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About this Author
Gwen Smith Ishmael, Sr. Vice President of Insights and Innovation at Decision Analyst in Arlington, TX, has led marketing and new product development activities in the CPG and technology industries since 1986. She also conceived and developed ground-breaking Web-based promotional vehicles, two of which are patent pending. Gwen holds an MBA in Marketing and is a featured speaker on insights and innovation around the world. Her writings have been featured in international text books, most recently in Managing 4 Ps of Marketing FMCG Sector, and Product Innovation: A Strategic Tool for Growth, by ICFAI Publications, 2006 and 2007, respectively.

Founding Author

Renee Hopkins Callahan Renee Hopkins Callahan started IdeaFlow and serves as chief blog-wrangler. She is Director of Innovation Services at Decision Analyst in Arlington, Texas, is a former journalist who worked as an editor and reporter for The Dallas Morning News and the Nashville Tennessean, and was managing editor of D, the Dallas city magazine. She has a master's degree in rhetoric and has also taught college-level English and informal logic.
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« Innovation Convergence Notes IX: Innovation's In Our DNA | Main | Mea Culpa! »

October 6, 2003

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Posted by Renee Hopkins Callahan

Renee ... you are amazing! Your Convergence notes are a terrific reminder of all the great stuff that went on there.

A friend sent me the following article which should be interesting to this group. The central role of IT as one of the most powerful gatekeepers of innovation should not be underestimated.

"Innovation Interruptus"
Computerworld (09/29/03) Vol. 31, No. 45, P. 41; Hoffman, Thomas



Industry observers report that IT budget cuts extending over the past few years have dampened innovation, but this has allowed other types of innovation to come to the fore, according to experts such as Computerworld columnist Paul A. Strassmann. Some companies continue to boost their annual IT investments to maintain their competitiveness, though such increases are considerably more frugal than in previous years. Wal-Mart declared several months ago that its 100 leading suppliers have an early 2005 deadline to start tracking their shipping pallets with radio frequency identification tags, while car manufacturer DaimlerChrysler announced in November 2002 that it had begun to invest in Digital Factory, an ambitious project to automate the design of its assembly plants. Meanwhile, UPS has invested approximately $1 billion over the past six years to develop "smart labels" that will help customers more easily locate their packages, and has mapped out a five-year, $127 million investment to distribute the DIAD IV handheld terminal to tens of thousands of drivers. The DIAD IV will save drivers the hassle of manually entering a customer's address and related data and scanning package bar codes in order to get routing instructions. Many companies see the budget crunch as an opportunity to move away from investing in new technologies and concentrate on optimizing existing technologies. RadioShack recently completed the installation of a supply chain management system, while senior VP Mike Kowal says the company has hired a consultant to help shepherd further operational efficiencies through organizational and behavioral changes. Still, 70 percent of 106 IT professionals polled in an August Computerworld survey reported that their IT departments postponed or killed "especially innovative projects" in the past two years, primarily because of budget cuts.
"Unleashing UWB"
Electronic Business (09/03) Vol. 29, No. 12, P. 62; Arensman, Russ

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