In order to get any new project or initiative underway in a large enterprise, you need at least three people: somebody with the idea or business problem, somebody who can implement or at least prototype a solution, and somebody who can promote it. This is our rule of three for innovation management.
The internet revolution has proved a headache for most information providers. How are you going to charge for online access? Tim O’Reilly seems to be close to cracking the problem for book publishing:
At work, we are all fighter pilots. We have to deal with large amounts of constantly changing data in an environment with many disruptions. Information is no longer a scarce resource: attention is.
In an uncertain, changing world, most decisions are wrong, and success comes not from the inspired visions of exceptional leaders, or prescience achieved through sophisticated analysis, but through small-scale experimentation that rapidly imitates success and acknowledges failure.
Google with its simple do-as-I-mean interface reigns supreme on the web. With an ever-growing focus on simplification in navigation, it is instructive to step back and challenge the goal occasionally.
You know a technology has reached mainstream when you are no longer surprised by who is adopting it. In that sense, it is completely non-news that the Jesuits in London are launching Pray-As-You-Go just in time for Lent. One new prayer and meditation every day, already formatted for your iPod or mobile phone, and perfect for your daily commute.
Consider the web sites for organizations that provide events for your life, either in the sense of for example conferences which are events in themselves or places like museums where going is an event for you. All of the museum web sites that I know are useful when I am planning my trip. They tell me where and when to go, what it will cost, and what I can expect to see.
The article The blog in the corporate machine from this week’s edition of The Economist is focusing squarely on managing corporate reputations in a blogging world, and is interesting for a number of reasons.
Martin and Dave wonders why knowledge management has failed: the grand (and sometimes successful) projects of the late nineties and early noughties have come to nothing, and today’s businesses pay only lip-service to being part of “the knowledge economy”. Martin, always perceptive, suggests that the challenge may be cultural.