(19:58)

In this podcast, Jim Champy, chair of Perot Systems Corporation and co-author of the best-selling management book, Reengineering the Corporation, talks about his latest book, Inspire: Why Customers Come Back. This is the second of Champy's three books in a Financial Times (FT) Press series about new business models. The resources section has a link to Enterpriseleadership.org's podcast with Champy about his second book, Outsmart: How to Do What Your Competitors Can't.

Jim Champy has a talent for seeing the writing on boardroom walls - companies have to change the way they work if they want to be effective. No wonder Champy's book, Reengineering the Corporation, became an immediate best seller throughout the early 1990s. Over the years, Champy's has continued to crank out books and consulted about how companies must redefine business processes and their strategies if they want to compete.

Several years ago, Champy embarked on a journey to find out how companies have devised new ways to do things, and what we can learn from them. Using a filter of double-digit growth and triple-digit growth, he came up with more than 1,000 companies - ranging from mostly emerging companies to some major corporations. Champy's research has turned into a FT Press three book series about new business models pioneered by these high-growth companies. His Outsmart book features case studies about nine companies, such as Partsearch, that are innovating about how to deliver a better customer experience by combining high tech with high touch. Inspire, his latest book, includes eight concise case studies about how businesses, such as Puma and Stonyfield Yogurt, have become successful by inspiring their customers to be loyal for the long term. Deliver, Champy's third book in the series, will focus on how successful companies execute on their strategies.

Champy says that innovation was the key to driving double-digit growth at many of the companies he has profiled. Talking about Inspire, he says a company's vision directly can affect its sales success. "The new generation of customers value transparency and authenticity above all. If you want to keep your customers coming back, you need to learn how to define a consistent value proposition - one that will make your customers stay passionate about doing business with you."

In this podcast about Inspire, Champy discusses the role innovation plays in the Inspire paradigm, the top five characteristics of customer-centric companies, and the ways CIOs and CTOs can use technology to get closer to both internal customers and external customers.

Bio
Jim Champy is chair of Perot Systems Corporation's consulting practice, and is also head of strategy for the company. He directs the company's team of business and management consultants. Before joining Perot Systems, Champy was chair and chief executive officer of CSC Index, the management consulting arm of Computer Sciences Corporation. He was one of the original founders of Index, a $200 million consulting that CSC acquired in 1988.

He also co-authored Reengineering the Corporation, which appeared on the New York Times' best-seller list for more than a year. His follow-up books include Reengineering Management, The Arc of Ambition, Fast Forward, X-Engineering, and his two latest books, Outsmart, and Inspire.

Resources
Jim Champy Discusses Inspire, FT Press
http://www.ftpress.com/articles/article.aspx?p=1349306

How CIOs Can Help Their Companies Outsmart Their Competitors, Enterpriseleadership Podcast with Jim Champy
http://www.enterpriseleadership.org/blogs/podcasts/2008/09/21/how-cios-can-help-their-companies-outsmart-their-competitors-jim-champy

Taking Care of the Company, The Wall Street Journal
http://online.wsj.com/article/SB123914815543399105.html

Production Credits
Tom Parish, Host and Audio Producer

(26:31)

In this podcast, Dr. David Tennenhouse, a partner at New Venture Partners, a venture capital firm focused on corporate spinoffs, talks about different approaches to open innovation. New Venture Partners practices what Tennenhouse calls inside-outside open innovation.

Partners and other staff members at New Venture Partners, a venture capital firm with about $700 million under management, do not spend their time slogging over business plans looking for the next Amazon.com or Google.com. Instead, New Venture Partners works with global companies to spin off prospective new product ventures residing in research labs and business units. To date, the firm has invested in more than 50 spinoff ventures from companies such as British Telecom, Philips Electronics and Freescale Semiconductor. A spinoff from Lucent, New Venture Partners became a standalone venture capital firm in 1997. The firm has its roots in Bell Labs where it incubated new projects and then created new ventures from them.

