Leo recently gave an interview to Charlie Rose with Andrew McAfee of Harvard Business School (video here, transcript here at the bottom of the page). I’ve live “replay” blogged the interview below.
- Oops… Charlie both mangles Leo’s name and implies that SAP is based in Paris.
- Leo’s description of IT as the “central nervous system” is useful. In my mind, I think of configuring, coding, and implementing enterprise software as creating a virtual model of the enterprise. Extending Leo’s metaphor would mean that such projects are “virtually wiring” an enterprise.
- About 2 minutes in, Andrew McAfee gave about the best concise explanation I’ve heard of how IT can be used to differentiate competitively (and why it isn’t a commodity).
- About 9 minutes in, there’s an interesting discussion about barriers to entry and how they have little to do with technology. As Leo says, “sometimes there’s a spark”, but most often the technology becomes widely available and commoditized very quickly. The differentiation is in the richness of the ecosystem and the melding of business and technological expertise.
- About 13 minutes in, Leo spends sometime talking about business networks and their emerging role in innovation (Procter and Gamble as an example). He also talks about the parallel role of process and human collaboration, which we tend to talk about separately. This last point hits one of my pet projects — encouraging more tightly coupling process, project, and knowledge management. Too often KM is divorced from the “way we work.”
- Finally, Andrew McAfee alludes to the boundaries between “designed” and “emergent” processes/structures, but he never explores the topic in depth. To me, the debate between design and emergence advocates isn’t that useful — too much either/or. Exploring the boundaries and potential co-existence between these approaches is where I want to go.
P.S. — I think someone clarified SAP’s location for Charlie via his earpiece at the very end…