Disruptive Innovation Revisited

Irving Wladawsky-Berger

In her 2003 book, Technological Revolutions and Financial Capital: The Dynamics of Bubbles and Golden Ages , Carlota Perez observed that since the onset of the Industrial Revolution we’ve had 5 major technology-based revolutions and economic cycles, each one lasting roughly 50-60 years.

Governance and Pragmatism: Moving Beyond “The Culture of No”

Irving Wladawsky-Berger

Inside IBM's Historic Turnaround ,” former IBM Chairman and CEO Lou Gerstner wrote about the bureaucratic culture that contributed greatly to the near-death experience IBM went through in the early 1990s. Lou called it A Culture of “No.”. “I I think the aspect of IBM’s culture that was the most remarkable to me was the ability of any individual, any team, any division to block agreement or action. Effective governances requires a culture of pragmatism over ideology.

Trending Sources

Lean Principles in the Digital Economy

Irving Wladawsky-Berger

As companies transition from the industrial to the digital economy, lean philosophies are influencing just about every aspect of their operations, strategy, organization and culture.

Data 88

Automation For The People

Dan Pontefract

In 2003, Maarten Goos and Alan Manning coined this phenomenon “job polarization”. automation Culture singularity technology

Why People and Companies Die While Cities Keep Growing

Irving Wladawsky-Berger

Prior to joining the SFI in 2003, he was the leader and founder of the high energy physics group at Los Alamos National Lab. The Winter issue of strategy+business includes a very interesting article on theoretical physicist Geoffrey West, - The Fortune 500 Teller.

The Rise and Potential Fall of the Talent Economy

Irving Wladawsky-Berger

in 1993, fell to 35% in 2003, and it’s been back to 39.6% Economic Issues Education and Talent Management and Leadership Political Issues Society and Culture

Price 73

Jobs in the Age of Watson

Irving Wladawsky-Berger

I like the framework proposed by my fellow panelists Frank Levy and David Autor in two different papers: The Skill Content of Recent Technological Change , published in 2003 by Autor and Levy along with Harvard Professor Richard Murnane ; and How Computerized Work and Globalization Shape Human Skill Demands published in 2005-2006 by Levy and Murnane.

Skills 101

“IT Doesn’t Matter” Ten Years Later

Irving Wladawsky-Berger

The article appeared in the May 2003 issue of the Harvard Business Review , where Carr was then an editor-at-large. Cloud Computing Economic Issues Management and Leadership Society and Culture Technology and Strategy How quickly time passes.

The Day SAP Ruined a Good Thing

Dan Pontefract

Through 2003 and 2007, I was also a part of many acquisitions that Business Objects made to help bolster its business intelligence technology and sales capabilities. This culture resonated throughout the organization. This post was four years in the making.

Video 72

The Future of Jobs: Lessons from History

Irving Wladawsky-Berger

Between 1965 and 2003, leisure time has increased from 6-8 hour per week for men and 4-8 hours per week for women. Complex Systems Economic Issues Innovation Management and Leadership Political Issues Society and Culture Technology and StrategyHow will the job market evolve in our 21st century digital economy? What can we learn from history that might help us make such predictions?


Doc Searls

For example, Wesleyan University issued a moratorium in 2003, after members of the faculty complained that they were being written about in sexually explicit chalk messages. Culture Family Friends Fun Geography North Carolina Personal Places Strange stuff Travel

The ‘Occupy IT’ Movement of Organizations

Dan Pontefract

In 2003, when Nicholas Carr penned the piece “ IT Doesn’t Matte r “, an overlooked definition of what he referred to as ‘infrastructural technologies ‘ may now be, in 2012, unintentionally defining the relationship between IT and the organization.

Business Problems, Trust and Values

Irving Wladawsky-Berger

For me this is particularly interesting, given that organizational culture is one of the topics I often discuss in my university seminars. So, how does a company establish a culture of trust, especially large, large global company like IBM or the News Corporation? The values of the company were then reexamined in 2003 in a 72 hour Values Jam in which all IBM employees around the world were invited to contribute.

