriously consider the security dimension in sourcing agreements. Let me begin by sharing two small vignettes that illustrate two different kinds of security breaches (Desouza, 2007):<br /><br /><em>A large manufacturing firm in the Midwest of the United States outsourced the physical security of its corporate buildings to a security management organization. It was up to this security organization to hire the necessary personnel to monitor the premises. Not known to the manufacturing firm was the fact that the security-outsourcing vendor never ran thorough background checks on its hires. Upon investigation it was found that two of the guards working in night shifts at the manufacturing firm, George and Alan, were stealing high-end office supplies such as printer toner and reams of papers. It was even discovered that George and Alan were using unprotected computers (i.e., computers that were not locked) to surf pornographic websites during their night shifts. The investigation commenced only after a routine IT audit discovered that two computers had traffic to the pornographic websites. Besides the minor expenses involved in replacing stolen office supplies, these actions may have had a more severe cost, such as viruses or spyware that may have been inadvertently downloaded onto office computers.<br /></em><br /><em>A boutique strategy consulting company based in downtown New York had about 30 employees and just under a dozen clients. The firm received an offer to participate on a project involving a firm based in Shanghai. No one in the firm had any serious experience in the Chinese market, and hence, they decided to hire a new employee: a recent graduate of a prestigious law school who was interested in international law with a special focus on Asia. The new hire passed the initial background check with flying colors and began her assignment. During the course of the assignment, suspicious behavior started to emerge, including loss of documents and extended phone calls with Chinese counterparts. The organization decided to commission a new check on the employee. During the investigations, which included information on the exchanges with the colleagues in China, it was discovered that the employee was in serious financial trouble and had ailing parents who needed her immediate financial assistance. As a result, she got involved in illegal activities, which included the sale of sensitive information and spying on the organizations’ clients for the benefit of the Chinese business counterparts.</em><br /><div><br /><strong>References</strong></div><ul><li>Desouza, K.C. Managing Knowledge Security: Strategies for Protecting Your Company’s Intellectual Assets, London, United Kingdom: Kogan Page, 2007.</li><br /><li>Power, M.J., Bonifazi, C., & Desouza, K.C. “Ten Outsourcing Traps to Avoid,” Journal of Business Strategy, 25 (2), 2004, 37-42.</li><br /><li>Power, M.J., Desouza, K.C, & Bonifazi, C. The Outsourcing Handbook: How to Implement a Successful Outsourcing Process, London, United Kingdom: Kogan Page, 2006.</li></ul><p>If interested in reading more, please drop me an email. The above is an excerpt from an article accepted for publication in <a href="http://info.emeraldinsight.com/products/journals/journals.htm?PHPSESSID=hct2h9r1dgtmoj5u7psmhfdd33&id=so">Strategic Outsourcing: An International Journal</a>…</p>Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-80999369839158249312008-08-03T23:53:00.000-07:002008-08-03T23:54:27.243-07:00Organizational Innovation Programs – Upcoming TalksI will be giving several talks around South Africa based on the Leveraging Ideas for Organizational Innovation and Demystifying the Link between Innovation and Business Value research projects. Here are a few dates:<br /><ul><li>August 13th – Graduate School of Business, University of Cape Town<br /></li><li>August 26th - Department of Informatics, Faculty of Engineering, Built Environment and Information Technology, University of Pretoria<br /></li><li>August 29th – BSG South Africa</li></ul>Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com3tag:blogger.com,1999:blog-29353817.post-82216978543507336812008-06-07T08:49:00.000-07:002008-12-08T15:24:45.488-08:00Seattle Innovation Symposium – University of Washington – 2008<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEie0PKnIw-cUh1RR0wFL5rtz0nW724kNNW6AAJRlACgP4alh7cwdsyStL9uXDSgQyatl4uq-NNWFtWbJrli_tZXPzno6u-n7GBp2UpakUmq0aIAvHJikl5UzVo2Zh5OjOn3djLJcQ/s1600-h/logograd-364-40.gif"><img id="BLOGGER_PHOTO_ID_5209167522543868706" style="FLOAT: left; MARGIN: 0px 10px 10px 0px; CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEie0PKnIw-cUh1RR0wFL5rtz0nW724kNNW6AAJRlACgP4alh7cwdsyStL9uXDSgQyatl4uq-NNWFtWbJrli_tZXPzno6u-n7GBp2UpakUmq0aIAvHJikl5UzVo2Zh5OjOn3djLJcQ/s320/logograd-364-40.gif" border="0" /></a> I will be chairing a panel discussion on innovation at the 2008 <em>Seattle Innovation Symposium</em> (June 9-11) at the University of Washington. The panel will debate a simple, yet critical, question – Does size matter in respect to sustained innovation? For the panel, I will draw on a completed research project that examined challenges faced by incumbent firms when trying to build sustainable innovation programs. This project was conducted as part of the i4i research program. The final report from this project will be published in <em>Research-Technology Management</em>. Please see below for details:<br /><br />Braganza, A., Awazu, Y., and Desouza, K.C. “Sustaining Innovation: The Challenge for Incumbents,” <em>Research-Technology Management</em>, Forthcoming.<br /><br /><u>Abstract</u><br />In today’s competitive environment, the ability of an organization to innovate is considered paramount. While most organizations have flashes or spurts of innovation, only a handful of organizations have been able to innovate on a continuous and sustained basis. In this paper, we report on the challenges faced by firms when trying to build sustainable innovation programs. These findings have been deduced from an examination of innovation programs in over 30 organizations based in North America, Europe, and Asia.Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com1tag:blogger.com,1999:blog-29353817.post-18324749608167223242008-06-05T08:21:00.001-07:002008-12-08T15:24:45.579-08:00A New Work Force Wave: Managing Millennials (See beyond the stereotypes of the ‘Me Generation’ to harness creativity)<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQpfmPxt2tci6eWMTebCKbUyk2a3ob5bOmXN-7LDcr5m0fe4Ou92ocZETaIP8kbkSLYMrsIG0OSdnPZ2S433MpywDOmfaQZDlzZq428MRH5SdiLCClPtW9Z71NryN_0Cu9Q0u9Vg/s1600-h/BBJlogo.jpg"><img id="BLOGGER_PHOTO_ID_5208417909666081074" style="FLOAT: left; MARGIN: 0px 10px 10px 0px; CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQpfmPxt2tci6eWMTebCKbUyk2a3ob5bOmXN-7LDcr5m0fe4Ou92ocZETaIP8kbkSLYMrsIG0OSdnPZ2S433MpywDOmfaQZDlzZq428MRH5SdiLCClPtW9Z71NryN_0Cu9Q0u9Vg/s320/BBJlogo.jpg" border="0" /></a> I was recently interviewed for an article on innovation by Colin Simpson of the<em> Bellingham Business Journal</em>. To retrieve the article, please click here [<a href="http://www.thebellinghambusinessjournal.com/june2008/millennials.php">LINK</a>]. As I continue to study innovation practices in high-technology organizations, I continue to be amazed by the innovative capacities of the ‘Me Generation’….Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-70437809984297583952008-04-22T08:10:00.001-07:002008-04-22T08:18:08.369-07:00Customer-Driven InnovationA research paper from the Leveraging Ideas for Innovation project has been published:<br /><br />Desouza, K.C., Awazu, Y., Jha, S., Dombrowski, C., Papagari, S. Baloh, P., and Kim, J.Y. “Customer-Driven Innovation,” <em>Research-Technology Management</em>, 51 (3), 2008, 35-44.<br /><br />The paper can be retrieved from: <a href="http://www.ingentaconnect.com/content/iri/rtm/2008/00000051/00000003">http://www.ingentaconnect.com/content/iri/rtm/2008/00000051/00000003</a>Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com1tag:blogger.com,1999:blog-29353817.post-84046915439356534452008-01-06T13:47:00.000-08:002008-12-08T15:24:45.739-08:00Big Think Strategy (Harvard Business School Press, 2007) by Bernd Schmitt<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg4KMzhZmDhQP0SSjMX3YbcdzxNQFSsDJ2cUdvkrtUC5AgyxWo3zWzU4zYlvRIw9TG5BDJzHI3XHBtfdcOrkNHLi3H8Sjb7EQBVmONm7cqzZPtaAt1R8gMedJjTbltxPyPGErzv8g/s1600-h/book0.jpg"><img id="BLOGGER_PHOTO_ID_5152483885217013506" style="FLOAT: left; MARGIN: 0px 10px 10px 0px; CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg4KMzhZmDhQP0SSjMX3YbcdzxNQFSsDJ2cUdvkrtUC5AgyxWo3zWzU4zYlvRIw9TG5BDJzHI3XHBtfdcOrkNHLi3H8Sjb7EQBVmONm7cqzZPtaAt1R8gMedJjTbltxPyPGErzv8g/s320/book0.jpg" border="0" /></a><em>Big Think Strategy</em> (Harvard Business School Press, 2007) is an interesting and thought-provoking book. As Schmitt notes (pg. 15), “data, spreadsheets, and analytical charts are mostly reactive tools that illuminate the past. They cannot envision strategies directed inherently towards the future. They are good for diagnosing problems, not for creating big ideas and powerful solutions…” I could not agree more. Too often executives are paralyzed by analysis and are risk averse. As a result organizations make incremental changes and adapt to their environments in a reactive manner. Only a handful of organizations have the capabilities, and will power, to truly undertake risky and breakthrough innovations.<br /><br />Recently, with two colleagues, Yukika Awazu (Bentley College, USA) and Ashley Braganza (Cranfield School of Management, UK), I wrote a paper that examined challenges faced by incumbents in developing sustainable innovation programs. This paper can be accessed via the Institute for Innovation in Information Management (see <a href="http://www.ischool.washington.edu/i3m">www.ischool.washington.edu/i3m</a>) and will be forthcoming in Research-Technology Management (see <a href="http://www.iriinc.org/Content/NavigationMenu/Knowledge_Center/ResearchTechnology_Management/Research-Technology_Management.htm">LINK</a>). We open our paper with the following paragraph:<br />“When facing disruptive innovation, incumbent firms often exhibit incompetence and respond inappropriately. Organizational structures, routines, and systems that are tailored to existing operations prevent incumbent firms from responding to and leading disruptive innovation. As firms grow, they design systems, processes, and structures that are suitable for current operations. In this way, organizations can minimize their costs and increase their operational effectiveness. Hierarchies reduce transaction costs and increase efficiency. However, efficient, rigidities embedded in functional hierarchies and authority structures do not fit with the natural flow of innovation processes. For innovation to occur, ideas need to be represented freely, exchanged, and filtered. Idea generation activities are typically done in informal or open environments. Cross-functional departments or loosely coupled structures are better for mixing people in various knowledge domains. The optimized operational structure may hamper incumbent firms, particularly with respect to disruptive innovation. Operational protocol is often unsuited for the quite different processes of calibrating inventions and turning them into innovation. In this case, incumbent firms tend to invest in daily, minor, incremental innovations that fit their current organizational design…”<br /><br />Given my interest in the topic of strategic innovation, I was pleased to find a book that proposes a framework for thinking about breakthrough innovations. Schmitt focuses his comments on how should organizations (1) source new ideas, (2) evaluate risky (and breakthrough) ideas, (3) commercialize ideas by developing enabling strategies, (4) execute big-think strategies, (5) lead via big-thinking, and (5) develop sustainable processes for having repeatable success with big-thinking. The book is laden with interesting examples; the writing style is highly conversational; I enjoyed reading the book; Highly recommended!Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-78380553453116068092007-11-01T11:09:00.000-07:002008-04-22T08:18:53.839-07:00Complexities of Large-Scale Technology Project FailureI have a new paper accepted for publication. The paper, “Complexities of Large-Scale Technology Project Failure: A Forensic Analysis of the Seattle Popular Monorail Authority”, will appear in Public Performance & Management Review (<a href="http://mesharpe.com/mall/results1.asp?ACR=PMR">http://mesharpe.com/mall/results1.asp?ACR=PMR</a>).<br /><br /><br />I co-authored the paper with one of my former graduate students of the Information School (University of Washington), Nina Yuttapongsontorn, and Ashley Braganza (Cranfield School of Management, UK).