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March 12, 2004 Financial Times Good Old-Fashioned Innovation ABSTRACT: Innovation used to be easy: build a laboratory, hire brilliant scientists, treat them well and wait for ideas to flow. But today's technology titans have all eschewed the temptation to build big labs. All, that is, with one mighty exception: Microsoft. SUBJECTS COVERED: Experimentation, Innovation processes and tools COMPANIES CITED: Apple, AT&T, Bell Labs, Cisco, DuPont, General Electric, Glaxo, Google, Intel, IBM, Microsoft, Netscape, Nokia, Oracle
February 16, 2004 Computerworld Innovation Democracy ABSTRACT: Whirlpool Chairman and CEO Dave Whitwam wanted to turn the company into an innovator whose unique products would breed consumer loyalty. Whitwam had a novel idea about where that innovation would come from: everyone in the company. He turned to Strategos and Gary Hamel to learn how to do it. SUBJECTS COVERED: Innovation competency development, Consumer research and consumer insights, Innovation pipeline, Leadership COMPANIES CITED: Cisco, Sears, Siemens AG, Sun Microsystems, Whirlpool
January 12, 2004 Lessons for Utility Computing ABSTRACT: Sometimes the best way to understand how to build a business is to see how the other guy did it. The creators of the television industry studied radio. Many high-tech businesses were founded by handfuls of engineers who broke off from the company where they learned the ropes. The ailing utility computing business should learn from these examples. SUBJECTS COVERED: Business Model Innovation, Breakthrough Strategy and Competitive Advantage COMPANIES CITED: IBM, HP, Storage Networks December 16, 2003 Wall Street Journal Sony Needs Innovation More than Efficiency ABSTRACT: The hyperfast world of consumer electronics demands innovation, not just renovation. The downsizing now underway at Sony won't reinvigorate the company. Neither will the merger of its music division with Bertelsman. The change that is needed will have to affect the philosophy of the company. Is such a thing possible? SUBJECTS COVERED: Innovation competency development, Business model innovation, Innovation barriers and enablers COMPANIES CITED: Sony, Bertelsman, MTV
September 1, 2003 Optimize Magazine Breaking Geopolitical Barriers ABSTRACT: "Location, location, location." Where you are, the accepted wisdom goes, determines how well you'll do. It's a dictum taken to heart. But as the world settles into a post-globalization paradigm, this old geographic chestnut is becoming obsolete. The way a company achieves global leadership has been turned on its head. Geography is no longer destiny. SUBJECTS COVERED: Innovation competency development, Breakthrough strategy and competitive advantage, Knowledge management COMPANIES CITED: Oerlikon, Acer, Shiseido, McDonald's, BPI, Martin Marietta
August 12, 2003 CNET News.com Can a subpoena stop a movement? ABSTRACT: SCO's decision to seek licensing fees from Linux users has the IT industry--and IT investors--pondering the legality of building for-profit products on Linux. SUBJECTS COVERED: Breakthrough strategy and competitive advantage, Management innovation, Product development and product portfolio management COMPANIES CITED: Linux, SCO, IBM, Johnson & Johnson, Honda, Toyota, Coca-Cola, Odwalla, Unilever, Ben & Jerry's, Red Hat
August 1, 2003 Optimize Magazine Behold the Conqueror, the CIO! ABSTRACT: The next several years will challenge IT leaders to become partners with their internal customers, sharing in setting corporate direction and seizing growth opportunities. Peter Skarzynski and Lloyd Switzer list the CIO's most common challenges, suggest how to confront them, and offer an example of one CIO who identified innovative business implications for IT and how his company, Markem Corp., addressed the opportunities. SUBJECTS COVERED: Consumer research and consumer insights, Management innovation, Strategy development process COMPANIES CITED: Best Buy, Home Depot, Walgreens, Dell, Wal-Mart, Markem Corp., Tesco, Dunnhumby, Guardian Life Insurance, Bank One, Citigroup, First Union, AT&T, IBM
May 26, 2003 Crain's Chicago Business Motorola Studies GE Playbook ABSTRACT: It will take a massive effort by the top executives, as well as Michael Fengen, the GE executive recruited to lead the Six Sigma initiative, to school Motorolans in GE's handbook, with its emphasis on flawless execution and relentless cost-cutting. Despite the similarities between the two manufacturers, their markets, heritage and cultures differ sharply. SUBJECTS COVERED: Breakthrough strategy and competitive advantage, Product development and product portfolio management, Strategy development process COMPANIES CITED: Motorola, General Electric, Nokia, Samsung
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