The Science of Complex Systems

Irving Wladawsky-Berger

Prior to joining the Santa Fe Institute in 2003, he was the leader and founder of the high energy physics group at Los Alamos National Lab. That says that systematically, the bigger the city, the more wages you can expect, the more educational institutions in principle, more cultural events, more patents are produced, it's more innovative and so on. Complex Systems Innovation Services Innovation Smart Systems Society and Culture Technology and Strategy

Learning 2.0 Tetrad Through Marshall McLuhan

Dan Pontefract

Derrick de Kerckhove, Director of the McLuhan Program of Culture and Technology at the University of Toronto since 1983 wrote McLuhan for Managers in 2003.

Innovation in Higher Education

Irving Wladawsky-Berger

Roughly 10 percent of students in 2003 took at least one online course. Complex Systems Diversity Economic Issues Education and Talent Innovation Management and Leadership Political Issues Services Innovation Society and Culture Technology and Strategy

70:20:10 - Beyond the Blend

Charles Jennings

In 2003 the UK Department of Education and Training defined it as “ learning which combines online and face-to-face approaches ”.

The ‘Occupy IT’ Movement of Organizations

Dan Pontefract

Those ‘infrastructural technologies ‘ that Carr referred to circa 2003 have actually become the de facto technology, choice and user experience expectation of workers inside the organization. CIO Culture IT leadership organization technology

Humans, Machines and Collective Intelligence

Irving Wladawsky-Berger

Complex Systems Data Science and Big Data Economic Issues Education and Talent Innovation Management and Leadership Political Issues Smart Systems Society and Culture Technology and Strategy

learning cities

Harold Jarche

” — Janet Candy, Planning Learning Cities, 39th ISoCaRP Congress 2003. foster a culture of learning throughout life. In so doing it will create and reinforce individual empowerment and social cohesion, economic and cultural prosperity, and sustainable development.

A Reading List That (Actually) Gets Read

Adaptive Path

This is a case study of the LEGO Group, focused most strongly on a all-in focus on innovation that almost sunk the company in 2003. LEGO pursued all the essential so-called “truths of innovation,” from disruption to wisdom-of-crowds to investment in an innovative culture.

List 124

I need some help

George Siemens

On February 8, I’ll be delivering a talk at TEDxEdmonton’s event Rethinking Open Source Culture. In 2003 I posted a few articles online on open source movements and learning: Open source p.I , Open Source p.II , and Why we should share learning material. Or is open source culture here to stay? I’d love to hear about your experiences with open source culture. What have you gained through being open and participating in open culture (e.g.

Embedding Learning in Work: The Benefits and Challenges

Charles Jennings

This will no doubt change in one respect as the ‘rise and rise’ of social learning further impinges on organisational learning cultures and people turn to online communities and expert location tools to help them improve their work and to learn more effectively in the workplace.

Can AI Help Translate Technological Advances into Strategic Advantage?

Irving Wladawsky-Berger

We all thought that the Solow paradox was finally behind us when IT-driven productivity surged between 1996 and 2003. After many years of promise and hype, artificial intelligence is now being applied to activities that not long ago were viewed as the exclusive domain of humans.

Have social networks replaced groups?

David Weinberger

Maxim Weinstein responded in an email to my post about what the social structure of the Internet looked like before Facebook, making the insightful point that Facebook meets the four criteria Clay Shirky listed for social software in his 2003 keynote at eTech. For example, Clay’s post from 2003 marvels at a “broadband conversation” in which the participants communicated simultaneously by conference call, through a wiki, and through a chat, each from a different source.

[2b2k] The Net as paradigm

David Weinberger

So I bought his 2003 book Shift!: The book is strong in its presentation of Kuhn’s ideas, and has a deep sense of our cultural and philosophical history. 175-176] Not bad for 2003! 176] If the invisibility of the paradigm is required for its acceptance, then we are no closer to that event, for the Internet remains perhaps the single most evident aspect of our culture. No other cultural object is mentioned as many times in a single day’s newspaper.

70:20:10 – Above All Else It’s a Change Agent

Charles Jennings

Each organisational culture will display its own profile of workplace, social and structured development opportunities, and each will vary dependent on a number of factors. [1] As Jay Cross pointed out back in 2003: “At work we learn more in the break room than in the classroom.