<br /><br /><br /><br /><strong>Complexities of Large-Scale Technology Project Failure: A Forensic Analysis of the Seattle Popular Monorail Authority</strong><br /><br /><br /><br /><strong>Abstract</strong>:“Being stuck in traffic doesn’t have to be a way of life.” This beautiful prologue came from the Elevated Transportation Company (ETC) board’s letter in the ETC Seattle Popular Monorail Plan, one of the largest public works projects ever proposed in the city of Seattle. Three years after this proposal, the Seattle Monorail Project (SMP) was shut down by voters on November 8, 2005. This paper critically analyzes the SMP through the lens of stakeholder theory. This perspective provides valuable insights into the failure of the SMP. We theorize that SMP’s failure might have been avoided had its leadership recognized the many stakeholders that had power over the plan and, more importantly, the dynamic changes in relationships between the stakeholders. Failure might also have been avoided by managing conflicts in stakeholders’ expectations. Specifically, we use stakeholder theory to develop four propositions that are relevant in the context of large-scale technology projects. One, organizations are more likely to succeed when have effective mechanisms for monitoring and evaluating interactions between stakeholders and changes in their positions in relation to their strategic innovation projects. Two, organizations are more likely to succeed when they tradeoff the conflicts in expectations and interests that stakeholders hold. Three, organizations are more likely to implement complex technology projects by understanding stakeholders’ expectations and the interplay between stakeholders. Four, organizations are more likely to achieve their innovative projects when they define stakeholders in terms of their power over their strategic objectives. The paper makes a contribution both to the research and practice of major technological infrastructure projects, strategic innovations, and government technology management.Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-62755516112166781922007-09-06T03:41:00.000-07:002007-09-06T03:42:22.536-07:00Kaufmann Foundation collection on Strategic Sourcing: A New Way to Think about Outsourcing<p>I was interviewed for the lead article for the Kaufmann Foundation collection on <em>Strategic Sourcing: A New Way to Think about Outsourcing</em>. A summary of the collection: Using a combination of theory, practice, and real-life stories of entrepreneurs like you, this Collection surveys how outsourcing can best serve today’s entrepreneur, president, or CEO. Which functions make the most sense to outsource? How can you use the practice as a strategy? What pitfalls and possibilities do you face when you turn over important business operations to an “outsider”? Entrepreneurs and experts supply answers to these essential questions and others. Smart entrepreneurs now think about the practice as “strategic sourcing”: It can be an invaluable investment that reduces opportunity costs and leverages the primary skills and talents that truly drive the business. Key point: Outsourcing should now be on the inside at entrepreneurial companies, occupying a seat at the growth strategies table. </p><p>[<a href="http://www.eventuring.org/eShip/appmanager/eVenturing/eVenturingDesktop?_nfpb=true&_pageLabel=eShip_collectionDetail&_nfls=false&id=Entrepreneurship/Collection/Collection_093.htm&_nfls=false">LINK</a>] </p><p>See the following: Desouza, K.C. “Outsourcing and Opportunity,” [Lead Article] in Strategic <em>Sourcing: A New Way to Think about Outsourcing</em>, Kansas City, MO: Kauffman Foundation, August 28, 2007.</p>Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-12690060592066861572007-09-01T18:00:00.000-07:002007-09-01T18:06:12.388-07:00Review of Reinventing Project Management: The Diamond Approach to Successful Growth and Innovation (Harvard Business School Press, 2007)<em>Reinventing Project Management</em> proposes a novel approach to managing projects. The diamond approach takes into account the four critical determinants of projects: novelty, technology, complexity, and pace. The authors describe the use of their model through the use of vivid examples and case studies. The book also covers topics such as managing projects for innovation and project alignment with internal and external organizational forces. Overall, I found the book interesting to read. However, I must say that while the book has substantial material presented, not all of it is novel or groundbreaking. Most of the material is repeated from previous works of established authors and is already common knowledge to most project managers. But, for the novice project manager this is a great book…Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-85083637663294039182007-08-20T11:18:00.000-07:002008-12-08T15:24:45.847-08:00Reinventing Project Management: The Diamond Approach to Successful Growth and Innovation (Harvard Business School Press, 2007)<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjswnAkxOuVN13sDe6yydhHIMnzXCvwkq2skd8-2tEFDY2r6XdhXku1tgwwq8NtRTWTheIG4jE7XdA11EsOUy0TG1JEfFX4uazV76l0uOMJ3Chsuw0FVOtlFo55esg28gaehCf0uA/s1600-h/PM.jpg"><img id="BLOGGER_PHOTO_ID_5100849998928022978" style="FLOAT: left; MARGIN: 0px 10px 10px 0px; CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjswnAkxOuVN13sDe6yydhHIMnzXCvwkq2skd8-2tEFDY2r6XdhXku1tgwwq8NtRTWTheIG4jE7XdA11EsOUy0TG1JEfFX4uazV76l0uOMJ3Chsuw0FVOtlFo55esg28gaehCf0uA/s400/PM.jpg" border="0" /></a><br /><div>I have started reading, <a href="http://www.amazon.com/Reinventing-Project-Management-Successful-Innovation/dp/1591398002/ref=pd_bbs_sr_1/105-8058384-0232441?ie=UTF8&s=books&qid=1187634081&sr=1-1">Reinventing Project Management: The Diamond Approach to Successful Growth and Innovation</a> (Harvard Business School Press, 2007) by Aaron J. Shenhar and Dov Dvir. Michelle Morgan (Publicist) at Harvard Business School Press sent me a copy of the book for review and comments. I will send in my thoughts about the book as I make my way through it.</div>Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-42142136885869257802007-08-15T09:21:00.000-07:002007-08-15T09:22:24.918-07:00Strategic Outsourcing, an International JournalI have just accepted an invitation to join the Editorial Board of<em> Strategic Outsourcing, an International Journal</em> (see <a href="http://www.emeraldinsight.com/info/journals/so">http://www.emeraldinsight.com/info/journals/so</a>). Dr. Marco Busi (University of Strathclyde) is the Editor of the journal. It is an honor to be asked to join the Editorial Board. The Editorial Board has several notable researchers such as Professor Bjorn Andersen, Professor Leslie Willcocks, Dr Erran Carmel, Dr Jeanne Ross, and Dr Mary C. Lacity, among others…Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-16960000932884176412007-08-11T19:24:00.000-07:002008-12-08T15:24:46.032-08:00Book Review: IT and the East (HBS Press, 2007) by James M. Popkin and Partha Iyer<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiiR7th9z99n6lMH0EaSozhDh6GhDfzjyuH8SI3K2AiuNW2cqGMe_N4yOiF_0yE7vXPZnOrc7qlbCwlSm5MrLDwuK4yChPvX9R9EFcyjACacF7g2-wnJPa0AVjNFbKg3QNDIhIyrA/s1600-h/ITChinda.