Desouza's Thinking

New Website and Blog

2009-05-10T18:41:00.004-05:00

Please see - www.kevindesouza.net for my new website and blog. Thank you.

CIOs to CIOs*: Chief Information to Chief Innovation Officers

2009-03-19T19:27:00.002-05:00

I will be giving a presentation at SIMposium 09. The presentation titled, "CIOs to CIOs*: Chief Information to Chief Innovation Officers"draws on my three year investigation of innovation programs in global organizations. In this presentation, I plan to address the critical role CIOs plays in fostering organizational innovation. CIOs that embrace their role as Chief Innovation Officers, rather than being just Chief Information Officers, will thrive in today’s turbulent and highly competitive marketplace. The CIO* must transform his/her organization by using information, and information management capabilities, in innovative ways to enhance the innovation capacity of the organization.

Crafting Organizational Innovation Processes - Innovation: Management, Policy & Practice

2009-03-16T00:16:00.001-05:00

“Crafting Organizational Innovation Processes” appears in the current issue of Innovation: Management, Policy & Practice

I co-authored this paper with Caroline Dombrowski (The Information School, University of Washington), Yukika Awazu (McCallum Graduate School of Business, Bentley College), Peter Baloh (Faculty of Economics, University of Ljubljana), Sridhar Papagari (Dept of Information & Decision Sciences, University of Illinois at Chicago), Jeffrey Y Kim (The Information School, University of Washington), and Sanjeev Jha (Dept of Information & Decision Sciences, University of Illinois at Chicago).

Research for this paper was funded by the Institute for Innovation in Information Management, University of Washington as part of the Leveraging Ideas for Organizational Innovation research project.

Abstract
Innovation is a crucial component of business strategy, but the process of innovation may seem difficult to manage. To plan organizational initiatives around innovation or to bolster innovation requires a firm grasp of the innovation process. Few organizations have transparently defined such a process. Based on the findings of an exploratory study of over 30 US and European companies that have robust innovation processes, this paper breaks down the innovation process into discrete stages: idea generation and mobilization, screening and advocacy, experimentation, commercialization, and diffusion and implementation. For each stage, context, outputs and critical ingredients are discussed. There are several common tensions and concerns at each stage, which are enumerated; industry examples are also given. Finally, strategies for and indicators of organizational success around innovation are discussed for each stage. Successful organizations will use an outlined innovation process to create a common framework for discussion and initiatives around the innovation process, and to establish metrics and goals for each stage of the innovation process.

Paper accepted at 4th International Conference on Design Science Research in Information Systems and Technology (DESRIST 09)

2009-03-15T23:59:00.002-05:00

I have a paper accepted at the 4th International Conference on Design Science Research in Information Systems and Technology (DESRIST 09). The paper, Towards a Knowledge Needs-Technology Fit Model for Knowledge Management Systems, is co-authored with Peter Baloh (University of Ljubljana). This paper is based on Peter’s dissertation. I continue to have the honor to serve as the chair of his dissertation committee.

Abstract
The goal of this paper is twofold. The first goal is to provide an illustrative example of design science research, from the crafting of a research question to the execution of the research. As such, it satisfies the academic reader and practitioner who will benefit from seeing how design science research guidelines, as proposed by Hevner et al. (2004), can be rigorously followed in a practically relevant setting. The second goal is to provide a methodological contribution to the design science area by arguing for the need to add an exploratory step in the ‘build’ phase of a new design science artifact. This paper thus adds to the Hevner et al. (2004) guidelines by explicitly calling for an exploratory empirical study before actually going into the evaluation phase of design science study.

Securing Information Assets - Business Information Review

2009-02-28T19:05:00.004-06:00

I have a new article published in Business Information Review (LINK).

In today’s competitive environment, organizations succeed or fail based on how well they manage information. To address this reality, organizations spend millions, if not billions, on securing their information advantages. New information technologies and methodologies are adopted, while old ones are dismantled or upgraded. To win, the information manager must constantly seek to outperform his or her competition. In this article the author asks how he or she does it? Perhaps by acquiring the best new technologies, hiring the most intelligent information professionals, and continuously keeping a watchful eye on the future. But, he asks, does having the best information, the best information systems, and the best information professionals, really pay off? Is there victory in sight? Or, is this just a continuous game with no clear winners? [To read more…LINK]

Desouza, K.C. “Securing Information Assets: The Great Information Game,” Business Information Review, 26 (1), 35-41.

P.S. The journal contains a brief feature on my background and research interest. See “Contributor Profile,” Business Information Review, 26 (1), 42-43.

Harvard Business Review Polska - Outsourcing

2009-02-10T11:15:00.007-06:00

I was interviewed by Harvard Business Review Polska on the future of outsourcing. The interview was conducted in conjunction with the launching of the Polish Edition of The Outsourcing Handbook (Kogan Page, 2006). The Polish Edition was released in 2008 - Outsourcing: Podręcznik sprawdzonych praktyk, Warsaw, Poland: Wydawnictwo MT Biznes.

The interview appears in the January issue of Harvard Business Review Polska. I was also quoted in the “10 pułapek projektów outsourcingowych,” which appears in the same issue.

Textbook Case of Good Work - The Seattle Times - Jerry Large

2009-01-26T14:52:00.002-06:00

Jerry Large, a columnist for the Seattle Times, wrote a very nice article on my efforts with the Global Text Project…

Kevin Desouza doesn't like waste. I sought him out because I'd read he was getting some of his students to write their own textbook, but that's just part of the story....[LINK]

WorldChanging Seattle - Writing and Publishing Free Textbooks

2009-01-07T08:53:00.003-06:00

A nice article on efforts to create a free textbook on Change Management appeared on the WorldChanging Seattle website.

Tulinsky, J. “A Wiki Approach to Writing and Publishing Free Textbooks,” WorldChanging Seattle, January 7, 2009, Available Online at: http://www.worldchanging.com/local/seattle/archives/009273.html

To read about the project, please see - Ideas4Change Blog [LINK].

To learn more about the Global Text Project [LINK]

Reflections on South Africa…Blog Famous?

