Dinosaurs Didn't Innovate

by Paul Crookall

Four decades ago Marshall McLuhan predicted that computers and improved communication would transform the world into a global village. Steve Ballmer, CEO of Microsoft, says the global village has been achieved and now North America must innovate to maintain a competitive advantage, or go the way of the dinosaur.

The public sector has a key role in being innovative and in creating the climate for the private sector to innovate. Ballmer, who recently spoke at the Canadian Chamber of Commerce and with Canadian Government Executive, recommends an economic policy that supports innovation and building workforce skills, including producing more computer science graduates and funding university research.

Ballmer sees three future trends for technology, all consistent with citizen-centred service and destroying silos: 1) computers will become even more ubiquitous; 2) programs will facilitate interoperability across systems and agencies, and allow knowledge to be transferred more effectively and data from different sources to be analysed; and 3) user interfaces will become more natural, and computers will understand the user's intent, rather than the user having to follow a rigid protocol to achieve what they want.

Ballmer's advice to those who manage government software projects is: "Software is a tool that helps people expand their capabilities, so they can better their lives and so their societies can progress. Our mission is to enable people and organizations to realize their full potential.

"Most IT projects that fail do so for similar reasons. There are three pitfalls. Number one is not having a clear purpose and measurable set of outcomes and objectives when they get started; for example, to improve service by X, to reduce costs by Y. The question is not, 'What is the IT agenda?' but, 'What is the outcome sought?'

"Number two, things are scoped to take too long. It is hard to have a clear purpose that lasts over several years. Conditions change. Number three, the right talent isn't put on the team, or the team loses its way. Those are the chief culprits that I see in government – and in the private sector."

Despite heading the world's largest IT company, Ballmer's main focus is people. "Our company is only as good as the employees we attract." He spends 60% of his time on HR and ensuring a great environment for people to work in. "It's necessary to invest in people by giving them the tools they need. People come to work every day ready to make a difference. People determine the success of the organization."

The keys to keeping talent are: "Enabling people to achieve their potential, providing a sense of purpose through work that is meaningful to them; providing a sense of caring; and adding a personal touch, listening with interest and respect, congratulating and rewarding."


Steve Ballmer was a dorm-mate of Bill Gates at Harvard. In 1980 Gates recruited him as Microsoft's first business manager. In 2000 he became CEO. His focus within the company is on leadership and innovation.