Changing the culture inside an IT organization is one of those chicken-and-egg propositions. It’s difficult to figure out if the culture should change before acquiring new technology that better fits with it, or whether the acquisition of new technology actually enables the culture to change. (more…)
Mike Koehler is President, Professional Services. He manages EMC Global Services' broad portfolio of professional services, practices and delivery, as well as go-to-market execution, ensuring customers derive maximum benefit from their investments in EMC technology. As the leader of EMC's professional services team, Koehler is responsible for supporting EMC's continued leadership role in Cloud, Big Data, and Trusted IT by enabling its customers and partners on their IT transformation journey. He is based at EMC’s offices in Dallas, Texas, United States.
On a recent trip to India, I was struck by how quickly the market and the capabilities of the EMC Center of Excellence (COE) in Bangalore have matured since the COE operational model was kicked off in 2006.
I travel frequently to EMC’s global R&D locations to monitor innovation activities. One of the most common questions I receive is: Do you notice cultural differences in a particular region’s approach to innovation?
It is difficult to get an accurate feel for any culture unless you live there for an extended period of time. A more appropriate way of asking the question would be: What are your observations about innovation at EMC’s global locations?
I’ve thought about my observations in these areas and tried to come up with a word or two that describes what I’ve witnessed firsthand.
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