Phil Townsend wonders why GE hasn’t opened up it’s Reverse Innovation model in his post: Opening up Reverse Innovation >>
Townsend makes a good point:
So why can’t a company like GE follow down this path with “open reverse innovation”
– inviting small companies in India and China to submit their products,
services and ideas to be evaluated by GE for global distribution. Of
course, the open model would require an environment of trust –
but what better way to create goodwill in new markets than to be seen
as a development partner in the China, India, and resource-starved
Africa? A.G. Lafley sits on GE’s board; surely he could help them get started.
Townsend also proposes the formation of innovation collaboratives funded by companies like GE to create a pipeline of new products for GE.
Not a bad idea, if you consider that a recent
McKinsey survey found that 20% of companies have opened up their
innovation processes to employees and customers and they report a 20%
rise in the number of innovations, on average.
Mezeo’s Steve Lesem explains how Cloud Storage is a disruptive innovation:
The common assumption is that the traditional IT vendors will be disrupted by cloud computing offerings from Amazon and Google.
The truth is, Amazon and Google may eventually impact this market, but
they will not be the first to disrupt traditional IT service
providers.Already we see hosting providers like Rackspace and SoftLayer provide their own suite of differentiated cloud offerings.
My thinking is that the entire cloud story is a paradigm shift for IT. See this article I just co-authored: Considerations for Migrating to the Cloud: How Cloud Computing is Changing the Enterprise »
See also: Lesem’s Cloud Storage and The Innovator’s Dilemma »
Stay tuned for more on the cloud.
In their article Innovation in Turbulent Times, Darrell Rigby, Kara Gruver, and James Allen make the case that the key to growth is pairing an analytic left-brain thinker with an imaginative right-brain partner:
Fine, but the problem is that in most “rational” industries – dominated by “maximize shareholder value” thinking, there no room at the top for the creative thinker. In fact, I would argue that most companies are too sharply skewed to the left brain. The CEO, CFO and the heads of all the business units are too focused on P&L to think outside the proverbial box.
They need to improve their “intuitive intelligence” by chatting with Francis Cholle >>