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Vision of the Metropolitan Institue

Below is the new vision for the Metropolitan Institute at Virginia Tech. I look forward to partnering with you on collaborative efforts.

Vision

As one of Virginia Tech’s premier research initiatives, the Metropolitan Institute conducts basic and applied research on the dynamics of metropolitan complexities, such as demographics, environment, technology, design, transportation, and governance. With most of the globe's population moving to urbanized areas, the major public policy challenges of this century will require a deeper understanding of how metropolitan complexities play out across multiple jurisdictions, locations, infrastructures, and stakeholders.

The Metropolitan Institute fosters research on designing, planning, and governing of livable, sustainable, and economically-viable urban spaces. Our research embraces the challenge of addressing the intertwining variables, goals, mechanisms, and systems of accountability within this space through an integration of heterogeneous information, emerging computational mechanics, and predictive theoretical frameworks. The Metropolitan Institute offers two special capabilities to help policymakers and practitioners address these emerging public policy challenges. Firstly, the Metropolitan Institute can visualize, analyze, interpret, and employ information from a wide assortment of sources, using sophisticated analytical approaches in a cost-effective manner as part of a new era of social science research that embraces policy informatics to solving complex problems. Secondly, the Metropolitan Institute provides an interdisciplinary platform for academic researchers from public policy, to geography and planning, from economics to computational sciences, and from architecture to engineering to advance the cause of designing, planning, and administering resilient and sustainable urban spaces.

Located in the National Capital Region in Alexandria, VA, the Metropolitan Institute is housed within the College of Architecture and Urban Studies (CAUS) where it can leverage key strengths of the School of Public and International Affairs (SPIA) faculty within the Departments of Urban and Regional Planning (UAP), Public Administration and Policy (CPAP), and Government and International Affairs (GIA), while also reaching beyond the boundaries of department, college, or university, to bring together the richest collaboration of thinkers to each research question. The Metropolitan Institute advances the mission of Virginia Tech by enabling policy makers, city planners, businesses, and citizens to invent the future of resilient and sustainable metropolitans.

Washington Post: Appointments and Promotions for the Week of Aug. 29

Made the list of important appointments and promotions in the Northern Virginia, Washington D.C. and Maryland area. See - Link

Source: "Washington area appointments and promotions for the week of Aug. 29," Washington Post, Saturday, August 27, 2011.

P.S. The Roanoke Times also highlighted my new role with Virginia Tech (Link)

Intrapreneurship: Managing Ideas within Your Organization – New Book

My latest book will be released in the Fall by the University of Toronto Press.

Description:

As an employee, you suspect that your best ideas are valuable and could greatly benefit your organization. Management also recognizes that a company's ability to compete is contingent on how well it leverages its employees' ideas. So, why are individuals at all levels of organizations typically poor advocates for ideas? Intrapreneurship provides an engaging guide for both managers and employees on how to direct the flow of ideas and foster a culture of entrepreneurship within their company's existing structure. Based on my research and experience consulting with thirty global organizations, Intrapreneurship outlines ways to mobilize all types of ideas - including blockbusters with the potential to create radically new external products and services, and more incremental innovations for improving internal processes. With practical frameworks and real life examples for both employees and managers, Intrapreneurship will help you to identify the value in your own ideas and those of others to ultimately benefit your organization.

Reviews:

You cannot stay competitive and lead your industry unless you mine the potential within your own organization. Desouza makes the case for identifying and empowering talent to steward innovation from within. Intrapreneurship will help you tap your company's greatest potential.
---Scott Belsky, CEO of Behance, National Bestselling Author of Making Ideas Happen

We are an organization that has built a reputation for innovative products that are game changers. Innovation calls for tenacity and rigor. Intrapreneurship is filled with ideas and solutions that will enable you to build a robust innovation program that is embraced by every employee in your organization. It is a must read for executives who want to distinguish their organizations by their capacity to harness ideas in each and every employee. Read it, now!
---Keith Allman, President, Delta Faucet Company

