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Describes the state of the art in the implementation of IT systems in healthcare, and the associated change management problems.

The emerging BRICs are partially changing the "demand" side of innovation. Instead of simply producing (or engineering) products targeted to the needs of developed countries, Indian companies are now rolling out a number of products targeted to the needs of the country. Journalists have come up with the term "Indovation". Scholars and managers might start questioning whether this might change the way technological trajectories emerge.

Mr. Joshi (the head of Hewlett-Packard's $24 billion printing empire) has spent years disputing the notion that people will print less as they do more on their hand-held devices. This week, he will see his ideas put into action as H.P. introduces a fleet of printers with Web access, their own e-mail addresses and touch screens. These products should open up new ways for people to print from Web services like Google Docs, and from smartphones and devices like the iPad from Apple. Mr. Joshi is going back to his roots as an engineer - as a young H.P. researcher, he figured out a way to make ink cartridges fire 45 million drops - and relying on new technologies, not slick marketing. But still, he will have to prove that customers will change their behavior and print more if given the right tools. That, Mr. Reitzes said, is crucial to how investors will evaluate the long-term prospects of H.P. "Investors are worried about printing," he said. "It's really important that they get this right." As the world's largest technology company, H.P. sells a wide variety of products but got much of its profit from printers and their pricey ink. More recently, H.P. has built up a large technology services arm as well, which has helped round out its business. But the printing division accounts for about a fifth of its revenue and a third of its profits. The new printers - which build on a limited experiment last year - will range in price from $99 to about $400. Every one will come with what H.P. executives billed as a breakthrough feature - its very own e-mail address. H.P.'s engineers hit on the e-mail address as an easy, familiar way for people to send print jobs to the Web-ready printers. You can, for example, take a photo with a phone, e-mail it to your printer's address and have the printout waiting for you at home. Or, you can share the printer's e-mail address with family and friends. This means that someone can buy Grandma a Web-ready printe

Toyota's recent response to claims of unintended acceleration in its vehicles illustrates the potential pitfalls of today's technologically complex automobiles. Software development, however, is still largely stuck in a 1970s pre-kaizen mode, where the human-readable instructions are accessible only to those who write the code. This protects the intellectual property of the software developer, but it also limits the abilities of others in the value chain to "see something, say something, and do something" to correct flaws. The lack of visibility into the software in its cars stands in stark contrast to the openness of its management and manufacturing processes. The software hidden in Toyota's black boxes is the equivalent to having a car with its hood welded shut. Open source represents the most significant change and most disruptive force in software development in 20 years. In the open-source software model, the human-readable source code is distributed along with the computer-readable machine code. Users are encouraged to understand the code, find flaws, suggest fixes, and add functionality. Open source is about leveraging the power of participation to solve complex problems such as manufacturing, health care, and government. It may also be how Toyota can improve its vehicles and ultimately regain consumer trust.