David Tennenhouse, a partner at New Venture Partners, labels his firm's approach to investing an inside-outside form of open innovation. He says, "The companies we work with practice open innovation in two ways. First, they have an inside component where they input knowledge into the company. Second, they use an inside-outside component to use external vehicles, such as venture capital firms, to create spinoff venture. Open collaboration becomes the way we work together to amplify the dissemination of a company's internal research and to enable it to influence the surrounding ecosystem."

Tennenhouse has had much hands-on experience practicing inside-outside open innovation. He was previously a director of research at Intel. He says, "Many of Intel's corporate research projects made a successful transition to existing business units. Some projects created new business units, which is the gold standard for a research director. Many projects, however, did not have a natural home within the company. That situation allowed me to undertake the mission to spin off the project or engage in inside-outside open innovation. The job included taking the benefits of the company's learning about the prospective product and influencing the ecosystem around us. The difficulty was to do this knowing we were not going to make and market the product."

In this podcast, Tennenhouse talks about the need for companies to turn to open innovation, the way open collaboration enhanced open innovation at Intel and other organizations, the emergence of innovation that venture capital firms are seeing, and the takeaways CIOs need to be aware of if they want to promote innovation and open innovation.

Bio
Dr. David Tennenhouse is a partner in New Venture Partners. He joined the firm from Amazon.com where he was vice president of platform strategy and chief executive officer of its A9.com subsidiary. Before Amazon/A9, Tennenhouse was director of research at Intel Corporation. He also worked as a chief scientist at the U.S. Defense Advanced Research Project Agency.

Tennenhouse is a member of the Association for Computing Machinery and a Fellow of the IEEE. He is also an advisor to Carnegie Mellon University's School of Computer Science and to the Mechanical Engineering Department at UC Berkeley. Tennenhouse holds a B.A.Sc. and M.A.Sc. in Electrical Engineering from the University of Toronto and obtained his Ph.D. at the Computer Laboratory of the University of Cambridge.

Resources
Verizon Leads 4G Investment Group, The New York Times
http://dealbook.blogs.nytimes.com/2009/10/06/verizon-launches-13-billion-4g-investment-group/

New Venture Partners Looks to Find the Next Big Thing, Fox Business
http://www.foxbusiness.com/story/markets/innovation/new-venture-partners-looks-start-ups-corporations/

Innovation in Stormy Markets, National Venture Capital Association
http://nvcatoday.nvca.org/index.php/current-issue/112-innovation-in-stormy-markets.html

CTOs Embrace Open Innovation, Computerworld
http://www.computerworld.com.au/article/127254/ctos_embrace_open_innovation?fp=16&fpid=0

Production Credits
Elizabeth Ferrarini, Executive Producer
Tom Parish, Host and Audio Producer

Audio Editing by Doug Marcis

In this podcast, Swaminathan goes into detail about the following:

• how four technology trends drive the elastic business model;
• what challenge businesses will face deploying the elastic business model among a wide spectrum of different generations in the workforce;
• how communication will change from a need-to-know model to a good-to-know model;
• and why the workplace of the future will resemble the open source community.

Every year, Accenture, the global technology service and outsourcing firm with $23.9 billion in revenue for 2008, does a thorough analysis to identify the major technology trends that will change the underlying business models and capabilities. In 2009, research conducted by Dr. Kishore Swaminathan, Accenture's chief scientist, identified four major trends that will define the technology landscape over the next five years: Internet computing, data management, mobility, and convergence of unified communications, collaboration, community, and content distribution. He says, "These technology trends will give businesses a new capability that we call elasticity. They will allow every aspect of a business -- from IT to businesses process to how a company innovates -- to be more flexible, and to expand, contract and change, depending on current market conditions."

