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    • InnovatorProfile
      • id53
      • linkedin_url
      • summary_bio<p>Michael McCarthy is a serial entrepreneur, an executive coach at Harvard and MIT, and a strategy consultant to scores of start-ups around the world. Having founded six start-ups, McCarthy now guides some of the world’s most talented business minds at Harvard’s Advanced Leadership Initiative.</p>
      • answer_1<p>Just last week, I had a healthcare company from Tennessee wanting to know how to do intrapreneurship pitches in-house; how to pitch things like app ideas that might be approved by upper management.</p> <p>There are the important basics for the intrapreneur process, like knowing who you’re pitching to, and what their needs and criteria are; what <em>they </em>say – pre-pitch – would lead to their green lights and their red lights.</p> <p>But for the brainstorm phase, I coach a mastermind process designed to remove negativity.</p> <p>First, we gather five to six people from very different walks of life – different genders and ages and backgrounds and business units.</p> <p>The (originator) is asked to take three minutes to describe the idea or the dilemma or the challenge, and they have to describe the kind of solution they’re looking for – like “I am looking for a solution in the form of an app, not a new business division.” You have to be clear on the kind of solution you want. Then there is three minutes of Q&A, just to clarify the challenge or the problem. Then, the person with the challenge or dilemma has to physically leave the room and they take their self-limiting beliefs with them.</p> <p>It’s important they leave because what they tend to do is interrupt too much – and say “oh, I tried that; that won’t work.”  When they’re not there, people will be free to say the bad idea, and then leapfrog to a better idea.</p> <p>The format we use in the brainstorming session is “yes, and,” where the response must literally begin with “yes, and,” which makes the shy people and the introverts feel safe. You can still disagree, but it needs to be in a positive way – one person can say “I think it should be purple,” and another can say “yes, and I think it should be any color but purple; but I might agree to maybe a shade of purple, like lavender.”</p> <p>The person with the dilemma then returns to the room and just listens.</p> <p>Recently, in Boston, for instance, this method led to a challenge for finding sufficient recharging stations for shared electric scooters being entirely reframed with this total solution: that pre-charged scooter batteries simply be swapped out by users at the scooter racks, and forget about recharging altogether.</p> <p>And in Armenia – one of several developing countries where I have coached – the mastermind method provided an employment solution for returning refugees on either side of traditional working age, in an interesting social entrepreneurship challenge. The young refugees had few skills; and the seniors had skills but not the vigor to use them directly. So the group came up with the Armenian Shopping Network – based on the Home Shopping Network concept in the U.S. – with the returning Millennial refugees doing YouTube videos of the seniors teaching traditional Armenian cooking classes, and selling the products by mail. It turns out from the discussion that keeping the culture, the food and the language alive was particularly important in the diaspora. The young people do the social media, the baking and the shipping; the older people set up the recipes and the use cases.</p> <p>When I coach start-ups, the first thing I do is to encourage them to consider doing a service business rather than using a manufacturing model. If there is a way to offer a product  as a service, it eliminates so many problems, and you don’t have to worry that much about  attracting venture capital and angel investment. Simply framing a business model around service stimulates innovation.</p> <p>My second fundamental piece of advice is to make it a need, not a want.</p> <p>The base challenges for startups in developing countries are quite different from those in the U.S. In Armenia, I observed that founders had a huge challenge with trust and personal cynicism.</p> <p>People told me there’s no point in trying to start a successful business because the government is corrupt and they’ll just steal your business, so why bother. So, I had to overcome this very negative attitude that everyone is a crook. In an auditorium of 200 people, about half were incredibly cynical – that negative iron curtain mindset is a killer for start-up development. A lot of developing world entrepreneurs have a challenge around shyness, and the need to learn American style pitching – right down to the humor, and dealing with the apparent meanness of venture capitalists. They need to learn how to keep their self-esteem intact after rejection.</p> <p>I must have talked to 1,000 would-be start-up founders, through my Harvard course on entrepreneurship, MIT Launch, Babson College and the million Hult Prize.</p> <p>In the start-up world, I think there is way too much focus on making a ton of money as a motivation to start a business. Just paying your own bills through your idea, not having a boss and doing what you want, when you want – could be immensely rewarding. Most start-ups don’t need to be focused on whether they’ll become a unicorn for the idea to be viable. Starting the Budi Foods business made me happy to be alive.</p> Just focus on the life that you want.
      • answer_2<p>Self-limiting beliefs and negative thinking are the biggest inhibitors to innovation. If I have a brainstorming session and someone says, “that won’t work,” I kick them out…literally. I’d rather have someone with limited intelligence in a good mood than a brilliant person in a bad mood. They take all the shy people off the ideas board.</p> Also, being in your silo, or putting a ceiling on your business model, inhibits innovation. Saying, “Oh, we only do apps; we only do things in the U.S.; or we’re only in the food business” will prevent innovation.
      • answer_3<p>One key element is that the CEO must believe in innovation, and that belief needs to trickle down. It needs to be embraced, not just tolerated –  it can’t be just “Innovation Day” for one day a year.</p> <p>Also, they need to set aside dedicated, respected time for innovation. Companies should not cancel out innovation time; that innovation time needs to be ring-fenced, irrespective of other events, like end-of-quarter. The clear sense must be: innovation is how we stay alive and relevant 100 years from now.</p> <p>When I had a chocolate company a few years ago, and we had our first commercial run at a new location in Ohio, I was on the production line on the first day. And I ended up involved with making a part for the chocolate machine, because they weren’t coming out right. I absolutely recommend that C-suite executives spend time on the production floor. If I was the CEO of FedEx, I’d go undercover as a FedEx driver for a day each month, and experience what it’s like, and learn from customers. You will discover so much as a lower-end employee, or if you drop into different departments, especially if something is not working in that department.</p>
      • answer_4<p>The clear answer there is Blockchain – primarily because it benefits the consumer massively. Soon, consumers are going to see that certain services are much cheaper and faster. For example, when you want to buy an apartment, the commission will be cheaper because there are fewer middlemen, and it will be a much faster experience. Your references will be up in the Blockchain, instead of having humans reverify what was verified ten times before. It brings a lot of efficiency that trickles down directly to the consumer. Yes, Blockchain is in its early days, and I have yet to speak to someone who says they’re making money directly from the technology. But they are starting to use it. You’ll first see the benefits in financial services, like when you buy stocks or mutual funds – it will settle in minutes; you’ll see funds and checks clearing immediately into your account; you’ll be able to wire funds without a bank in the middle.</p> <p>You’ll also see Blockchain efficiencies in supply chains, with shipping and tracking.</p>
      • answer_5<p>What I love is fractional real estate ownership, where you can buy a fraction of someone’s house in another city; you can buy 00 of someone’s mortgage. You become a mini bank because you want the upside of the market exploding. You can resell that portion to someone else.  Its already started in Australia with a company called Brickx.com. I love that it gets rid of the banks. </p> <p>And I’ll tell you something that someone should be doing, but that doesn’t exist yet to my knowledge. I think people’s identity and records that prove what they’ve done can be put on the Blockchain. So, for instance, if you become a refugee – something people don’t plan for – you’ll be able to get out of that refugee camp faster by proving that, yes you do have a PhD or engineering degree; yes you do have funds sitting in Vanguard to pay for a flight out. A lot of experienced teachers from Puerto Rico are now having to work as teaching assistants in Florida because the records showing their teaching certificates have been destroyed in the hurricane.</p>
      • leader_id228
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    • Leader
      • id228
      • nameMichael McCarthy
      • job_titleExecutive Coach
      • companyHarvard Advanced Leadership Initiative
      • headshotMichael_McCarthy_ResizedHeadshot.jpg
      • company_logoHarvardAdvanced_Logo_Resize.png
      • bio_full<p>Michael McCarthy is a serial entrepreneur, an executive coach at Harvard and MIT, and a strategy consultant to scores of start-ups around the world.</p> <p>He was previously America’s No. 1-ranked stock market timer in the U.S. for 10 consecutive years, at a self-founded money management company where, as a 26-year-old, he was already managing 0 million for private investors.</p> <p>Having founded six start-ups, including the award-winning Budi Bar “brain foods” – all without external start-up investment – McCarthy now guides some of the world’s most talented business minds at Harvard’s Advanced Leadership Initiative.</p> <p>He teaches Blockchain innovation to business students and entrepreneurs at Harvard, and founded the Leadership Sailing Program at MIT.</p> <p>For start-ups, he advocates that founders first explore the possibility of service-based business models, rather than product-based, and that, in either case, customer “needs” are prioritized over “wants.”</p> <p>He seeks to reset start-up expectations away from Unicorn dreams and major venture capital investment, and toward the satisfaction and control of creating one’s own, viable bootstrapped business.</p> <p>For CEOs and executives, McCarthy advocates a disciplined approach to innovation strategy – especially in the protection of scheduled innovation time – and even suggests that executives personally spend time, ideally “undercover,” as lower-level staff, or on the production line to experience the business through the employee and customer-facing lens. </p> <p>His approach to innovation overall is the identification of need, and the elimination of negativity – up to and including physically ejecting nay-sayers from his rule-based brainstorm sessions.</p> <p>“Simply having a person in a bad mood can undermine the front-end innovation process, and it certainly suppresses the creativity and valuable input of the introverts in the team,” he says. “Negativity is a cancer to creativity.”</p> <p>Instead, McCarthy coaches executives and intrapreneurs on a “mastermind” process for innovative thinking, based on half a dozen principles and rules, including the “Yes, and” technique most famously used by improv comedy teams. Uniquely, the method requires that the person with the original idea, or dilemma, physically leave the room while others discuss possible solutions, so that they are not subject to the originator’s self-limiting beliefs.</p> <p>He also serves as a pitch coach for companies of all sizes, although he says a common principle for all is the need to focus far more on client needs than one’s own resume.</p> <p>McCarthy invented the “DICE” decision tree to match innovative solutions to client needs, in which companies ask “what do I need to Decrease; Increase, Create and Eliminate?”</p> <p>He says DICE has become an active catalyst for the classic “SWOT” snapshot of a business’s status (strength, weaknesses, opportunities, and threats).</p> <p>“This summer, we helped architects win the bid for a 0 million skyscraper in the Boston’s Seaport district, in which we discovered that the specific, underlying need of the client company – an Internet of Things company – was to attract Millennial talent. Their winning design is a stunningly modern building, from vegan cafes to meeting rooms that read smartphone preferences to circadian lighting.”</p> <p>While negativity is the enemy for McCarthy’s creativity, he says his early success as a money manager was based on building client trust through a pre-contract focus on the negatives of his investment program: by candidly outlining the potential downsides of an investment for clients before they signed the contract.</p> <p>“I got to the number 1 ranking as a market timer partly through a technique of “telling, not selling” – I actually focused more on the negatives of the money management program,” he says. “What I found is that people will accept negatives much easier before they sign the contract, and invest in a trust relationship, but become very angry if they discover the negatives after the contract is signed.”</p> <p>Now, McCarthy spends more time listening, identifying needs, and helping company leaders – from enterprise executives to developing world start-up founders – to realize their competitive potential.</p> <p>“Every other month I go abroad to teach for a few days,” he says. “I was in Barbados last month, teaching things like how to talk to the press. Attendees included the head of the stock exchange; the head of tourism, and business owners. Next month, I’m off to Vietnam to coach start-ups on how to pitch to U.S. venture capitalists. It’s a very exciting and rewarding role.”</p>
