Re: Innovation Starts With Culture: Interop Leadership Track
These are defnitely lessons we've heard before, but they bear repeating and fresh perspective from executives at such high-brow organizations. Taking them in aggregate, I'd say I find Mr. Bradwell's story the most useful. The notion that we need to take IT from being a cost center to an innovator has been said a thousand times, but he actually implemented (not 'is planning to implement') it in a way that was relevant to his industry, made sense in how it connected to existing IT operations, and added real, tangible new revenues to his business. For many businesses like AARP, making a piece of consumer hardware with their name on it wouldn't make sense... but he recognized there was a specific opportunity for it because of their clientele (seniors). Then he went and tied it to a new service that was valuable for the same reasons. That deserves some praise.
I don't want to say the other stories were lacking by comparison; they're unique in that they're public-facing organizations with limited budget and resources - and they definitely offer valuable perspective to someone in a similar position that needs to set realistic goals. The smaller your team is, the more opportunity you have to impact culture. Jonathan Feldman is a frequent InformationWeek contributor, and I've enjoyed many of his articles, including his point about keeping your goals compact and in sight... but I can't let him get away with that terrible soccer analogy. Even my flabby body could get enough of those 30 soccer balls to the goal in a short enough time frame to score more points than are usually scored in a typical game of soccer. Maybe kicking thirty Rubik's cubes would be another story (btw, that is George Bush in the pic, if anyone was wondering. I had to click the source).