Rewind to 1999. Napster, the first major peer-to-peer networks is launched. Its goal? To allow internet users the facility to share and distribute music files freely to hundreds of thousands of network users. It wasn’t long, however, before record companies began to cry foul, citing that the network was aiding piracy and infringing on the copyright of music artists. Napster, or at least its first incarnation, was eventually shutdown in 2001 and overall, online sharing was considered by many corporations and intellectual property (IP) activists, at the time, to be a major threat to IP rights.
Most of us have probably had days like this or can at least identify with the thought. In the past, I stumbled on the admonition that “a problem was just an opportunity in disguise.” I am ashamed to say that I probably used this “bit of wisdom” too often. I was smitten with Pogo who said “We are surrounded by insurmountable opportunities.” I am sure many of my clients cringed when I used either of these short adages. It’s amazing how easy it is to be witty when one is not facing the “opportunities.”
Andrew Carnegie believed that the only irreplaceable capital an organization possesses is the knowledge and ability of its people, and that the productivity of that capital depends on how effectively people share their competence with those who can use it. If this was true a hundred years ago, it must be even truer today as organizations face an increasing pace of change and are becoming more knowledge-intense, relying on a core of highly collaborative and specialized knowledge workers who are geographically dispersed.
When we say we're going to do something but we allow something else to distract us and we accept that excuse, we allow the option of not doing what we need to do. Instead, commit to taking action, whether or not other things come up.
Look around you. This is not the time for lone wolves, closet geniuses, unaffiliated mavericks, out-of-orbit freelancers, hidden agendas, sole proprietors, superstars, cranky collaborators, or hyper independent dreamers. Sorry. Wrong decade. Now is the time for alliances, partnerships, collaborations, and team chemistry.
It is well established that the key to a successful organizational growth strategy is innovation. Like any business discipline, the process of innovation can be managed, made effective and operate efficiently. Admittedly, the task of starting an innovation management program can seem daunting. But, like any big undertaking, the best way to get started and build momentum is to break down the work into smaller, more manageable “chunks.”
Smart Santander is a large experimental facility in the city of Santander in northern Spain funded from the Future Internet Research (FIRE) of FP7-ICT. Santander is developing a network of 12,000 sensors and devices embedded into the physical space of the city. A sensor network spreads through out the urban space: sensors, actuators, tags and readers are embedded into city infrastructure; utilities for power, water, gas, waste; buildings and houses; transport infrastructure on roads, rail, interchange points; mobility elements in vehicles and goods. Embedded devices connect over a common IP infrastructure using cellular, radio meshed networks, and available broadband. The facility is open to researchers, end users, and service providers to test architectures and enabling technologies, pilot applications, the interaction and management of protocols, and support services such as discovery, identity management and security, and the social acceptance of services related to the Internet-of-Things.
During the last century, medical, technical, and business innovations have driven economic growth, increased wages, and improved living standards in the United States. In recent years, however, those gains have stagnated. The Hamilton Project...
Meet five thought leaders whose world has been fundamentally shaped by the digital revolution. Wired, ambitious and truly global, they are breaking down old barriers and reshaping the worlds of business, media, art and activism with their passion and creative innovation.
Unless I slip and say it by accident, you won’t hear “think outside the box” from my mouth when The Brainzooming Group is leading a brainstorming session. While “think outside the box” is thrown around all the time to give people the permission (or suggestion or encouragement or threat – you get the picture) to not think about things as they always have, it lacks a lot for creating brainstorming success!
I am in Egypt this week and trying to finish three big Power Point decks, writing 6 documents and finished reading 63 documents with a slow Internet connection. And trying to finalize the editorial content for March 2012 issue of my magazine.
There are many definitions of what strategy is, yet most people find the notion of strategy confusing. Rather than adding to the confusion about strategy, we’ll look at the question from another angle. Here are three things strategy isn’t. These observations come from participating in strategy development sessions and conversations within dozens of organizations.
The Innovation Union Flagship Initiative is at the core of the Europe 2020 strategy guiding Europe towards a more competitive, sustainable and inclusive economy. It sets out how Europe will tackle smart growth objectives through a strategic approach integrating research and innovation instruments.