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiiR7th9z99n6lMH0EaSozhDh6GhDfzjyuH8SI3K2AiuNW2cqGMe_N4yOiF_0yE7vXPZnOrc7qlbCwlSm5MrLDwuK4yChPvX9R9EFcyjACacF7g2-wnJPa0AVjNFbKg3QNDIhIyrA/s400/ITChinda.jpg" border="0" alt=""id="BLOGGER_PHOTO_ID_5097634794378654034" /></a><br />The best business book on the competitive stature of India, China, and China-India! A must read for executives who want to stay relevant in today’s global marketplace. India and China are two superpowers in the making. <em>IT and the East </em> (by James M. Popkin and Partha Iyer, HBS Press, 2007) provides a detailed, honest, practical, and futuristic examination of the operating environments of these two nations. In addition, this book describes the potential symbiotic environment that might develop if India and China strengthen their cooperative relationships. <br /><br />I must repeat, this is a must read!<br /><br />The book is detailed, with a lot of information, which the average manager is unaware of. For instance, information on the infrastructural challenges in India or the potential of lack of future skilled (qualified) resources in India! The book is practical in that it offers managers a set of activities and interventions that they might (and should) consider. For example, how does one build competencies for market development or research and development in India and China? The authors use their crystal ball and chart out possible scenarios to guide managers as to how these two countries, and the relationships between them, might advance in the next five years.<br /><br />The book is easy to read, well-structured, and has adequate illustrations which superbly capture the textual details. The book begins by examining China. Chapter 1 paints a sobering picture of the challenges faced by this global superpower. Chapter 2 details the IT infrastructure issues in China. Chapter 3 outlines the courses that China might embark on to 2012. The authors assign probabilities to each of these courses and outline guideposts that can be monitored to gauge outcomes. Chapters 4-6 conduct a similar exposition of India. Chapter 7 argues for the concept of ChinIndia that is seen as the r outcome if the two superpowers expand their collaboration powers. Chapter 8 details why ChinIndia is a real possibility and what are the driving forces behind this. Chapter 9 outlines priorities for organizations who want to be relevant in terms of competing in India or China, or ChinIndia, and even tapping into this growing marketplace for resources.<br /><br />Overall, An excellent book….Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-23982200439972450032007-08-05T20:38:00.001-07:002007-08-05T20:38:28.548-07:00Annual Meeting of the Academy of ManagementI am at the Annual Meeting of the Academy of Management in Philadelphia. I have had a great time so far. Most of the time has been spent meeting with my students, colleagues, and new friends…I will post a complete reaction to the meeting upon my return to Seattle…Tomorrow, I take part in a panel called - Transformation, Change, and Organizational Development: Creating a Global Academic Endeavour (at 10.40 a.m. (EDT)). The panel is chaired by Ashley Braganza of Cranfield University. My fellow panel members are: Steve Leybourne; Plymouth U.; Gerard P. Hodgkinson; U. of Leeds; Gavin M. Schwarz; U. of New South Wales; George P. Huber; U. of Texas, Austin; Terry McNulty; U. of Liverpool; and Ray Hackney; Brunel U.Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-78756087404321226622007-08-04T02:56:00.000-07:002008-12-08T15:24:46.220-08:00Book Review: Payback (Harvard Business School Press, 2006) by James P. Andrew and Harold L. SirkinHow does one reap the business value out of innovations? This question has puzzled me for the last 24 months. Along with several colleagues, I have been investigating models and mechanisms that firms can use to manage, track, and evaluate the contributions of innovation activities to their business value. Let me say that this no easy feat to accomplish. To date, we have arrived at a mechanism that can be used to measure the business value of innovation (for the interested reader, please contact me for details, or see some of the many talks and presentations that have described our findings, for example - <em><a href="http://ideas4innovation.blogspot.com/2007/06/management-roundtable-demystifying-link.html">Demystifying the Link between Innovation and Business Value: A Process Framework</a></em> at the <a href="http://www.roundtable.com/Event_Center/Audiocons/Desouza/Desouza0707.html">Management Roundtable</a>, July 18, 2007). Given this context, I welcomed the opportunity to read <em>Payback</em> (Harvard Business School Press, 2006) by James P. Andrew and Harold L. Sirkin.<br /><br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi8S0tqSVDLqn8pXjHlw1AwOLYBEmhycgsOF5ynJvi78QqvTcFVnhgoJGSp4qLI5uzgj264jY-Mfls9uPLklowRwkNmcrRifGQ6IBHqqMdQNdB_eYVRfo3wH3qEK-9av0pzU7jWlg/s1600-h/payback.jpg"><img id="BLOGGER_PHOTO_ID_5094571524918898738" style="FLOAT: left; MARGIN: 0px 10px 10px 0px; CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi8S0tqSVDLqn8pXjHlw1AwOLYBEmhycgsOF5ynJvi78QqvTcFVnhgoJGSp4qLI5uzgj264jY-Mfls9uPLklowRwkNmcrRifGQ6IBHqqMdQNdB_eYVRfo3wH3qEK-9av0pzU7jWlg/s200/payback.jpg" border="0" /></a>In <em>Payback</em>, the authors, both of whom are senior executives with the Boston Consulting Group, construct the concept of the “cash curve”, as a guide for executives to manage their investments in innovation. The concept is fairly simple, intuitive, and yet helpful. The authors show how to manage critical drivers such as size of investment, speed to market, time to scale, and support costs, so that one can reap the largest payoff out of innovations. The authors describe various measures of business value for innovation beyond cash, such as acquisition of new knowledge, enhancement of brand image, linking to business partners, and energizing employees within the organization.