To derive more revenue and business value from this elasticity, businesses must get all of these four technologies just right. Take Internet computing, For example. Swaminathan says that transformational technology trends often pose a dilemma for CIOs who now face a possible change to their applications, the enterprise architecture, or the business models. "You have several choices: You can commit to a major change that will take much time and money, and you won't see much business value right away. On the other hand, you can ignore the trend or put it aside, and then you can wait until you have no choice but to spend a lot of money and embrace the new trend. Many CIOs need to go experiment and get comfortable with things, such as how to source storage, or software as a service (SaaS). They have to understand the pros and cons."
 
Swaminathan says that many CIOs he has spoken with have a visceral reaction to SaaS, especially with security and data privacy issues. He adds that the visceral reaction is fine. "Ultimately, CIOs have to make a business decision based on solid empirical data. They have to get Internet computing right in the long run, but for the short term they need to experiment, gather as much data as possible, and learn about the model. Unless they are comfortable with a new technology, they shouldn't put in it on a critical path."
 
Accenture definitely practices what it preaches about technology trends. In fact, Accenture acquires as much first-experience with a technology before deploying it. Swaminathan says, "We try to determine if we have a successful model or not." Accenture's approach to collaboration mirrors this practice. The company has created a version of LinkedIn, called PeoplePages, where more than 100,000 Accenture employees have already posted their professional profiles. Swaminathan says the site enables employees to find communities or individuals with certain expertise. Meanwhile, the company has begun a project to put its collective knowledge into the Accenture Encyclopedia, modeled after Wikipedia. He says, "We're encouraged by the progress we have made to date." Accenture also has developed its own version of YouTube, where employees can use video to convey difficult concepts and then distribute those videos to colleagues.

Bio
Dr. Kishore Swaminathan is chief scientist at Accenture where he defines the company's technology vision and helps to set the company's research and development agenda. He also heads Accenture's Systems Integration research located in the United States, France, and India. Swaminathan joined Accenture in 1990, taking a position in Accenture's Center for Strategic Technology Research. He has a bachelor's degree in technology and aeronautical engineering from the Indian Institute of Technology of Madras and holds a master's and a Ph.D. degree from the University of Massachusetts at Amherst. He was a Smithsonian Fellow. Media outlets ranging from ABC Evening New to The Wall Street Journal have featured his work.

Resources
The Grill: To Kishore Swaminathan, CIO means 'chief intelligence officer' - Computerworld
Enterprise 2.0: turning consumer-driven Web 2.0 technologies into business value - Kishore Swaminathan, Accenture
Accenture: Time is ripe to test cloud computing - ZDNet

Production Credits
Elizabeth Ferrarini, Executive Producer
Tom Parish, Host and Audio Producer
Audio Editing by Doug Marcis

Sponsored by BMC Software

Social collaboration via the Internet changed the direction of the 2008 presidential election. Whether you like it or not, social collaboration has begun to change the way major companies, such as Procter & Gamble, do business. Things will continue to evolve as more and more members of the net generation, young people comfortable with MySpace and Facebook, enter the work force. No one has better prepared executives for the future than Don Tapscott, author and chairman of nGenera Insight, a technology think tank that looks at new business models. Tapscott consistently identifies and explains the next business imperatives and defines the business models and strategies that the new imperatives require.

Published in 2006 and updated in 2008, his book, Wikinomics: How Mass Collaboration Changes Everything, has appeared on the New York Times and BusinessWeek bestseller lists, and has been translated into 19 languages. Based on the largest investigation of strategic IT in business ever conducted, Wikinomics explains how businesses can tap the full potential of the emerging networked economy and its self-organized, mass-participatory communities.