2009-01-06T09:32:00.004-06:00

My blog post on reflections from South Africa has been making headlines on a number of South African’s sites. I spent little over 2 months in South Africa as a visiting professor at the University of the Witwatersrand. See some of the following sites ---

“SA Innovation to be Seen through Eyes of Top Bloggers,” The Homecoming Revolution, November 19, 2008. http://www.homecomingrevolution.co.za/index.php?option=com_content&task=view&id=684(Reprinted at:
“SA Innovation to be Seen through Eyes of Top Bloggers,” MatthewBuckland.com, November 19, 2008. http://www.matthewbuckland.com/?p=574)
Barber, S. “Why Desouza's Thinking Gives Pause for Thought,” BusinessDay, November 21, 2008. http://www.businessday.co.za/PrintFriendly.aspx?ID=BD4A889369 (Reprinted at: “South Africa: Why Desouza's Thinking Gives Pause for Thought,” AllAfrica.com, November 20, 2008, http://allafrica.com/stories/200811210115.html; “Authentic Praise,” IZWI, November 20, 2008, http://www.izwi.com/?p=63)
Barber, S. “SA Magic Makes another Believer,” Brand South Africa Blog, September 2, 2008, http://www.brandsouthafricablog.com/bloggers/sa-magic-makes-another-believer/

Term Papers into Textbooks - iNews - Fall 2008

2009-01-04T12:16:00.005-06:00

An interesting article that describes the work being done by graduate students at the Information School, University of Washington as part of the Global Text Project appeared in the fall edition of iNews.

Students of my IMT 581, Information and the Management of Change, class have collaborated with consultants and managers at BearingPoint, a global strategy consulting firm, to create a book on change management for the GTP. Students interacted with consultants and executives at BearingPoint, sought ways to contribute to the book or an individual chapter, and then arrived at a statement of work. The goal of this assignment was to give the student (1) a chance to examine a concept in change management in a detailed manner, (2) an opportunity to contribute to an external product that will impact the lives of future students in the field of change management, and (3) a chance to work with members of a leading management and technology organization to co-create a valuable product. Based on the feedback, both students and the practitioners enjoyed the project, the interactions, and each group learned about course-related topics that enhanced their knowledge bases. The model of collaborating with industry on student assignments for a global cause was an innovation that I prototyped, and, based on the positive response from both students and practitioners, I am currently considering how to scale this model to involve a wide array of industry participants into similar projects.

To read the entire issue - http://www.ischool.washington.edu/events/newsletter.aspx

Information-Communication Technologies Open Up Innovation

2009-01-04T09:51:00.003-06:00

I have a new paper published in Research-Technology Management - Information-Communication Technologies Open Up Innovation.

Overview:

Information-Communication Technologies (ICTs) are no longer just for internal use. Rather, in the era of open and distributed innovation, they must be leveraged by businesses and organizations to reach, record and review ideas from internal and external sources ranging from vendors, suppliers and customers to employees. ICTs enable the entire innovation process, from idea generation and development to experimenting and testing, and, finally, to commercialization of ideas.

Awazu, Y., Baloh, P., Desouza, K.C., Wecht, C.H., Kim, J.Y., and Jha, S. “Information-Communication Technologies Open Up Innovation,” Research-Technology Management, 52(1), 2009, 51-58.

To access the paper: LINK

Research-Technology Management is the award-winning, bi-monthly journal of the Industrial Research Institute, published since 1958. It contains peer-reviewed articles covering the entire spectrum of technological innovation, from research and development through product development to marketing. RTM is a leading source of knowledge and best practices on innovation management for leaders of research, development, and engineering worldwide. [LINK]

Outsourcing Conference in Poland…A Smashing Success

2008-11-30T12:44:00.004-06:00

I had a great time in Warsaw, Poland. During my time in Warsaw, I launched the Polish Edition of The Outsourcing Handbook (Kogan Page, 2006). The Polish version, Outsourcin g : Podręcznik sprawdzonych praktyk, is published by Wydawnictwo MT Biznes.

I enjoyed meeting with executives from leading Polish organizations. We had excellent discussions and debates on a wide assortment of topics from the role of outsourcing in emerging economies, to how the financial crisis will impact outsourcing strategies of vendors and clients, and the future of outsourcing for competitive strategies.

Here are some press articles that covered the conference:

Nurska, K. “Na Kryzys: Outsourcing,” Brief.pl, November 28, 2008, Available Online at: http://www.brief.pl/wiadomosci/in-brief/art754,na-kryzys-outsourcing.html

Laskowska, H. “IBM współtworzy podręcznik sprawdzonych praktyk,” e-biznes.pl, November 28, 2008, Available Online at: http://www.e-biznes.pl/inf/2008/24761.php biznes.pl/inf/2008/24761.php

Warsaw...The Final Set of Photos...

2008-11-28T21:45:00.015-06:00

Thank You... and Pictures from Warsaw on a Nice Winter Day

2008-11-28T21:14:00.019-06:00

I had a fantastic time in Warsaw today. Thanks to Harvard Business Review Polska (especially Antoni Bielewicz, Patrycja Iwinska-Szpuda, Marek Wochna), IBM (Robert Jursza), Instytut Outsourcing, and the numerous other sponsors for organizing an exciting day of sightseeing around Warsaw. Thanks to all 120+ executives from leading Polish companies (e.g. Deloitte Touche Tohmatsu, ADP, McKinsey, Alcatel-Lucent, among others) who attended the book launch event yesterday. It will take me a few days to write back to all of you, but I promise to spend time to thank each of you individually…See below for some pictures from Warsaw...

The Royal Castle in Warsaw

2008-11-28T20:14:00.018-06:00

More Pictures from Warsaw – Old Town

2008-11-27T04:42:00.007-06:00

Pictures from Warsaw – Old Town

2008-11-27T04:04:00.010-06:00

Pictures from Warsaw, Poland

2008-11-26T08:25:00.004-06:00

Pictures from the Institute for Innovation in Information Management (I3M)

2008-11-24T09:05:00.016-06:00

Managing the Proliferation of Weapons of Mass Destruction - An Information Management Perspective

2008-11-15T08:20:00.004-06:00

I have a new article published.

Desouza, K.C., and Lau, K.A. “Managing the Proliferation of Weapons of Mass Destruction: An Information Management Perspective,” International Journal of Public Administration, 31 (13), 2008, 1457–1512.