      • summary<p>Michael McCarthy is a serial entrepreneur, an executive coach at Harvard and MIT, and a strategy consultant to scores of start-ups around the world. Having founded six start-ups, McCarthy now guides some of the world’s most talented business minds at Harvard’s Advanced Leadership Initiative.</p>
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      • created2017-12-19 10:38:05
      • modified2018-04-25 10:25:07
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  • 1
    • InnovatorProfile
      • id57
      • linkedin_url
      • summary_bio<p>Robert Novo is a director in the global services division of BT (British Telecom) where he leads a department responsible for various proactive ITIL functions that are an integral part of a managed services contract for a multi-national, Fortune 200 insurance company. He and his team are responsible for a network with tens of thousands of devices, serving hundreds of sites worldwide. The team provides management and planning of various functions including capacity, inventory, change, problem, release, and knowledge as well as managing and supporting the tools used in the day to day monitoring and operations of the network.</p> <p>Robert has 30+ years of experience in the industry, having worked with customers all over the world, published papers/articles, and presented at conferences on leading-edge technologies in both Spanish and English. Prior to joining BT, Robert has held a variety of senior leadership positions in the telecommunications networking industry, in areas including business strategy consulting, research and development, product/service management, complex data analysis and forecasting, and software tool support. Robert holds a Master of Engineering degree in electrical engineering from Cornell University and a Bachelor of Science in computer and systems engineering from Rensselaer Polytechnic Institute.</p> <p>He has spent almost his entire career in customer facing roles because of the satisfaction he gets of seeing innovations being put into practice, particularly when making strategic decisions. “Every day, we face complex problems that we are challenged to boil down to the right black and white, dollars and cents, decision point. Not enough depth in the analysis increases the risk of a sub-optimal decision. Too much can result in wasted effort and time or ‘paralysis by analysis.’ Understanding the problem statement and determining that sweet spot is essential.” He advocates innovation as early as possible in the problem definition process to maximize the potential benefit.</p> <p>Robert has developed telecommunications traffic projections for many customers worldwide, with forecasts ranging anywhere from 6 months to 15 years. “The level of detail in the analysis has to be tailored to the forecast window. Near term projections are more driven by trends in existing customers and applications. Longer term, we need to look more into industry disruptors and social, business, and technology trends. Fifteen years ago, Twitter, Instagram, and Snapchat weren’t around and Facebook was nascent. Fifteen years from now, the Internet may be dominated by a new generation of apps, but a constant will always be the people, companies, and machines behind them creating the traffic.”</p> <p>In his current position, Robert leads a team of experts located throughout Hungary, India, The United Kingdom, and The United States. Two areas he considers essential to keep his team thinking ahead of the curve are collaboration in the decision making process and customer centricity. “Innovation should not only be a personal objective. We should always look at ways to encourage and nurture it in others.”</p>
      • answer_1<p>BT has established an operational model for some of our key, complex, globally-managed services customers, where we have separated the Information Technology Infrastructure Library (ITIL) functions that are primarily proactive, such as capacity planning, RCA/problem management and inventory management from the more traditional day-to-day functions like maintenance and incident management. The latter functions are supported by the network operations (NOC) team, while the team that supports the proactive functions as well as the network management tools is referred to as TCAP (Tools, Capacity, Availability, Performance, Problem). Under this model, I lead the global TCAP team that is part of a managed services contract for a multi-national, Fortune 200 insurance company with hundreds of sites and tens of thousands of network elements.</p> <p>Because of this distributed operational model, BT is in a better position to engage in strategic planning discussions with our managed services customers; understanding their business plans and forecasts and their impact on the network. The team is better positioned to translate these business plans and forecasts into new requirements for analysis, reporting updates, and network monitoring and management tool features/capabilities.</p>
      • answer_2<p>One of the biggest impediments to innovation is inertia. While the objective of any innovation in the long run is a positive impact to the business, whether in savings or revenue, most innovations will require an upfront effort and investment to define a problem statement, hypothesize, test the hypothesis, measure the benefit and implement the solution. In particular, if it is an operational innovation, those who will use it will need to be trained and alter their daily working model to embrace it.</p> <p>It is an easy trap to focus solely on meeting day-to-day deliverables and obligations, thereby losing sight of the “big picture” and not dedicating enough time for problem analysis and planning of innovations. The challenge is in establishing a balance, and investing enough time in the short term for defining and analyzing key problems and subsequently planning and developing innovations to address them.</p> <p>The risk of organizational inertia emphasizes the need for effective and cascaded goal setting, both at the personal and organizational level; i.e., establishing, tracking and validating completion of relevant and SMART objectives yearly, monthly, weekly and in certain cases even daily, and ensuring appropriate targets for innovation are included in those goals.</p>
      • answer_3<p>The first part of the question is an interesting one. I would say that innovation has not become engrained in our organization’s culture, because it has been there all along. We have been thought leaders since 1846 when the Electric Telegraph Company was first formed in The United Kingdom. The founders were excited by the business applications of innovation, excited by the commercial potential of electricity and magnetism could offer for communications. And since 1984, we have become truly global, extending our presence with locations and customers all over the world.</p> <p>As a company, BT has a portfolio of approximately 5000 patents, and files over 100 new applications every year. Over the last five years, we have invested over £2.5B in R&D. We leverage substantial academic engagements with more than 30 elite universities around the world, including MIT, Cambridge University and Tshinghua University.</p> <p>Locally and more specifically to everyone on my team, innovation is essential to our day-to-day jobs. We optimize innovations through the goal and objective-setting process (see above) both on a team as well as on an individual basis, and we measure the impact of any potential innovations against the overall benefits to the business.</p>
      • answer_4<p>From a networking technology perspective, security is an ongoing concern where growth and change continue to happen. Unfortunately, it’s not just the “good guys” who are innovating. The threat landscape is rapidly changing. Every day we are hearing about new and creative ways people and companies are being put at risk, such as DDoS attacks, data theft and breaches and viruses, malware and ransomware. Hackers, with the backing of deep-pocketed organizations that provide endless resources are getting more and more sophisticated in their attacks. The industry has to constantly innovate by adapting its technologies and approach to stay ahead of the game in light of all these new cyber threats, designing services that are highly available and robust, and networks that are more resilient and making data more secure.</p> <p>From the point of view of process engineering, I expect automation to be the key game changer. As enterprises digitally transform further, automation will enable them to be more efficient, increasing agility and reducing costs. IoT, M2M and machine learning will be further catalysts for this automation.</p>
      • answer_5<p>I think that the best innovations occur in collaborative environments; when you are part of a wider ecosystem. Our research and innovation center in Adastral Park, near Ipswich, used to be a BT-only facility. However, it is now a collaborative, open community of close to 100 leading edge technology companies and 4000 employees between BT and its partners. Our strong track record of collaborating with many institutions, including our customers and partners, has led to many examples of mutual business benefits derived from the innovations that were jointly created.</p>
      • leader_id232
      • modifier1469
    • Leader
      • id232
      • nameRobert Novo
      • job_titleGlobal Director of TCAP
      • companyBT Global Services
      • headshotRobert-Novo-headshot-140x140.jpg
      • company_logoBT-logo-140x60.jpg
      • bio_full<p>Robert Novo is a director in the global services division of BT (British Telecom) where he leads a department responsible for various proactive ITIL functions that are an integral part of a managed services contract for a multi-national, Fortune 200 insurance company. He and his team are responsible for a network with tens of thousands of devices, serving hundreds of sites worldwide. The team provides management and planning of various functions including capacity, inventory, change, problem, release, and knowledge as well as managing and supporting the tools used in the day to day monitoring and operations of the network.</p> <p>Robert has 30+ years of experience in the industry, having worked with customers all over the world, published papers/articles, and presented at conferences on leading-edge technologies in both Spanish and English. Prior to joining BT, Robert has held a variety of senior leadership positions in the telecommunications networking industry, in areas including business strategy consulting, research and development, product/service management, complex data analysis and forecasting, and software tool support. Robert holds a Master of Engineering degree in electrical engineering from Cornell University and a Bachelor of Science in computer and systems engineering from Rensselaer Polytechnic Institute.</p> <p>He has spent almost his entire career in customer facing roles because of the satisfaction he gets of seeing innovations being put into practice, particularly when making strategic decisions. “Every day, we face complex problems that we are challenged to boil down to the right black and white, dollars and cents, decision point. Not enough depth in the analysis increases the risk of a sub-optimal decision. Too much can result in wasted effort and time or ‘paralysis by analysis.’ Understanding the problem statement and determining that sweet spot is essential.” He advocates innovation as early as possible in the problem definition process to maximize the potential benefit.</p> <p>Robert has developed telecommunications traffic projections for many customers worldwide, with forecasts ranging anywhere from 6 months to 15 years. “The level of detail in the analysis has to be tailored to the forecast window. Near term projections are more driven by trends in existing customers and applications. Longer term, we need to look more into industry disruptors and social, business, and technology trends. Fifteen years ago, Twitter, Instagram, and Snapchat weren’t around and Facebook was nascent. Fifteen years from now, the Internet may be dominated by a new generation of apps, but a constant will always be the people, companies, and machines behind them creating the traffic.”</p> <p>In his current position, Robert leads a team of experts located throughout Hungary, India, The United Kingdom, and The United States. Two areas he considers essential to keep his team thinking ahead of the curve are collaboration in the decision making process and customer centricity. “Innovation should not only be a personal objective. We should always look at ways to encourage and nurture it in others.”</p>
      • summaryRobert has spent almost his entire career in customer facing roles because of the satisfaction he gets of seeing innovations being put into practice, particularly when making strategic decisions.
