In this article( + video) Hal Varian, Google’s chief economist, says executives in wired organizations need a sharper understanding of how technology empowers innovation.
He discusses several topics related to technological changes including mobility, innovation, how work will be done, use the network as a platform, advertising model on Internet, risks involved on the computer dependence... Those topics certainly must be understood by the current and next generation of managers.
Do you think in the information era the next "sexy" job will be statisticians as he expects?
It's known that companies now have access to much more information, however more does not necessarily means meaningful accurate information to support decision making. Thus, I see a great opportunity for all those companies offering Business Intelligence products especially if those are integrated with the rest of the internal systems. I can't imagine few employees analyzing day to day information and then reporting it, I see meaningful information available in dashboards, portals, etc. to employees at all levels through robust applications.
You can find the article here:
http://www.mckinseyquarterly.com/Hal_Varian_on_how_the_Web_challenges_managers_2286
Enjoy it!
Subscribe to:
Post Comments (Atom)
Posts
I enjoyed reading this, particularly Hal Varian’s perspective on how IT is making old management structures obsolete: “In the old organization, you had to have this whole army of people digesting information to be able to feed it to the decision maker at the top. But that’s not the way it works anymore: the information can be available across the ranks, to everyone in the organization.”
ReplyDeleteClearly this is reflective of the bottom-up, culturally-driven decision making process at Google, and it made me think back to the video of Eric Schmidt speaking at the Management Labs Summit. In particular, I thought of how Eric repeatedly mentioned that the he doesn’t think that Google’s current model can scale as Google grows to over 20,000 employees. However, Eric didn’t once mention why it won’t scale. If the model works for 20,000 employees, why can’t it work for a company of 30,000 or 50,000? I’d be interested in hearing others perspective on this.