<br /><br />Overall, I found the book to be very interesting. The most interesting aspect of this book is the discussion on choosing the right innovation model (Chapters 4-6): the integrator, the orchestrator, and the licensor. In these chapters, the authors talk about the various models and how should organizations choose the right model, or a combination of models, to address the various innovation investments they make. The book is good for managers who wan to plan innovation investments. However, this book does not provide a guide whereby to track innovation efforts, the process of innovation (from ideas to prototypes to commercialization) and its effects on the business value of innovation. Put another way, this book will give you a good (or even excellent) understanding of how to manage the investments you make into innovation strategies and efforts. However, once these investments are made, how do you actually manage the innovation process, improve it, and link it to business value is not covered. For those interested in these aspects, I encourage you to review previous posts on this Blog and get involved in our ongoing research efforts.<br /><br />An excellent read for anyone in the innovation business or even for anyone running a business….Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com1tag:blogger.com,1999:blog-29353817.post-84173246495118549952007-08-03T11:42:00.000-07:002008-12-08T15:24:46.386-08:00Book Review: The Kids are Alright: How the Gamer Generation is Changing the Workplace, by John C. Beck and Mitchell Wade<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhXsqF_qgiaH6G8oIsyUIZSoxikq10tU8ovWbm3qcYbd3GUM95pa7zqFpQVdxlPa877i_qcUSrWryCz1vHwVpzhtqvTTCzKAqJSgL2IoCByaW89FvFPjYxeUzTIQzlXaTHSMODPkQ/s1600-h/game.gif"><img id="BLOGGER_PHOTO_ID_5094546944821063698" style="FLOAT: left; MARGIN: 0px 10px 10px 0px; CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhXsqF_qgiaH6G8oIsyUIZSoxikq10tU8ovWbm3qcYbd3GUM95pa7zqFpQVdxlPa877i_qcUSrWryCz1vHwVpzhtqvTTCzKAqJSgL2IoCByaW89FvFPjYxeUzTIQzlXaTHSMODPkQ/s400/game.gif" border="0" /></a> In my modest opinion, a good book should motivate you, encourage you, challenge you, and even call you to explore new boundaries. This is the barometer through which I judge the quality of books. I have just completed reading the book – <em>The Kids are Alright: How the Gamer Generation is Changing the Workplace</em>, by<em> John C. Beck</em> and <em>Mitchell Wade</em>.<br /><div></div><br /><div>This book explores the gaming culture and the behavioral intricacies of game players. The book also discusses how managers should re-think their interactions with the current (and future) workforce that has grown up gaming. Gamers have special skills, aptitudes, views of reality, which if tapped into appropriately, can be used to make them highly productive, engaged, and successful employees, and even high-performing executives. Too often managers, and even academicians, dismiss gamers and have stereotypical views of their behaviors, capabilities, and even outlooks on life and opportunities. This book provides a engaging discussion of why we need to rid ourselves of these prejudices. Through gathering data from gamers, both quantitative (via large-scale surveys) and qualitative (via interviews and observations), the authors set straight the traditional myths about the gaming culture (e.g. they are wasting their time, they are low achievers, etc). Here is a brief outline of the book. The Introduction and Chapter 1, provide an account of how the concept of video games, and the gamer generation (or gaming culture), originated and intensified. Chapter 2 discusses the myths about the gaming culture and why some of us (e.g. parents who think that kids playing video games may lead to demonstrating of virtual behavior, like shooting, in a real-world setting) worry too much about these myths. Chapter 3 addresses the traits of the virtual world and why these provide an alternative reality that is very different from the real world. This alternative reality allows gamers to experience emotions, control behavior, and seek goals that do not have equivalent alternatives in the real world. Chapters 4 – 7, discuss various aspects of the gaming culture, such as their desire to succeed to their preference of emergent leadership and the trial-and-error approach to problem solving. These attributes are discussed with an intention to show managers that these behaviors can be tapped into to drive high-performance in organizations. Chapter 8 brings the book to a close. </div><br /><div></div><br /><div>So, what did I think of the book? Simply put, it is a good (and even a great) book. This book motivated me to think about the concept of games and how they touch the scholarly disciplines that I am concerned with. Have you heard of the new video game – ICED! ICED allows you to take on the role of foreigners who become illegal in the US and have to deal with immigration nightmares (or challenges!). Players have to use strategies to avoid interrogation and detention (e.g. do not commit crimes that will get you arrested, keeping a low profile, etc). ICED will be available next month via free downloads. Another game, in the same genre, is PeaceMaker, which allows players to take on sides, either as a Palestinian or Israeli, and negotiate for peace. These two games have an educational potential in the areas of public policy, international security, international affairs, and law enforcement. I would have not done a search to discover these games, if not for reading this book. </div><br /><div></div><br /><div>Overall, an excellent book…a must read for managers who are challenged by the new gamer generation…a definite read for all gamers out there as well, this book will give you insights on how to play up your gaming skills and bring them to the forefront in organizations…to all parents and academicians, reading this book will give you a different perspective on games, gamers, and the gaming culture….