GUEST POST from Steve Todd

In a previous post I wrote about my company’s use of EMC TV for the final stages of the innovation process. During that post I mentioned I would also share how internal ideators use the same medium to advance their own innovation initiatives.

As promised, here are a full set of elevator pitch videos that ideators created to sell internal ideas within EMC.

As a part of the Innovation Roadmap process, finalists have the opportunity to give a virtual presentation of their ideas to judges via an elevator pitch video. Teams distill their idea down into a 3-minute filmed presentation and do their best to give a holistic overview of the concepts and distinguish themselves from the competition. With close to 100 videos submitted to the 2013 Roadmap, the breadth of variety and creativity demonstrated by EMCers is astounding.

Check out four standout videos below for a glimpse into the earliest stages of innovation at EMC:

1. EMC Power Smart

2. Integrate Smart Org-Chart

3. eLearning Apps

4. Log Analysis & Data Collection Framework

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GUEST POST from Steve Todd

In a recent post I described the successful recruitment of a team of global employees to work on an unapproved corporate strategy: the building of a global innovation analytics platform. I was functioning in the role of an Invisible Executive, building on newly-acquired social media skills to influence the direction of the company.

My thinking on the Invisible Executive role was greatly influenced (as I’ve mentioned earlier) by a conversation I had with MIT Professor Peter Gloor. After asking him how to motivate teams to band together and work on an unapproved project, he gave me the following sage advice:

“Cede authority”.

Actually, he gave me quite a bit more advice, but for the purposes of this post I’d like to dive a bit deeper and correlate his comment with Daniel Pink’s research regarding autonomy.

When Daniel Pink visited EMC’s Leadership meeting in early January of 2014, he focused quite heavily on employee autonomy. In the long term, he reasoned, granting autonomy will increase employee productivity.

I have found that ceding authority and encouraging employee autonomy go hand-in-hand. Invisible Executives don’t want power, people, or even recognition, for that matter. They want their corporate strategy accomplished.

Turning the execution of that corporate strategy over to my global team of volunteers was one of the best moves I could make.

I had already given them a purpose: build a platform for measuring innovation (which is the lifeblood of our company, EMC).

My next question to them was a direct ceding of authority:

“How will you build it”?

These global employees took the autonomy to step up and make it happen.

My Russian co-workers thought that an agile prototyping exercise would help the global team consider what to build and how. Their suggestions were as follows:

• Enumerate the categories associated with innovation (e.g. university research, idea submissions, paper publications, conference attendance, etc).
• Pass out a spreadsheet and have each geography fill out the last few weeks’ worth of activities in a common format.
• Create spreadsheet visualizations of the resulting data.

The Russia team created the spreadsheets, distributed them, collected them, and created, for example, the visualization below:

This chart essentially “counts” some of the innovation activities that happened across all geographies during a given time period.  As a team we reviewed this and came to some conclusions (e.g. let’s focus on improving innovation engagements with sales teams).

But the chart raised more questions than answers.  What conferences were they attending?  What universities were they visiting? What was the nature of the visit (e.g. what type of research)?  Who are the employees that typically visit these universities?

The team went back to the spreadsheets and began generating additional visuals:

This chart (generated from the spreadsheet activity) shows the number of university visits made in several countries over many months, and presents the data in a form that highlights who made these visits and how many they made.

For me, this data was extremely valuable. I was beginning to see names that I didn’t know, and starting to understand the global innovation ecosystem in a way that I didn’t understand before.

We were at the beginning stages of measuring innovation. We created similar pie charts and bar graphs for other geographies.

And then something unusual happened.

The conversations went beyond the creation of an innovation management platform and started to bleed over into a deeper understanding of the innovation activities themselves.

In order to stay focused, we kicked off a separate meeting known as a global “Virtual Brown Bag” session. Each geography, in turn, began presenting detailed information about their innovation and research activities.

Of course, we began keeping track of these conversations and posted them publicly for the entire company to see (transparency – another bit of advice from Peter Gloor).

The team was functioning in an autonomous fashion and powerful insights were being generated. There was a deeper resolve to create a process whereby we could build a formal innovation measurement platform.

I asked for additional ideas to continue driving the effort forward (once again ceding authority).

