How to Defeat the Innovation Con Game
- Details
- Written by Paul Lewis
I watch an inappropriate amount of television.
Whenever I have free time, I am in front of the TV consuming content. It’s not always streaming, as is the dominate form for my kids, but a variety of content across an array of subscription services. My love of television, established and nurtured as a child and enduring over a lifetime, creates a welcome distraction to the media consumption during my working hours.
My role as a technology executive and CTO includes seemingly endless hours of reading analyst opinions, influencer summaries, blogger perspectives, and practitioner examples of innovative technology trends. Hundreds of blogs, reports, articles, interviews, and TED Talks, create wild swings in my impressions of the trends and the implications to the world around me and the organization I directly control. I am sure that there is a cabal of content creators and opinion-makers determined to overwhelm readers with a tsunami of competing opinions.
Internally, my executive, marketing, operations, finance, and IT/Engineering teams all have their own point-of-views and applicability of these technological disrupters to the business. My job as a CIO/CTO is to assimilate all of the information to make key platform decisions. At times, I find it overwhelming to sift through all of the disparate content. I’m sure it’s the same for you.
The assimilation and application of diverse innovation and trend perspectives is a unique skillset; one that I fear requires far more mistakes than necessary before becoming second nature. Going down the wrong innovation path or choosing the wrong architectural model can have negative consequences for your career and for your organization. I have made my fair share of mistakes, including aligning to a single vendor or analyst organization, jumping too quickly into bleeding edge architectures, and presuming massive shifts in the business would occur simply because technology innovation was implemented.
It’s my suspicion that the competing information overload is an example of “the long game” confidence trick perpetrated by a cabal of experts.
Firstly, let’s dissect my belief of the trends and innovation collection swindle by applying the established stages of a con:
- Foundation Work (preparation in advance): “Experts” develop a following by being engaged in the technology community, usually at the knifes edge of invention (versus innovation), by creating foundational and educational content to be consumed by the malnourished executive masses.
- Approach (the target is contacted): Consumer executives are teased with attention-grabbing headlines of business innovation and business outcomes produced, and become seduced by numbers of followers and eloquent writing styles or visual heroics.
- Build-up (the target is given a small opportunity to profit): “You too” can obtain the same business or technological leaping results, if you only harnessed these simple steps applied to almost any general situation.
- Convincer (the target gains a small reward): The expert provides summary planning material, economic analyses, or competitive summaries as a reward for reading or listening to the point-of-view.
- The Hurrah (a change of events forces the target to act now): If your plans and strategies don’t change today to implement this amazing innovation, the whole organization won’t be able to keep up with digital disrupters!
- The In-and-In (another executive legitimizes): Executives from other companies who have achieved these amazing new revenue opportunities are quoted and keynoted.
And you believe it, so you buy it.
Okay, okay. We know that’s the game and we willingly play our part. We have a real need to discover new ideas and new ways of thinking. It’s the only way to truly develop our personal experience and expertise to drive meaningful change.
Secondly, let’s look at the last part of the long game by examining innovation application confidence tricks. This will help you to defeat the potential mistakes made when there are competing opinions:
- Get-rich-quick schemes (creating money from nothing): Considering it is highly unlikely that any one trend or business innovation will immediately grow the top line in orders of magnitude within the same quarter, measuring innovation should be incremental, and not always necessarily financial in scope. Consider innovation to deliver varying degrees of operational efficiency (faster time to deliver a service), customer experience (matching how customers buy with how you sell), and business model changes (diversifying the buyer).
- Persuasion tricks (convincing the ill-informed): The best way to be informed is to consider research as the primary activity for IT strategy and innovation. Specifically, target a variety of sources with competing opinions. Look outside of your direct industry for innovations that might seem adjacent to your problem. Be aware that your internal team is just as valuable as external perspectives. Their perspectives, especially when applying real-world constraints of the existing platforms, should provide a significant contribution to your go-forward strategy.
- Gold brick scams (wrapping lack of content in a bow): Deliberately and purposely deep dive into a topic and its source. Wikipedia, while a valuable source of definitions, is not the source of detail. Additionally, when it comes to innovation partners, look past the marketing material. Look for real-life delivery of innovative ideas. Talk to previous clients to understand not just the outcome, but the process used to achieve the results.
