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CIO应如何管理创新？

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Yael Cosset, global CIO of retail data analysis company dunnhumby Ltd., will soon launch an improved system for assessing information from retailloyalty programs. Mr. Cosset told CIO Journal in an interview Friday that the goal of this program is to generateinsight into which products are most appealing to certain demographic groups. The Tesco PLC subsidiary's customers, which include The Coca-Cola Co. and McDonald's Corp. , use those details to improve their product development and consumer marketing.


零售数据分析公司dunnhumby Ltd.的首席信息长(CIO)科塞(Yael Cosset)即将推出一个改良的系统，用于评估零售顾客忠诚度程序收集的信息。科塞上周五接受《首席信息长杂志》(CIO Journal)采访时说，这个程序的目标是深入了解哪些产品最吸引特定人群。这家公司隶属英国零售巨头乐购(Tesco PLC)旗下，其客户包括可口可乐(Coca-Cola Co.)和麦当劳(McDonald's Corp.)等公司，它们利用这些细节改进自己的产品开发和客户营销。



Cosset, however, is one of a minority of CIOs who have so-calledinnovation programs, or a process for generating and managing innovation. A survey released Tuesday by Forrester Research Inc. said 45% of CIOs surveyed have innovation programs, which are platforms that foster new ideas that lead to the creation of new products. Moreover, fewer than half of those firms have defined processes to evaluate the ideas generated through innovation programs, and only a third have allotted funds to incubate and commercialize promising ideas. These businesses risk losing market share to competitors, according to Forrester analyst Chip Gliedman. 'Innovation opens options,' he said. 'Options mitigate against market risk.'


然而，像科塞这样有所谓创新程序（或者说产生和管理创新的流程）的CIO只占少数。周二由美国弗雷斯特研究公司(Forrester Research Inc.)发布的一项调查结果显示，接受调查的CIO中，有45%有创新程序，也就是培育新想法、从而打造新产品的平台。此外，这些公司中不到一半拥有明确的流程来评估通过创新程序产生的想法，仅三分之一有专门的资金培育有前景的想法并使之商业化。弗雷斯特分析师格利德曼(Chip Gliedman)认为，这些企业面临着市场份额输给竞争对手的风险。他说，创新会创造多种选择，而这些选择能减少市场风险。



The Procter & Gamble Co.'s innovationprogram begat Tide Pods, which are single-use laundry detergent packs consumers can pack for travel. Pitney Bowes Inc. shares information about computersecurity and other tips on its innovation website. And Mr. Cosset said his new program is designed to give dunnhumby employees who develop valuablecustomer insights a forum that will get their innovations into production more quickly. 'We continue to challenge our employees to come up with new ways to become smarter about the consumer,' he said.


宝洁公司(Procter & Gamble Co.)的创新程序带来了汰渍洗衣丸(Tide Pods)，它是单次用量的洗衣粉包，供顾客在旅行中使用。Pitney Bowes Inc.在其创新网站上分享有关电脑安全等方面的小窍门。科塞说，他新程序面向的是那些开发有价值的消费者洞察力的dunnhumby员工，为他们提供一个论坛，从而让他们的创新更快地转换成产品。他说：我们不断挑战我们的员工，要求他们想出更好地面对客户的新办法。



American Cancer Society Inc. CIO Jay Ferro said it's important for the organization to have a formalinnovation process. 'We all know the best ideas come from the bottom, but sometimes they're somewhat chaotic,' he said. Mr. Ferro is putting in place Web-based systems that allow people from across the organization to make suggestions and to debate and rate new ideas from their colleagues. In addition to having a 'green field' approach that allows people to make suggestions on any topic, leadership is also seeding the platform with specific business challenges they're hoping to get suggestions on, such as how to get more people to a fundraising event, or how to ensure more cancer sufferers hear about ACS's programs. Mr. Ferro says the transparency and communitystructure of the innovationportal gives people from across the organization the sense that their ideas are not only welcome, but given due consideration; by the same token, he hopes it weeds out less helpful suggestions, such as 'can we all work from home?'


美国癌症协会(American Cancer Society Inc.)的CIO费罗(Jay Ferro)说，该组织有一个正式的创新流程非常重要。他说：我们都知道最好的点子来自底层，但有时他们有些混乱。费罗正在建设基于网络的系统，让整个机构内的人都能够提出建议并探讨和评价同事的新点子。除了允许人们就任何问题提出建议的"零起点"方式，领导层还将他们希望为之获得建议的具体挑战也放在这个平台上，比如怎样为一个筹款活动吸引更多的人，或是怎样确保让更多的癌症患者知晓癌症协会的项目。费罗说，这个创新门户的透明度和社区结构让组织内的人觉得，他们的想法不光受到欢迎，而且还得到了充分的考虑；同样地，他也希望这个网站能剔除不太有用的建议，比如"我们能全都在家上班吗？"



'It's really important that we capture all these ideas, but that we wrap a little bit of rigor around them it can't be a glorified suggestion box,' he said.


他说：我们获得所有这些想法非常重要，但我们在这些想法上加了一点严厉的要求──光是个表面光鲜的意见箱可不行。



Mr. Gliedman said that without a strong innovationplatform or the resources to support innovation, business leaders often settle for incremental improvements to products, which means companies may miss the opportunity to gain market share. For example, a CIO may hold an ad-hoc open call for people to submit ideas for new products, get 400 submissions, and ultimately choose the three best ideas. But this leaves 397 people who feel as though they've wasted their time. One year later, the CIO holds another idea forum and receives only 50 submissions. In this cycle, innovation stagnates because someone who has a really good idea doesn't have a proper forum to deliver it. Forcing employees to 'think on your schedule' results in missed opportunities, and is unsustainable because employees require a forum such as an innovationprogram ΰ for expressing their ideas.


格利德曼说，如果没有强大的创新平台或支持创新的资源，企业领导人通常满足于渐进式的产品改良，这就意味着公司可能错过赢取市场份额的机会。比如，某个CIO可能举办了一次专门的公开选拔活动，让人们提交有关新产品的点子，然后得到400个建议，最终选了三个最好的点子。但这会让397个人觉得自己好像是浪费了时间。一年后，这位CIO再次举办点子论坛，然而却只收到了50个建议。在这样的循环之下，创新会陷入停滞，因为真正有好点子的人没有适当的场合提交。迫使员工按你的时间表来思考只会错过机会，也无法持续，因为员工需要一个表达想法的地方，比如说一个创新程序。



'I'm trying to get CIOs to instill a mindset that you should always be looking beyond the horizon and incent people to bring forth ideas,' Mr. Gliedman said.


格利德曼说：我试图让CIO们形成一种心态，即应当永远将眼光放得长远，激励人们提出想法。



Clint Boulton


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