      • category0
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      • created2019-02-28 15:43:28
      • modified2019-03-04 09:24:04
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  • 2
    • InnovatorProfile
      • id26
      • linkedin_url
      • summary_bio<p>Voted one of Houston’s “40 under 40” business stars by Houston Business Journal, Phillips has founded and grown a company which is changing the game for consumers in the healthcare field. In fact, in September 2014, PBS named 2nd.MD one of the Most Innovative US companies. Whether solving the most complex medical case, serving the poorest in Africa, or speaking at MIT, he is determined to make healthcare ridiculously easier, and more effective, for millions of families.</p>
      • answer_1<p>Medical knowledge is doubling every two years and most people are receiving poor, conflicted medical information. 2nd.MD's first goal is to make the ability to reach medical specialists more easily accessible. For example, our member​s can now ​enjoy a video consultation with a top specialist from ho​me ​within three days, getting remarkable clarity and up-to-date information regarding their condition. ​We are combining high-tech with high-touch, and the marriage is beautiful. Healthcare gets faster, easier and more personal.​</p>
      • answer_2<p>One of the biggest impediments to innovation in our industry is simply being in the healthcare business. Things have been so bad for so long ​that organizations have stopped trying to improve. Large organizations control a lot of the industry, making big changes difficult, even if it would help everyone.</p> <p>A second impediment is that everyone is concerned about their data being shared or stolen. Healthcare data is incredibly sensitive, but unless you can understand and access someone’s healthcare data, how can you help them? </p> <p>A third is the fear of the unknown. When speaking to a top doctor via video for a second opinion, doctors worry they might lose a patient; members worry they might offend their doctor by seeking a second opinion; hospitals worry that a procedure might be cancelled. Like most of our fears, they don’t come true, but you can still expect resistance.</p>
      • answer_3<p>Our team is a group of people so unsatisfied with the current limitations and frustrations of healthcare that we cannot stop thinking about how we can improve it.​ Changing lives is the fuel that lets us know we are headed in the right direction. Our team continually reviews new apps and companies to evaluate if there is something we can learn and improve upon. We look over our shoulder constantly, knowing that our success can be shadowed by a new or current player improving on our model. Frustration, fear, and faith are three equal motivators that drive us to improve.</p>
      • answer_4<p>Being able to prick your finger and monitor 100 markers in your blood on your smartphone is particularly exciting to me. We trademarked 'hospital in your hand' as we see how the smartphone could become the center of healthcare.​ Having most of your medical encounters with medical professionals be from home will save tremendous time, cost, and frustration of sitting in a medical suite for an hour reading old magazines. Also, the ability to instantly access your medical records from various places will allow progress in our treatments and lessen waste, which will be a game-changer in its own right.</p>
      • answer_5<p>I honestly cannot think of a more compelling innovation than one which saves lives through linking people in need to right doctors when they need it most. And what industry requires innovation more urgently than healthcare, where our members remind us daily of the lack of clarity, unnecessary paperwork, unjustifiable cost, and rough edges of our healthcare system.​ </p> <p>This week at a managers meeting for a famous company, an employee stood up and told us how 2nd.MD changed their child's life. They had been to see 40 specialists and were not sure of their baby’s future. Today they have a plan and a new hope after a single video consultation with a top doctor.​ No innovation has driven customer engagement like stories people share with one another when a life has been changed.​ </p> <p>Of note, my son will never know the healthcare we all struggled with. He will simply pick up his tablet, ask to speak to a doctor, video consult with a perfectly matched doctor who is looking at his records, diagnose his blood, and then, following doctors orders, will roll over and go back to sleep. That’s what we are building.</p>
      • leader_id125
      • modifier162
    • Leader
      • id125
      • nameClinton Phillips
      • job_titleCEO
      • company2nd.MD
      • headshotClinton_140x140.jpg
      • company_logo2nd.MD logo 140x60.jpg
      • bio_full<p>Voted one of Houston’s “40 under 40” business stars by Houston Business Journal, Phillips has founded and grown a company which is changing the game for consumers in the healthcare field. In fact, in September 2014, PBS named 2nd.MD one of the Most Innovative US companies. Whether solving the most complex medical case, serving the poorest in Africa, or speaking at MIT, he is determined to make healthcare ridiculously easier, and more effective, for millions of families.</p> <p>While most Americans facing serious heath challenges must wait roughly two months to access doctors who specialize in their conditions, Phillips’ firm, 2nd.MD, guarantees a consultation with a leading specialist within 72 hours – entirely free of charge to patients covered by a company plan. The multiple life-saving innovations at its heart include an online platform for retrieving and uploading patient tests, MRI scans and medical charts; a legal and ethical framework for remote consultations; and video conferences with specialists at their homes. Some 5,000 members have already consulted with some of the hundreds of top doctors in their system, and 7 large companies, including Starbucks and Morgan Stanley, have already put their thousands of staff on the 2nd.MD benefit.</p> <p>The South African expatriate and his wife Jade founded the business when – despite his own background and contacts in the healthcare field – he found he could not quickly identify or access a specialist to treat his baby daughter, Gabi, who suffered a stroke at 4 months old. Thanks to remote consultations with specialists through the system, Gabi – now almost 3 – is now recovering “beautifully.” And she's not the only one to benefit from this groundbreaking system. 2nd.MD users rate doctor expertise on the system at an astonishing overall average of 4.9 out of 5.</p> <p>Some experts project the firm’s potential as a future billion-dollar company, and a trailblazer for an entirely new way to make the single most important decision in anyone’s life.</p>
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      • created2015-04-30 11:39:06
      • modified2016-06-01 10:01:08
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  • 3
    • InnovatorProfile
      • id61
      • linkedin_url
      • summary_bio<p>Dhrupad Trivedi, president and chief executive officer of A10 Networks, brings global leadership experience across multiple businesses and is passionate about driving leading technology businesses to win by creating value for customers.</p>
      • answer_1<p>I would say one of the keys to building an innovation culture is having people within your organization and on your teams that continuously challenge the status quo and have the ability to think about the biggest problems and challenges customers and markets are trying to solve and how your company can evolve to address them. Typically, that is going to require you to look at things from multiple points of view. You have to think about it from a technology point of view; you have to think about it from a user point of view; and you have to think about it from a structural and macro trend point of view. So, when I think about this, I think about organizations and cultures that are continuously connecting what they do with how they can help their customers and markets achieve value. This may include breakthrough technology, doing something no one else can do, but it is always about connecting what you do with your customers and markets. It may be your customers don’t really know the solutions they need, but still you need a culture that is always focused on solving the customer’s problem.</p>
      • answer_2<p>One of the biggest impediments is being anchored to what has worked in the past. Too many technology companies begin by doing something great, but they fail to understand what the next great thing should be. Where can I continued to innovate? The second factor, which is related to that, is inside-out thinking rather than outside-in. Companies can spend too much time thinking about what they do without bridging that to what their customers really need. Companies may have important technology and expertise that their customers don’t have, but they still need to make that relatable to the customer and ultimately deliver solutions that improve the customer experience and deliver better business outcomes. Now there are some innovations that you may build that never translate into customer success, and that’s okay. However, it’s critical that you keep thinking about where your customers and markets are going and how you can help them get there.</p>
      • answer_3<p>One of the things that drives innovation is creating a problem-solving culture. You need to create a culture of examining the biggest problems your market faces and figuring out how you can help solve them. The problem might not be the product itself. It might be that you need to make the product easier to use and consume. Maybe it’s a technology problem. Maybe it’s a usability problem, or maybe it’s a customer interface problem. But being clear on the problem you’re trying to solve is essential. It takes an analytical mindset in which you are always being driven by the problem you’re trying to solve. You are trying to solve a problem in a new and different way, and there is always the chance that that won’t be the right way. There is always an executional risk. But an analytical mindset will help you understand that risk, along with the invention side of the equation. It guides you in a more structured way and helps you understand why you are trying to do something and what success will look like.</p>
      • answer_4<p>There are many. One of the really big trends in our industry has to do with the Internet of Things and Industry 4.0. More sensors and objects are being connected and are collecting and generating more data. And all of that runs through networks and into applications. All of it needs to be efficiently and flexibly managed and that represents a major opportunity and challenge for our industry. The second thing that affects our business is that, as all of this gets connected, it creates a naturally attractive target for cyber criminals and attacks. A10 Networks brings a deep understanding of networks, but also an understanding of the nature and structure of those attacks with the technical expertise to detect them and remediate them. I don’t expect cybersecurity to become less of a problem over the coming years, especially as connectivity becomes more and more important. A third big trend is the continued adoption of the cloud for storage and compute. This is a huge trend for the industry and also for us. How do we support our customers as they continue to move into the hybrid environment of public and private clouds and on-premises systems? All of these trends are also creating a major skills gap, so it’s incumbent on us to continually create greater customer ease of use.</p>
      • answer_5<p>Achieving alignment across the organization and all of your teams—commercial teams, engineering teams, product teams, marketing teams—on why you are doing things is really a strategic imperative. And then you need to connect all of that to the customer. As I’ve said before, not everything you try is going to work. But if you can create a much more inclusive conversation on why you are doing something, it really helps you get there. Now I think it’s true that if you do everything the customer tells you to do, you will not be very successful because the customer doesn’t know what he or she doesn’t know. But if you understand their underlying problems, you can be far more effective as an innovator. What we are trying to do at A10 Networks is to create a shorter closed loop between sales, engineering and product management, so that we can function as one team focused on solving problems for our customers, whether that is a new product or a new consumption model, for example. Another strategic requirement for A10 is always focusing part of our development efforts on breakthrough ideas and solutions. They may have a low probability of success, but if we are successful, we will solve major challenges for our customers.</p>
      • leader_id236
      • modifier162
    • Leader
      • id236
      • nameDhrupad Trivedi
      • job_titlePresident, CEO and Chairman of the Board
      • companyA10 Networks
      • headshotDhruad Trivedi _A10_headshot.png
      • company_logoA10 logo.png
      • bio_full<p>In December 2019, Dhrupad Trivedi became president and chief executive officer of A10 Networks (NYSE: ATEN), a global technology leader providing secure application services for on-premises, multi-cloud and edge-cloud environments at hyperscale. The company’s customers include leading enterprises, cloud providers and telecommunications service providers worldwide. From 2010 to 2019, Dr. Trivedi served in multiple roles as executive vice president at Belden including Tripwire, corporate development, network solutions platform and Trapeze Networks. Prior to this, he held multiple general management and corporate development roles at JDS Uniphase. Trivedi holds a Ph.D. in electrical engineering from University of Massachusetts, Amherst, a master’s degree in electrical engineering from University of Alabama and an MBA in finance from Duke University. Trivedi brings global leadership experience across multiple businesses and is passionate about driving leading technology businesses to win by creating value for customers.</p>
      • summaryDhrupad Trivedi, president and chief executive officer of A10 Networks, brings global leadership experience across multiple businesses and is passionate about driving leading technology businesses to win by creating value for customers.
      • category
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      • created2020-11-05 17:15:24
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  • 4
    • InnovatorProfile
      • id31
      • linkedin_urlhttps://www.linkedin.com/in/shannonglucas
      • summary_bio<p class="highlight">As the Director of Innovation at Vodafone Global Enterprise, Shannon Lucas focuses on empowering global Fortune 500 businesses to stay agile, competitive and sustainable.</p> <p class="highlight">One of the world’s largest telecoms companies, Vodafone has mobile operations in 26 countries; partners with networks in a further 55; and provides fixed broadband operations in 17 markets. As of June 2015, Vodafone had 449 million mobile customers.</p> <p class="highlight">Lucas is passionate about developing ecosystems which trigger collaborative innovation between multiple stakeholders, and has presented her game-changing vision at TedX.</p> <p class="highlight">Armed with the unique leadership and team lessons of having served as a mountain rescue volunteer, the Bay Area disruptor developed her career with cutting edge technology experience at companies like Microsoft and T-Mobile.</p> <p class="p1"><span class="s1">At Vodafone, she </span><span class="s2">is part of the core team that focuses on a global </span><span class="s1">program to generate innovative solutions by turning enterprise customers into collaborative partners.</span></p> Within the enterprise, Lucas has not only supported dynamic intrapreneurship and a broad culture of change, but has invited employees to take on the role of customers in a program which has generated transformative ideation and engagement models.