- False-injury tricks (failure without change): The application of innovation is almost always both experimental and agile. It’s a “mode 2” activity, which can be more valuable when separated from the daily delivery of your operational environments. Innovation activity should have the luxury to fail quickly. You must be able to experiment constantly and frequently without the risk of impacting production. Additionally, innovation doesn’t necessary mean change, it might simply mean diversifying your services portfolio to include multiple ways to consume or sell your offerings. Consider adding innovation versus replacing with innovation.
- Gambling tricks (the shell game): What’s under the hood needs to be far more valuable than what the car looks like. It’s very easy to create a business case for innovation, which on the surface using even conservative figures, produces amazing results. The first business case should be used to justify an experiment for creating the innovation (proving out a theory, or justifying a change). The second business case requires a much more detailed appreciation of the costs and unimaginable risks to implementing this innovation with real customers, suppliers, revenue, and expenses. It’s the real-world implications and detailed financial modelling that ultimately determines where the organization should invest.
Implementing innovation is a high-pressure situation that comes with extraordinary expectations. This can lead you to believing in the confidence of others. Don’t underestimate the importance of your own research and professional experience. By using all of the tools at your disposal, you’ll be able to make the right decisions and avoid the innovation con game.
I didn’t mean to get all Oceans 11, or 12, or 13, or the upcoming 8 on you.
Now back to my show.
Paul Lewis is the CTO of Hitachi Americas and an advisory board member with The IT Media Group. Hitachi focuses on enhancing Digital Transformation initiatives by combining innovative technology and a deep understanding of their customers’ business.
Past Attendees
ADP - VP Architecture & Infrastructure
AESO - VP, Information Technology
Agnico Eagle Mines - VP, IT
Agrium - Global Mgr., IT Security
Agrium - Senior Director IT Shared Services
Aimia - SVP & Global CIO
Ainsworth Engineered - Director IT
Air Canada Vacations - Director IT
Alberta Energy Regulator - Director, Office of the CIO
Anthem Properties - VP IS
AON Risk Solutions Canada - Head of IT
Avison Young - VP Global Enterprise Architecture & Integration
Aviva Canada - VP, Architecture & Strategy
Bank of America Merrill Lynch - CTO
BC Ferry Services - VP & CIO
Bell Business Markets - Director, Strategy & Planning
Bell Canada - National Director, Digital Transformation
Bellatrix Exploration - Director, Information Technology
Bentall Kennedy - VP IT
BFL CANADA - CIO
BFL CANADA - Director, Cybersecurity & IT Risk Management
Black Press - CTO
BlackBerry - VP Corporate IT
BMO Financial Group - Director, Technology & Operations Transformation
BMO Financial Group - Head of Services Delivery
Bombardier Aerospace - CISO
Bonavista Petroleum - Head of IT
Borden Ladner Gervais LLP - Global CIO
Bow Valley College - Director, IT Services
Bridgewater Bank - Head of IT
BuildDirect - VP IT
Bulk Barn - Head, IT
Burnco - CIO
Caisse de Depot et Placement du Quebec - VP, IT Planning, Architecture, Governance, Operations
Calfrac Well Services - Head of IT
Canada Goose - CTO
Canada Live - VP of Technology
Canada Mortgage and Housing - VP, Information & Technology
Canada Protection Plan - Head of IT
Canadian Depository for Securities - CIO
Canadian Direct Insurance - CTO
Canadian Payments Association - VP & CIO
Canucks Sports - Head of IT
Capgemini - Service Delivery Director
CAPREIT - CIO
Cardel Homes - VP MIS
Cargojet - CIO
CBI Health Group - CIO
CCS Corp. - VP IT
CDSPI - Board Director
Centerra Gold - Director IT & Comm
CI Global Asset Management - VP of Enterprise Infrastructure $amp; Operations
CIBC - Senior Director, Infrastructure Planning & Engineering
CIBC - SVP & CIO, Retail and Business Banking Technology
CIBC Mellon - AVP, Enterprise Architecture
CIBC Mellon - SVP & CIO
