Dec. 8, 2017 "A successful formula for innovation": Today I found this article by Shawn Malhotra in the Globe and Mail:
Vice-president, Thomson Reuters Toronto Technology Centre.
Generally speaking, large multilateral corporations are not good at innovation. Big, established companies tend to be hierarchical, mired in bureaucracy and victims of "the way we've always done it" thinking.
So, how do you infuse the entrepreneurial spirit, speed and agility of a startup into years of established practices and layers upon layers of matrixed management? Start with those who already live in a world of constant change: the technology team.
So, how do you infuse the entrepreneurial spirit, speed and agility of a startup into years of established practices and layers upon layers of matrixed management? Start with those who already live in a world of constant change: the technology team.
How we at Thomson Reuters are addressing innovation is multifaceted.
Second, we created a network of labs that partner with startups, academics and others to explore opportunities that are taking place at a grassroots level. These labs are interconnected with an ecosystem of innovators that bring forward ideas that are unique and hard to recreate organically.
We have one of these labs in Waterloo, Ont.
We have one of these labs in Waterloo, Ont.
Finally, we are creating our own "de facto" startup, the Thomson Reuters Technology Centre, where we are focusing on innovation and amplifying our solutions with emerging technologies. To date, we have hired 200 of the best and brightest technology experts from a cross-section of startups, technology leaders and industry competitors. Our mandate is twofold: first, steward and/or disrupt our existing software and, secondly, invent our own technology.
As we started to build this team, we recognized that, while our successes may be measured in technological achievements, it all starts with people – the truly innovative workforce of the future doesn't have senior leaders.
It just has leaders that work together to create an environment defined by trust, transparency and dynamic thought. Also, we embrace failure as a real opportunity for learning and encourage experimentation. At the Toronto Technology Centre, we follow three philosophies to help us get there.
It just has leaders that work together to create an environment defined by trust, transparency and dynamic thought. Also, we embrace failure as a real opportunity for learning and encourage experimentation. At the Toronto Technology Centre, we follow three philosophies to help us get there.
First, democratize the process
We believe it is important to involve everyone. We enable ideas to come from any level of our organization. In the technology sector, the next big idea could come from a co-op student or a 20-year veteran and both have to feel comfortable putting forward ideas and challenging one another.
We meet regularly to get to know each other on a professional and, equally important, personal basis. We believe getting to know each other's strengths and expertise can help us work together as a team to solve common problems.
Innovation can mean finding a new path to reach customers when they need support or automating processes that once required human intervention. Our artificial intelligence experts need to work with our data analytics team, our software developers need to work with our domain experts. It's a team game that we will only win if everyone is involved and feels empowered.
Innovation can mean finding a new path to reach customers when they need support or automating processes that once required human intervention. Our artificial intelligence experts need to work with our data analytics team, our software developers need to work with our domain experts. It's a team game that we will only win if everyone is involved and feels empowered.
Second, create open channels
It is crucially important to inspire information- and technology-sharing across the organization. Rarely is the real "magic" of innovation done in a vacuum. We have addressed this challenge in both formal and informal ways.
Formally, we have created forums so managers can share goals and learnings. As a fast-growing, nimble office, we all have the opportunity to share, to learn quickly and course correct.
Informally, we have instituted "guilds" that bring together a cross-section of people from different teams interested in a common technology to meet on an ad hoc basis. We also create forums to engage directly with customers and business counterparts to help inspire a customer-centric approach to innovation.
Employees need to have the freedom to explore the problems and technology that excite them. When you get a small group excited about a common challenge, where new perspectives and expertise are shared, you pave the way to that "eureka" moment.
Third, scale innovation
Finally, mechanisms need to be put in place to help scale the culture as the organization grows. We codify best practices and implement them across teams as we expand. We also ensure the efforts of innovators are recognized. Be it rapid career advancement, recognition from executive leadership or desired new opportunities, innovation must be rewarded in a swift and meaningful way.
Innovation happens when someone begins to understand something beyond their day-to-day job and connects the dots.
All in all, innovation in a large corporation is as much about a broad culture shift as any single investment or a bright new idea. One size doesn't fit all. However, to stay ahead of trends, retain and attract top talent, and get ready for the next technology coming over the horizon, you need to be innovative. Our recommendation is to approach this challenge in a dynamic systemic, multiphased and multifaceted manner.
rf9
2 days ago
So, do the engineers keep royalty rights on patents they generate?
Or is it standard practice in your employment contracts that all rights are signed away?
If they're not getting an authentic cut of the rewards they're not going to give their ideas away. Understand the salary is just to get them to show up.
"YouTube enlists people to help machines spot troubling videos": Today I found this article by Daisuke Wakabayashi in the Globe and Mail:
Google Inc.’s YouTube is hiring more humans to teach machines how to think like humans.
In a blog post from Susan Wojcicki, YouTube’s chief executive, the company said on Monday that it planned to add thousands of human reviewers to remove videos that violated its guidelines while teaching computers how to spot troublesome videos.
YouTube plans to have 10,000 people dedicated to reviewing videos in 2018 – although it would not say how many workers it has doing that job now.
The hiring spree comes as YouTube is mired, yet again, in controversy over failing to properly police content uploaded to its site. The latest batch of problematic videos, reported earlier by The Times of London, are videos of children in states of undress, with comments from pedophiles attracted to the content. Those videos also had advertisements running with them, prompting marketers to pull their ads.
Last week, YouTube said it took down more than 150,000 videos featuring children and disabled comments for more than 625,000 videos.
It also kicked several hundred YouTube users off the platform for posting “predatory comments on videos featuring minors.”
This comes on the heels of a New York Times report about how inappropriate videos featuring children’s cartoon characters in violent or lewd situations slipped past its filters and appeared on YouTube Kids, an app that is supposed to present only child-friendly videos.
“I’ve also seen up-close that there can be another, more troubling, side of YouTube’s openness,” Ms. Wojcicki wrote. “I’ve seen how some bad actors are exploiting our openness to mislead, manipulate, harass or even harm.” Because it is easy to upload videos to the site, YouTube has become a repository for all types of content – replacing television as the primary destination for a younger audience.
However, it has also drawn a range of objectionable material, from videos promoting conspiracy theories to violent extremists.
More than 400 hours of videos are uploaded to YouTube every minute, and company executives have long said that monitoring that fire hose of content is difficult. They contend that computers – learning from the example of humans – are the answer.
YouTube said it has taken down 150,000 videos for violent extremism – in large part because of machines flagging more videos for human reviewers to take down.
YouTube said it had been successful in catching extremist videos using machine learning. Since YouTube laid out new policies aimed at curbing extremist videos on the platform after the London Bridge attacks in June, the company said its machines have improved at catching extremist videos shortly after they were uploaded.
YouTube said it has taken down 150,000 videos for violent extremism – in large part because of machines flagging more videos for human reviewers to take down. The video service said it planned to take a similar approach to tackling videos unsafe for children and content featuring hate speech.
When it comes to advertising, YouTube said it would take a “new approach.” It plans to consider which channels and videos are eligible for advertising. Ms. Wojcicki did not lay out specific changes, but said YouTube planned to speak to advertisers and content creators in the coming weeks to hone its approach.
My opinion: That YouTube article was kind of upsetting, but at least they are trying to solve the problem.
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