Intrapreneurship offers a fresh and timely perspective on how to harness – and not kill – the power of innovation that exists inside every organization – including nonprofits.  In his book, Desouza masterfully weaves academic research together with real life stories across industries to show us how to foster innovation and turn the best ideas into reality.  His fusion of innovation and implementation into a single, pragmatic intrapreneurship framework is where the magic happens. This book is a must read for employees and leadership alike whether you are trying to increase profits, save the world, or both.
---Neal Myrick, Executive Director, Groundwire

In corporate America, brilliant ideas that make it to market often seem like serendipitous events, and often they were. An idea found its way through the territorial land mines of the organization that more often sabotage innovation. In the world of annual capital budgets, large scale initiatives and dash boards that drive our incentive compensation, how do we as leaders foster a reliable and safe culture where innovation gets plenty of oxygen? Desouza in Intrapreneurship provides an excellent framework to foster such a culture. More importantly, this framework calls us to be servant leaders, to be leaders that help our organizations harness the intellectual power of our employees and to say “we appreciate your ideas, we welcome your ideas, we make it possible for you to work on your ideas”. Innovation need not be a serendipitous happening. It can be baked into our organizations as a competency. Desouza provides us an excellent guide to help us build and nourish an Intrapreneurship competency in our organizations.
---Weldon "Butch" Leonardson, SVP & CIO, Boeing Employees Credit Union (BECU)

Intrapreneurship is a driven from the bottom-up based upon employee initiatives. Desouza argues that ideas are at the heart of intrapreneurship. He richly illustrates his ideas from today’s businesses and incorporates theory to develop a roadmap from conception to products and services. The continuing process is: generation and mobilization, advocacy and screening, experimentation, commercialization, diffusion and implementation.  There is no silver bullet, but a rationale organizational process. Desouza challenges the thinking executive to go beyond the usual organizational notions to a new way of thinking about how to realize intrapreneurship in your firm.
---Dr. Richard M. Burton, The Fuqua School of Business, Duke University

Innovation is a key strategic priority for most large companies, and most executives today have realized they cannot just give responsibility for innovation to their R&D group or their business development team - they need to make innovation everyone’s job. But how do you do that?  The evidence suggests most companies actually do a terrific job of killing off the entrepreneurial endeavors of their would-be innovators, through their standardized procedures and risk-averse mentalities.  Kevin Desouza’s book, Intrapreneurship: Managing Ideas within Your Organization, provides the solution.  He gives guidance to the people with bright ideas, to help them build support and get their ideas taken seriously, and he offers advice on how to manage and organize a company to give these would-be intrapreneurs as much support as possible. Drawing from his own practical experience as well as decades of academic research, Desouza’s book is a must-read in companies that care about making innovation everyone’s job.
---Julian Birkinshaw, Professor of Strategic and International Management, London Business School, co-founder of the Management Innovation Lab (MLab), Fellow of the Advanced Institute of Management Research (UK), and author of Reinventing Management (2010)

As competition intensifies globally, no corporation can afford to ignore the potential of corporate entrepreneurs, or ‘intrapreneurs’, to drive growth and continual renewal. Desouza provides a new look and important contribution to the field of innovation, and he does so in a way that should be of keen interest to executives, intrapreneurs and aspiring intrapreneurs across industries. Not only does Desouza explore new territory, he does so in a highly readable, applied manner drawing from both research and practice. Intrapreneurship will enable employees and managers to overcome typical, and costly, roadblocks faced when transforming ideas into commercially viable products and services.
---Robert Wolcott, Co-Founder and Executive Director, Kellogg Innovation Network, Northwestern University

By proactively engaging managers and employees in the innovation process Desouza shows organizations how to successfully move ideas from concept through to implementation.  Enabling them to harness the power of their own ideas to reduce costs, improve efficiency and generate new business growth. Desouza uses real world examples, personal insight and research to illustrate how it is done. Desouza’s book provides a pragmatic and realistic roadmap for transforming the way organizations generate and implement new ideas, internally and externally. The book provides a simple and reliable process for building Intrapreneurship as a core competency.  Executives, managers and intrapreneurs will benefit from applying the principles and practices outlined in the book to achieve an innovation edge.
---Susan Foley, author of Entrepreneurs Inside, Managing Partner, Corporate Entrepreneurs, LLC.