Other countries began to raise their hands. Over the next several months, they all contributed unique ideas that led to real deliverables.

The team had purpose and they were given freedom to be creative.

In an upcoming post I will describe how their contributions led them to the third key component of managing somebody else’s resources: mastery.

image credit: hightechnews.com

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GUEST POST from Steve Todd

Recently, I visited the MIT Media Lab for a new form of “meet the students” called What’s Next. I was on a panel with Ideo, Amazon, Comcast, and Intuit (all of us are sponsors of the Media Lab). Each of us had to describe “the things we make” to the students. When it was my turn I asked the crowd a simple question:

“How many of you have the GroupOn app installed on your phone?”

About half of the people in the crowd raised their hand.

Once I had their attention I simply said “That’s what we make”.

I’m allowed to make the statement (and use the image above) because GroupOn is a Pivotal Labs client (and they have been for a long time).

If you look at EMC’s current direction, what becomes obvious is that the company has evolved from a storage vendor (1990s) to a storage + infrastructure vendor (2000s) to a storage + infrastructure + application vendor.

So when I refer to the GroupOn example I’m basically saying the following:

Most of our customers are moving to a model where they want to develop visually compelling mobile apps that display personalized summaries of 100s of terabytes of distributed (e.g. private/hybrid/public) data.

I went on to highlight that the process of boiling down 100s of terabytes of distributed data onto a personalized 4 or 8 inch window is an enormously complex assignment.

And then I added that for many software developers it is a process that must be completed in several days (not months, like many IT projects).

I am sure that many of the students were thinking: “how is that possible?”.  The answer, surprisingly, is straightforward when framed in the context of a mobile-to-storage analytic architecture:

• Abstract the developer away from the storage infrastructure with CloudFoundry.
• Bind big data services (Hadoop, SQL, analytic models, in-memory data grids) into CloudFoundry.
• Provide access to these services with re-usable components from the Spring IO platform. This facilitates coding speed.

Roll it all together and you’re talking about the pivotal importance of software in today’s IT landscape.

The acquisition of XtremeLabs has resulted in more and more companies like GroupOn quickly building big data analytic applications for mobile devices. If you are interested in viewing some of the compelling user interfaces being developed by the Pivotal/Xtreme Labs consultants, I recommend you review some of their case studies.

image credit: groupon.com

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GUEST POST from Steve Todd

In my last two posts I described how to leverage somebody else’s corporate resources using techniques known as Executive Brokering and Executive Bartering.

After implementing these two approaches myself, I was left with a global team and enough resources to innovate quickly on unapproved corporate strategy (the Invisible Executive’s reason for being). In my case the new strategy was to build a Global Innovation Network Analysis tool.

As I mentioned in my last post, a formal method for acquiring someone else’s resources did not exist. So in my new role of an Invisible Executive I had to create my own approach.

In a similar way, new management techniques are needed to manage someone else’s resources. Several years ago I had read Daniel Pink’s book: Drive: The Surprising Truth About What Motivates Us. This book presented to me some useful approaches to motivate people that work for you. However, I was trying to manage people that didn’t work for me.

I began to wonder if I could slightly modify his methods and motivate people that didn’t work for me. Here is the essence of Daniel Pink’s approach (which he just described at EMC’s annual leadership meeting).

Daniel describes two findings:

1. Rewards work well for short-term work assignments.
2. For longer-term work assignments, employees perform best when they are allowed to exercise autonomy, purpose, and mastery.

I focused on both of these findings as I began my career as an Invisible Executive. Firstly, I offered a reward to each individual that I had recruited to work on my unapproved corporate strategy. I told them that if they met with me every week, in six months I’d try and arrange for all of them to meet face-to-face at corporate headquarters in Hopkinton. I told them that I’d allow them to speak at EMC’s top technology conference, and I would arrange for them to experience a full day at MIT. This approach worked. We both held up our parts of the bargain. In November of 2011, technologists from six different countries flew to corporate headquarters.

In return, they had spent six months designing and building the first prototype of a global innovation analytics tool.

