I attended Google’s annual atmosphere road show recently, an event aimed at presenting solutions for business customers. The main points I took away were:
Google’s “mosaic” approach to portfolio development offers tremendous potential. Google has comprehensive offerings covering communications and collaboration solutions (Gmail, Google Plus), contextualized services (Maps, Compute Engine), application development (App Engine), discovery and archiving (Search, Vault), and access tools to information and entertainment (Nexus range, Chromebook/Chromebox).
Google’s approach to innovation sets an industry benchmark. Google is going for 10x innovation, rather than the typical industry approach of pursuing 10% incremental improvements. Compared with its peers, this “moonshot” approach is unorthodox. However, moonshot innovation constitutes a cornerstone of Google’s competitive advantage. It requires Google’s team to think outside established norms. One part of its innovation drive encourages staff to spend 20% of their work time outside their day-to-day tasks. Google is a rare species of company in that it does not see failure if experiments don’t work out. Google cuts the losses, looks at the lessons learned — and employees move on to new projects.
Social media platforms like Facebook and Google+ are fast becoming a big topic for business. Consumers are embracing these communication and collaboration channels for more than just sharing holiday memories. According to software provider Invesp, one-third of workers use social media at work for at least an hour a day. Most of us also expect to use these collaboration channels increasingly in our work environments to improve the information flow.
We want to communicate at work as we are used to communicating when off work – with or without the consent of our employers. Today, however, Invesp data shows that less than 20% of companies have integrated social media with their customer care, sales or product development. Moreover, communication culture is part of business culture and work flexibility and as such impacts any business’ endeavor to attract and retain creative talent. Data by office solutions vendor Intelligent Office, indicates that 25% of people say they would not work for a company that does not allow social media at work.
For IT and business leaders, these social dynamics bring their own opportunities and challenges, as social media communication:
Provides an innovative and attractively priced communication infrastructure.Top management and business line managers alike increasingly recognize that social media forms a fundamental channel for informal communications. Social media offers cost effective collaboration and communication channels.
Ten days ago, three of us traveled to Japan for a Fujitsu analyst day held in conjunction with the firm’s huge customer event – the Fujitsu Forum. The analyst day was a follow-on from the firm’s European event last fall. At the two events, the management team, led by Masami Yamamoto, president and representative director, and Rod Vawdrey, the president of Fujitsu’s International Business, talked about the organization’s vision and key imperatives:
Creating a common vision around “Human-Centric Intelligent Society.” Management highlighted publishing the firm’s global vision document. Speakers repeatedly pointed toward Fujitsu’s new “human-centric” vision for how information technology improves business, personal, and societal outcomes. Fujitsu is positioning itself as a provider of solutions aimed at facilitating the activities of consumers and businesses, combining elements of its hardware, software, and services portfolio.