The threat towards international security that terrorists, failed or failing states, and rogue regimes pose when in possession of weapons of mass destruction (WMD) is a very significant one. Having accurate and timely intelligence is a must in today’s security environment, especially when estimating WMD capabilities. Breakdowns in information management relating to WMD intelligence can be responsible for failures in deterring a WMD attack or may create a false alarm regarding a nation’s capabilities, with equally serious consequences. This paper seeks to propose a framework for understanding the informational failures associated with estimating a state’s WMD capabilities using an information management model. Estimating a state’s nuclear, biological, and chemical (NBC) weapons capabilities is complicated due to several factors. At every point of the intelligence process that will later transcend to policy and action, there are challenges that affect how information is managed. This article will cover these different challenges by organizing them into four information management categories: Sources Management, Analytics Management, Interpretation Management, and Actions Management. An appreciation of the informational challenges associated with WMD detection may lead to improved practices of information management thereby resulting in accurate assessments regarding WMD capabilities and policy agendas.

To access the article - LINK

Just Released – Polish Version of The Outsourcing Handbook

2008-11-09T17:22:00.006-06:00

My co-authored book, The Outsourcing Handboo k: How to Implement a Successful Outsourcing Process (Kogan Page, 2006), has been translated into Polish by Wydawnictwo MT Biznes. The Polish Edition is titled: Outsourcing: Podręcznik sprawdzonych praktyk. The book has been endorsed by the Outsourcing Institute (Poland).

----
Stwórz organizację przyszłości

Ile zadań twoja firma mogłaby zlecać na zewnątrz i czerpać z tego korzyści?Te korzyści to nie tylko oszczędności. Outsourcing to także dostęp do wiedzy w głowach ekspertów poza twoją organizacją. To szybki wzrost siły rynkowej bez potężnych inwestycji. To model biznesowy, w którym płacisz tylko za to, co faktycznie jest ci potrzebne. Lecz jeśli outsourcing ma dać twojej firmie szerokie korzyści, musisz umieć nim zarządzać.

Ta książka to podręcznik dla menedżerów napisany przez praktyków z wieloletnim doświadczeniem w projektach outsourcingowych na całym świecie. Dowiesz się z niej:

które zadania zlecać na zewnątrz, a które lepiej realizować wewnętrznie,
jak przeprowadzić konkurs ofert dostawców,
jaki wybrać typ kontraktu outsourcingowego,
jak ograniczyć chaos w pierwszej fazie współpracy z nowym dostawcą,
co zrobić, żeby nie uzależnić się od kiepskiego dostawcy,
kiedy podjąć trudną decyzję o zakończeniu współpracy z dostawcą.

Zasobów nie trzeba posiadać na własność. Wystarczy mieć do nich dostęp. Dziś organizacje zlecają na zewnątrz prawie wszystko, od obsługi kadrowej do projektów badawczych. Umiejętność współpracy z wykonawcami zewnętrznymi staje się jedną z podstawowych kompetencji menedżera. Outsourcing to model biznesowy jutra. Naucz się go już dziś i czerp z niego korzyści.

O AUTORACH

Mark J. Power jest prezesem międzynarodowej firmy konsultingowej ROS Incorporated. Power od ponad piętnastu lat zarządza projektami outsourcingowymi na całym świecie. Jest pionierem w obszarze edukacji na temat outsourcingu. Założył centra treningowe, w których przeszkolono wielu spośród dzisiejszych liderów outsourcingu: Outsourcing Certificate oraz Outsourcing Boot Camp. Multimedialny zestaw edukacyjny Powera pod tytułem Strategic Outsourcing Framework cieszy się uznaniem menedżerów w dwunastu krajach.

Kevin C. Desouza był dyrektorem Institute for Engaged Business Research, który jest częścią Engaged Enterprise, firmy konsultingowej specjalizującej się między innymi w zarządzania wiedzą i zarządzaniu kryzysem. Engaged Enterprise realizuje zlecenia z sektora rządowego i pełni funkcję wywiadowni gospodarczej. Desouza jest autorem książki Managing Knowledge with Artificial Intelligence oraz współautorem książek: Managing Information in Complex Organizations oraz Engaged Knowledge Management.

Carlo Bonifazi jest współzałożycielem i wiceprezesem firmy konsultingowej ROS Incorporated. Ma dwudziestoletnie doświadczenie w wielu dziedzinach technologicznych. Prowadził globalne przedsięwzięcia outsourcingowe w sferze rozwoju produktów oraz IT. Uczestniczył w projektach, których celem było tworzenie oprogramowania, rozwijanie infrastruktury sieciowej, prowadzenie obsługi telekomunikacyjnej, zapewnianie bezpieczeństwa danych oraz wdrażanie systemów CRM i ERP.

OPINIE

Pierwsza publikacja na polskim rynku tak kompleksowo i uniwersalnie prezentująca różnorakie aspekty współpracy z zewnętrznymi dostawcami. Doskonały poradnik dla aktualnych i potencjalnych odbiorców usług outsourcingowych, pokazuje krok po kroku na co należy zwrócić szczególną uwagę, a jakich błędów unikać, aby optymalnie wykorzystać płynące z outsourcingu profity.- Anna Zawadzka, Dyrektor ds.. Marketingu i Rozwoju ArchiDoc

Podręcznik outsourcingu to wartościowe źródło wiedzy, dla wszystkich tych, którzy w obliczu globalnej perspektywy, poszukują metod lepszego zarządzania, na rynku, który cechuje coraz większa złożoność. W odpowiedzi na nowe wyzwania, lektura skierowana do szerokiego gronaCzytelników, zarówno tych nowych, jak i korzystających z outsourcingowej formy powierzenia odpowiedzialności. Gorąco polecam. - Robert Jursza, Outsourcing Strategiczny w IBM Polska

Ta książka przeprowadzi cię przez wszystkie kluczowe elementy cyklu outsourcingu. Ten dobrze zorganizowany podręcznik jest niezawodną i praktyczną pomocą dla każdego, kto zajmuje się outsourcingiem, czy to outsourcingiem projektów produkcyjnych czy opartych na pracy koncepcyjnej.— Deependra Moitra, dyrektor generalny do spraw badań, Infosys Technologies

Journal of the American Society for Information Science & Technology - Influences of IT Substitutes & User Experience on Post-Adoption User Switching

2008-10-29T21:07:00.004-05:00

I have authored a paper along with C. Ye, D. Seo, S. Papagari, and S. Jha, which appears in the current issue of the Journal of the American Society for Information Science and Technology [Link]

Ye, C., Seo, D., Desouza, K.C., Sangareddy, S.R. P., and Jha, S. “Influences of IT Substitutes and User Experience on Post-Adoption User Switching: An Empirical Investigation,” Journal of the American Society for Information Science and Technology, 59 (13), 2008, 2115-2132.

