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Walter Isaacson amends comments on Google, Apple, and product ...

Walter Isaacson amends comments on Google, Apple, and product ... | Innovation and Startups | Scoop.it
I will say one thing about the comment I made about Google being the most innovative…Innovation is great, but it ain't everything. It's not the holy grail. Execution is what really matters. Apple is the best at execution.
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Technology in works to enable cars to alert other cars to potential dangers - South China Morning Post

Technology in works to enable cars to alert other cars to potential dangers - South China Morning Post | Innovation and Startups | Scoop.it
Technology in works to enable cars to alert other cars to potential dangers South China Morning Post A car might see a deadly crash coming even if its driver doesn't, the US government says, indicating it will one day require carmakers to equip new...
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The Incoming Wave of Innovation: Interconnected Microsystems in Everything - Huffington Post

The Incoming Wave of Innovation: Interconnected Microsystems in Everything - Huffington Post | Innovation and Startups | Scoop.it
The Incoming Wave of Innovation: Interconnected Microsystems in Everything Huffington Post Those of us working in microsystems have seen bits and pieces of this coming for decades, in an ever-widening array of innovations in microelectronics, MEMS,...
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Can tech innovation curb gun violence? Smart Tech poses 4 million ...

Can tech innovation curb gun violence? Smart Tech poses 4 million ... | Innovation and Startups | Scoop.it
“Let's use innovation to bring about gun safety and not rely on Washington,” Conway said at the kickoff event for the firearm safety challenge. “The tech community wasn't engaged with this issue before, but the Sandy Hook ...
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News Releases- Toronto Public Library: You’re Invited to Toronto Public Library’s First Ever Digital Innovation Hub Launch

Toronto (Thursday January 30, 2014) – Come experience the Library’s first ever Digital Innovation Hub at Toronto Reference Library (789 Yonge Street) on Tuesday, February 4th at 10 am. Part digital media lab, part maker space – this hub will...
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Kayak's Why “no innovation happens with 10 people in a room.”

Kayak's Why “no innovation happens with 10 people in a room.” | Innovation and Startups | Scoop.it

Dr. Dan:  Sorry, but this is an epic FAIL with regard to both Knowledge Management and Innovation Management.

 

Paul English, co-founder of @KAYAK, on why “no innovation happens with 10 people in a room“: http://t.co/gWHzDb34EO

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Dan Kirsch's curator insight, August 1, 2013 11:42 AM

Wow.  I'm probably one of the 12 people on the planet that hasn't yet used Kayak and after reading this, frankly, I still may not ever use it.


Why?  I believe that this quote from Paul English, co-founder of Kayak, provides a pretty clear indication that there is a fundamental lack of understanding at Kayak of Knowledge Management, and that knowledge feeds innovation.


How so?  Well consider this -- intending to use an organization's knowledge to drive competitive advantage and to feed innovation only works when you actually use that knowledge.  If you don't actually use it...it's going to very often then be a fairly frustrating journey with a not so great ending to the story.


Yes, I know that sounds rather simplistic, but let me 'esplain.  


We've all heard (no doubt) stories about how organizational knowledge wasn't actually utilized.  Stories centered around painful discussions that would have been a whole lot easier if only "Bob" (or whoever hadn't been there).  Meetings where you weren't able to make a decision -- or didn't make the right decision -- because "Rita" was yet again absent.  And on and on.  Or how about the meeting where a manager shows up instead of the employee with the actual technical knowledge -- to protect their flanks from anticipated heated discussions.  Been there, done that, bought those t-shirts.  And I'm confident that you have as well.


In Knowledge Management one concept that we can and should draw from when considering KM implementation is Nonaka's application of what is referred to as the concept of "Ba" to introduce the concept of a shared space for knowledge creation and sharing.  


Specifically, there is what Nonaka refers to as "Interacting Ba" which overlays onto the "Externalization" cycle portion of Nonaka's "Knowledge Spiral Conversion" model.  Now here's the important and relevant point that needs to be made:  Interacting Ba is about selecting the right people with the right mix of specific knowledge and making sure that they are where that knowledge is needed.  In short, the right knowledge needs to be in THE ROOM.  And that is critical.  


Failure to have that right knowledge "in the room" may well result in making a bad decision.  In that sense then, I suppose that it's "good news" if instead of a bad decision you simply weren't able to make ANY decision because of Bob or Rita or whoever not showing for the meeting.  But you get the point.


So, how does this then connect to Paul English and Kayak?  Allow me to connect the dots.  


If you truly understand both Knowledge Management and Innovation Management, then you would quickly come to terms with the fact that it is simply not relevant whether there are either three or 10 people in a room.  The goal of having the right knowledge available is to improve decision making, for example.  


So no, it's not instead a matter of there not being "three of you smart enough to do this" (from his quote).  It is however a matter of having the right knowledge in the room.  


