By Soumitra Dutta
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Innovating at the Top: How Global CEOs Drive Innovation for Growth and Profit
This booklet is a set of eye-opening interviews with CEOs from significant foreign firms- Nokia, Unilever, Toyota, Bosch are only a number of the many included. The CEOs discuss their leading edge techniques to new demanding situations and possibilities of their enterprise. a desirable perception into the minds of worldwide leaders.
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Extra resources for Innovating at the Top: How Global CEOs Drive Innovation for Growth and Profit
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How do you source and develop innovative ideas? Part of the answers for ideas lies in the process. When you’re highly interrelated with the customers, and you’re highly interrelated with the channel, and you’re highly interrelated with the partners, and you have close collaboration in different forms of the company, the imperatives naturally come out. But for product innovation, much of it comes from customer collaboration. We have a structural feedback loop. There comes a time when you have to cut off the features development because you’ve got to release a product and you go into a heavy, heavy, heavy test cycle, and the more you become mission critical, the more the test cycle becomes super critical, because you’re right up there with oxygen in things that are important, and so it has to work.
Do you foresee potential changes in RIM’s innovation strategy over the next five years? I don’t see any big changes in how we do what we do. I think we’ve been so innovative and continue to be innovative, I think the path forward for us is clear. The role we take is really important, it’s expanding. The job we do for the partners, and for the customers, and for the carrier channel partners is clear and valuable and not going away. I think we just have a lot more implementation, a lot more execution, more applications, more carrier partners, different air links, more channels, more sophisticated 46 JIM BALSILLIE platform classes, scaling, innovative devices by us, but at the core of it all, I don’t see tectonic shifts, as far as I can see.
What about innovation R&D, such as with academia? We have a fair bit of partnerships. A number of Canadian universities, and some US universities and some European universities, for sure, very much on the engineering side. Do you partner with competitors? There’s a tremendous amount of partnering in our business. BlackBerry is a convergence platform with devices. There’s always contention on the interface level, how much value-add somebody does and how far you go 42 JIM BALSILLIE on the value-add, and what rents somebody accrues for their roles.