Cineplex Entertainment - CTO
City of Brampton - Senior Manager, IT Architecture & Planning
City of Richmond Hill - CIO
City of Toronto - Director of Strategic Planning & Architecture
CN Rail Service - Chief Information Security Officer
Coast Capital Savings - VP Technology
Colliers - Head of Technology & Data
Concordia University - AVP & CIO
Crescent Point Energy - Head of IT
Dairy Farmers of Ontario - Head of IT and Administration
Dale Parizeau Morris Mackenzie - VP, IT
Davies Ward Phillips & Vineberg LLP - Director, Information Technology
DealerTrack Canada - Director, Technology
Defence Construction Canada - Corporate Manager, IT
Deloitte - Director, Risk Advisory
Dentons - Canada CIO
Devon Energy - Director, Integrated Business Services
Direct Cash - VP IT & Security
Dynamic Tire Corp - CIO
D+H Partnership - VP, Head of Canadian Mortgage Technology
eHealth - EVP, Technology
eHealth Ontario - VP, IT Systems & Services
Encana - Director, InfoSec
Enbridge Inc. - VP, Technology and Information Services
Enerflex - CIO
Enerplus - VP. IS
ENMAX - VP, IT & PMO
Equitable Bank - CIO
Equitable Bank - CISO
Equity Financial Trust - VP, IT
Essential Energy Services - Director, IT
Expedia Cruise Ship Centers - VP IS
FGL Sports - VP, Information Technology
Finastra - SVP, Head Technology Managed Services
Fix Auto Canada - COO & SVP
Flightnetwork.com - CIO
Freedom Mobile - Head, Customer Applications, Experience, & Strategy
FT Services - CIO
FundServ - CIO
Genus Capital Management - CTO
Genworth Financial Inc. - VP IT
Geotab - Board Member
Golder Associates - CTO
Gran Tierra Energy - Director IT
Grant Thornton LLP - CIO
Grand River Hospital - Director, Data Governance & Analytics
Greenwin Inc - VP, Information Technology
Groupe Dynamite - Director, IT
GSK Canada - IT Director
GTAA - Acting CIO
H&R Block Canada - VP IT
Haventree Bank - VP, Technology
Hewitt Equipment Ltd. - VP & CIO
Hitachi Vantara - GVP & Global CTO
Home Trust Company - CIO
Home Trust Company - CTO
Home Trust Company - VP & CISO
Horizon North Logistics - CIO
HSB Canada - VP IT
IBM Canada - Associate Partner, Payments Industry
Indigo Books and Music - CIO
Interac Corp - Director, Platform Engineering
ivari - SVP & CIO
JP Morgan Chase Canada - Executive Director, Information Risk Management
Keyera Energy - Director, Information Technology
KFC Canada - CTO
KnowledgeOne - CIO
LaFarge Canada - Director, IT
Landmark Cinemas Canada - VP, IT
LAWPRO - CIO
LCBO - Director, Applications Systems
LCBO - SVP & CIO
Leisureworld Senior Care Corp - VP IS
Lifeguard Digital Health - Chief Security & Informatics Officer
Loblaw Companies Ltd - Senior Director, Customer Engagement Technology
London Drugs - GM IT
Loto-Quebec - Corporate Director, InfoSec
Magna International Inc - VP & Global Leader, IT (CIO)
Manulife - Global Head of Private Markets & Real Estate Technology
March Networks - VP Professional Services & CIO
MaRS Discovery District - Managing Director, Fintech and Commerce
McCain Foods Limited - Manager InfoSec
McInnis Cement - Director of Information Technology
Medical Pharmacies Group - VP, Information Technology
MEG Energy - Manager, Information Technology Solutions & Services
Metrolinx - EVP & CIO
Minto Group - VP IT
MMM Group - CIO
Montreal Police Service - CIO
Morguard Investments - CIO
Moulding & Millwork - CIO
MullenLowe Group - Global CIO
National Bank of Canada - Information Security Officer
National Capital Commission - Chief, IT infrastructure & Support Services
NHL Players' Association - Head, Security & Technology
Northbridge Financial Corp - CIO
OEC Group Canada - Vice President, Information Technology and Client solutions
ODAIA - CEO
Oildex - VP, Architecture & Infrastructure
OPTrust - AVP, Enterprise Data Services
Olympia Financial Group - CIO
OMERS - EVP, Data & Technology
OMERS - SVP IT
OMERS - SVP, Data & Advanced Analytics
Ontario Pension Board - CTO
Ontario Teachers' Pension Plan - SVP, Product & Delivery
Ontario Trillium Foundation - CIO
Osum Oil Sands Corp - Manager, IS
Ottawa Police Service - CIO
Pacific Western Transportation - CIO
Packers Plus - Global IT Director
Pason Systems - Manager, Digital Communications & Corporate IT