      • answer_1<p>The Vodafone Innovation team is fortunate to be positioned at the intersection of the world’s leading total telecommunications company, innovation and relationships with the largest global enterprises. Mobility is the heartbeat of today’s innovation. While not every innovation is built on mobile, mobility is transforming the way the world operates. This gives us the freedom to embark on an innovation journey with our customers.</p> <p>We run approximately 100 customer innovation workshops each year and take the radical approach of having an open conversation without an agenda and ask big questions starting with, “What if?” We are confident that no matter what emerges, we can help our enterprise customers on their innovation journeys. This approach shifts the relationship from customer-vendor to collaborative partners. The conversation is focused on business transformation, not technology. Of course, we look at ways that technology is supporting an ever-changing world. But first we collaboratively develop the vision of, “Where do you want to be in 3 years?” At the end of the workshop, we collectively ideate solutions, refine and prioritize and then execute with a lean, agile approach. The innovation program is our think-and-do tank.</p> <p>Increasingly we see disruptive ideas or solutions emerge from our workshops that cannot be tackled alone. In response to this growing need for co-creation we launched the Enterprise Studio. It’s both a physical space in Silicon Valley and a global methodology. We pull from a variety of innovation frameworks like design thinking, lean, agile, etc., but as each project is wildly unique, we have to be willing to adapt our approach. The Studio is not an “app-factory.” We tackle problems such as user-based, real-time car insurance in the UK, to financing for smallholder farmers in Africa, to holistic analytics platforms to manage supply chains.</p> <p>We have a lot of experience to draw from having run so many workshops in the last few years. At the same time, we recognize this is an iterative process and we are always looking to learn from our own experiences as well as thought leaders from across the global innovation community.</p>
      • answer_2<p>One of the biggest challenges to driving innovation into large enterprises is the size and complexity of these organizations. The size and scale of large corporations can enable truly transformative solutions. They have access to human and financial resources, a global footprint, and infrastructure that allows for scale. However, the complexity of navigating stakeholders, competing project priorities and finding the appropriate subject matter experts can slow down innovation. Within Vodafone Global Enterprise we are fostering a culture that embraces lean and agile concepts to help navigate the accelerating speed of change that businesses are facing today.</p>
      • answer_3<p>Two years ago we started running Innovation Bootcamps in Vodafone offices globally. We replicate and condense a customer innovation workshop and invite Vodafone employees to take on the role of the customer. We bring to life concepts like design thinking, divergence/convergence and personas.  We have our employees ideate as if they were a customer. The experiential learning fosters a deeper understanding of the value of innovation as a tool for internal business transformation and as a differentiated engagement model with our customers. We have also started running workshops to generate new solutions or tackle business challenges internally.</p> <p>We don’t want people to just take our word about the impact of the Vodafone innovation program. We share data regarding opportunities created, new executive customer relationships established and highlight examples of how the program has demonstrated positive impact with our customers.</p> <p>Optimization is a constant journey. The innovation team is by definition always finding ways to improve.  We pause at the end of the year to reflect on what has worked well, where we need to improve, where we see innovation as a practice heading, and then create a plan for how to improve for the following year.</p> <p>This year we have a strong focus on scaling the program. The success of the workshops and co-creation engagements has generated a large number of opportunities that require a strong global bench of Innovation Champions (Vodafone employees) to help execute. We have created tiered certification programs for both the champions and the sales teams. We believe that the training opportunities we are creating for the Champions provide excellent personal and professional development. We know that a simple “Thank you” can go a long way, so we have also created a rewards and recognition program to highlight the efforts of these employees.</p>
      • answer_4<p>The ubiquity of connectivity cannot be overstated. As you look at the number of people joining the connected world in emerging markets as well as the number of connected things, the question becomes, “Why do you want to connect with someone or something?” not how.</p> <p>In our world of enterprise innovation, co-creation can be game changing. Organizations that successfully tackle big challenges will simultaneously create tremendous value for their company and for society. It’s our view that this takes a new type of business relationship, where new partnership models evolve based on open innovation and co-creation to build disruptive solutions.</p> <p>Co-creation uses two companies’ current capabilities as a foundation, while building a new solution on top, creating something disruptive that could not have been easily accomplished by one company on their own. Co-creation also allows the team to tap into the collective wisdom of both organizations, de-risks the project and strengthens the relationship between the two companies. We are seeing demand for this type of engagement and are excited about the possibilities that can emerge.</p>
      • answer_5<p>There is no magic formula for innovation. It’s a combination of openness (to new approaches, opinions, mindsets, partners), perfectionism (how do we make this better still?), collaboration (together is easier than alone), and hard work (good innovation takes practice!). Our program has embraced iteration as a key philosophy and we are always looking for ways to improve.</p> We have the found biggest determinant to our enterprise innovation program is employee empowerment. By providing a way for top employees to channel their passion, we create a win-win for the organization. The innovation program can have large impact with a very small core team, because we foster a global community of innovators who contribute their skills to the program. Those folks, in turn, get to participate in meaningful and exciting work while developing their professional skills and increasing their visibility within Vodafone. Because their voices are heard and their ideas acted upon, they are more likely to speak up and suggest ways to improve or help our customers. Not only that, but also they become key participants in building those solutions. They are the evangelists for new ways of thinking and doing business, which is what enables the innovation program to accelerate success. It’s a virtuous circle of enterprise innovation.
      • leader_id144
      • modifier162
    • Leader
      • id144
      • nameShannon Lucas
      • job_titleDirector of Innovation
      • companyVodafone Global Enterprise
      • headshotBPI-Game_Changer-Shannon_Lucas.jpg
      • company_logoVodafone Americas.jpg
      • bio_full<p class="highlight">As Director of Innovation at Vodafone Global Enterprise, Shannon Lucas focuses on empowering global Fortune 500 businesses to stay agile, competitive and sustainable.</p> <p class="highlight">One of the world’s largest telecoms companies, Vodafone has mobile operations in 26 countries; partners with networks in a further 55; and provides fixed broadband operations in 17 markets. As of June 2015, Vodafone had 449 million mobile customers.</p> <p class="highlight">Lucas is passionate about developing ecosystems which trigger collaborative innovation between multiple stakeholders, and has presented her game-changing vision at TedX.</p> <p class="highlight">Armed with the unique leadership and team lessons of having served as a mountain rescue volunteer, the Bay Area disruptor developed her career with cutting edge technology experience at companies like Microsoft and T-Mobile.</p> <p class="highlight">At Vodafone, she has embarked on a major program to generate innovative solutions by turning enterprise customers into collaborative partners.</p> Within the enterprise, Lucas has not only supported dynamic intrapreneurship and a broad culture of change, but has invited employees to take on the role of customers in a program which has generated transformative ideation and engagement models.
      • summary(null)
      • category
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      • created2015-07-31 10:40:12
      • modified2015-10-12 17:27:42
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  • 5
    • InnovatorProfile
      • id13
      • linkedin_urlhttps://www.linkedin.com/in/thomasjbuckholtz
      • summary_bio<p>Dr. Thomas J. Buckholtz, Ph.D., has served in many executive roles including Chief Information Officer for both corporate and governmental organizations. He has made key contributions to the business, technology, and governmental innovations.  He has served as an advisor to many key startups, and works as a University Extension Professor guiding workshops on innovation.</p>
      • answer_1<p>Let people pursue their natural curiosity and good intensions.  Nudge a person's curiosity, intensions, and pursuit toward outcomes that benefit the organization, its customers and other external constituencies, as well as the person's colleagues and self.  Help people overcome shyness about trying to make a difference.</p>
      • answer_2<p>One impediment is a lack of broad-based, impactful thinking and action - both by individuals and at a societal level. This extends to enterprises, governments, suppliers of learning, and other components of society.  People miss or misjudge key issues, opportunities, and problems.  People overly focus on "yes or no?" regarding one possibility rather than on "to what extent?" regarding several possibilities.  Problems outweigh opportunities.  Busyness trumps business.</p>
      • answer_3<p>Organizations have opportunities to use various practices that people correlate with the word "innovation."  I hope organizations look for, adopt, and adapt suitable innovation practices.  I hope organizations avoid inappropriately immature or ossifying practices.</p>
      • answer_4<p>Positive change may occur based on people first focusing on useful opportunities, objectives, and endeavors and second involving appropriate thinking and useful resources - beyond and including technology.  Some pivotal technology may correlate with helping people think more effectively.  Others may correlate with people's choices of what to measure, how to measure, and what to do based on measurements.  Still others may correlate with people's abilities to determine the extent to which people (and systems) rely on supposed information.</p>
      • answer_5<p>People who have "free time" and use it wisely.  Organizations that foster creativity and the converting of creativity into innovation.  Organizations that have adequately broad views of innovation and aspects of business, governance, and society for which innovation can be beneficial.  Organizations that help people avoid undue busyness.  Organizations that build society, customers, business practices, partners, suppliers, and relationships - along with lines of products and services.  Organizations that reuse and teach - not just use - beneficial practices, processes, knowledge, and data.</p>
      • leader_id85
      • modifier162
    • Leader
      • id85
      • nameThomas Buckholtz
      • job_titleBusiness Advisor and Innovation Consultant
      • company
      • headshotTomB.png
      • company_logo
      • bio_full<p>Dr. Thomas J. Buckholtz, Ph.D., made key contributions to the following business, technology, and governmental innovations.  Produce cost savings equal to 1.5 percent of corporate revenue, by leading a company-wide grassroots innovation program.  Pioneer 3 information technologies.  Develop 3 leading-edge information systems.  Establish 3 information-technology marketplace business practices.  Improve governmental service (from all levels of government) for the American public, via a nationwide grassroots movement.</p> <p>He made vital contributions to the following environmental and societal achievements.  Preserve 7 kilometers (4.5 miles) of Pacific Ocean coastline in Palos Verdes Estates, California, USA. Pioneer nationwide grassroots endeavors by an American national political party.  Establish a Rotary International worldwide service program.</p> <p>Tom has served in the following roles: Executive leading a billion business unit that met profitability goals; corporate officer and advisor for startups; chief information officer for a billion enterprise; co-CIO for the United States federal government’s Executive Branch; program leader catalyzing innovation throughout a billion corporation; Commissioner, U.S. General Services Administration; Professorial Lecturer; university Extension Instructor; business advisor; and innovation consultant.</p> <p>He has a B.S. in mathematics from the California Institute of Technology and a Ph.D. in physics from the University of California, Berkeley.  He completed business programs at Stanford and Michigan.</p> <p><strong>Areas of Expertise:</strong></p> <p class="p1">Organizations that need to develop or enhance an innovation program.  </p> <p class="p1">Enterprises that need to improve services, products, marketing, leadership or communication, strategy, teamwork, learning, program or project management, or customer or supplier relationships.  </p> <p class="p1">Providing perspective and techniques for building coalitions or fostering grassroots endeavors.  </p> <p><strong>You can find Tom --> </strong></p> <p><strong>Leading Workshops:</strong></p> <p class="p1">“Intensive Workshop in Accelerating Innovation”</p> <p class="p1">September 16 & 17, 2014</p> <p class="p1">In this two-day intensive workshop, you explore how to build and sustain a culture of innovation. You will work on skills to help you and your enterprise identify and create opportunities to innovate.  Learn methods to successfully lead the development of innovative products, services, business practices and work processes.  Understand how to foster departmental innovation programs and innovative work cultures.  Employ Direct Outcomes systems-thinking checklists.</p> <p class="p1"><span class="s1"><a href="http://extension.berkeley.edu/search/publicCourseSearchDetails.do?method=load&courseId=6849295"><span class="s2">http://extension.berkeley.edu/search/publicCourseSearchDetails.do?method=load&courseId=6849295</span></a></span></p> <p class="p1"><strong>On the web:</strong></p> <p class="p1"><span class="s1"><a href="http://thomasjbuckholtz.wordpress.com/">http://thomasjbuckholtz.wordpress.com/</a></span></p>
      • summary(null)
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      • created2014-08-14 15:32:36
      • modified2014-08-14 16:18:41
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  • 6
    • InnovatorProfile
      • id9
      • linkedin_url
      • summary_bio<p>Pieter de Villiers is responsible for establishing Clickatell as the world’s leading mobile messaging provider, enabling tens of thousands of enterprises and millions of consumers to interact, communicate and benefit greatly via their mobile phone. De Villiers has led the organization through a decade of robust growth and innovation by providing high value, application-to-person (A2P) SMS services to banks and other financial services providers, governments, social communities, and a myriad of mobile developers in several additional vertical markets.</p>
      • answer_1<p>Building an organization or culture that embraces change is no easy task since both are a reflection of its people and most people do not like change -- we are, after all, ‘creatures of habit’. However, I’ve found if the change or innovation is focused on efforts that improve, enhance, or simplify things you are already doing, it is generally accepted by smart organizations. You can then get those same smart people to innovate in areas outside of what you do today as long as you provide a clear “Vision” and “Why” to your people.</p>
