Thanks to the great folks at CXO Talk for inviting me to join their expert panel on Corporate Innovation. Great perspectives and a very interesting discussion that expanded into how corporates and startups can successfully engage.
Fantastic new publication from Standard Chartered on how technology is reshaping the global economy.
Special thanks to the author for the “shout out” to me and my group for our contribution of input and facilitating discussions throughout the Silicon Valley region, from tech startups to international economists at Berkeley and Stanford.
Special thanks to my colleague John Stewart from Royal Bank of Scotland for co-presenting with me on “Open Innovation in International Banking” at the First Annual World Open Innovation Conference.
A popular presentation, with a mix of corporates and academics, we emphasized that while we each serve our own companies and drive innovation forward, our common goals and common approaches have allowed us to collaborate in an open way and become significantly more effective as “pack hunters” (rather than “lone wolves”) giving more value back to our organizations than either of our groups could individually. We do everything we can to provide high-value innovation services and resources, supporting our respective enterprises, as well as clients and stakeholders.
Exciting announcement from the Standard Chartered Bank site:
We’ve launched real-time price information for Nigeria.
Click through for a fantastic, interactive graphic from Standard Chartered’s post:
Take a closer look at Asia’s debt
Exciting news from Standard Chartered, announcing the launch of the new Global Research App for iPad. Link to this app on the Apple App Store here.
Our award-winning*, cross-asset class and macro-economic research covers Asia, Africa, the Middle East and beyond. Now you can access it all on the go.
Download our new iPad app today and access our unique insights and high-conviction research publications wherever you are, whenever you like. Plus, our user-friendly screening tools allow you to explore global forecasts and recommendation data quickly and easily.
Other features include:
• Integrated research data and analytical tools
• Content customisation – follow products, countries or articles
• Search and filtering
• Offline reading – download and view later
HOW TO REGISTER
If you already have access to our research website, you can download our app using the same log-in details. If you don’t currently have access, simply contact your Standard Chartered Relationship Manager to register.
Standard Chartered Global Research content is only available to our Wholesale Banking clients.
*Named Top Forecasting Bank out of 384 Banks by Bloomberg in 2011
Enterprise Mobility 3.0
Enterprise Mobility 3.0 is the inherent face of the new untethered enterprise. It will have deep imprints in the business processes, IT infrastructure and security policies in the company. In a world where work-related information is accessible, anywhere, anytime, new powerful and smarter phones, tablets, and other Internet-enabled devices will usher us into a new era of countless opportunities and exciting challenges. These challenges loom – Mobility 3.0, after all, speaks to a certain level of maturity attained within enterprises – some new, some not-so-new. For example, security policies will have to be revisited for viability and sustainability. Productivity, agility and other business metrics will have to be measured with some rigor. Organizations will also have to measure if the investments in Mobility 3.0 are finally generating the payback and ROI that the executive suite has been looking for.
Our panel of senior technology and business executives will share their experiences of piloting through this transformation in their organizations with leading and leadership around Mobility 3.0.
Award ceremonies are especially great when they keep you on your toes. Sometimes literally. I recently received a 2011 Adobe Max award on behalf of Standard Chartered Bank. Standard Chartered’s mobile banking app does indeed make banking a breeze while on the go, and the award was well deserved. More on the excellent Breeze product here: http://breeze.standardchartered.com/global
Presenting at the Adobe Max 2011 awards, the actor Rainn Wilson was in in great form. Not only did he refuse to shake my hand at first, but he wanted to dance. So we danced!
After I left the stage, Rainn Wilson could only comment “He smelled nice.”
I implore technology advertising and seminar communities to never, ever use the term “futureproof” in any context except to mock the concept.
There is a world of difference between progressively evolving your business, and an all-singing, all-dancing, futureproof technology solution that so many work so hard to sell.
Several generations ago, my family made their fortune selling farm implements and prospecting supplies in the United States Washington territory, now Washington State.
Immigrants from Skane County, Sweden, the Polsons began farming in La Connor, WA and later created the Polson Implement & Hardware Company, selling supplies to Washington farmers and Alaska gold rush prospectors.
A visitor to the Polson Implement Company’s storefront in downtown Seattle in 1904 would find a variety of farming and ranching supplies combined with a wide array of hitches and bridles so that automation machines could be pulled by a farm horse. All amazing technology for the time. Although agricultural implement technologies evolved over time, the Polsons didn’t carry anything that could futureproof your farm; even if it may have seemed like it at the time.
We work in an environment in which technologies change and mature at alarming rates. The most important aspect is to balance the focus on the steps to make your business successful today, as well as strategic planning and steps to advance and be ready for what you think the future will hold.
As a technology marvel featuring rollers and ball bearings, and despite it being “a practical poem in steel” even the mighty Deering Steel Binder was not futureproof.
In the past three weblog entries, three management personalities argued for their particular stance on a question alluding to the proper, right and best way to run an IT organization. [Is it possible to run your IT shop (like an aircraft carrier) as such an incredibly structured, high functioning, ready-for-anything organization? Is this the right way to run a technology group?]
Although these three answers voice the most common perspectives, they are all misguided and represent the wrong way to approach running technology. All have taken the too-typical stance of IT shops that are self-focused. None have asked about or gone into any depth about the technology needs and drivers of the businesses that they are supporting.
The needs of the business must govern how IT is run. You are not running IT for its own sake; it must be not just fit for purpose, but dynamic and integrated into the needs of the business. Most businesses don’t want an aircraft carrier, nor do they want a dinghy. They want reliable technology that helps drive their business forward. In some cases, this means investment in cutting edge carrier-grade (no pun intended) infrastructure, while in others, it means letting go of control and maximizing cost savings and user flexibility. Some organizations will want to showcase technology, while others want it to be an invisible function. The risk-reward and investment-benefit balances are different at every company.
While you could outfit all staff with unified communications, smartphones and interactive CRM access, you could also just give everyone a netbook, Skype and a free webmail account. The business drivers and investment will dictate the mode required, and because your operational methodology will be very different in these scenarios, your management approach should be as well.
To summarize, the obvious answer is yes, you can run your IT shop as a ready-for-anything organization (like an aircraft carrier), but the additional question of “should you?” is the crux. It is too easy to decide what technology should do based on principle, but don’t get ahead of yourself. It is not a matter of what you can do, it is a matter of what you should do given the true needs of the business.