Are you frustrated with the fact that companies often talk about the need to generate and collect their employee’s ideas, but in reality they lack tangible tools and processes to efficiently leverage these ideas into real projects and products? Despair no more! In his new book Desouza shows us how innovative companies do not only promote generation of ideas, but encourage the entrepreneurial spirit of their employees by supporting their efforts to develop and commercialize their ideas, both internally and also externally.  This book is a must for all managers who are struggling to design effective innovation processes and for employees who want to learn the science, and art, of pursuing ideas to their full potential inside their organization.
---Miloš Ebner, Direktor strateškega inoviranja/ Chief Innovation Officer

8 Ways to Democratize Experimentation: HBR Blog

My third post on the Harvard Business Review site went live today. The post was written in collaboration with H. James Wilson and is titled, 8 Ways to Democratize Experimentation. Building on our previous post on experimentation, in this post, we offer 8 tips for organizations to consider as they try to infuse experimentation as part of every employee's work.

  1. Increase managerial attention.
  2. Train employees on the basics of conducting experiments.
  3. Accept that experimentation is a messy and untidy process.
  4. Deploy organizational resources and assets to give employees the time and space to experiment with their ideas.
  5. Build a process whereby experiments can be conducted in a systematic manner.
  6. Create a platform or bulletin board.
  7. Give intrinsically motivated experimenters the same care provided to "sanctioned," large-scale experiments.
  8. Start a working papers and presentation series for both researchers and practitioners.

 

We would love to hear your comments on the ideas presented.

Knowledge Transfer Behaviors and Social Networks: A Co-evolution Framework

Yuan Lin, my doctoral student, and I have a paper accepted for presentation at the Annual Meeting of the Academy of Management in San Antonio, Texas (August 12-16, 2011).

Individuals’ Knowledge Transfer Behaviors and Social Networks: A Co-evolution Framework

The boom of the network concept in organizational research has resulted in a growing interest in the interplay between organizational members’ knowledge transfer and their social network structure. This paper treats such interplay as a co-evolution process and lay out a theoretical framework, CO-evolution of Individuals and Networks (COIN), to facilitate its modeling. Using a simplified example, we identify the components of a co-evolution model that should be constructed based on substantive theories: cross-level causal mechanisms, network structural factors, individual heterogeneity and autonomy, the relationships among model assumption, inputs and outputs. COIN synthesizes theoretical or empirical evidence that can help construct these components from multiple disciplines (e.g., organizational research, statistics, physics, economics, and sociology). It decomposes the co-evolution process into key constructs and mechanisms and organizes existing theories around them. It also exposes gaps in related work which once filled can facilitate studies on network-behavior co-evolutio

Lin, Y.A., and Desouza, K.C. “Individuals’ Knowledge Transfer Behaviors and Social Networks: A Co-evolution Framework,” In Proceedings of the Annual Meeting of the Academy of Management, San Antonio, TX (August 12-16, 2011).

Innovation Audit and Visit @ Delta Faucet Company

Next week, I will visit with executives, project managers, platform leaders, and employees at the Delta Faucet Company (Indianapolis, Indiana). I will be conducting an innovation audit, learning about innovation strategies employed by Delta Faucet, and making strategic recommendations on how to bolster the innovation quotient of the organization. Having just completed a book titled Intrapreneurship: Leveraging Ideas within the Organization, I am looking forward to using the models described in the book to study how ideas are generated, mobilized, advocated and screened for, experimented with, commercialized, diffused and implemented by the Delta Faucet Company.

Securing Intellectual Assets: Integrating the Knowledge and Innovation Dimensions

At long last, I have received information that my paper on Securing Intellectual Assets: Integrating the Knowledge and Innovation Dimensions will appear in International Journal of Technology Management (Vol. 54, No. 2/3, 2011).

