Bloomberg Anywhere Remote Login Bloomberg Terminal Demo Request


Connecting decision makers to a dynamic network of information, people and ideas, Bloomberg quickly and accurately delivers business and financial information, news and insight around the world.


Financial Products

Enterprise Products


Customer Support

  • Americas

    +1 212 318 2000

  • Europe, Middle East, & Africa

    +44 20 7330 7500

  • Asia Pacific

    +65 6212 1000


Industry Products

Media Services

Follow Us

Bloomberg Customers

Businessweek Archives

With India and China, can we manage innovation in a post-geographic way?

Is the Samsung brand in danger? |


| The fragility of The New York Times brand name.

October 16, 2005

With India and China, can we manage innovation in a post-geographic way?

Bruce Nussbaum

We are all fascinated with how our worklives are radically changing. We talk about the difficulty of managing innovation across cultures and across distances, but is the real boundary biology? I am indebted to Brad Nemer at Motorola for some terrific insights into the issue. He lives a post-geographic life, as do many of us. Motorola, like Boeing, Nike, Apple, Citigroup, Fedex, you name it, are all basically globally connected now. Nemer knows Motorola so lets talk about that. It operates in 70 plus countries. Teams work on a standardized IT platform across three continents. Everyone has a laptop, email address, mobil phone, IM account, and global intranet access. Working with people in Singapore or Sunnyvale is transparent. There are lots of times when you don't even know where team members are--and don't care. Sound familiar?

What does matter is that, as Nemer puts it, "Beijing is just waking up when Chicago-based team members are going home and we get into the office when London-based people are ending their day." So there many early morning and late-evening conference meetings that eat into the day--and into energy and sleep. At some point, managing innovation in this manner has to cut into productivity and creativity for individuals.

This biology barrier, of course, comes up when we manage innovation horizontally--across latitudes, west to east. What if we distributed work longitudinally, north to south? You give up the time advantage of 24-hour distributed work but you may get a biological gain that adds to creativity and productivity.

Thoughts for a Sunday to chew on. Thanks Brad.

12:25 PM

innovation management

TrackBack URL for this entry:

the biz model then, it seems, is to have a highly distributed network of operations, with key personnel in each geographic location to localize decision making. thin clients.

Posted by: Niti at October 17, 2005 12:23 AM

I with you in many respects agree you are right!

Posted by: Neomenex at November 22, 2006 08:36 AM

I invite the author of clauses to Russia, let it he having collided faced with our validity will write that it he thinks. And in general you the good fellow very interestingly to thanks.

Posted by: refinancing at December 17, 2006 02:37 PM

blog comments powered by Disqus