</div>Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-30898854072387291812007-07-30T11:54:00.000-07:002008-12-08T15:24:46.493-08:00Payback: Reaping the Rewards of Innovation (Harvard Business School Press, 2007)<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhrdUwdnlZeMQ1wEas2yM70dTnJCjHnaLA9K4OR-1dGe_cSlj7z2nvp6T7djf-8kczNBNYdRALkXEph1XAhxmNYV3yaxzJ58lECE5Kev6XEw2S-CbViOpnNq2MuYNZfoLCNSsXbNA/s1600-h/payback.jpg"><img id="BLOGGER_PHOTO_ID_5094551295622934562" style="FLOAT: left; MARGIN: 0px 10px 10px 0px; CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhrdUwdnlZeMQ1wEas2yM70dTnJCjHnaLA9K4OR-1dGe_cSlj7z2nvp6T7djf-8kczNBNYdRALkXEph1XAhxmNYV3yaxzJ58lECE5Kev6XEw2S-CbViOpnNq2MuYNZfoLCNSsXbNA/s320/payback.jpg" border="0" /></a><br /><div>I have started reading, <a href="http://www.amazon.com/dp/1422103137/"><em>Payback: Reaping the Rewards of Innovation</em> </a>(Harvard Business School Press, 2007) by James P. Andrew and Harold L. Sirkin (with John Butman). Michelle Morgan (Publicist) at Harvard Business School Press sent me a copy of the book for review and comments. I will send in my thoughts about the book as I make my way through it.</div>Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-73141385939055409682007-07-28T17:32:00.000-07:002008-12-08T15:24:46.664-08:00Elements of innovative cultures, Knowledge and Process Management, Volume 14, Issue 3 , Pages 190 - 202<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiZSIfetKJNwqnMga6vhzS3xWiBSVdQiAH0-BfTbgmhGhXg1Pw6tzmPLIgffskfVibaSfMiBQGCCBUAOuP2Ye0Kl-IEhNX6c7duj0SEPwrLqKdxdCeksRYZOzzsiGdM98Necu7s4A/s1600-h/KPM.gif"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiZSIfetKJNwqnMga6vhzS3xWiBSVdQiAH0-BfTbgmhGhXg1Pw6tzmPLIgffskfVibaSfMiBQGCCBUAOuP2Ye0Kl-IEhNX6c7duj0SEPwrLqKdxdCeksRYZOzzsiGdM98Necu7s4A/s320/KPM.gif" border="0" alt=""id="BLOGGER_PHOTO_ID_5092411242268356482" /></a><br />An I4I research report has just been published. The paper is titled, "Elements of innovative cultures" and appears in the current issues of Knowledge and Process Management. This paper was an outcome of our I4I research project that examined the best practices of organizations that were successful in building robust innovation programs. Caroline Dombrowski was the project manager for this research paper. <br /><br />For a copy of the paper, please visit: Knowledge and Process Management (at <a href="http://www3.interscience.wiley.com/cgi-bin/jhome/6242">http://www3.interscience.wiley.com/cgi-bin/jhome/6242</a>)<br /><br /><strong>Dombrowski, C., Kim, J.Y., Desouza, K.C., Braganza, A., Papagari, S., Baloh, P., and Jha, S. “Elements of Innovative Cultures,” <em>Knowledge and Process Management</em>, 14 (3), 2007, 190-202.</strong><br /><br />Abstract<br />Organizational culture is an important determinant of sustained innovativeness and financial performance. Though it is easy to appreciate the important role culture plays in making an innovation successful, it is difficult to change culture. One way of changing culture could be to identify elements of innovative culture and then imbibing the ones relevant to a given organization. In this paper, we have identified, based on past research, eight elements of organizational innovative culture: innovative mission and vision statements, democratic communication, safe spaces, flexibility, collaboration, boundary spanning, incentives, and leadership. We believe that assimilating these elements of organizational culture will enable organizations to support and sustain innovative activities. <br /><br />Authors<br />Caroline Dombrowski (The Information School, University of Washington, USA), Jeffrey Y. Kim (The Information School, University of Washington, USA), Kevin C. Desouza (The Information School, University of Washington, USA), Ashley Braganza (Cranfield School of Management, Cranfield University, UK), Sridhar Papagari (Department of Information and Decision Sciences, University of Illinois at Chicago, USA), Peter Baloh (Faculty of Economics, University of Ljubljana, Slovenia), Sanjeev Jha (Department of Information and Decision Sciences, University of Illinois at Chicago, USA)Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-18113507362581957692007-07-28T09:19:00.000-07:002008-12-08T15:24:46.743-08:00IT And the East: How China And India Are Altering the Future of Technology And Innovation<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEimkeaz1XSvSePibOJr0RSnole1_G39mYuYXZbytVakic6bcMk8FhyphenhyphenWivjQwhzHd3ANbGGDw4yoHmW5FQBeFzRYvNJerPhK9yk-DSLNAfM9jrYFpSaDZ-coU-jmhsv4ArvGuwtymA/s1600-h/ITChinda.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEimkeaz1XSvSePibOJr0RSnole1_G39mYuYXZbytVakic6bcMk8FhyphenhyphenWivjQwhzHd3ANbGGDw4yoHmW5FQBeFzRYvNJerPhK9yk-DSLNAfM9jrYFpSaDZ-coU-jmhsv4ArvGuwtymA/s320/ITChinda.jpg" border="0" alt=""id="BLOGGER_PHOTO_ID_5092284356049530738" /></a><br />I have started reading, <a href="http://www.amazon.com/dp/1422103145/">IT And the East: How China And India Are Altering the Future of Technology And Innovation </a>(Harvard Business School Press, 2007) by James M. Popkin and Partha Iyengar. Michelle Morgan (Publicist) at Harvard Business School Press sent me a copy of the book for review and comments. I will send in my thoughts about the book as I make my way through it.Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-22693577949185987022007-07-13T10:54:00.001-07:002007-07-13T10:58:23.998-07:00Global Preponderance : 2007 Bled Strategic Forum: European Union 2020: Enlarging and IntegratingI have just been invited to serve as a Panelist on the topic of Global Preponderance at the <a href="http://www.bledstrategicforum.org">2007 Bled Strategic Forum: European Union 2020: Enlarging and Integrating</a>. The invitation came from the Minister of Foreign Affairs of the Republic of Slovenia, Dr. Dimitrij Rupel. I have accepted the invitation with pleasure and am excited about the opportunity to contribute my thoughts on this important issue. This is one of the highest honors I have received, and I thank the organizing committee for inviting me. I will be sharing my thoughts on the issue of cultivating global innovation societies, the role of intellectual asset transfer across boundaries, why countries need to consider cooperative innovation systems to work towards greater goals, what are the challenges in establishing these (e.g. immigration, global talents, etc), and what are some of the solutions.