      • answer_2<p>Not having a clear “Why” or “Vision” for the business that translates into relevance is a large impediment to enterprise innovation today. It is important for a company to know who and what it is and what is brings to the industry (example Kodak: Thinking of themselves as a paper or camera company instead of a company people associate with their most precious memories).</p> <p>Not having the courage to manage stakeholder expectations as you invest for change is another innovation impediment. Executive teams are measured on how well they meet quarterly earnings expectations, so it is understandable that many would prefer to just “deliver the numbers” than take risks. However, this does not produce an environment conducive to change and innovation. It is better to manage expectations and know that as your technology or company changes, the measurement and expectations need to change too. </p> <p>Organizational agility and management ability to “re-tool” for change is a must have. Managing people is difficult enough, adding in the complexity of “re-tooling” the organization with training and hiring creates an additional burden to an already complex role as a manager. A manager without the skills to handle these issues impedes effective change and innovation.</p>
      • answer_3<p>At Clickatell, we are thinking a lot about our “Why” and our relevance in order to update our thinking and match it with our customer’s perspective. We have also allocated funding to new initiatives and products even though they only contribute to the bottom line in the “out years.” We have embraced new methodologies (agile/scrum) and tools/platforms as we design new solutions and optimize existing offers (Hadoop, Amazon- Cloud, etc.).</p>
      • answer_4<p>Two years is a short time frame, so it will have to be those technologies that have some level of “mainstream” acceptance already. This would include mobile technologies with their super-size reach, Cloud Computing which improves speed to market and reduces start-up costs and lastly Big Data & Analytics which allows us to better understand our customer behavior and monetize in new ways.</p>
      • answer_5<p>People (typically product folks) that are very close to customers, engage them often and understand how they are using the product embody the innovation mindset. These are the same individuals who measure results frequently and are willing and/or able to iterate and invest in expanding/improving the organizations value proposition. I don’t feel there is a specific company to name because for me, there is no singular company that gets this right all the time.</p>
      • leader_id44
      • modifier0
    • Leader
      • id44
      • namePieter de Villiers
      • job_titleFounder and CEO
      • companyClickatell
      • headshotpeter-clickatell.png
      • company_logoClickatell Logo (140 x 60).png
      • bio_full<p>Pieter de Villiers is a South African born, Silicon Valley based entrepreneur with a passion for mobile and the empowerment it leads to. Pieter is also one of the youngest mobile industry veterans with over 14 years of experience in global telecoms, mobile messaging and mobile payments backed by the likes of Sequoia Capital. As the CEO and co-founder of Clickatell, Inc., a leading Global Provider of Application-2-Person Mobile Messaging and Mobile Transactional Services, Pieter has successfully lead his team to grow a multi million dollar profitable business operating on multiple continents. Since its launch, Clickatell boasts one of the largest messaging-as-a-service footprints globally and fastest growing mobile pre-paid networks, serving more than 28,000 companies across 960 mobile operators in more than 220 countries and territories.</p> <p>Pieter has been recognized for his leadership and achievement in the mobile industry by many industry organizations, including Global Technology Business who named Pieter as one of "top 40 under 40" executives who will likely "run the telecoms industry in 2020." De Villiers has also been honored with the Mobile Village Mobile Star Award for Visionary of the Year in Wireless and the Visiongain Research Mobile Content Awards Industry Personality of the year.</p> <p>Along with his work with Clickatell and the mobile industry, Pieter is also an active participant in socially responsible organizations and programs.  Pieter is an advisor for the SABLE Accelerator Network which provides mentoring and consulting services to South African companies, entrepreneurs, and institutions.  Pieter is also founder of the SiMODiSA Start-up Summit, a movement focused on exploring ways to accelerate tech startup success in South Africa and Africa as well as GSMA’s Hive Projects that work to power charities and communities through SMS.  In 2012, Pieter was awarded with the Social Economic Impact Award from the San Jose Business Journal.</p> <p>Pieter is a familiar face in the mobile industry and an active participant in many leading mobile organizations.  Pieter has and continue to contribute in various forums and interest groups including: the <a href="http://www.gsm.org/">GSM Association</a>, <a href="http://www.ctia.org/">CTIA</a>, <a href="http://openmobilealliance.org/">Open Mobile Alliance</a>, <a href="http://www.waspa.org.za/">Wireless Application Service Provider Association</a> and <a href="http://www.themda.org/">Mobile Data Association</a>. Pieter is an accomplished speaker and has presented his thoughts on mobile at various mobile conferences in the United States, Europe and Africa including: GSM Mobile World Congress - MMU, Mobile Money Africa, International CTIA Wireless Conference and the Rutberg & Co., Wireless Influencers Conference, etc.</p>
      • summary(null)
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  • 7
    • InnovatorProfile
      • id41
      • linkedin_urlhttps://www.linkedin.com/in/mahajancvf?authType=NAME_SEARCH&authToken=PH4p&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CentityType%3AentityHistoryName%2CclickedEntityId%3Amynetwork_13108688%2Cidx%3A0
      • summary_bio<p>Look at almost any plastic soda bottle, and you will find that it stands on five ribs that are integral to the walls. The invention of the “petaloid base” in the 1970s offers crucial insight into an innovation process that is highly relevant to business today, and to the growing movement away from functional roles and toward value creation. Because pressurized plastic expands like a balloon under pressure, bottles at the time were two-piece products that stood on a rigid cup – and efforts to create a one-piece bottle had cost tens of millions, without success.</p> <p>Gautam Mahajan—the co-inventor of the petaloid base, then head of research and engineering at Continental Can— told BPI that his team solved the problem by reframing it in this way: where does the bottle <em>want</em> to go when under pressure, and using the concept of entropy, where everyone including the bottle resists being forced into an ordered state? It had been assumed in the industry that the bottle would need an incremental innovation, and that the machines that make them would require an expensive disruptive innovation—since they would have to create far more pressure to force out those five bulges. Mahajan proved the opposite: the disruptive petaloid solution changed the entire industry, while the machines needed only affordable shock-absorbing improvements, and timing changes.</p> <p>Now a leading author and thought leader, Mahajan moves executives and academics globally to his belief that the purpose of companies is not to generate profit, but to create value—where profit and competitiveness are by-products. “We all know the purpose of attending college is education, not grades. Grades are a measure of how well you have studied,” he says. “Why then do business leaders still insist that the purpose of a business is profits? Indeed, why do we study for a Masters of Business Administration when it should be a Masters in Value Creation? Everything is process-driven at present, but we want the mind-set to be changed.”</p> <p>Mahajan’s new book, “Value Creation: The Definitive Guide for Business Leaders”, was introduced this month by the Director of the Indian Institute of Management in Bangalore, and received high praise at a recent business literary festival. Gautam is setting up Value Creation Forums around the world and catalyzing colleges to conduct research on Value Creation. He believes values create value, and that efforts beyond formal job descriptions—efforts as small as a smile— generate brand equity for both the employee and the company.</p> <p>Mahajan is now the Founding Editor of the Journal of Creating Value, which enables academic research become more responsive and relevant to business practitioners, while promoting value creation as the new “true north” compass heading for executives. This approach echoes recent findings at Harvard Business School, in which Michael W. Toffel noted that, “The lack of practical relevance of much of our research might suggest that few of us also have the ambition to improve the decisions of the managers and policymakers whose actions we study.” The business leader who Harvard quoted on the issue—Donovan Neale-May, executive director of the Chief Marketing Officer (CMO) Council—also noted that, “There is often a disconnect between practitioners and academics, who tend to be far removed from operational complexities and market dynamics”.</p> <p>“I see myself as a generalist, as someone who has created and who thinks differently, who doesn’t get stuck with the run of the mill thinking,” says Mahajan. Previously, he was President of the Indo-American Chamber of Commerce, which is the only bilateral chamber between the US and India, and includes 14 offices between the two countries. He is also President of Inter-Link India and Customer Value Foundation and went on to become a leading consultant to top Indian companies, as well as the author of three seminal books on value. Mahajan told BPI that his consistent advice to innovators is to ban any concerns about cost when at the early, explorative end of the innovation process. Conversely, he also advises executives to free themselves from the fear of making incremental increases on the prices of their products, since customers will pay for value.</p> <p>Mahajan poses a fundamental thought challenge to companies innovating in areas like customer experience and “customer journey”—where customers are provided ever-better experiences when returning defecting products. “They forget that customers do not want that journey in the first place,” he says. “Why not rather innovate toward zero complaints, and zero product returns?”</p>
      • answer_1<p>Value Creation is a distinctive mind-set. It is a mentality driven by enhanced self-esteem, awareness, and pro-activeness. It goes beyond just doing your job, it is doing something extra. Value Creation is executing proactive, imaginative, or inspired actions that increase the net worth of products, services, or an entire business. This creates better gains or value for customers, stakeholders, and shareholders. Value Creation stimulates executives and business leaders to generate improved value for customers, driving success for the organization; it creates customer-conscious companies.</p> <p>Value Creation Forums have been started in the US, Europe and Asia, along with Value Creation research. Programs are underway to modify MBA teaching to become less functional and more value creation oriented. The role of an executive is not just to be a good manager, administrator, or a good efficiency expert; his or her role is to create value. Ahead of my most recent book, I realized that value is completely misunderstood. Everyone has a meaning for it—some think value means price, benefits, or importance— you can think of it in any way. In business jargon, value is creating financial benefits, and for people around you, which will eventually create greater financial benefit for you. You cannot set out and say you’re going to create value for yourself; you have to create value for others, such that they recognize you are a person of greater value.</p> <p>You hear words like CRM, customer satisfaction, customer experience, customer journey, customer this and that, yet all are only one part of what the customer is looking for. When you start investing heavily in things like customer experience and customer journey, you are essentially saying that they are very important—and they are—but you forget the context of their importance.</p> <p>Once I have bought a cellphone, what is the experience I really want? I want it to work; I don’t want to waste a lot of time on maintenance. The moment I have to go back to the company—and that’s the experience companies are investing on improving but not the experience I as a customer want in the first place—I am making an extra journey. I just want to be left alone. Companies tend to glorify a journey that customers don’t want in the first place instead of making sure I do not have a problem. The real thing they should be working on is how to prevent that journey. Companies should be innovating toward zero complaints, toward zero defects.</p> <p>It is easier to give examples of value destruction because they are so obvious. Value creation in a very simplistic sense is everything that goes beyond your job. You could be an accountant who does efficient work, you can’t fault his numbers, but the guy comes up to you and says, you know the tax laws are going to change and maybe we should do something with our investments and our accounting practice so we get an advantage. He’s done something extra. Everyone whose career progresses is creating value, but often he does not know that because he is doing it unconsciously. If you were conscious about it, you might create a little more value, and might destroy a little less.</p> <p>Stephen Vargo is on the board of our journal, and he coined the phrase, ‘service-dominant logic’. Before that, there were other concepts, but he said no, it is not about products. Everyone is serving everyone and the product is just part of the service. This year, there might be thousands of papers written on service dominant logic, talking about value co-creation, but few people seem to know what value co-creation is. Many see it as some kind of a vague thing that is nice to think about.</p> <p>We first started a journal that addresses both academics and practitioners: that’s a difficult mix because academics like to write in journals, and practitioners generally don’t like to write. They like to read. What we want is for academics to write in the way that business people can really understand, that is relevant. Then we encourage the practitioners to use this. On the other hand, we want practitioners to write about things that make academics pay notice. So if I write about zero complaints, they may wish to do research and find the best way to get to zero complaints. The second thing we have done is start Value Creation Forums around the world, and we have leaders in their fields come together and discuss value creation.</p> <p>We set up one in the Benelux with academics and practitioners, and many universities in the Netherlands came together and discussed three things: one, how can you create value for the student in the present courses. The second was to look at courses like HR and IT and see if you can just add one lecture on value creation for those courses. The third was to have a general management elective which is based on value creation. If you look at HR, it is probably one of the most important functions in the company since people--employees, partners and customers— are really important. The question I always ask is, ‘Why don’t HR guys become CEOs? Why are they called a staff function?’ That is because they do their functional work; they really do not do their value creation work. Once they start to do it, they begin to create immense value for the company.</p> <p>We have asked a college in India to look at values and value—what you stand for, such as ethics, morals, and integrity). The idea is that if you are a college that talks about values, do your students who become teachers do better than teachers for whom values were never inculcated? There is a professor at Wharton that does customer lifetime value; we want to work together so that he can correlate customer value-added with customer lifetime value. </p>