However, I still needed to secure commitment beyond this short-term window. As I considered Daniel Pink’s three approaches, I felt that an Invisible Executive should always put purpose first. My message to my team went something like this:

“High-tech companies will die if they don’t innovate quickly. EMC’s President calls innovation the lifeblood of the company. Well, if it’s so important, how come we don’t even measure it? We need to measure global innovation across EMC. If we can measure it, we can improve it.”

That’s a simple message. It’s easy to articulate.

Keep in mind; I had specifically recruited these people because I already knew that they were innovation leaders in their geography. They lived for innovation already, but I was offering them a chance to increase their scope. Instead of their purpose of “innovation in one locale”, they now had the opportunity to “innovate globally”. This “purpose” is something larger than what was available in their day job. I was asking them to solve something big. They would have a front row seat to all of the research and innovation activity in the company, and be empowered to analyze this data and propose their own corporate directions.

The promise of a short-term reward (the trip to the United States) built momentum.

For the longer-term, I gave them a clear and important purpose: propose what’s next.

In many cases this purpose was invisible to their direct manager. I was using borrowed time to inspire a global employee to contribute to a new strategy.

In my next post, I will describe my approach to grant autonomy on top of that purpose.

image credit: Informationplayground.com

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GUEST POST from Steve Todd

I’ve been writing a set of blog posts describing the role of an Invisible Executive, whose main task is to execute unapproved corporate strategy using someone else’s resources.

In my last post I described the technique of “Pitching the Prize” as a way to recruit other people’s resources. This approach, in my case, resulted in the successful recruitment of employees from six different countries who were ready to work on my unapproved corporate strategy. This strategy involved building a platform for analyzing corporate innovation activity (a Global Innovation Network Analytic platform).

In this post I take a look at persuading executives to fork over budget, people, and equipment. I like to call it Executive Bartering: getting executives to agree to give each other resources without knowing it.

Another name for it could be the Invisible Handshake. Agreements are made and deals are struck without one side knowing about the other.

The first step is to consider the most appropriate executive in your own management chain. In my case this particular individual owned dozens of researchers, ran a lab, sponsored a research relationship with MIT Media Lab, and was the main liaison to the EMC technical elite (the Fellow and Distinguished Engineer community). He was responsible for organizing the yearly Fellow and Distinguished Engineer Summit.

I told him that I planned on inviting some of the top technologists from the global technical community to the next Fellow and Distinguished Summit (which was six months away).

He said “who’s paying for their flights”.

I said “not you”.

And then he said “Sounds cool. Go ahead”.

I now had the leverage I needed to approach the executives on the other side of the handshake. I had secured open invitations for their technologists to attend (and present at) the top technical meeting of the year. I had reserved an auditorium at MIT (free as part of our yearly research sponsorship). I told everybody on my global team to line up a meeting with the executive in their own management chain.

These conversations went like this:

I said “I’ve arranged for your employee to represent your geography’s technical accomplishments at the top technology summit of the year”.

They asked “Who’s paying”?

I said “not us. But the rest of the geographies are invited, too”.

In the end, every executive agreed, and we had 100% attendance from the technologists that were helping me. As part of the brokering, permission was granted to the technologists to build the Global Innovation Network Analytic Platform. My own executive kicked in lab resources and people to be the “hands” that built the actual tool.

So six months after we formed, the team gathered in Cambridge, MA and spent an incredible day at MIT.

On the next day they spent an entire morning at the Fellow/DE Summit, with each of them discussing the technical accomplishments currently happening in their own regions.

We even ate for free several different times.

The entire experience built up a level of trust within the team, and they began to understand the value of working on new strategies that they believe in, often times at the expense of their own work (which they may or may not feel as strongly about).

Executive Bartering can be thought of as a multi-way brokering transaction. The brokering of specific team members is done directly, but negotiating the allocation of additional resources (e.g. equipment and money) is done indirectly. Both sides agree without necessarily talking to each other (the Invisible Handshake).

Up to this point the commitment of the team was secured using short-term goals and plans.

As I grew in my new role of Invisible Executive, I began to take a deeper look at longer-term techniques that would allow me to continually manage other people’s resources.  Daniel Pink refers to these areas as autonomy, purpose, and mastery.