Abstract

This study examines factors that influence individual users' post-adoption switching behavior between information technology products that are near perfect substitutes. The introduction and popularity of Mozilla Firefox Web browser provided an ideal empirical setting for this study. Drawing upon literature on post-adoption user behavior, consumer behavior, and online user research, we propose a research model and validate it using cross-sectional field data collected from 306 users on their decision to switch from Microsoft Internet Explorer (IE) to Mozilla Firefox. Findings suggest that user satisfaction and breadth of use of the incumbent product are negatively associated with switching behavior. Perceived ease of use, relative advantage, and perceived security of the substitute product are positively associated with switching behavior. In addition, the effects of perceived ease of use and relative advantage are not moderated by user experience. This study contributes to both research and practice by advancing our understanding of information technology (IT) users' post-adoption behavior in general and their switching behavior on Web-related IT products specifically.

Constructing and Sustaining Competitive Interorganizational Knowledge Networks - Information Systems Management

2008-10-24T19:03:00.002-05:00

I have authored a paper along with R. Hackney and Z. Irani, which appears in the current issue of Information Systems Management

Abstract: The research in this paper considers the complex and dynamic arrangements for potential and actual knowledge sharing in interorganizational networks. The essence of this stance is that “knowledge” relates to affirmative managerial action beyond the necessary collection of information facilitated through technology. The issue is to determine the nature and extent of the degree of organizational agreement that may be achieved as competitors either cooperate or continue to compete in the face of challenging and pervasive market conditions. The theory relating to network formulation is reviewed, findings from empirical analyses from the experiences from automobile distributors in a large USA city, and one scientific collaborators network are presented. A framework is proposed identifying the factors necessary to initially construct the network and then to further sustain it over time. A number of lessons learned are developed, which are believed to be of value to researchers and practitioners engaged in these processes.

Ray Hackney; Kevin C. Desouza; Zahir Irani, Constructing and Sustaining Competitive Interorganizational Knowledge Networks: An Analysis of Managerial Web-Based Facilitation, Information Systems Management, 25 ( 4), 2008, 356 - 363.

The neglected dimension in strategic sourcing: security - Strategic Outsourcing: An International Journal

2008-10-24T18:56:00.004-05:00

I have authored an opinion piece that appears in the current issue Strategic Outsourcing: An International Journal.

The neglected dimension in strategic sourcing: security

Structured Abstract
Purpose – The purpose of this paper is to focus on a neglected dimension in strategic sourcing – security; Design/methodology/approach – The paper describes two vignettes which illustrate different kinds of security breaches and discusses securing strategic sourcing efforts; Findings – The paper points to the need to seriously consider the security dimension in sourcing agreements; Originality/value – This paper will hopefully raise awareness to the security dimension in the context of strategic sourcing.

LINK

University of Minnesota-Arboretum

2008-10-13T11:47:00.007-05:00

Fort Snelling State Park, Minnesota

2008-10-13T10:06:00.009-05:00

Managing knowledge transfer in distributed contexts, Information Systems Journal

2008-10-09T07:50:00.005-05:00

I am happy to announce that a special issue on ‘Managing Knowledge Transfer in Distributed Contexts’ has been published in the Information Systems Journal. I co-edited this issue along with Mark Nissen (Naval Postgraduate School) and Carsten Sørensen (London School of Economics). Link to the special issue...

Below are 4 out of the 5 papers that we accepted for publication as part of the special issue:

Developing a dynamic project learning and cross-project learning capability: synthesizing two perspectives (p 567-591), by Sue Newell, Linda F. Edelman

Knowledge transfer in globally distributed teams: the role of transactive memory (p 593-616), by Ilan Oshri, Paul van Fenema, Julia Kotlarsky

Exploring the effects of trust, task interdependence and virtualness on knowledge sharing in teams (p 617-640), by D. Sandy Staples, Jane Webster

Multi-contextuality in boundary-spanning practices (p 641-661), by Rikard Lindgren, Magnus Andersson, Ola Henfridsson

A fifth paper, Organizational knowledge transfer through creation, mobilization and diffusion: a case analysis of InTouch within Schlumberger, by Ashley Braganza, Ray Hackney, and Satrijo Tanudjojo will appear in a future issue.

Switching Between Consumer Technologies - Communications of the ACM

2008-10-02T14:29:00.002-05:00

An article I co-authored with doctoral students at the University of Illinois at Chicago appears in the current issue of the Communications of the ACM. This paper reports on an empirical study conducted on factors that govern switching between technology substitutes. The empirical paper will appear in a future issue of the Journal of the American Society of Information Science and Technology.

Ye, C., Desouza, K.C., Papagari Sangareddy, S.R., and Jha, S. “Switching Between Consumer Technologies: The Case of Low Switching Cost,” Communications of the ACM, 51(10), 2008, 132-136.

Crafting Organizational Innovation Processes: Lessons for Optimizing R&D Organizations

2008-10-01T14:22:00.002-05:00

I will be addressing the Seattle Biomedical Research Institute on October 20th, 2008.

Crafting Organizational Innovation Processes: Lessons for Optimizing R&D Organizations

Innovation is a crucial component of business strategy, but the process of innovation may seem difficult to manage. To plan organizational initiatives around innovation or to bolster innovation requires a firm grasp of the innovation process. Few organizations have transparently defined such a process. Based on the findings of an exploratory study of over 30 US and European companies that have robust innovation processes, this paper breaks down the innovation process into discrete stages: idea generation and mobilization, screening and advocacy, experimentation, commercialization, and diffusion and implementation. For each stage, context, outputs and critical ingredients are discussed. There are several common tensions and concerns at each stage, which are enumerated; industry examples are also given. Finally, strategies for and indicators of organizational success around innovation are discussed for each stage. Successful organizations will use an outlined innovation process to create a common framework for discussion and initiatives around the innovation process, and to establish metrics and goals for each stage of the innovation process.