      • answer_2<p>Let’s look at small things that prevent people from being innovators. One is self-esteem. If you do not believe in yourself, you cannot create value. Two, you really have to become aware; if you don’t notice things around you, it becomes difficult to innovate. Most people who truly create value do not need a financial incentive to innovate; they are natural innovators because they have awareness and believe in themselves. Fear of failure comes in when you are concerned only about keeping your job.</p> <p>Another thing I find really slows down innovation is bringing the financial thought process onto the innovation table. You sit at the table, and someone comes up with an idea, and the guy next to him says, ‘That can never work because it is going to be too expensive.’ You then discard it because you have forgotten that things become cheaper and cheaper. So, my advice to innovators is to forget the cost part of it and say, ‘What is the best way of doing this?’ Then ask how to make it practical from a cost point of view. Too many good ideas just go away because some joker says it will hurt cash flow or will be too expensive.</p> <p>I am not sure that disruptive innovation is the only way to go. A few years ago, I went with students in an innovation course and suggested they work with the long distance taxi service to prevent one way hiring, and ensure the taxi guy got a return ride. It would save costs for the passenger and increase profits for the taxi person. This was like a pre-Uber move, but no one looked at it. Would this be called disruptive or an add on? Today, Uber would call it disruptive.</p> <p>With the development of the petaloid bottle base, we had machines that were taking a pounding, because the pressures required to blow the petaloid bottle were much higher than the simpler bottle. The design group came up with a way that would cost ,000 per machine—in the late 70’s—and we had about 45 machines. They were redoing the machine. That’s disruptive. I said that is the wrong approach. We ended up doing everything at a cost of only about ,000. We studied the machine and asked, ‘What is the machine actually doing?’ Why not just reduce the shock impact on the machines with cheap shock absorbers, and proper timing and then they will stop braking?</p>
      • answer_3<p>I suppose we could have called value creation, value innovation. To me, creation is a little more basic, more intrinsic. Innovation is something that takes something and goes to the next step. The goal is to take something that exists and try modify it a little. If the core of an MBA course should completely change, from one of teaching people to be good managers or efficient administrators, to becoming value creators that could be disruptive.</p> <p>Because many of the functional courses would start to disappear, and people would really start to learn how to create real value in HRD—instead of measuring whether the guy comes to work on time, or try to measure his performance— you are really doing something that increases the value to customers and society. Many functions could get outsourced into administration departments, and true HR Value Creation would remain in HR. If your brand equity increases, the brand equity of the company increases. People notice when value is created. In the Netherlands, we are currently doing a program with Microsoft with finance managers. Oracle is going to do something in this area on the West coast in the US.</p>
      • answer_4<p>I think it is about mind-set. One is business schools moving toward value creation, and away from doing functional teaching. Instead of a masters of business administration, you have a masters of value creation, or value management. A second thing is that companies start to drive their businesses from the point of view of long term value creation. One example was the CEO of Unilever, Paul Polman, who was able to convince his board that they should look at long term results—one to five years—rather than quarterly. What they got was a higher rate of growth overall, and fewer perturbations in share prices.</p> <p>One of the things I fear is the impact of automation. Too many of the younger generation are so smart at using tools that they forget the fundamentals. Data analytics is a great tool as long as you understand what lies behind. It is great if you analyze and measure the customer journey to a fine science, except you might miss the fact that customers might not want that journey, and you are actually making the journey more important. The focus goes away from zero complaints. Everything is process driven; we want the mind-set to be changed. We emphasize the better mind-set through our value creation councils.</p> <p>In India, the Tata companies are moving from business excellence to value creation thought processes. Unilever is doing good thinking. When they decided not to buy palm oil from a group of growers in Malaysia and Thailand because of the ecological impact, the fear was that prices would go up and customers would not buy. However, customers continued to buy because they favored sustainability. We found at Tata Power that values create value. </p>
      • answer_5<p>This morning, I got a call from a wrong number, and I then received six calls from the same number. I thought: how do I block this guy? I would pay for an app that allowed me to do that! All jokes aside, the real disruptive thing will be when we start to build things the way the human body is built. Today, the structures we build are external, and our body is internal.</p> <p>There is complex innovation and complicated innovation. With complex, we are talking about moving targets. In a complicated one, we know it is only a matter of putting all the known pieces together, like a jigsaw puzzle. A complicated problem might be building a big building, but all the steps are known. On the other hand, if you are trying to make a building that is a living building—perhaps a self-healing building—that is complex. Again, if you look at great innovations, you’ll tend to find a value creation mindset behind them.</p>
      • leader_id189
      • modifier1469
    • Leader
      • id189
      • nameGautam Mahajan
      • job_titlePresident of Inter-Link; Founding Editor of Journal of Creating Value
      • companyInter-Link
      • headshotGautam (140x140).png
      • company_logologo 140 x 60.png
      • bio_full<p>Look at almost any plastic soda bottle, and you will find that it stands on five ribs that are integral to the walls. The invention of the “petaloid base” in the 1970s offers crucial insight into an innovation process that is highly relevant to business today, and to the growing movement away from functional roles and toward value creation. Because pressurized plastic expands like a balloon under pressure, bottles at the time were two-piece products that stood on a rigid cup – and efforts to create a one-piece bottle had cost tens of millions, without success.</p> <p>Gautam Mahajan—the co-inventor of the petaloid base, then head of research and engineering at Continental Can— told BPI that his team solved the problem by reframing it in this way: where does the bottle <em>want</em> to go when under pressure, and using the concept of entropy, where everyone including the bottle resists being forced into an ordered state? It had been assumed in the industry that the bottle would need an incremental innovation, and that the machines that make them would require an expensive disruptive innovation—since they would have to create far more pressure to force out those five bulges. Mahajan proved the opposite: the disruptive petaloid solution changed the entire industry, while the machines needed only affordable shock-absorbing improvements, and timing changes.</p> <p>Now a leading author and thought leader, Mahajan moves executives and academics globally to his belief that the purpose of companies is not to generate profit, but to create value—where profit and competitiveness are by-products. “We all know the purpose of attending college is education, not grades. Grades are a measure of how well you have studied,” he says. “Why then do business leaders still insist that the purpose of a business is profits? Indeed, why do we study for a Masters of Business Administration when it should be a Masters in Value Creation? Everything is process-driven at present, but we want the mind-set to be changed.”</p> <p>Mahajan’s new book, “Value Creation: The Definitive Guide for Business Leaders”, was introduced this month by the Director of the Indian Institute of Management in Bangalore, and received high praise at a recent business literary festival. Gautam is setting up Value Creation Forums around the world and catalyzing colleges to conduct research on Value Creation. He believes values create value, and that efforts beyond formal job descriptions—efforts as small as a smile— generate brand equity for both the employee and the company.</p> <p>Mahajan is now the Founding Editor of the Journal of Creating Value, which enables academic research become more responsive and relevant to business practitioners, while promoting value creation as the new “true north” compass heading for executives. This approach echoes recent findings at Harvard Business School, in which Michael W. Toffel noted that, “The lack of practical relevance of much of our research might suggest that few of us also have the ambition to improve the decisions of the managers and policymakers whose actions we study.” The business leader who Harvard quoted on the issue—Donovan Neale-May, executive director of the Chief Marketing Officer (CMO) Council—also noted that, “There is often a disconnect between practitioners and academics, who tend to be far removed from operational complexities and market dynamics”.</p> <p>“I see myself as a generalist, as someone who has created and who thinks differently, who doesn’t get stuck with the run of the mill thinking,” says Mahajan. Previously, he was President of the Indo-American Chamber of Commerce, which is the only bilateral chamber between the US and India, and includes 14 offices between the two countries. He is also President of Inter-Link India and Customer Value Foundation and went on to become a leading consultant to top Indian companies, as well as the author of three seminal books on value. Mahajan told BPI that his consistent advice to innovators is to ban any concerns about cost when at the early, explorative end of the innovation process. Conversely, he also advises executives to free themselves from the fear of making incremental increases on the prices of their products, since customers will pay for value.</p> <p>Mahajan poses a fundamental thought challenge to companies innovating in areas like customer experience and “customer journey”—where customers are provided ever-better experiences when returning defecting products. “They forget that customers do not want that journey in the first place,” he says. “Why not rather innovate toward zero complaints, and zero product returns?”</p>
      • summary(null)
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      • created2016-10-04 11:46:05
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  • 8
    • InnovatorProfile
      • id56
      • linkedin_urlhttps://www.linkedin.com/in/andre/
      • summary_bio<p class="p1"><span class="s1">Andre</span><span class="s2"> Fredericks is a get-things-done strategist exploiting design and technology to solve complex business problems. Learn how his organization is changing the game in life insurance by taking a complicated, uncomfortable product and making it appealing.</span></p>
      • answer_1<p>Life Insurance is a complicated product. It’s typically a grudge purchase made mostly because an agent convinced you that you needed it and assisted you over the purchase line. This in itself can be a complicated and drawn out process which could take a few weeks to complete, with underwriting and medical tests that need to be conducted. Life insurers also typically struggle in attracting younger clients which places pressure on long term business sustainability.</p> <p>Indie has rewritten the narrative of purchasing Life Insurance away from “Protecting your loved ones when you pass on,” to “Not just insuring your life, but Creating Wealth." We do this by matching up to 100% of your monthly premium and placing it into an investment that generates wealth over time. It's all tax-free and costs our clients nothing.</p> <p>We’ve been successful in attracting a younger audience with our fresh messaging and honest content. We don’t just want clients to buy our product, we want them to be financially savvy and make the right financial choices. That is why we keep on producing content to educate - not only for our clients but for everyone.</p> <p>We view the entire customer experience and engagement as ‘The Product,’ which is contrary to the traditional view that only the Financial Product is ‘The Product.’ We actively leverage design and technology to deliver it in a seamless and cost-effective manner. With us, you can purchase underwritten Life Cover in as little as 10 minutes, or if you prefer, save and resume later, or chat with a live customer success agent for assistance.</p> <p>We truly place our clients in the center of everything that we do. We view them as the true heroes of the story, which is their financial journey. We are only their guide. Our aim is to equip them with the knowledge and tools that will assist them in making the right financial choices and pave their way to financial freedom.</p>
      • answer_2<p>Large incumbents have been around for many years. As an example, our Parent Group has been a going concern for 100 years. During that time, you develop a significant portfolio of legacy technology systems which inhibits your ability to change. This effect is compounded as the financial products those systems support have a very long lifespan and continued platform renewal is not always viable.</p> <p>Mature businesses are also geared for continuous optimisation in order to remain profitable. Halting or impeding operations to experiment with a new business model introduces risk and creates tension between short and long term goals.</p> <p>Our industry is also still largely intermediated where agents have relationships with the clients and insurance companies provide products. This separation makes it difficult for companies to get closer to clients and build real empathy required to deliver on their needs.</p> <p>We have been set up as a new business with the freedom to experiment with new business models and technology whilst leveraging the scale that comes from our parent company. This scale comes in the form of intellectual property, financial licenses and access to capital. So really, the best of both worlds.</p>
      • answer_3<p>Having the luxury of building an organisation from the ground up ensured we made it a foundational principle and baked it into our DNA. We try and keep our structure as flat as possible and communication as transparent as possible.</p> <p>No one person has a monopoly on ideas or innovation. Everyone is encouraged to contribute and participate in identifying opportunities or brainstorming ideas to problems. Work in progress solutions are shared and everyone has the opportunity to engage, ask questions and make suggestions.</p> <p>We also hired people who did not have experience in our industry and we valued the diverse opinions they brought to the table. Many times their “naivety” unlocked some insight where we were stuck in our old paradigm of “this is how that is supposed to work”.</p> <p>We also have a bias towards action, as we truly believe that doing, and shopping our product is the only way you really learn. We are client driven and embrace feedback. It is the only way you refine your value proposition and assist your clients in achieving their desired outcomes.</p>
      • answer_4<p>As the core financial products become more commoditised, companies will adopt a more personalised approach focusing on client engagement. Companies will have to deal with two major issues here, 1) typical Life Insurance services and products don’t lend themselves to frequent engagement and 2) as the industry is mostly intermediated, the client relationship typically resides with the agent.</p> <p>We can expect to see regulation, affecting how agents are remunerated, create an advice-gap where agents opt to serve higher-income clients, leaving lower-income clients unserved. This is where Robo-Advice is able to play a role by automating financial advice processes. Agents could also leverage the type of tools we see remote teams use for collaboration, to attend to more clients, thus removing geographic barriers and saving time.</p> <p>Effective distribution will remain key and I expect to see the continued experimentation with alternative distribution and partnership models.</p> <p>Technologies like Cloud can assist in driving down operational costs and unlock new capabilities, while investments in AI and Analytics can offer better client and market insight, and also help optimise front- and back-end processes such as underwriting, improved pricing, risk- and capital management.</p> The key is not which technologies or trends are the latest, but how the intersection of these technologies and trends can be utilised to unlock more utility value for their clients. Companies who really understand and engage their clients will reap benefits.
