I recently interviewed Peter Sims about his upcoming book, Little Bets: How Breakthrough Ideas Emerge from Small Discoveries, as it tackles a topic that is near and dear to us at Aricent: trying a lot of ideas quickly in order to rapidly find the most promising one. Sometimes this can be seen as a scattershot approach, but if done smartly it is usually more reliable than an approach that puts a lot of effort behind a small number of risky bets.
Aricent's Executive VP of Carrier Services and Solutions, Patrick Joggerst, gives his thoughts on how 4G gives carriers opportunities to deliver differentiated user experiences. Speaking at Mobile World Congress in Barcelona in February, Patrick also discusses how the all-IP environment of 4G will lead to a massive escalation of machine-to-machine (M2M) data traffic. Looking at the opportunities and challenges posed by smartphones, mobile social networking, and managing CapEx/OpEx, Patrick covers a lot of ground in this interview.
We recently hosted a group of mid-career executives who are in the Global Executive MBA program at the IESE Business School in Barcelona. We have done this collaboration for several years now, and it's enlightening to see how the students are facing an ever-changing set of innovation challenges. Given the diversity of countries and industries (everything from energy to telecom, government to nonprofit) and company sizes (multinationals to startups) there are some striking commonalities that emerge. See if these feel familiar, and consider if they are trending up or down for your business:
Thirty years ago tomorrow, on March 5, 1981, in England, a small black box was unleashed onto the world that almost single-handidly created the home computer revolution in the UK: The Sinclair ZX81. To a teenage boy with no particular interest in computers to that point, it was like being handed my own spacecraft, a sleek slab of the future.
Playing off of the obvious (and sometimes absurd) stereotypes of business and technology leaders inside product and services organizations and where they often direct their focus and priorities, our fictional CMO and CTO characters walk into a bar and order the same cocktail. While the CTO might be taking account of the ingredient ratios, mixing sequence, and transfer method from shaker to glass as the bartender executes the order, the CMO likely awaits the final appeal of color, aroma, taste, and most importantly, effect after delivery (especially if there is resource negotiation to be done with said CTO!). Regardless, both appreciate having a quality result in hand and getting down to business.