See the SBRI website for details [LINK]

Human Intelligence Operations – Society of Competitive Intelligence Professionals

2008-09-13T11:07:00.005-05:00

I will be giving a keynote lecture at the Puget Sound Chapter Meeting of the Society of Competitive Intelligence Professionals. Details are noted below. I look forward to seeing you there…[LINK]

Thursday, October 16, 2008 - 4:30 pm - 7:00 pm
Genie Industries, Redmond, WA

This meeting is open to Non-Members as well as SCIP Members!

Program Description
Based on his recent book, Managing Knowledge Security: Strategies for Protecting Your Company's Intellectual Assets (Kogan Page, 2007), Desouza will describe how human intelligence operations are conducted to ascertain competitive intelligence. Warning his audience of business practitioners that most organizations fail to understand that their core resources intellectual assets are constantly under attack, and that protecting these resources is as important as any other part of the strategic agenda.

Desouza, gives advice on how to recognize dangers of human and technological breaches, hazards of outsourcing and business alliances, implementation of breach prevention measures, and the necessity of working with disaster scenarios. He illustrates his advice with cases from his personal experience working in the fields of competitive intelligence, knowledge management, crisis management, and security operations.

About the Speaker
Dr. Kevin C. Desouza is on the faculty of the Information School at the University of Washington. He is also an Adjunct Assistant Professor in Electrical Engineering at the College of Engineering. He currently serves as the Director of the Institute for Innovation in Information Management (I3M) and is an affiliate faculty member of the Center for American Politics and Public Policy, both housed at the University of Washington. He founded the Institute for National Security Education and Research, an inter-disciplinary, university-wide initiative, in August 2006 and served as its Director until February 2008. He has held visiting positions at the Center for International Studies at the London School of Economics and Political Science, the University of Witwatersrand in South Africa, Groupe Sup de Co Montpellier (GSCM) Business School in France, and the Accenture Institute for High Business Performance in Cambridge, Massachusetts (USA). In the private sector, he founded the Engaged Enterprise and its think-tank, the Institute for Engaged Business Research. The Engaged Enterprise was a global strategy consulting firm with expertise in the areas of knowledge management, crisis management, strategic deployment of information systems, and government and competitive intelligence assignments.

Book Signing
Dr. Kevin Desouza will be available for a book signing before and after the program. At the meeting there will be a limited supply of Dr. Kevin Desouza's book Managing Knowledge Security: Strategies for Protecting Your Company's Intellectual Assets. The books will be sold at a discounted price of $50 (cash only). The book is also available through Amazon and other retailers for about $65. Please reserve your book for cash only sales as there is a limited supply. Otherwise, please purchase your book prior to the meeting if you would like an autograph.

Location & Parking
Genie Industries, Inc.
18640 NE 67th Ct., Bldg. 18
Redmond, WA 98052
There is a large lot available for parking by the Genie building.

Registration Fees
SCIP Member - $30.00
Non-Member - $35.00
Non-SCIP Student Member - $20.00 (Please contact Dionedra Dorsey for details)
(Amex, Visa, MC accepted via the web) (Amex, Visa MC, Check or Cash accepted on site)
It is very much appreciated if you register in advance so that we make sure to have adequate space and food & beverage.

Directions
http://maps.google.com/maps?f=q&hl=en&geocode=&q=18650+NE+67th+Ct.,+Redm

Agenda
4:30pm - 5:30pm - Registration, Networking, Food & Beverage
5:30 pm - 6:30pm - Presentation
6:30pm - 7:00pm - Q&A, Networking

Contact Information
Deborah Trainor, Puget Sound Chapter Chair Deborah.Trainor@terex.com, (425) 498-7522.
Dionedra Dorsey, Chapter Relations Coordinator ddorsey@scip.org 703.739.0696
x111.

Interviewed for article in Federal Computer Week - Army Retools Knowledge Culture

2008-09-08T09:15:00.008-05:00

I was interviewed for an article in the current issue (Sept 8, 2008) of Federal Computer Week. The article, “Army Retools Knowledge Culture”, by Brian Robinson can be found here [LINK].

A few quotes from the article:

"Desouza proposed a four-step process to put the guidelines to use:
- Outline clear processes and technologies to achieve them. - Create a management model to guide how these processes and technologies will be implemented. - Produce evaluation criteria to gauge performance. - Educate Army personnel on all of this. "

"Moreover, in the Army, like most other branches [of the government], having things in writing and clearly publishing them gives them more credibility."
"Desouza placed it in the top 5 percent of all government organizations for its expertise and in the top 15 percent across government and the private sector."

See below for my research papers that examine knowledge management programs of defense organizations:

Desouza, K.C., and Vanapalli, G.K. “Securing Knowledge in Organizations: Lessons from the Defense and Intelligence Sectors,” International Journal of Information Management, 25 (1), 2005, 85-98. [LINK]
Lausin, A., Desouza, K.C., and Kraft, G.D. “Knowledge Management in the US Army,” Knowledge and Process Management, 10 (4), 2003, 218-230. [LINK]

I am currently working on a paper which examines the information and knowledge management challenges in the US Intelligence Community.

Securing Intellectual Assets: Integrating the Knowledge and Innovation Dimensions

2008-09-04T10:09:00.003-05:00

I have a new paper accepted for publication - Securing Intellectual Assets: Integrating the Knowledge and Innovation Dimensions. The paper will appear in a special issue on Management of Security Technology and Policy, International Journal of Technology Management

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 organizations. Moreover, one might assert that in today’s knowledge-based economies and markets, it is these assets that truly differentiate organizations and are the only true source of sustainable competitive advantages. In order to have a robust program for managing intellectual assets, an organization 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 organizational process of innovation (Desouza et al., 2006), I describe 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 organizations were interviewed to elicit key security management challenges faced by organizations when addressing intellectual assets.

My reflections on South Africa Featured on Brand South Africa Blog

2008-09-02T09:32:00.002-05:00

My post on reflections from South Africa is featured on the Brand South Africa Blog.