In my next few posts I will describe specific approaches that increase employee allegiance to the strategy of an Invisible Executive. Each technique increases the pace of innovation for new and unapproved corporate strategies.

image credit: Informationplayground.com

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GUEST POST from Steve Todd

Next in this series on mentoring high-tech employees in the social media era, I further explore the theme of the Invisible Executive.

In my first post of the year I discussed adding new skills. One of these skills is known as the Invisible Executive.

My advice focuses on the acquisition of emerging and relevant skills, and reasoned that if you are the first person on your team to acquire these new skills, you have an advantage that can be leveraged.

In my case, I added the new skill of social media, and emerged as a technology strategist for my company. This skill applies beyond the high-tech industry that I am part of. The role involves proposing new visions that are compelling and resonate in any industry.

The question then became: “how does one execute new strategies”? Traditionally this has been done by working one’s way up the career ladder as a Manager, Director, or VP who controls the pieces on the chess board.

Given that social media provided an avenue for emerging strategists, there was precious little advice describing how an individual contributor could execute strategy. This is where the role of Invisible Executive was born. As I stated in the last post, the Invisible Executive is a new management approach for “executing unapproved corporate strategy using someone else’s resources”.

The Invisible Executive draws on a set of skills to get this job done. In this post I will dive into the first of these skills: The Executive Broker.

Several years ago I had decided that my company needed to create a global, analytic platform for measuring corporate innovation. This was my first strategy. It wasn’t a hard sell, and it made a lot of sense. It tapped into a number of important trends in my industry and also in my company.

I estimated that I would need a dozen or so employees to build this platform. The “catch”, however, was that these employees had to be globally distributed, and I was sitting in corporate headquarters in Hopkinton, MA. How do you locate the right employees in the right locales, and convince them to sign up to build something (especially something that had nothing to do with their day job)?

Finding the people was easy enough. As part of my company’s innovation culture there is a yearly idea contest known as the Innovation Roadmap. I had participated in this contest for years; it is highly popular outside of the United States. By browsing global ideas and interacting with the global inventors, I had made the acquaintance of top-notch ideators around the world. I decided to reach out to them and try and broker a commitment with them.

I have found that there are some geographic cultures where this is easy (they say “yes” without even asking their managers) and some cultures where this is hard (there are strict expectations between manager and employee). The offer to work on my project had to be really, really attractive so that I had 100% participation from each critical geography (locations where R&D was occurring).

Pitch the Prize

I needed to present a compelling “reward” as a way of brokering an agreement and commitment from employees that didn’t work for me. So I came up with a prize that I knew they would like: international travel.

The conversations went like this:

“There’s a new strategy here at EMC, it’s called Innovation Analytics. I need top innovators from around the world to build a new platform. If we can build a team to do this, I’m thinking that after 6 months of working we’ll try and fly the whole team over to corporate headquarters. We’ll meet with the company’s top technologists and you can present to them. And then we’ll spend a day at MIT.”

I used this approach with two technologists in Ireland, three in Russia, two in Cairo, one in Israel, one in India, and two in China.

Every single one said “yes”. As I expected, some asked me to communicate with their management chain, and I said “Fine, but let’s get started first”.

And off we went. Every week at 7AM EST for five months.

For an Executive Broker, pitching the prize is step #1 in executing unapproved corporate strategy.

In my next post I’ll describe the interaction with their management chains and introduce the skill of Executive Bartering.

image credit: Informationplayground.com

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GUEST POST from Steve Todd

This week I met with the EMC TV team to discuss the 2014 plans for the DataCrunchers series.

In general, filming these videos last year was more fun than work. For the video below, the EMC TV team flew Nga and I out to New Mexico to film at the Energetic Materials Research and Testing Center.

My work with EMC TV has me thinking a lot about the role of video in the innovation process. In the examples above, the video is the “icing on the cake”, or the “end of the innovation process”. EMC developed an innovative new technology (VPLEX) that can simultaneously (and instantly) synchronize online transactions to two separate geographic locations. In addition to this synchronization, each location is “active / active”, meaning that the data is fully accessible on both sides (which is extremely hard to do).

The adoption of the innovation involves messaging to customers. The approach above is a fun way to literally “show” the technology in action.

This video has directly resulted in sales leads.