Abstract: The concept of intellectual asset security has received widespread attention in recent times. Much of this attention can be attributed to the fact that knowledge assets can be used to secure competitive advantages for organisations. Moreover, one might assert that in today’s knowledge-based economies and markets, it is these assets that truly differentiate organisations and are the only true source of sustainable competitive advantages. In order to have a robust program for managing intellectual assets, an organisation must account for its knowledge management and innovation processes. In this paper, drawing on 1) a semiotic-based model for knowledge management (Desouza, 2006), and 2) an organisational process of innovation (Desouza et al., 2006), the author describes an integrated process framework for the management of intellectual assets. The framework is then used to describe salient security management challenges faced when managing intellectual assets. Executives involved in security management programs in 23 organisations were interviewed to elicit key security management challenges faced by organisations when addressing intellectual assets. The concept of intellectual asset security has received widespread attention in recent times. Much of this attention can be attributed to the fact that knowledge assets can be used to secure competitive advantages for organisations. Moreover, one might assert that in today’s knowledge-based economies and markets, it is these assets that truly differentiate organisations and are the only true source of sustainable competitive advantages. In order to have a robust program for managing intellectual assets, an organisation mustaccount for its knowledge management and innovation processes. In this paper,drawing on1 a semiotic-based model for knowledge management (Desouza, 2006)2 an organisational process of innovation (Desouza et al., 2006), the author describes an integrated process framework for the management ofintellectual assets. The framework is then used to describe salient security management challenges faced when managing intellectual assets. Executivesinvolved in security management programs in 23 organisations were interviewed to elicit key security management challenges faced byorganisations when addressing intellectual assets.

Towards Evidence-Driven Policy Design: Complex Adaptive Systems and Computational Modeling

Along with my doctoral student, Yuan Lin, I have co-authored an article that describes how we might move towards evidence-driven policy design. This article draws from the keynote that I have at the 2010 Computational Social Science Society Conference.

Efforts to design public policies for social systems tend to confront highly complex conditions which have a large number of potentially relevant factors to be considered and rapidly changing conditions where continuous adaptation delays or obscures the effect of policies. Given unresolvable uncertainty in policy outcomes, the optimal solution is difficult, if ever possible, to nail down. It is more reasonable to choose a solution that is robust to as many future scenarios that might ensue from the decision. Arriving at such a solution requires policy makers to actively explore and exploit rich information to support their decision making in a cost-efficient, yet rigorous manner. We name this new working style as evidence-driven policy design and outline the characteristics of favorable evidence. We then argue that computational modeling is a potential tool for implementing evidence-driven policy design. It helps the study and design of solutions by simulating various environments, interventions, and the processes in which certain outcomes emerge from the decisions of policy makers. It allows policy makers to observe both the intended and, equally important, unintended consequences of policy alternatives. It also facilitates communication and consensus-building among policy makers and diverse stakeholders.

Deploying IT for Organizational Innovation: Lessons from Case Studies

Along with several colleagues, Jaka Lindic (University of Ljubljana), Peter Baloh (BISOL, d.o.o), and Vincent Ribière (The Institute for Knowledge and Innovation (IKI-SEA), Bangkok University), I co-authored a paper for the International Journal of Information Management.

Organizations must innovate if they are to survive in today’s fiercely competitive marketplace. In this paper, we explore how leading organizations are using emerging technologies to enable novel forms of ideation that can radically increase the sheer volume of ideas they explore. In addition, we outline how organizations use technologies to cost effectively manage this increased volume of ideas by optimizing generation, mobilization, advocacy and screening, experimentation, commercialization, and even the diffusion and implementation of ideas. Critical to this is the management of knowledge during the innovation process.

Lindic, J., Baloh, P., Ribière, V.M., and Desouza, K.C. “Deploying Information Technologies for Organizational Innovation: Lessons from Case Studies,” International Journal of Information Management, Forthcoming.