Very Interesting!!!

http://www.brandsouthafricablog.com/

SA Magic Makes Another Believer

September 2nd, 2008

Kevin Desouza, an Assistant Professor in the Information School at the University of Washington, and blogger, has just wrapped up a stint as a visiting professor at the University of Witwatersrand. Here are his impressions. Be sure to read the section on what he learnt in SA.

Leaving on a Jet Plane - Reflections on South Africa

2008-09-02T03:12:00.012-05:00

I am about to leave Johannesburg, South Africa for Frankfurt, Germany. Several people have emailed me during my stay in South Africa curious about my experiences here. I promised many of you that I would write a reflection on my stay here. So, here it is…

I have had the privilege of living in this wonderful country for about 2 months. To put things in perspective, even though my travels have taken me to over 25 countries, I have only stayed in 2 other countries (Qatar and the USA) for 2 months consecutively. So, South Africa has been home away from home. About 90% of my time was spent in, and around, Johannesburg. Of the remaining time, about 8%, was spent in Cape Town and 2% in places such as Pilanesberg (the Game Reserve), Pretoria, etc. While in Johannesburg, I stayed in the Melville area, and was a visiting professor at the Department of Information Systems, School of Economic and Business Sciences, University of the Witwatersrand.

Here is a bullet-point summary of highlights and recommendations:

South Africa is a humble, warm, and friendly country.
The city of Johannesburg is a world-class city. People are extremely friendly, great food, and excellent nightlife (especially in the Melville area!)
Cape Town is a beautiful and tranquil city.
South Africa has some of the best nature and game reserves in the world (a must see!)

Best things to do in Johannesburg

Stay in the Melville area (you will find everything in arms reach, food, pubs, nightlife, malls, universities, bookshops….)
Take a day trip to see the Soweto township (while there, visit the Madenla’s House in Orlando, Regina Mundi Catholic Church, and the Hector Pieterson Memorial Museum)
Visit the apartheid museum (a very moving experience), Museum Africa, South African Breweries –World of Beer, have dinner at Moyo
Enjoy the nightlife in Melville (my favorites are Bar Social (if you go there, say hi to Bobby from me), Wish (a nice café, with free wireless internet and excellent steak sandwiches), Ant (a nice NY style Italian Pizzeria), and Nuno’s Restaurant (great Portuguese food, try the Peri-Peri Chicken and the Chouriço)
Catch a few rugby matches (at Ellis Park, now called Coca-Cola Park, go and see the Xerox Lions play)
Visit the game reserve in Pilanesberg (go on a weekday as it is less crowded…get there early…). If you have a lot of time to spare, spend a few days at Kruger National Park

Best things to do in Cape Town

Winelands tour (By far my favorite…lots of great wines to try and indulge in…go with a driver, so that you can actually enjoy the wine and not have to drive!)
Castle of Good Hope, Greenmarket, Long Street, and the Iziko Museums of Cape Town are great…
Drive around the Cape Peninsula (simply beautiful…see the Cape of Good Hope, Cape Point, and the cities on the coast)
Go up Table Mountain

What did I learn from South Africa

Staying in this country and seeing its present condition and comparing it to its tragic, and dark, past, has taught me to forgive and the power of reconciliation.
The other key learning has been on the nature of life. A large majority of South Africans do not have an easy life. They work hard to put food on the table, and cloth their families. Yet, I did not meet a single one who was not content and had a smile. I was simply taken aback by the optimism here that things will get better. Moreover, people knew how to have a good time with very little. Which makes you think, should “happiness” or “being content” be a measure of progress in societies?
People here are motivated to work together, help each other out, and create a beautiful future. People here are friendly and are great hosts. While you do see ruminants of the past, most of the country is moving into a bright future.
Before I got here, everyone told me how dangerous and how difficult places were. I have not encountered a single difficult situation or felt threatened. If you come here with an open mind, possess street smarts, and commonsense, you will enjoy this place…
Students here are hungry for knowledge and work extremely diligently on their papers and projects. I have learnt more from the students here than they could have learnt from me…
Professors and researchers here are equally motivated. My hosts at the various universities (University of the Witwatersrand, University of Cape Town, and the University of Pretoria) took excellent care of me. I have learnt so much from their experiences.
South African executives are warm and welcoming. I visited several organizations (e.g. First National Bank, Business Systems Group, members of the South African Defense Forces, etc) during my stay here. Everyone greeted me warmly and openly shared their challenges and areas of opportunities.

I can go on and on, but will stop here…If you have more questions, feel free to send me a private email or post public comments….

In summary, I have had a great time here. I will surely be back.

Thanks to everyone who made me feel at home…Cheers!!!

Evolution of my Knowledge Management Research Projects: An Illustration

2008-09-01T01:30:00.005-05:00

I am in the midst of preparing my research statement. Basically, a statement that is going to talk about the kind of research I have done over the last few years. The challenge has been to clearly articulate the links and connections between the various research studies. I created the following flowchart to show how my first paper on knowledge management led a series of follow-up investigations…
If any of you have found better mechanisms to depict your research trajectory, please do share…

Innovation Work Cited in Strategic Direction

2008-08-29T06:26:00.007-05:00

My work with the American Productivity Quality Center on the consortium benchmarking study, “Successfully Embedding Innovation: Strategies and Tactics”, was highlighted in the Innovation Section of Strategic Direction.

See – “Innovation and leadership: Executives fail to foster innovation,” Strategic Direction, 24(5), 36-38.

Strategic Direction is an essential management information resource for today's strategic thinkers. As a unique service, we scan through the best 400 management journals in the world and distill the most topical management issues and relevant implications for senior managers out of the cutting-edge research. We regularly present case study reviews of the Fortune 500 companies. Each briefing (no more than 2 to 3 pages long) is prepared by an independent writer who adds their own impartial comments and places the arguments in context. [Source: LINK]

Pictures from Pretoria, South Africa

2008-08-27T11:11:00.007-05:00

AOM.OCIS Doctoral Student Blog Interview

2008-08-25T11:39:00.004-05:00

I was recently interviewed for a section on the Organization Communication and Information Systems (OCIS) Division of the Academy of Management Blog. This blog is maintained by a global community of doctoral students interested in various aspects of OCIS. To see the interview – Click Here

Talk at the School of Economic and Business Sciences, University of the Witwatersrand, Johannesburg

2008-08-19T14:09:00.003-05:00

Date: Friday, 29th August
Time: 9am
Venue: Borkum and Hare Room, 1st floor, New Commerce Building, West Campus.

