I've taken a long break from writing articles and focused on writing a book. This will continue for some time yet.
Title: Why Nothing is Simple in Management.
Abstract: The holy grail of management is a pipeline process where one can add money and people to one end,pull the innovation lever and watch profit come gushing out.This is less pipe-line than pipe dream.In this article, I'll investigate the connection between innovation and commoditisation in order to highlight why nothing is simple in management.
Where: Butler Group Review, May '08.
Title: Organisation and Innovation, an unhappy marriage?
Abstract: An exploration of what innovation means and how an organisation interacts with it. The work of Satish and Mohanbir gives an inkling into why organisations might find innovation so difficult. They identified a continuum from idea to product that consisted of a spectrum of different stages, from raw idea to market ready products. Each stage required different skills, different roles and had different characteristics.
This continuum is the transition from idea to innovation in our framework. Let us therefore consider an extended Everett’s S-Curve stretching from invention to ubiquity. Any organisational activity is somewhere on that curve and as that activity moves along the curve it requires different methodologies, culture, financing, roles and governance. It even has different characteristics such as speed, cost, uncertainty and risk. For example
an ‘innovation’ is always more uncertain and costly than the ‘commodity’ it becomes. The common sense approach is to organise a company by function: IT, finance and operations. If, however, functions are nothing more than a mass of activities all traveling along their own S-Curves, then are we organising by the wrong thing? Should we be organising by S-Curve stage? Do we need a chief ‘innovation’ officer and a chief ‘commodity’ officer rather than a CIO and COO?
Where: Butler Group Review, Mar '08.
Title: The Sum of All Fears.
Abstract: It seems that there exists anunderlying trend which will just continue to get bigger. The overall the trend suggests reductions in non-strategic costs, more competition for information businesses (including competition from consumers), a faster rate of release in the marketplace and increasing pressure on IT as it deals with the conflicting demands of two polar opposites in focus.
Where: Butler Group Review, Dec'07.