tag:blogger.com,1999:blog-9003076573972458673.post5542377133602761851..comments2024-03-28T10:02:12.828+05:30Comments on Catalign Innovation Consulting: 8 characteristics of an effective idea mananagent systemVinay Dabholkarhttp://www.blogger.com/profile/02007011866370283276noreply@blogger.comBlogger4125tag:blogger.com,1999:blog-9003076573972458673.post-62398486698342690692010-01-29T10:28:51.363+05:302010-01-29T10:28:51.363+05:30Deepak,
IT has always played a role in making pro...Deepak,<br /><br />IT has always played a role in making processes more efficient. But to say that it is the root cause why idea processes don't succeed needs supporting data. Neither Toyota's "40 years, 20 million ideas" nor "Ideas are free" talk about IT as a bottleneck. And these studies include large systems. If at all there is one mother of all root causes then it may be related to what Dr. Joseph Juran observed during Quality movement - resistance to change.<br /><br />VinayVinay Dabholkarhttps://www.blogger.com/profile/02007011866370283276noreply@blogger.comtag:blogger.com,1999:blog-9003076573972458673.post-76507086327755086352010-01-29T10:22:18.737+05:302010-01-29T10:22:18.737+05:30Abhijit,
Let's go into your implication a li...Abhijit, <br /><br />Let's go into your implication a little further. You feel "The system has a provision made - budgets and engineering bandwidth - to pursue at least some of the ideas quickly and the system does not bleed". This assumes that the total engineering capacity remains constant (i.e. total time an engineer spends). Data shows that this assumption is incorrect. When people believe that their idea could, in fact, make a difference and also appreciated, they are willing to work beyond their normal work hours. Right from James Watt in 1764 to Paul Buchheit (Google) in 2002 there are so many examples where initial experimentation happened outside the regular work. In fact, Paul's work happened in spite of his boss's disapproval for the experiment. You can check Paul's story here:<br /><br />http://cataligninnovation.blogspot.com/2008/09/story-of-how-googles-adsense-almost-got.html<br /><br />VinayVinay Dabholkarhttps://www.blogger.com/profile/02007011866370283276noreply@blogger.comtag:blogger.com,1999:blog-9003076573972458673.post-37848552903767757812010-01-28T17:11:36.963+05:302010-01-28T17:11:36.963+05:30When a significant sized organisation embarks on p...When a significant sized organisation embarks on putting in place such a practice of soliciting ideas and then seeing to it that these ideas get evaluated and then implemented, then it immediately runs into the problem of administrative overload and communication bottleneck.<br /><br />A process performance support software could work like an efficient secretary taking up the administrative grunt work and create a transparent platform for communication and collaboration.<br /><br />Newer offerings in market like from Brightidea (www.brightidea.com) combine Web2.0 features with intelligent workflow configurator to enable such processes.Deepak Nagarhttps://www.blogger.com/profile/13113466808681201833noreply@blogger.comtag:blogger.com,1999:blog-9003076573972458673.post-41063403306029066352010-01-28T15:40:17.155+05:302010-01-28T15:40:17.155+05:30"...ideas are implemented almost immediately...."...ideas are implemented almost immediately..." - this is really critical. It implies that the system has a provision made - budgets and engineering bandwidth - to pursue at least some of the ideas quickly and have well established criteria laid out so that system does not 'bleed'! Even big product focused houses find this a daunting task. Probably this is the weakest link in the system.Abhijit Tongaonkarnoreply@blogger.com