<br /><br />Dignitaries at this event will include: H.E. Mr. Janez Janša, Prime Minister of the Republic of Slovenia, H.E. Mr Nikola Gruevski, Prime Minister of the Republic of Macedonia, Mr Ali Babacan, State Minister for Economy of the Republic of Turkey and Turkey's chief negotiator in accession talks with the EU, Mr Hans van der Loo, Head European Union Liaison, Shell International, Dr Kuniko Inoguchi, Member of the House of Representatives of Japan, among others. The meeting is sponsored by the Slovenian Ministry of Foreign Affairs, Center for European Perspective, Government Communication Office, and the Institute for Strategic Studies. <br /><br />For details on the conference, please see - <a href="http://www.bledstrategicforum.org">http://www.bledstrategicforum.org</a>. The program can be found at: <a href="http://www.bledstrategicforum.org/index.php?id=4&lang=en">http://www.bledstrategicforum.org/index.php?id=4&lang=en</a>Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com1tag:blogger.com,1999:blog-29353817.post-10706645970450681552007-07-12T21:13:00.000-07:002008-12-08T15:24:46.883-08:00Voice of America Interview<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEilsc8vcn8bDxS5TyluUFXVp9L5koUb7QkPK29WIYbbZZ1ZgezNWPOgkSHgRjbSATi0ahMhvH1MjwYbiNZ7SwMjkpGSw8yNvt8duN6kT0pra10HwztUSQ_iUMSGCwPX1xTJSADblA/s1600-h/news_logo.gif"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEilsc8vcn8bDxS5TyluUFXVp9L5koUb7QkPK29WIYbbZZ1ZgezNWPOgkSHgRjbSATi0ahMhvH1MjwYbiNZ7SwMjkpGSw8yNvt8duN6kT0pra10HwztUSQ_iUMSGCwPX1xTJSADblA/s200/news_logo.gif" border="0" alt=""id="BLOGGER_PHOTO_ID_5086535444710098194" /></a><br />I was interviewed by Michael O'Sullivan, the West Coast Bureau Chief of <a href="http://www.voanews.com">Voice of America </a>on the issue of outsourcing. See - US Lawyer Finds Medical Experts in India, Los Angeles, 12th July 2007, <a href="http://www.voanews.com/english/2007-07-12-voa84.cfm">http://www.voanews.com/english/2007-07-12-voa84.cfm</a>. The recording of the interview can be found at: <a href="http://www.voanews.com/mediaassets/english/2007_07/Audio/mp3/osullivan_legal_medical_outsourcing.mp3">http://www.voanews.com/mediaassets/english/2007_07/Audio/mp3/osullivan_legal_medical_outsourcing.mp3</a>Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-36568952294345683652007-07-02T21:34:00.000-07:002007-08-03T13:27:44.195-07:00Book Review: Hidden in Plain Sight: How to Find and Execute Your Company’s Next Big Growth Strategy, by Eric Joachimsthaler (HBS Press, 2007)I promised to write a review of the book, so here it goes…This book is a must read for all executives trying to understand why their companies continue to miss the most obvious innovations. Companies, especially incumbent firms, struggle to keep their innovation engines going. I especially found the book to be of interest given my current research on sustainable innovation program. In a research project that I undertook with Ashley Braganza (Cranfield University) and Yukika Awazu (Bentley College), we outlined several reasons why incumbent firms have a hard time sustaining innovation. We also recommended action strategies that these firms could take to be more successful at innovation (see <a href="http://ideas4innovation.blogspot.com/2007/03/sustaining-innovation-challenge-for.html">Link</a>).<br /><br />Joachimsthaler introduces the DIG model for innovation. DIG stands for Demand-First Innovation and Growth. The model is premised on a firm recognizing customer demands, and then structuring demand platforms to meet these needs, followed by devising strategic blue prints to capture the value from these platforms. Joachimsthaler rightly argues that most companies have built up distance between themselves and their customers. Specifically, the average firm does little to understand their customer behavior independent of their products and services. This narrow-minded view of their customers limits the ability of the firm to introduce products and services that become part of the customers’ lifestyles. In today’s marketplace such firms are sure to follow the trajectory towards demise.<br /><br />I found the DIG model to be interesting for two main reasons. One, it forces firms to place an emphasis on getting to understand their customers intimately. Two, it also forces the firm to structure its processes, policies, rules, etc around capturing customer needs, rather than around aging bureaucratic practices.<br /><br />Joachimsthaler does an excellent job walking the reader through the DIG model. The book has a number of case studies from State Street to Frito Lays, and GE to BMW. In addition, the book is easy to read and follow. The book begins by discussing the case of Sony and how the iPod revolution caught the company by surprise. The DIG model is introduced next, and successive chapters walk through the various components of the model. The concluding chapter of the book discusses how to embed innovation into the corporate fabric.<br /><br />I do not want to give away too much about the book (I know as an author that seeing your book sell is important!), so will stop here…Overall, a must read…I surely enjoyed it…Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0tag:blogger.com,1999:blog-29353817.post-80830420414129235182007-06-25T00:18:00.000-07:002007-06-25T00:19:11.532-07:00New Frontiers of Knowledge Management: Review in Knowledge Management Research & PracticeA very positive review of my book has been published in the current issue of <em>Knowledge Management Research & Practice</em> (Palgrave Macmillan, 2005). <br /><br />____<br /><br />Book Review<br />Knowledge Management Research & Practice (2007) 5, 71–72. doi:10.1057/palgrave.kmrp.8500122<br /><br />New Frontiers of Knowledge Management<br />Kevin C. Desouza (Ed) <br />Published by Palgrave Macmillan, Basingstoke (UK), New York (USA), 2005,<br />ISBN-13: 978-1-4039-4240-1, ISBN-10: 1-4039-4240-4, 275pp<br />Price £60<br /><br />Reviewed by, Yanqing Duan of the University of Bedfordshire Business School, U.K.<br /><br />New Frontiers of Knowledge Management is a contributed volume edited by Kevin C. Desouza. The book contains a collection of 12 chapters, which cover a range of topics focusing on the new frontiers in knowledge management with creative thinking, novel insights and innovative ideas. Any attempt to edit a book on 'the new frontiers' of this multi-disciplinary and widely debated field would be a challenge. Therefore, the editor should be commended on his attempt.<br /><br />The book starts with an excellent introduction by the editor, which is a must read section for any reader before embarking the rest of the chapters. It defines the term 'new frontier' in knowledge management, sets up the rationale for the book and provides a succinct summary of each author's novelty in his/her contribution to the book. The editor stresses the necessity of sharing options and feelings on the new frontiers and highlights his three motivations in pulling together this unique book, which aims to<br /><br />'provide an avenue for researchers and practitioners to be adventurous, venture out, and postulate some of their creative thinking.'