Tapscott’s latest book, Grown Up Digital: How the Net Generation is Changing the World, explores how the first generation to grow up with the Internet is redefining today's workplace, marketplace, schools, family and government—how they learn and work and what power and influence they hold. This is an indispensable message for all organizations that seek to turn the net generation’s talents and worldview to competitive advantage. Also based on a multi-million dollar research project, Grown Up Digital carries forward the groundbreaking ideas first expressed in Don's bestseller Growing Up Digital.
In this podcast, Tapscott talks about how the net generation’s embracing of Wikinomics will continue to transform the landscape of business and government, and what executives, such as CIOs, can do to prepare for the Wikinomics’ ideas companies might embrace from the net generation. Tapscott  also provides examples of how each one of the Wikinomics’ four principles can improve the current business climate.

Bio

Based in Toronto, Canada, Don Tapscott is an internationally sought after authority, consultant, author, and speaker on business strategy and organizational transformation. He served as founder and chairman of the international think tank New Paradigm before it was acquired by nGenera.  He is currently chairman of nGenera Insight. He has either authored or co-authored 13 books on the application of technology in business and in society.  Tapscott holds a B.S. in Psychology and Statistics and an M.S. in Education, specializing in research methodology. He also holds two honorary Doctors of Laws granted by the University of Alberta ad Trent University. He is an adjunct professor of management at the Joseph L. Rotman School of Management, University of Toronto.

Resources

Q&A: Book author Don Tapscott says corporate inertia prevents mass collaboration - Computerworld

Ten Talking Points for Davos - BusinessWeek

Obama’s Ace in the hole - BusinessWeek

Production Credits

Elizabeth Ferrarini, Producer
Dana Farver, Executive Producer, Communities Editor-in-Chief
Tom Parish, Audio Producer, Show Host

The Web 2.0 revolution has moved from the college campus to corporate America. While Web 2.0 makes lots of headlines, can it make lots of money for companies? Amy Shuen, a former professor at the Wharton School of Business, answers this question in her new book, Web 2.0: A Strategy Guide. She explains what's different about Web 2.0 and how those differences can improve the bottom line. Rather than focus on the technology, she looks at the importance of creating a Web 2.0 strategy and integrating those strategies within an existing business. She says, "You have to create places online where people like to come together to share what they think, see, and do. When people come together over the Web, the result can be much more than the sum of the parts. The customers themselves help to build the site, as old-fashioned word of mouth becomes hyper-growth."

In this podcast, Amy Shuen, author of Web 2.0: A Strategy Guide, tells how how Web 2.0 can open up a whole new range of business strategies for Web-based companies to leverage the Web for some aspect of their business.

Interview Questions for Amy Shuen

1. Can you take a minute to tell us what you are doing now and why you decided to write a book about Web 2.0 strategy and not about the technology itself?
2. How do you define Web 2.0? It is becoming the new, extended enterprise platform?
3. How does Web 2.0 open up a whole new range of business strategies for Web-based companies to leverage the Web for some aspect of their business?
4. Web 2.0 successes are all around us with amazon.com, ebay, Flickr, and MySpace?  Can you talk a little about why some ventures failed and what they could have done to avoid failure?
5. What are some of the things that high-growth social networks have in common?
6. Can you briefly describe your five approaches to a Web 2.0 strategy?
7. How can a company measure the value of its Web 2.0 strategy to the business?

Bio
Amy Shuen is currently a professor of management practice at the China Europe International Business School. She is a former professor at the University of Pennsylvania's Wharton School of Business, and at the University of California at Berkeley's Haas School of Business.

The Silicon Valley Strategy Group she founded created a $100 million innovation venture fund for new ventures in the areas of wireless, financial services, media, software and nano-sensor. She co-created the Dynamic Capabilities framework, one of the most influential and widely cited articles in strategic management.

Professor Shuen received a PhD from University of California at Berkeley, an MBA from Harvard Business School, and a BS (double major in English and engineering) from Yale University.

Resources
Computerworld - Social Networking Behind the Firewall
YouTube - Networks Multiply Effects
O'Reilly Web Site About Amy Shuen's Book

Production Credits
Elizabeth Ferrarini, Executive Producer
Tom Parish, Host and Audio Producer
Doug Marcis - Audio Editing