Patient News - CTO
Peel District School Board - CIO
Pengrowth Corp - Director IS
Penn West Exploration - Snr. Manager, IT Operations
Peterson Investment Group - Head of IT
PFB Corp. - CIO
Pizza Pizza - CIO & VP, IT
Precision Drilling - VP, IT
Precision Drilling - Director, IT Infrastructure & Security
PSP Investments - Snr. Director, Internal Audit & Business Infosec
Public Works and Government Services Canada - Director, IT Security Directorate
PwC - Managing Director, Real Estate Technology Advisory
Pythian - CTO
Qantas - Global CIO
Queen's University - Director, Information Technology
RBC Royal Bank - Head of Application Security, Data Protection & Security Consulting
RBC Royal Bank - VP, Technology Platforms & Risk Management
RBC Royal Bank - Global Cybersecurity VP
Regal Lifestyle Communities - CIO
Revera Inc. - CIO
Revera Inc. - Security Architect
Rheem Manufacturing - CISO & Enterprise Architect
Ricoh Canada - VP,IT
RioCan Property Services - VP IT
Roche - Head of IT Americas – Operations
Rogers Communications - SVP, Customer Experience IT
ROM - CIO
Russel Metals - VP,IS
Salvation Army Canada - Board Director
SCI Group - CIO
Scotiabank - Head, Systems Architecture & Platform Modernization
Scotiabank - VP - International Systems Technology
Scotiabank - Head, System Architecture & Platform Modernization
Scotiabank - Global Head, GBM Compliance & Transformation
Sears Canada - Divisional VP, Information Technology Services
Secure Energy Services - GM, IT
Shaw - Head, Customer Applications, Experience, & Strategy
Shaw Communications - VP, Technology Operations
Shaw Communications - Director, Risk Management
SMART Technologies - Director, IS Corporate Services
Smartcentres - Director IS, IT
SmartOne Solutions - President & CIO
Societe de Transport de Montreal - Division Head - Security and Compliance
Street Capital Financial - CIO
Sun Life Financial - AVP, Data & Business Intelligence Services
Sun Life Financial - VP Application Ops & Services
Sunco Communication - COO
Suncor Energy Inc. - Director, Application Portfolio Optimization, I&PM, Business Services
Symcor - CTO, VP Technology Services
Talisman Energy - SVP IT & Business Services
TD Bank - Enterprise Architect
Teknion - SVP, CIO
TELUS - Chief Security Architect
Tervita Corporation - VP, Information Technology
The Hudsons Bay Company - VP Technology
The Hudson's Bay Company - SVP & CIO
The Source - VP, Information Technology
TMX Group - CISO & Global Head of Infrastructure Services
Toromont Industries - VP & CIO
Toronto District School Board - Chief Technology Officer
Toronto Hospital for Sick Children - Director of Technology
Toronto Parking Authority - CIO
Toronto Police Services - CISO
Toronto Transit Commission (TTC) - Chief Enterprise Architect
Toronto Transit Commission (TTC) - CIO
Toyota Canada - National Manager, IS
Transamerica Life Canada - CIO
Trican Well Services Ltd. - Director, Business Information Systems
Tridel Corporation - CIO
Trillium Health Partners - IT Director, Applications & Clinical Informatics
UFA Cooperative - VP & CIO
University of Calgary - Executive Director, Development Services
University of Ottawa - CIO
University of Ottawa - Senior Director IT Services & Infrastructure
University of Toronto - Director, Centre for Management & Technology
University of Waterloo - Director, Technology Entrepreneurship
Valencia Risk - Managing Director
Vancity - VP Technology & Solutions
Viterra - Director Enterprise Technology
Wawanesa Mutual Insurance Company - Director of Innovation Outpost
World Health - Director IT
Wolseley Canada - CIO & COO
WSIB - Board Director
Yellow Pages Group - Director - Enterprise Data Management
York Region District School Board - CIO
York University - Board Director
Leadership Archive
- ► 2024 (2)
- ► 2023 (11)
- ► 2022 (11)
- ► 2021 (28)
- ► 2020 (20)
- ► 2019 (6)
- ► 2018 (5)
- ► 2017 (3)
- ► 2016 (4)
- ► 2015 (8)
- ► 2014 (1)
- ► 2013 (14)
- ► 2012 (11)
- ► 2011 (1)
Organizations expect their CIOs to protect enterprise data and technology assets from the growing volume of cyber threats. Unfortunately, the speed at which cyber-attacks emerge poses tough challenges for resource-constrained IT departments.
