re: P&G CIO: There's A Better Way To Create Software
This is the comment I posted under link I found article from Heather Munroe-Vallis at LinkedIn--may be of interest.
"Very strong CIO with one of the better models we've observed, and have known several strong managers coming out of the P&G culture, but most of the market leaders are also among the most difficult to deal with for emerging companies that have the kind of solutions they are seeking --layers deep, many conflicts, too busy. It would be wise for any such org to test shop how their own orgs are dealing with incoming external innovation they themselves suggest they badly need. Some may be shocked with the results. .02 - MM"
I would add that the open innovation movement has been insulting to the stronger inventors and innovators. Turn the table around and ask which of these companies are willing to open up their inventions and innovations and distribution channels to competitors for free, after investing decades of time and money into solutions. I've dealt with most- the answer is none. So don't ask it of us unless you want the world's intellectual capital swinging against you.
In my own experience in attempting to deal with P&G, what I found from his own people was cognitive bias, a fair amount of hubris--not invented here syndrome was apparent, and completely mislabeled and misunderstood the system. It's not that the intellect didn't exist, it's that they were too busy with the wrong priorities for anything that important to them. The real question is would these companies see the solution they seek if it was delivered on a golden platter? The answer in other companies, including top tier VCs, media, and leading universities and most others has been no-- almost never. The public would be amazed at how much energy and education it takes to convince most cultures of what has already become obvious to those deep in the trenches. This is no doubt true in their business as well.
It's not a trivial issue -- many cultures with multi-billion$ USD IT budgets are considered not to be viable markets for the most innovative. This situation quite often results in a competitive advantage in others that turns markets over time. It's obvious to me at least that P&G understands this better than most--as does their CIO, but they obviously still struggle with it greatly. Large budgets does not necessarily a viable partner make, particularly if and when IP & IC are at risk.