Similarly, the production of interviews at EMC World 2013 allowed customers to ask questions directly to EMC Executives that had just stepped off stage from announcing new innovations in their particular product lines. The discussions back and forth on questions from customers provided further detail to raise interest in evaluating and adopting the new features and products.

I’ve been talking recently about the value of adding new skills to your career (e.g. social media and executive-level influence). As an innovator, participating in the filming of these videos has provided me with an additional platform to drive adoption of ideas that I’ve been involved with.

This practice of using video assets for innovation has started to manifest itself on the front-end of the innovation process at EMC as well.

In a future post I will highlight how internal EMC innovators are filming themselves “pitching” their ideas as part of our global Innovation Roadmap idea contest.

image credit: emc.com

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GUEST POST from Steve Todd

I’ve been looking back at some of my mentoring engagements from 2013 and writing a few posts to summarize key insights.

In my last post I encouraged readers to learn a new skill and take a risk from a career perspective. I cited a personal example where the particular skill was social media, and I found myself as a peer to executives in a new era where corporate strategy could be proposed by anyone in the company.

This was a first step in reducing the chances of being a “chess piece” that gets moved during an implementation of a new strategy.

If we carry the analogy further, however, proposing strategy does not equate to getting people to work on the strategy with you (or in the case of chess pieces – for you).

How could I, playing the “role” of an executive, begin to move chess pieces in an implementation of a proposed corporate strategy? I discovered that I needed to add an additional skill to my personal arsenal: the invisible executive. An invisible executive carries out unapproved corporate strategy using somebody else’s resources. The theory here is that if the vision or strategy is compelling enough, people will sign up to work on the project in stealth (e.g. skunkworks). And if stealth mode doesn’t work, a more open strategy can be deployed called “commando mentoring”.

Getting Started Invisibly

One of the first things I did to tackle the problem I faced was to drive into MIT and meet with Professor Peter Gloor. I made a trip into Cambridge, MA and asked him a simple question:

“How do I get employees to execute a strategy when they don’t work for me?”

His answer was simple: “Cede ownership of the solution”. Implement the strategy by giving the stealth recruits a healthy dose of freedom, autonomy, and ownership. We spent the next several hours putting together a step-by-step plan for how to pull this off. Peter calls these type of teams a COIN: a Collaborative Innovation Network.

COINs are very easy to begin in stealth. If you want to move into the role of an invisible executive, however, there is a key learning that I’d like to pass on to you: build an international COIN team. The reason for going international is two-fold:

1. International employees, in many cases, are just plain hungrier to innovate. Many of their existing tasks restrict them into well-defined areas of work that discourage autonomy. The chance to work on something strategic and new can be rare.
2. If the work of the invisible executive is uncovered, being thousands of miles away from the employee’s manager is advantageous.

In future posts I will share a bit more detail about:

• my own personal experience forming such a team
• how to get yourself onto such a team
• resorting to the commando mentoring strategy if all else fails

image credit: 3.b..com

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GUEST POST from Steve Todd

The year 2013 was my first full year as an EMC Fellow, and I spent quite a bit of time mentoring some of the top technical global talent within the company.

The time span of each mentee engagement lasted roughly 6-9 months. My approach was similar in most cases: discuss the lineage of my career and highlight key decisions that led to growth. Often times the most significant learnings about career management emerged from the worst situations. These situations have led me to an insight which is worth applying to your own career:

Stop playing Chess. Start playing Risk.

The chess analogy comes from the common experience of being “moved” like a piece on a chessboard.

I spent 25 years as a software engineer doing essentially the same exact thing year over year: building and shipping products in the high-tech industry. Some of the most frustrating career experiences were the result of decisions that a manager or an executive would make where I was moved to a new project without due consideration. Like many people, I felt that an increasing amount of seniority in the building of high-tech products would give me more control over project choice.

In one particular case, twenty years into my career, I was simply transferred to a new team without being asked. Decisions were made at an executive level to build a new product line, and my skill was mapped to the new organization. As unpleasant as it was, it was a huge shot in the arm for my career for two reasons:

1. It put a bit of a chip on my shoulder.
2. I realized that I was a software engineer at a company with thousands of software engineers.