Crafting Organizational Innovation Processes

Innovation is a crucial component of business strategy, but the process of innovation may seem difficult to manage. To plan organizational initiatives around innovation or to bolster innovation requires a firm grasp of the innovation process. Few organizations have transparently defined such a process. Based on the findings of an exploratory study of over 30 US and European companies that have robust innovation processes, this paper breaks down the innovation process into discrete stages: idea generation and mobilization, screening and advocacy, experimentation, commercialization, and diffusion and implementation. For each stage, context, outputs and critical ingredients are discussed. There are several common tensions and concerns at each stage, which are enumerated; industry examples are also given. Finally, strategies for and indicators of organizational success around innovation are discussed for each stage. Successful organizations will use an outlined innovation process to create a common framework for discussion and initiatives around the innovation process, and to establish metrics and goals for each stage of the innovation process.

Pictures from Cape Town

2008-08-18T14:14:00.010-05:00

Castle of Good Hope, Cape Town

2008-08-18T13:16:00.036-05:00

Robben Island Museum and the Cape Town Waterfront

2008-08-18T09:45:00.013-05:00

Sustainable Innovation for Emerging Markets - First National Bank

2008-08-18T09:10:00.006-05:00

I had a wonderful time interacting with senior executives and the Micheal Jordaan, CEO, of First National Bank (South Africa). I led a discussion on the challenges faced by organizations in crafting and managing sustainable innovation for emerging markets. I thank all executives who attended and graciously shared their experiences and insights with me. I hope we all learnt from each other. I look forward to further interactions in the near future. Thanks especially to Marlyn Jose-Menon and Geanne Gelderblom for welcoming me and hosting me at FNB.

(FNB's Executive Dinning Room Before the Talk)

Review of Managing Knowledge Security (Kogan Page, 2006) in the International Journal of Information Management

2008-08-15T02:40:00.004-05:00

Stuart J. Fitz-Gerald (Kingston Business School, Kingston University, UK) has written a wonderful review of my latest book, Managing Knowledge Security (London, UK: Kogan Page, 2006) in the August 2008 issue of the International Journal of Information Management. Here are a few extracts from the review:

“When I first picked-up the book I thought I would be reading another text which carefully goes through the different technologies which have been developed to be embedded in the organisation’s information system infrastructure and how they can be marshaled to, as far as possible, eliminate unwanted intrusion by a variety of computer-based attacks. Instead I was rewarded by a tour through the author’s personal experiences gained through his involvement inter alia with competitive intelligence.”

“This type of book is difficult to write because there is always the danger of falling between two stools: failing to produce something which is academically respectable, while at the same time not appealing to the CEOs and CIOSs of the organizations whom you are trying to inform. To a large extent the author manages to steer his path pretty well.”

“My overall feeling is that the book is successful in what it sets out to achieve, that is in alerting organisations to the dangers of neglecting the protection of their intellectual assets. There are numerous examples drawn from the author’s own experience to illustrate the points made and these in general work rather well."

“The text is certainly controversial and should be seriously considered by CEOs and CIOs in organisations. It will also be useful background reading for undergraduate and postgraduate students pursuing a course in knowledge management or security. In fact anyone who is concerned with the protection of, the access to and the use of the organisation’s intellectual assets will benefit from reading the book. It is certainly written in an accessible style and is as entertaining as such a volume can be. The picture painted by Desouza is bleak but not irretrievable.”

To read the full review, please click here [LINK]

SOURCE: Stuart J. Fitz-Gerald, “K.C. Desouza, Managing Knowledge Security: Strategies for Protecting Your Company's Intellectual Assets, Kogan Page (2007) ISBN 978-0-7494-4961-2 200pp. £32.50,” International Journal of Information Management, Volume 28, Issue 4, August 2008, Page 342

Pictures from Table Mountain - II

2008-08-14T14:45:00.000-05:00

Pictures from Table Mountain - I

2008-08-14T14:19:00.000-05:00

First National Bank (FNB) – South Africa

2008-08-14T05:06:00.000-05:00

Michael Jordaan (CEO, First National Bank) and the FNB Innovators will host me for a discussion on developing sustainable innovation programs on August 18, 2008. I plan to share my thoughts on how organizations should leverage their knowledge-based assets for developing sustainable innovation programs. Specifically, how should organizations in emerging markets construct, and then manage, sustainable innovation programs.

Reflections on Cape Town…

2008-08-14T04:24:00.000-05:00

Simply put, Cape Town is a beautiful city! Cape Town ranks in the top 10 cities of the world that I have had the pleasure to visit. Nothing that I have seen around the globe can rival the Cape Peninsula. The vineyards around Cape Town are spectacular. The views from Table Mountain are fantastic! If you have never indulged in bottle of Pinotage (South Africa’s only true cultivar, a cross between the Pinot noir and Cinsaut ), you must! The University of Cape Town has wonderful facilities and attracts students from around the globe. Plus, the nightlife and rugby!!!

Overall, very impressed!!!

(above picture taken as the Springboks (SA) beat the Pumas (Argentina): 63-9: Aug 9, 2008)

My Itinerary:

Aug 8: Arrived in Cape Town; Visited the University of Cape Town; Enjoyed the Nightlife on Long Street
Aug 9: Visiting the Castle of Good Hope and Greenmarket Square; Watched the Springboks beat the Pumas (63-9) in the Mandela Tribute Rugby Match
Aug 10: Spent all day driving through the Cape Peninsula (Cape Point, Cape of Good Hope…) and the Kirstenbosch National Botanical Garden
Aug 11: Visited Table Mountain, the Waterfront, and Robben Island
Aug 12: Spent all day driving through the Vineyards around Cape Town (lots of good wines!!!)
Aug 13: Delivered a research presentation at the Graduate School of Business, University of Cape Town; Enjoyed the Nightlife on Long Street
Aug 14: Flying back to Johannesburg