Change 103

cities and the future of work

Harold Jarche

Its main dynamic is kinship, which gives people a distinct sense of identity and belonging — the basic elements of culture, as manifested still today in matters ranging from nationalism to fan clubs. foster a culture of learning throughout life.

Irving Wladawsky-Berger: The Soul of a Business – People, Culture and Brand

Irving Wladawsky-Berger

Home Archives Subscribe « An Unusual Meeting | Main | Learning without Barriers » November 27, 2006 The Soul of a Business – People, Culture and Brand What is a business? You need something to help bind such a work force together, which is why culture is so important to the success of global companies. Lou Gerstner devoted a major part of his excellent chronicle of IBM’s transformation to the role of culture in business.

myths, markets, & mistakes

Harold Jarche

Here is just one example: ‘Ludicrous’ EU officials ready to ban yogurt (The Daily Telegraph, 10 November 2003, page 7). Yogurt gets a culture shock (Daily Express, 11 November 2003, page 19).

Managing Transformative Initiatives - Some Lessons Learned

Irving Wladawsky-Berger

The culture of the institution may not be able to stretch enough to implement the needed changes, even when the very survival of the organization might be at stake. In their 2003 bestseller The Innovator's Solution , Clay Christensen and Michael Raynor observed: . “A

Some new ways to look at infrastructure

Doc Searls

Infrastructures shape complex systems of human activity, including economic, cultural, and political systems. As aphorisms go, it’s a close relative to the subtitle of McLuhan’s magnum opus, Understanding Media: the Extensions of Man (Berkeley, 1964, 1994, 2003).

Erin McKeown on copyright ambivalence

David Weinberger

But then this happened: In 2003, she wrote and recorded Slung-Ho with some success. The trap uses the fact that the line between cultural sharing and ripping someone off is blurry.

Informal Learning – the other 80%

Jay Cross

Shifts in organizational values and culture require a change management approach, with its stages of anger, denial, bargaining, and acceptance. 3. Create a supportive learning culture. Create a supportive organizational culture. Conduct a Learning Culture Audit [15].

What blogging was

David Weinberger

Some of us had been arguing from the beginning of the Web that the Web was more a social space than a publishing, informational or commercial space — “more” in the sense of what was driving adoption and what was making the Web the dominant shaping force of our culture. At the turn of the millennium there was no MySpace (2003) and no Facebook (2004). At a recent Fellows Hour at the Berkman Center the topic was something like “Whatever happened to blogging?,”

Yes, A Business CAN Disrupt Itself

Steve Denning

In 2003, Clayton Christensen and Michael Raynor offered The Innovator’s Solution which argued that an organization could cope with disruptive innovation by setting up a separate unit to carry out the innovation. Disruptive innovation kills businesses.

When explaining becomes a sin

Mind Hacks

One of my favourite papers is “ Thinking the unthinkable: sacred values and taboo cognitions &# by Philip Tetlock (2003). The argument he makes is that in all cultures some values are sacred and we are motivated to not just to punish people who offend against these values, but also to punish people who even think about offending these values. 2003).

Embracing Disruptive Innovations: Organizational Challenges

Irving Wladawsky-Berger

The culture of the institution may not be able to stretch enough to implement the needed changes, even when the very survival of the organization is at stake. It gave us both a marketplace-based mission and a new ground for our own behaviors and operating practices - in other words, culture.

Launch of Digital Sydney: Ideas, energy, success stories, and massive potential

Ross Dawson

Pollenizer is seeking to build up a sub-culture of failure, getting started, trying, learning, and succeeding. I am at the launch of Digital Sydney , part of the Vivid Sydney and Creative Sydney festivals.

Not the psychology of Joe average terrorist

Mind Hacks

The participants were right-wing paramilitaries who took part in the demobilisation agreement of 2003. Even within Colombia you can see how the terrorist label is not a reliable classification to a particular group’s actions and culture. News reports have been covered a fascinating study on the moral reasoning of ‘terrorists’ published in Nature Human Behaviour but it’s worth being aware the wider context to understand what it means.

Study 17