Innovation

"The last thing you want your IT department to be is a joke because you waited too long to make changes. The easiest thing in the world to do is to play it safe, but it's probably not the best strategy for your professional development or the bottom line of your organization. You have to push new technologies that are going to propel your company forward or you risk being the IT equivalent of a company that waited too long to move to the next generation of technology."

- Ron Miller, "What your IT department could learn from Sony's disruption", CITEworld, May 17, 2013.

"Innovation is an art, but it is an art where “managerial” interventions can accelerate or retard the rate of progress. Much of this concerns the sources from which ideas originate, the speed by which ideas move through an organization, the invitations to participate, the attitudes of the key decision-makers and the sources of inspiration that they draw from."

- Bill Fischer, The Virtues of Having Strange People Close By, Forbes.com, May 17, 2012

"It's often the employees--rather than outside consultants--who know a company's products and processes best. According to management experts, many of the most innovative companies tend to solicit ideas from staff throughout the organization, not just the executive ranks."

-Rachel Emma Silverman, "For Bright Ideas, Ask the Staff", The Wall Street Jorunal, October 17, 2011.

"Innovation initiatives that used to take months and megabucks to coordinate and launch can often be started in seconds for cents."

"This new environment also has big implications for managers. Simply put, bosses must be prepared to give up some control. With testing so cheap, easy and accessible, there's less need to ration it as they have in the past. Managers used to directing the company's innovation efforts must give their workers the freedom to come up with ideas on their own and pursue them without lots of red tape."

"Some of the best experiments come from outside the chain of command."

Today's Wall Street Journal has a great article regarding an employee swap between Procter & Gamble and Google, A New Odd Couple: Google, P&G Swap Workers to Spur Innovation.  The motivation behind the swap was to spur innovation between the two companies.

Google would like to have a bigger slice of P&G's $8.7 billion annual advertisement budget and better understand the needs of traditional consumer-market companies.  Meanwhile P&G still spends most of it's advertisement dollars in traditional media with as little as 2% of its ad budget online does need some help in making the leap online.

"We’re now at the point where the most innovative technology for users really is being created in the nonbusiness space. Corporate IT has become the prisoner of legacy technology, and the result isn’t just stodginess — we’re missing out on innovation that could make our users more productive, more effective and more successful."

--Frank Hayes, "Prisoners of Legacy", ComputerWorld, January 7, 2008

The biggest reward I get from working on IT projects is the opportunity to take new ideas and new strategies and piece them together into something that has never been done before.  Even when I'm not the one originating the new idea, I like helping other innovative people bring their ideas to the table.  I have ideas, dreams, and aspirations to help take my workplace to the next level of where it should be via innovative use of what I know best, information technology.  How could innovation and all these wonderful ideas I have in my head not be anything but a good thing for my organization?  A recent article in the Wall Street Journal answers just that question by saying that there are negatives for an organi

Mozilla's Mitchell Baker wrote an interesting post about product development. As you develop a product and customer loyalty there is a risk to making too many changes to a product. However, the success of your product likely came about because of innovation. If you kill off introducing new ideas and concepts for your product you are also likely to kill off the reason your product became successful in the first place.

Information Week has an interesting article about those involved in such online ventures as digg, del.icio.us, Zoot, and Six Apart's Movable Type. Basically, the article discusses how people have made their money off of blogging or providing the blog-like software and services.

Most people who pull down a paycheck dream of making a living at their hobby. For IT managers, the dream is more within reach than it is for most professionals, as their technical skills can give them a head start in building businesses on the Web. A supertalented few have even made fortunes.