<br /><br />'assemble authors who would cross the local space and write on knowledge management in an integrated fashion' and<br /><br />'seek out some of the new insights and provide an avenue for them to be presented.'<br /><br />There is no doubt that the editor has achieved the above by providing an opportunity for knowledge management scholars and practitioners to share and exchange their insights and views and be explorative in seeking new ideas and innovative development.<br /><br />Topics covered in the book include: science and technology knowledge management, knowledge visualization, personalizing knowledge delivery services, knowledge security in organizations, knowledge markets, software artefacts for knowledge management, ubiquitous computing in networked organizations, collaborative enterprises, knowledge flow dynamics, knowledge integration in teams, the role of incentives in knowledge transfer, and innocuous knowledge management.<br /><br />The book is a mix of debates from social, organizational, technological and economic perspectives, all aiming to offer their thoughts and insights in addressing knowledge management challenges and problems, and attempting to seek new solutions. The strength of the book lies in its diversity, quality, depth and the authors' employment of multi-disciplinary perspectives in their treatments.<br /><br />For example, from an organizational perspective, Chapter 5 addresses knowledge security in organizations in three focused areas: people, products and processes; and Chapter 10 draws from knowledge flow theory to develop a multi-dimensional model to inform organizational design. From a more technological point of view, Chapter 13 argues the value of innocuous knowledge and explores the management of innocuous knowledge with distributed knowledge networks. The discussion on how market mechanisms can help facilitate knowledge management in Chapter 6 and the role of incentives in knowledge transfer in Chapter 12 offers different aspects of arguments from an economic dimension. Chapter 9 argues the importance of collaborative enterprise from a more humanistic aspect and proposes a generic framework for collaboration, which incorporates the influential factors and the types of capability that needs to be developed.<br /><br />Most of the authors set forth their arguments on addressing knowledge management problems and challenges from mixed perspectives of social, organizational and technological dimensions. For example, Chapter 2's contributors share their insights on science and technology management emphasizing the conversion of technical textual data to technical knowledge; Chapter 3 emphasizes the importance of making knowledge visible and postulates how this can be achieved; Chapter 4 addresses the challenges in personalizing knowledge delivery services, arguing that knowledge is emergent and needs to evolve based on its particular context; Chapter 7 explores the diversity of software artefacts use in supporting information and knowledge management through the four analytical lenses of interaction, interpretation, connection and collaboration; Chapter 8 argues the potential impact of the ubiquitous information environment (UIE) and proposes a framework for studying the UIE technologies and invites more research in this area; and Chapter 11 explores knowledge integration processes within teams and tests the link between a team's human capital and its knowledge integration competency with case analysis.<br /><br />For any edited book on new frontiers, the selection of contributors would be critical to its attraction and success. A number of respected scholars and renowned executives in the knowledge management field, especially from America, have contributed to the book. The contributions from both academics and practitioners should be particularly appreciated by readers. However, out of 12 chapters, apart from two from the UK and one from Denmark, the rest of the authors are mainly based in the USA. The heavily American-based contributions may be seen as a weakness in offering a comprehensive reflection of thoughts on future directions worldwide.<br /><br />In a similar way to most edited books, the collection of chapters represents a mix of depth, length and style. Readers may find that some chapters are better argued and in more depth than others. Others may challenge the novelty, significance or the 'eligibility' as a new frontier in certain topics. It can also be argued that some important or emerging topics may have been left out, such as dealing with culture and trust, dealing with tacit knowledge, transnational knowledge transfer in the global economy, communities of practice, intelligent knowledge systems, etc. However, one of the purposes of the book, as the editor stressed in his opening page, is for 'interested readers to embrace or criticize, to build on or refute, and above all to share' the contributors' views. To this end, the editor's effort can be well justified. As it is not possible to include all new frontiers in one book, the reviewer acknowledges this limitation. The book serves as a call for attention to the continuous effort in seeking new frontiers in this evolving field.<br /><br />Overall, the editor has done a good job in terms of quality, depth and range of the papers collected. The book makes a unique contribution to the knowledge management literature and is a valuable source of innovative ideas and rich insights on advancing the understanding and achievement in knowledge management. Most of the chapters are well argued and easy to follow, although some of them may be more intellectually demanding for readers to digest. The book would not be recommended as a textbook for students, but is a useful reading for both knowledge management academics and practitioners who would like to further their thoughts on new directions and understand the implications of the new developments. It will also be particularly beneficial to new knowledge management researchers who seek inspiration and thought-provoking debates in their projects and research. I find the book an inspiring, and enjoyable read and hope that KMRP readers will feel the same.<br /><br />See: <a href="http://www.palgrave-journals.com/kmrp/journal/v5/n1/full/8500122a.html">http://www.palgrave-journals.com/kmrp/journal/v5/n1/full/8500122a.html</a>Kevin C. Desouzahttp://www.blogger.com/profile/04106403505466858169noreply@blogger.com0