      • answer_5<p>I am a big proponent of Design Thinking as it provides a mechanism to really understand clients, identify their pain points and latent needs. Spending time with clients and building empathy really allows you to build solutions that matter. Beyond the Design Thinking process, having the right mindset is important such as reframing, asking questions, keeping an open mind, deferring judgement, and continued learning.</p> <p>I also love innovations that bring to life that which seems to be futuristic in a way that hides all the technical complexity, whilst delivering a seamless client experience.</p> <p>Amazon Go is a great example of this. Using computer vision, machine learning and IoT together to redefine the shopping and checkout experience. You simply scan your app’s code on the way in, select what you want from the shelves and just walk out. The technology detects what you’ve selected to buy and charges your card on the way out.</p> <p>Each piece of technology already existed in its own right, but Amazon Go used the intersection of those technologies to develop a customer experience with enhanced utility value i.e. instant checkout.</p>
      • leader_id231
      • modifier162
    • Leader
      • id231
      • nameAndre Fredericks
      • job_titleChief Information Officer
      • companyIndieFin
      • headshotindiefin-Andre.png
      • company_logoindiefin.png
      • bio_full<p class="p1"><span class="s1">Andre</span><span class="s2"> Fredericks is a get-things-done strategist exploiting design and technology to solve complex business problems. </span></p> <p class="p1"><span class="s2">He holds an MBA from Stellenbosch University and has over 20 years of industry experience with deep expertise in Technology Strategy and Enterprise Architecture. He currently serves as the Chief Information Officer of IndieFin, a FinTech company designing and building financial services products for humans. Indie strives to empower anyone to create their own financial freedom and rewards people for investing in themselves.</span></p> <p class="p1"><span class="s2">He has a keen interest in Financial Technology, Algorithmic Trading and Decentralised Platforms.</span></p>
      • summary<p class="p1"><span class="s1">Andre</span><span class="s2"> Fredericks is a get-things-done strategist exploiting design and technology to solve complex business problems. </span></p> <div><span class="s2"> </span></div>
      • category0
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      • created2019-02-01 11:45:48
      • modified2020-01-06 08:33:07
      • modifier162
  • 9
    • InnovatorProfile
      • id7
      • linkedin_urlhttp://www.linkedin.com/profile/view?id=1686267&authType=OPENLINK&authToken=ptO9&locale=en_US&srchid=541734361381855674516&srchindex=1&srchtotal=72&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A541734361381855674516%2CVSRPtargetId%3A1686267%2CVSRPcmpt%3Aprimary
      • summary_bio<p>Chris Hummel has a 20+-year career in enterprise sales and marketing and is a globally-recognized thought leader and widely-respected senior executive in the technology industry. Chris Hummel is a true international executive, having lived, worked, and successfully led organizations around the globe, including the US, Germany, Eastern Europe and Asia.</p>
      • answer_1<p>Innovation is something you don’t easily teach or even force on an organization.  It requires fresh and unique perspectives gained from either pulling people out of their traditional roles and comfort zones or by bringing in outside perspectives through new talent acquisition or external expertise.  At the same time, executive leaders must display and encourage a strong preference for thinking ‘outside the box’ and a willingness to take risk to foster a change/innovation culture. </p>
      • answer_2<p>Innovation is stifled in companies that operate in silos, where leaders are inwardly focused, and where stakeholders have allowed business challenges, market dynamics or competitive pressures to dominate decision making and investment decisions.  There is ample evidence of brands who have seen market leading positions deteriorate due to over-confidence and too much “we know best” mentality.  Finally, companies whose research and development agendas are dominated by engineering or product focus rather than a market focus often fall behind peers from an innovation perspective.</p>
      • answer_3<p>A determined shift to a market-focused R&D  agenda is helping to drive an accelerated pace of innovation at my company.  We have shifted away from investment decisions driven by the product portfolio or so-called “long tail” development projects toward a decision schema driven on careful analysis of industry trends and changing customer requirements.   Those companies whose investment priorities are the result of market-facing analysis will have a faster time to value from innovation projects.</p>
      • answer_4<p>The emergence of improved collaboration and communications technologies will enable innovation workers to better come together as virtual teams and amplify the collective effort of today’s “anywhere workers.”  Such technologies will seamlessly combine voice, video, text, structured and unstructured content while also enabling a much improved collaborative environment that will drive not only higher levels of business performance but also accelerate the pace of innovation.</p>
      • answer_5<p>I admire Apple for what they have done for product design.   Frog showed us the power of bringing customers into the conversation around innovation.   In the end, I admire any company who has the courage to seek a better alternative when the “good enough” option won’t do.</p>
      • leader_id42
      • modifier1469
    • Leader
      • id42
      • nameChris Hummel
      • job_titleChief Marketing Officer
      • companySchneider Electric
      • headshotChris-Hummel-140x140.png
      • company_logoschneider-electric-logo.jpg
      • bio_full<p>Chris Hummel has a 20+-year career in enterprise sales and marketing and is a globally-recognized thought leader and widely-respected senior executive in the technology industry.<br />Reporting directly to the CEO of Siemens Enterprise Communications, Chris serves as President of the North American Region and Chief Commercial Officer. In his capacity as President of the North American Region, he has full profit and loss responsibility for the United States and Canada, as well as product and service delivery for all customer categories. In addition, as Chief Commercial Officer, he is responsible for Global Marketing and Corporate Development. His priorities include expanding the company’s market presence, building the brand and accelerating growth through strategic M&A opportunities.<br />Before joining Siemens Enterprise Communications, Chris served as Executive Vice President of Global Field Marketing for SAP AG, where he managed an organization of more than 600 people that annually generated more than 7 billion US-Dollars in qualified opportunities. Prior to SAP, Chris spent 13 years at Oracle Corporation in a number of senior sales, services and marketing roles.<br />Chris Hummel is a true international executive, having lived, worked, and successfully led organizations around the globe, including the US, Germany, Eastern Europe and Asia. As such, he is fluent in a number of languages. Chris holds a Bachelor’s degree in International Relations from Tufts University and a Master’s degree in Law and Diplomacy from the Fletcher School of Law and Diplomacy at Tufts University. He also studied at Durham University (UK) and the London Business School.</p>
      • summary(null)
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      • created2013-10-10 12:53:44
      • modified2014-04-14 11:41:18
      • modifier89
  • 10
    • InnovatorProfile
      • id19
      • linkedin_urlwww.linkedin.com/in/jorgebarba
      • summary_bio<p class="p1">Jorge is a global Innovation Insurgent and author of the innovation blog <a href="http://www.game-changer.net/"><span class="s1">Game-Changer</span></a>. </p> <p class="p1">Jorge is known as the Puzzle Builder and Pain Reliever by companies such as FedEx Ground, TelVista, The Jumpitz, Tuni&G, IOS Offices and Chivas USA. This is because whether it's planning and executing strategies to improve processes, helping companies "wow" their customers, or creating new capabilities, products and services and launching them in the market; he's done it.</p> <p class="p1">He is the Co-founder and Chief Strategist of Blu Maya. Connect with Jorge on Twitter <a href="http://www.twitter.com/jorgebarba"><span class="s1">@jorgebarba</span></a> and <a href="http://www.linkedin.com/in/jorgebarba/"><span class="s1">LinkedIn</span></a>.</p>
      • answer_1<p>Leaders that want to build an organization that innovates consistently must provide three things to employees: freedom, support and challenge. Those are the key ingredients needed to accelerate innovation in any environment. In other words, you can put it like this: Have bold goals, get out of the way and reward people for trying. The last point is very important because when people see that getting rewarded for trying, not getting punished, is like a badge of honor; they will start giving a damn. Try it, you'll see.</p>
      • answer_2<p>Innovation is as much about attitude and perspective as it is about process. So, the impediment to innovation for large organizations, today and forever, is human nature. The fear of losing what one already has is probably the most pervasive bias of all, and it reflects itself in how enterprises behave in the marketplace. There are some forward-thinking organizations that deliberately keep biases at bay by doing specific activities that force people to expand their perspectives, experiment and try new things, and collaborate with people outside their domain. The activities themselves are not hard to do, what's hard is accepting that you have to make time for "assumption busting" activities and that they are priceless for the long-term existence of the enterprise. </p>
      • answer_3<p>I'm a proponent of organic over systematic innovation. Embracing organic change is when the mindset is being developed in a slow but deliberate process; rather than being dictated.  Systematic innovation takes a more MBA approach, where the assumption is that you can manage and measure innovation. This is the approach that is sold by consultants to large organizations. I don't believe you see a lot of breakthrough comes from systematic innovation. Heck, look at any list of the most innovative companies and most are innovators because they live the ethos of the innovator rather than dictate it.</p> <p>I am also a proponent of speed, so experimenting to quickly eliminate assumptions we are making is key for me. Rapid prototyping can take many forms such as physical products, mock ups, storyboards, role playing, etc.. The point of rapid prototyping is speeding through your list of assumptions, changing and getting to "better" faster. </p>
      • answer_4<p>There are many that in combination will drive massive change across enterprises and all size of business. Specifically, I'm looking at artificial intelligence, big data, augmented reality, virtual reality, natural language processing, and speech recognition. Why these? Because in aggregate we will see them both in the consumer and enterprise domain; specifically in how we get stuff done, how we hire and how we collaborate. </p>
      • answer_5<p>Nike, Porsche, McLaren Automotive, Darpa, Google, Amazon, Apple, Pixar; to name a few. The reason? Simple: they have bold goals, they don't compromise on their values, and they constantly push boundaries to make things radically better. </p>
      • leader_id100
      • modifier162
    • Leader
      • id100
      • nameJorge Barba
      • job_titleInnovation Insurgent
      • companyGame Changer
      • headshotGamechanger_Heashot_140x140[1].jpg
      • company_logoGameChanger_logo (140x60).png
