Links for Dec 1 2013

  • Innovate on Purpose: Why corporate innovation is so difficult

    Quote: So tip your hat to the corporate innovator. She’s got to overcome a significant amount of inertia and risk, convince an executive team of the need for innovation, then fight to keep the scope of the project as large and as disruptive as possible. She’s got to overcome existing allocations and fight for resources. She has to overcome cultural biases against risk and uncertainty. And, once she’s succeeded at creating valuable, interesting ideas, she’s only really begun to fight. With a good idea, she needs to convince the development team to make it, the IT team to support it, and the corporation to launch it.

  • Executives long for “customer-activated company” but social media is a stumbling block

    Quote: Despite this focus, less than half of Midmarket organizations have a fully integrated physical and digital strategy. Their biggest hurdle isn’t technology or security. Their challenge is to understand how social media fits into the mix, and its return on investment. To achieve full value, social media, as well as social business, needs to inspire entirely new ways of working, learning, and orchestrating processes across the organization and beyond.

  • Arm yourself: The API wars are coming — Tech News and Analysis

    Quote: The arms merchants of the cloud and a new wave of developers armed with APIs are going to cause massive technology disruption.

  • The IT triangle strategy for evaluating enterprise tech startups — Tech News and Analysis

    Quote: Greylock Partners’ Jerry Chen shares the triangular frameworks he uses to analyze opportunities and spot disruptive technologies in the IT infrastructure and enterprise application spaces.

  • Your Product is Decisions

    Quote: Most organizations don’t use a consistent process or framework to make important decisions. Yet we know that the process by which you come to a decision is the most important thing. It’s not about more information. Process matters more than the analysis. We also know that when you don’t use a consistent process you make it hard to improve.

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