It was interesting to read Mark Kobayashi-Hillary muse about “Execs frustrated by lack of innovation” His blog talks about
The fourth annual global survey and report on innovation from the strategy consulting firm Boston Consulting Group (BCG) describes how executives are getting more and more frustrated with the returns (or lack of) from innovation efforts. The report also shows those same executives recognising that innovation is now essential for performance and growth. For the third year in a row, Apple has been crowned as the world’s most innovative company. Apple is followed by Google, Toyota, General Electric, Microsoft, and Procter & Gamble.
Now this is a topic one reads about frequently in different contexts, meaning different things to different folks.
A recent Hindustan Times headline proclaimed how "India centre engineers played key role, filed 40 patents for Vista" The article said:
While Bill Gates and his global team celebrated the launch of Microsoft Corp's much awaited Vista operating system in the Times Square and elsewhere in the world, the city of Charminar had its own reasons to exult.
Some 330 engineers in Microsoft's India Development Centre at Hyderabad engineered some of the most important features of the software — and filed 40 patents to prove that. Chief Executive Officer Steve Ballmer had during his visit to India in November taken time off to party with the engineers based in the Hi-Tec City complex. Five years ago,when Windows had launched Windows XP with 40 people involved from Hyderabad, it was a case of developing individual technologies in parts (for e.g. Internet Explorer) in India and integrating them with the global team from Redmond.
Well, articles like this just reinforce the point I was trying to make in my earlier blog on how large organizations are globalizing research and development, leveraging skills and talent cutting across ‘time and space’ boundaries.
In my previous blog “Strategic IT talent: Why Offshoring is not the answer?” I tried explaining how offshore outsourcing can be leveraged to provide technical work of various genera including some high end tasks like Research & Development and innovation and Enterprise Architecture Definition.
In my day-job, I straddle the thin line between working with clients and Infosys teams on translating sourcing strategies to actionable projects and programs while also consulting on high end (well, I can call define “high end since this is my blog, right?) Architecture definition including Enterprise Architecture (EA). [I am with the System Integration practice’s Technology Consulting Group]
I don’t want to dwell too much on EA definitions since gurus both at Infosys and outside -- [Re: Craig Borysowich, Robert McIlree’s blogs -- have done a stellar job. The sweet spot I am seeking to address is on leveraging offshoring to provide EA services.