Office 365

[h4xX0r]

da live:
http://www.microsoft.com/presspass/pres ... event.aspx

[emP]

wow. microsoft macht scho immer alles vor de erschte.

[ritschi]

sie si immer und überall hindedri. fählt e innovations abteilig.

[emP]

sie si immer und überall hindedri. fählt e innovations abteilig.

het die google?

[ritschi]

het mi o grad wunder gnoh. ha nur gwüsst das IBM das het. drum hani mal googlet:

Innovation always has been driven by a person or a small team that has the luxury of thinking of a new idea and pursuing it. There are no counter examples. It was true 100 years ago and it'll be true for the next 100 years. Innovation is something that comes when you're not under the gun. So it's important that, even if you don't have balance in your life, you have some time for reflection. So that you could say, "Well, maybe I'm not working on the right thing." Or, "maybe I should have this new idea." The creative parts of one's mind are not on schedule.
So, in our case, we try to encourage [innovation] with things like 20 percent time, and the small technology teams, which are undirected. We try to encourage real thinking out of the box. We also try to look for small companies that we can acquire. Because, often, it's small companies which have the great new ideas. They have gotten started with them but can't really complete them.
Google's objective is to be a systematic innovator at scale. Scale means more than one. And innovator means things which really cause you to go, "Wow." And systematic means that we can systemize the approach—we can actually get our groups to innovate. We don't necessarily know this month which one [will succeed]. But we know it's portfolio theory. We have enough groups that a few [innovations] will pop up. And, of course, we also cull the ones that are not very successful. We push them to try to do something different, or retarget—or, in fact, get canceled. Although that's relatively rare.