Kirstenbosch National Botanical Garden

2008-08-14T02:12:00.008-05:00

Pictures from the Cape Peninsula Drive - III

2008-08-14T01:13:00.003-05:00

Pictures from the Cape Peninsula Drive - II

2008-08-14T00:58:00.006-05:00

Pictures from the Cape Peninsula Drive - I

2008-08-14T00:45:00.009-05:00

More Pictures from the Cape of Good Hope and Cape Point

2008-08-14T00:34:00.004-05:00

Pictures from Cape of Good Hope and Cape Point

2008-08-14T00:16:00.010-05:00

More Pictures from the Cape Winelands

2008-08-14T00:04:00.005-05:00

Pictures from the Cape Winelands

2008-08-13T01:46:00.007-05:00

Securing Information Assets: The Great Information Game

2008-08-12T01:08:00.006-05:00

I just got an article accepted for publication - Securing Information Assets: The Great Information Game - in Business Information Review

Information assets are acquired or developed at great costs. Therefore, these assets need to be secured and treated with great care. Securing them is important as this helps in retaining their value. Information managers can learn a lot from football managers. Information managers need to learn the difference between resources and assets. More importantly, they need to train their staff on how best to use resources and how to leverage assets. In this paper, I discuss five considerations for information managers to pay attention to when securing and leveraging their intellectual assets.

Pictures from the Sir Cecil John Rhodes Memorial, Cape Town

2008-08-11T02:15:00.006-05:00

Pictures from the University of Cape Town

2008-08-10T01:27:00.006-05:00

Talk at the School of Economic & Business Sciences, University of the Witwatersrand

2008-08-07T09:34:00.004-05:00

Date: August 25, 2008

Crafting Organizational Innovation Processes
Innovation is a crucial component of business strategy, but the process of innovation may seem difficult to manage. To plan organizational initiatives around innovation or to bolster innovation requires a firm grasp of the innovation process. Few organizations have transparently defined such a process. Based on the findings of an exploratory study of over 30 US and European companies that have robust innovation processes, this paper breaks down the innovation process into discrete stages: idea generation and mobilization, screening and advocacy, experimentation, commercialization, and diffusion and implementation. For each stage, context, outputs and critical ingredients are discussed. There are several common tensions and concerns at each stage, which are enumerated; industry examples are also given. Finally, strategies for and indicators of organizational success around innovation are discussed for each stage. Successful organizations will use an outlined innovation process to create a common framework for discussion and initiatives around the innovation process, and to establish metrics and goals for each stage of the innovation process.

Pictures from the City of Johannesburg

2008-08-07T01:57:00.010-05:00

Pictures from the Carlton Centre - The City of Johannesburg

2008-08-07T01:42:00.008-05:00

The Neglected Dimension in Strategic Sourcing: Security

2008-08-06T10:35:00.005-05:00

Having witnessed several dozen organizations strategize, plan, operationalize, and even terminate their outsourcing agreements, I continue to be amazed with the lack of care and consideration given to security elements in these efforts (Power, Desouza, and Bonifazi, 2006; Power, Bonifazi, and Desouza, 2004). As one manager remarked:

“No one really has the time, patience, or resources, to spend a few days evaluating the security issues associated with an agreement…Most of our time is spent working out details such as the financials, the project management plans, the personnel and public relations dimensions…Unless there are glaring security issues, most outsourcing agreements have the standard boiler plate text on security…you know…the NDAs (Non-Disclosure Agreements), the data and information protection clauses, etc…”

The above quote is not unique to a particular manager or organization; one might argue that it is a norm in most outsourcing deals, with the exception of one class of organizations – organizations who have been burnt by security breaches! Only after an organization has witnessed the dire consequences of not adhering to security elements, does it begin to pay due attention to it when considering outsourcing. In Desouza (2007), a whole chapter is dedicated to the issue of securing intellectual assets in the context of strategic alliances. This article will point attention to the need to seriously consider the security dimension in sourcing agreements. Let me begin by sharing two small vignettes that illustrate two different kinds of security breaches (Desouza, 2007):

A large manufacturing firm in the Midwest of the United States outsourced the physical security of its corporate buildings to a security management organization. It was up to this security organization to hire the necessary personnel to monitor the premises. Not known to the manufacturing firm was the fact that the security-outsourcing vendor never ran thorough background checks on its hires. Upon investigation it was found that two of the guards working in night shifts at the manufacturing firm, George and Alan, were stealing high-end office supplies such as printer toner and reams of papers. It was even discovered that George and Alan were using unprotected computers (i.e., computers that were not locked) to surf pornographic websites during their night shifts. The investigation commenced only after a routine IT audit discovered that two computers had traffic to the pornographic websites. Besides the minor expenses involved in replacing stolen office supplies, these actions may have had a more severe cost, such as viruses or spyware that may have been inadvertently downloaded onto office computers.
A boutique strategy consulting company based in downtown New York had about 30 employees and just under a dozen clients. The firm received an offer to participate on a project involving a firm based in Shanghai. No one in the firm had any serious experience in the Chinese market, and hence, they decided to hire a new employee: a recent graduate of a prestigious law school who was interested in international law with a special focus on Asia. The new hire passed the initial background check with flying colors and began her assignment. During the course of the assignment, suspicious behavior started to emerge, including loss of documents and extended phone calls with Chinese counterparts. The organization decided to commission a new check on the employee. During the investigations, which included information on the exchanges with the colleagues in China, it was discovered that the employee was in serious financial trouble and had ailing parents who needed her immediate financial assistance. As a result, she got involved in illegal activities, which included the sale of sensitive information and spying on the organizations’ clients for the benefit of the Chinese business counterparts.

References

Desouza, K.C. Managing Knowledge Security: Strategies for Protecting Your Company’s Intellectual Assets, London, United Kingdom: Kogan Page, 2007.

Power, M.J., Bonifazi, C., & Desouza, K.C. “Ten Outsourcing Traps to Avoid,” Journal of Business Strategy, 25 (2), 2004, 37-42.

Power, M.J., Desouza, K.C, & Bonifazi, C. The Outsourcing Handbook: How to Implement a Successful Outsourcing Process, London, United Kingdom: Kogan Page, 2006.

If interested in reading more, please drop me an email. The above is an excerpt from an article accepted for publication in Strategic Outsourcing: An International Journal…