Contributed by Grayson Brulte, Co-Founder & President of Brulte & Company
Would you like in-flight Wi-Fi on your next flight? It will cost you a premium in addition to any movies or food that you might purchase on board. If you’re traveling on a plane that offers Gogo, and would like to connect to the internet, it will cost $14 for a daily pass, and $39.95 for a monthly pass, according to Gogo’s “Buy Before You Fly“ service pricing chart. Forget to buy access before you fly? That will cost you extra, too. Should it? I don’t think so.
Airlines are not innovating and enhancing the in-flight entertainment experience. Instead, they are falling back on their existing model of adding new fees and raising existing fees for services. Fees do not create value—they create customer service headaches.
In the quest for progress, companies continue to explore how technology can interpret consumer data to improve our quality of life. For example, Google continues to push boundaries with its latest invention, Google Glass, designed to display information in a smartphone-like hands-free format and interact with the Internet via natural language voice commands (see video below).
But with this new breakthrough comes increased concerns. Recently, eight members of the House Privacy Caucus sent a letter to Google co-founder and CEO Larry Page concerning the privacy aspects of Google Glass—and for good reason. The new Google Glass technology exposes anyone in the path of a Google Glass wearer to unauthorized photography and monitoring. Unfortunately, the lines are becoming increasingly blurred between using big data to improve our lives and intruding upon our privacy.
Critical studies show that the real work of successful innovation starts and ends with the team, and that the way we build and manage teams is what is truly responsible for the success or failure of “the next big thing” in innovation.
Most teams fail due to a perfect storm of several factors such as lack of effective communication, inefficiency, lack of clearly defined roles and goals, and poor leadership. But even successful teams struggle against these obstacles on a daily basis and still there are others that perform way above and beyond expectations. What do successful teams do differently?
This is the second post in a series on bringing transparency into the IT/Business leader discussion.
One of the biggest challenges in the relationship between IT and business leaders is the perception of the CIO as the “C-I-No.”
As we discussed in an earlier post, George Westerman, Research Scientist at the MIT Sloan’s Center for Digital Business, conducted four separate studies that confirmed transparency is necessary for IT and business to work together and bring greater value to an organization.
MIT alumni launch over 900 companies each year worldwide. That is in part because MIT has created an ecosystem of innovation—an environment that provides entrepreneurs-in-training with a community of innovators who push each other to take the risks necessary to learn and grow.
Bill Aulet, MIT Sloan Senior Lecturer, says that while entrepreneurship can be taught, what is more important is the “innovation hotbed” where entrepreneurs (and intrapreneurs: those who are entrepreneurs within established, often large corporations) develop their skills. In his MIT Sloan webinar, “Understanding and Unlocking the Potential of Innovation, Entrepreneurship, and Intrapreneurship,” Aulet claims that in addition to the required skill set entrepreneurs and intrapreneurs require a holistic approach to long-term success in an environment that supports innovation. He believes that MIT alumni are successful because they have learned to recreate and sustain the conditions for innovation in their ventures.