If that "right" knowledge enters the room with individual #4, that's a good thing.  Or with #5.  And so on.  Practically, yes, I understand limiting the size of meetings as a function of ensuring that you can actually reach a decision (too many cooks and all that).  However, if you find that you have "too many" folks in a meeting, perhaps you're having the WRONG kinds of meetings.  Break it down into smaller chunks, focused on specific areas.  And ensure that you have the RIGHT knowledge that is necessary to effectively make a decision....in the room.


English's approach to try to make all decisions with just three people (or such) as a way to streamline meetings is a misapplication of concepts. He's trying to streamline meetings, and suggests that you cannot reach consensus with for example, 10 in a room.  If they are facing urgent needs to streamline and can't do so with more than three in a room, then it seems to me that they need to learn how to hold the right kind of meetings.  Or at least better meetings.  Or come to terms with the simple fact that innovation doesn't necessarily happen during schedule meetings (which says so much about an organization that believe that they need to schedule a meeting for that).  Or learn how to be better leaders and managers so that they lay the groundwork for building consensus prior to locking themselves into the cathedral while the rest of the organization stares at the chimney for white or black smoke.  You get the idea.


To instead blissfully chide a group about what is effectively, removing knowledge from a room, simply to arbitrarily reduce the number of folks in the room (based on a desire to what, to then reduce the cost of making a bad decision? or based on what, being "bitten" by a meeting with 10 in it somewhere in the past?) is akin to holding your airlines of choice and their ontime arrival goals....to the same standard as a pizza delivery that "must be delivered in 30 minutes or less."  I frankly don't want the pilot of any plane in which I'm a passenger to feel a compelling need to "must" be on the ground in 30 minutes.  If it takes 40 to do it correctly and safely, please, feel free to do so.  Take all the time you need.  Yupper, I'm quite good with that thanks.


That's an example of misapplication of concept -- equating ontime arrivals in the airline industry to ontime pizza delivery.  Not the same concepts, not driven by the same issues, and certainly not going to have the same outcome metrics.


So it seems clear to me that Kayak's leadership lack a fundamental understanding of the value of their organizational knowledge.  And/or at least how to run effective meetings.  If you have "too many people" in the room....consider first before you remove bodies whether there was a decision made BEFORE the meeting regarding the goals of the meeting and what specific knowledge was critical (and who was supposed to bring that).  And then do that managerial thing, those leadership things.


And as an added thought....if I worked for a "big giant head" who seemingly had little better to do than to monitor the number of folks within a meeting...I'd probably be making a reservation to go somewhere else.  Yeah, reservation...that was intentional.

Michelle Gilstrap's curator insight, August 3, 2013 1:13 PM

Very interesting, makes you understand the process.

Pablo Mayorga Bueno's curator insight, February 14, 2014 12:28 AM

"I just hate design by consensus. It’s very easy to be a critic and say why something won’t work. I don’t want that because new ideas are like these little precious things that can die very easily...” - Mentorship panels are good enough validating innovation from new entrepreneurs?

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New Microsoft CEO Nadella Signals Emphasis on Innovation - Fox Business

New Microsoft CEO Nadella Signals Emphasis on Innovation - Fox Business | Innovation and Startups | Scoop.it
IBNLive
New Microsoft CEO Nadella Signals Emphasis on Innovation
Fox Business
“It's all about innovation going forward.
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US plans to force cars to carry crash avoidance technology - Telegraph.co.uk

US plans to force cars to carry crash avoidance technology - Telegraph.co.uk | Innovation and Startups | Scoop.it
Telegraph.co.uk US plans to force cars to carry crash avoidance technology Telegraph.co.uk "Vehicle-to-vehicle technology represents the next generation of auto safety improvements, building on the life-saving achievements we've already seen with...
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Target fights cyber theft by speeding up smart card technology - CNBC.com

Target fights cyber theft by speeding up smart card technology - CNBC.com | Innovation and Startups | Scoop.it
CNBC.com Target fights cyber theft by speeding up smart card technology CNBC.com In an opinion piece on Monday in the Hill newspaper on the eve of his much-awaited appearance before the Senate Judiciary Committee, Chief Financial Officer John...
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Innovation: An Outside-In Approach | Innovation Management

Innovation: An Outside-In Approach | Innovation Management | Innovation and Startups | Scoop.it
Every organization wants to be thought of as “innovative” and although cliché, there is something said about thinking outside of the box to help you get there. However, simply asking your employees to think outside of the box ...
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Reframing Innovation Strategy - Innovation Excellence (blog)

Reframing Innovation Strategy - Innovation Excellence (blog) | Innovation and Startups | Scoop.it
Reframing Innovation Strategy
Innovation Excellence (blog)
I Reframing Innovation Strategy nnovation “strategy” is no longer king. In today's business world, uncertainty is virtually inescapable.
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