I needed new skills beyond software engineering to give myself better odds at preventing re-assignments to areas I didn’t want to go. This is a key piece of advice that I have been giving to my mentees. These new skills can be more general (social media, leadership, innovation, etc.), or in my industry they can be technology-related (e.g. data science, agile programming).

With a bit of a chip on my shoulder I acquired a new skill late in my career: social media. I worked hard at creating blog content, launching a Twitter account, and gaining visibility outside EMC (something that does not come naturally to many an engineer).

Before my social media experience, an executive might decide “This is the direction that I feel the company should head”, and chess pieces would be moved as a result.

Within several months of developing social media skills, I began making the following types of statements on my personal blog: “This is the direction that I feel the company should head”. I usually backed up my assertion using another valuable skill that I had: 20+ years of trying to build the right products for customers.

As I continued to practice this skill I experienced the occasional phone call or email from people that
wondered what right I had to speak on behalf of the company. In many cases these communications would be delivered by an emissary coming from an executive.

It was then that I realized something. I actually had a seat at the table and was playing the same game as them (instead of being moved around the board).

The image above, of course, is a picture of the board game “Risk”, and this is where the Risk analogy comes in. I was playing the role of an equal. I’m not saying that I was an equal: I was just playing the role. That’s a risky place to be. Sometimes I was right and sometimes I made mistakes. It was less safe.

However, as I look back, it was a decision that very few other software engineers made at the time. As a result, my value grew, and I used this value as leverage when I found myself in situations where “reassignment” was discussed.

Ultimately I can argue that this career strategy (augmenting older skills with newer ones) was highly valued by my own company, as I was promoted twice after my decision to learn new social media skills.

So I strongly encourage, in 2014, that you develop new skills that your peers don’t have. One of my co-workers in striving to acquire new innovation skills and has increased his visibility many times over.

Interestingly enough, I found myself in an executive role without the direct ability to move the chess pieces myself. So I had to come up with new management techniques to address this situation.

I’ll share these techniques in a future post.

image credits: ; parkerbrothers

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GUEST POST from Steve Todd

EMC CTO John Roese, EMC CIO Vic Bhagat, GE VP Xiangli Chen, Hult Business School Dean Francesco Masetti, EMC SVP Dennis Yip, EMC VP Ying Li, GM of the China COE

Morning session of the Seventh Annual EMC Innovation Conference from the Main Stage in Shanghai, China

I hosted the yearly Innovation Conference in China — marking its 7th year in 2013 — the conference allows EMC employees around the world to pause for one day and consider how to participate in EMC’s corporate innovation activites.

One of the centerpieces of this yearly event has always been the Innovation Roadmap, a global idea contest that I described last April.

This year the Innovation Roadmap achieved its highest level of global participation in its seven year history:

Note the final tally of 4218 ideas: representing nearly a doubling in ideation from the previous year:

What accounts for the continued growth and success of the global ideation platform? In my mind there are a number of factors:

• EMC continues to invest in a number of homegrown tools that are customized for EMC’s culture. The first tool is the submission portal itself (the Innovation Roadmap Portal), which was completely re-designed from the ground up this year to facilitate idea submission and search. The tool also has a back-end administrative capability that facilitates team judging.
• EMC continues to place a heavy emphasis on innovation analytics using our own Pivotal software. This allows EMC to perform topic modeling, social network analysis of idea submitters (both inside and outside of EMC), and an idea improvement button, which allows new ideas to be correlated against similar research.
• This year 28 different EMC business units pooled additional money together for the purpose of creating a fund that can be tapped for idea incubation and acceleration.
• These same 28 business units contribute specific challenge statements into the ideation process. Each challenge statements represents significant business obstacles that EMC Executives wish to solve. They strongly encourage their teams to not only participate in the ideation but also assist in the evaluation, judging, and incubation process.
• The process is continually marketed as a level playing field and an opportunity for global employees to impact the company.

The list below highlights the 28 different business units within EMC that submitted challenge statements in 2013

What’s next for the winners of these challenges? This year will feature the addition of a sponsor tracking tool that will allow sponsors to share (and rate themselves against) idea incubation progress of all winning ideas.

In addition to the unveiling of the winning ideas, I hosted an interesting panel discussion (pictured above) on Reverse Innovation. I will highlight some of the main outcomes of the discussion in a future post.

image credits: emc.com

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