      • bio_full<p class="p1">Jorge is a global Innovation Insurgent and author of the innovation blog <a href="http://www.game-changer.net/"><span class="s1">Game-Changer</span></a>. </p> <p class="p1">Jorge is known as the Puzzle Builder and Pain Reliever by companies such as FedEx Ground, TelVista, The Jumpitz, Tuni&G, IOS Offices and Chivas USA. This is because whether it's planning and executing strategies to improve processes, helping companies "wow" their customers, or creating new capabilities, products and services and launching them in the market; he's done it.</p> <p class="p1">He is the Co-founder and Chief Strategist of Blu Maya. Connect with Jorge on Twitter <a href="http://www.twitter.com/jorgebarba"><span class="s1">@jorgebarba</span></a> and <a href="http://www.linkedin.com/in/jorgebarba/"><span class="s1">LinkedIn</span></a>.</p>
      • summary(null)
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      • created2014-10-20 10:23:19
      • modified2017-04-20 16:45:34
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  • 11
    • InnovatorProfile
      • id63
      • linkedin_url
      • summary_bio<p>Bryony Winn is the Chief Strategy Officer for Anthem, Inc., a U.S. provider of health insurance. Anthem is the largest for-profit managed health care company in the Blue Cross Blue Shield Association. She is responsible for developing Anthem’s Enterprise strategy and growth plans, as well as continuing to expand Anthem’s focus on delivering innovative solutions to all stakeholders. Prior to Anthem, she was Chief Strategy and Innovation Officer for Blue Cross and Blue Shield of North Carolina. Before that, she was a partner in the Chicago office of McKinsey & Company.</p>
      • answer_1<p>I believe strongly that to successfully transform an organization to embrace and lead on digital innovation and change… you must ensure innovation is both <strong><em>everywhere</em></strong>… and <strong><em>somewhere</em></strong>. What I mean by this is that you must instill an innovation mindset within every nook and cranny of the organization... while also dedicating a full-time team to the ambition. If you only do the former, you risk the effort stalling due to weak ownership. If you only do the latter, you risk creating a silo, innovating in a vacuum and in a way that doesn’t make sense or isn’t embraced across your business.</p> <p>In sum, digital transformation requires a “yes, and…”not an “either/or” approach. You must drive cultural changes across the entire organization <strong><em>and </em></strong>set goals / launch dedicated initiatives within and owned by every single part of the business <strong><em>and </em></strong>build a team dedicated solely to driving innovation.</p>
      • answer_2<p>Innovation in healthcare... is hard. It is a highly regulated industry; has incredibly varied delivery systems across the world, limiting the spread of best practices and innovation; is dominated by large industry incumbents and significant barriers to entry for new players; and is unparalleled and high stakes – with lives potentially on the line when innovations don’t work.</p> <p>This has all contributed to digital innovation (and even adoption!) significantly lagging behind other industries. Compared to the digital transformations in other industries (think: the electric car, app-based food and grocery delivery, music streaming, etc.) the disjointed and often analog consumer experience within the healthcare system can feel archaic to consumers.</p> <p>I see my sector’s history of innovation paralysis, however, as a fantastic opportunity to leapfrog. And, this leapfrogging is well underway – new healthcare technologies (virtual care solutions, remote monitoring, AI algorithms to read chest X-rays, personalized medicine therapies… the list goes on) and advancements in data and analytics are transforming my industry at an unparalleled rate. This transformation has been accelerated by the COVID-19 pandemic, which placed intense and immediate pressure on my industry to respond. We rushed to develop vaccines, create virtual care options, and adapt our products and services to the “new normal.” COVID-19 has fundamentally changed my industry, and we will continue to invest in innovation to meet the demands of our time.</p>
      • answer_3<p>At my company, we are intensely focused on fostering an innovation culture and mindset in all of our employees. Equally important, however, are the organizational changes we are making to enable these culture changes and mindset shifts. We recognize that it is not enough to tell people to think creatively with an eye towards the future… you must also provide an environment that will enable and empower these changes. This means re-imagining the often long-ingrained processes and structures that can hold back innovation to create a more agile organization. At my company, this means re-designing everything from the way we measure and track our performance to the way we run our day-to day meetings, to the format of our materials and agendas.</p>
      • answer_4<p>I believe the acceleration of consumerism will be the defining force of the healthcare industry in the post-COVID-19 era. By this I mean so much more than consumers demandingmore user-friendly products. Rather, the “consumer voice” in healthcare, already influential, will grow and consumers will expect more of our industry than to simply provide healthcare services – they will demand <em>health</em>.</p> <p>They will demand <em>health</em> that is affordable – to meet the ever-increasing affordability challenges exacerbated by the COVID-19 epidemic (44% of US consumers reported not being able to pay a K medical bill).</p> <p>They will demand <em>health</em> that delivers chronic condition management, not just urgent care. (American consumers are aging rapidly, and this growing population has significant health needs, with over 2/3 of seniors living with more than 2 chronic conditions.)</p> <p>And finally, they will demand <em>health </em>inclusive of mental, not just physical care (as COVID-19 increases the prevalence and severity of already under-treated behavioral health conditions).</p>
      • answer_5<p>One of the pitfalls I’ve seen when an organization launches an innovation strategy is the “endless pilots” trap – meaning, they constantly incubate and test ideas, partnerships, and new technologies… but never bring anything to scale. The best innovation teams tackle this risk head on, continuously assessing their pipeline for promise of success and scalability, defining stage gates at which to evaluate their initiatives, and deploying strict criteria to evaluate impact. The result? The portfolio of initiatives become incredibly curated and purposeful; pilots without impact are sunsetted rather than stalled; and successful initiatives are implemented quickly and more broadly. These team are seen as a true incubators of the company’s future – rather than a lone-ranger team running wild with flashy, crazy, impractical ideas.  </p>
      • leader_id238
      • modifier162
    • Leader
      • id238
      • nameBryony Winn
      • job_titlePresident, Health Solutions
      • companyElevance Health
      • headshotBryony Winn.png
      • company_logoElevance-Health-Logo.png
      • bio_full<p data-pm-slice="1 1 []">As president of health solutions, Bryony Winn is responsible for ensuring that the ~50 million consumers in Elevance Health’s family of health plans have access to high-quality, affordable, equitable care. Leading a division of 11,000 associates, she is accountable for building and managing relationships with care providers across the nation, total cost of care, clinical strategy, advanced analytics, operations excellence, and more. Previously chief strategy officer, Bryony was the architect of Elevance Health’s enterprise strategy to become a lifetime, trusted health partner to stakeholders from across the healthcare ecosystem.</p>
      • summary
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      • created2021-03-23 16:25:33
      • modified2024-07-24 21:18:55
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  • 12
    • InnovatorProfile
      • id38
      • linkedin_url
      • summary_bio<p>Serving as Arla’s Head of Open Innovation, Barraza is a chemical engineer by training who is passionate about collaborations between enterprises, academia and entrepreneurs. He studied intellectual property law to arm himself with a tool that has since proved critical in his work on open innovation, both at Unilever and now at Arla.</p>
      • answer_1<p>Historically, an export mindset, the focus on quality and the embrace of innovation have been competitive advantages for Arla.  In general, a strong export focus in Sweden and Denmark was a big difference from co-operative movements in other countries. In Denmark, for example, one driver was exports to the UK of butter and bacon, which originated two of the biggest companies in Denmark today: Danish Crown and Arla</p> <p>I see the DNA of the company as not just being a co-op, but innovative in terms of product quality. That continues today – to be able to maintain our dominant position in markets like the UK, and bolster our ability to enter new markets in China and the Middle East and U.S. as well. Particularly in China and the Middle East, the credentials of being high quality about products really helps our exports  – stemming from the famously stringent laws we have (in Scandinavia and Europe).</p> <p>In addition to having strong dairy products, we are also manufacturers for other companies, so we also need to be competitive in technologies and efficiencies for production.</p> <p>What I do is often researching about research – how can we find new ways to interact with other types of research partners, such as academic partners and smaller companies, to unlock ecosystems of innovation. A big game changer for us has been the ability to translate the Scandinavian traditions of dairy products and foods to deepen appeal within diverse global markets. One of these products is Skyr, which is based on an old Nordic tradition: translating Skyr according to the taste of other parts of world, like the UK and Holland – that’s been a game changer. Another has been the change in formulation in some of our high protein products, which have allowed very successful recent launches in China.</p> <p>We are also moving toward more strategic partnerships with universities. Last year, we partnered with Copenhagen University and Aarhus University to launch the Arla Dairy Health and Nutrition Excellence Center. I believe dairy can unlock major global problems in terms of nutrition, and we have only begun to tap the potential applications of natural milk proteins. We actively seek out disruptive ideas from both internal and external sources; connecting with small companies and entrepreneurs. Our approach is based around ‘technology push; consumer pull” – so that potential new products must see a deep collaboration between from both scientists and marketers before launch.</p> <p>Last year, we put together the Arla Food Innovation Challenge, in partnership with the Creative Business Cup. This challenged entrepreneurial ideas in competition, and brought winners to Copenhagen – and we were able to see fantastic ideas from preexisting businesses as well as from early-stage entrepreneurs. Stimulating entrepreneurs in this way gives us a new way of thinking about our products – providing new insights from external sources. I am very passionate about working with small and medium enterprises, which is what we will be pushing going forward.</p>
      • answer_2<p>Innovating in the dairy products space may seem less sexy than creating the next digital app, so it is a challenge to attract top entrepreneurial talent to the industry. And yet we are doing so at Arla. Our goal – to create the future of dairy – offers the kind of ambition that interests young innovators. And our potential for positive impact on societies around the globe is immense, in terms of health and nutrition in particular. We are trying to raise the level of expectation of what we need from small companies in the food industry, and showing that we can create opportunities for innovation. We also challenge entrepreneurs directly through competitions like the Innovation Challenge.</p> <p>Another potential impediment to innovation in the industry is the traction of ideas between seniority levels. In some companies, just the fact that, say, a junior scientist comes up with an idea may mean that idea does not go forward. But while that is a barrier present in other companies, I see it as a big positive contrast for us. At Arla, everybody has a say, and the weighting is the same for good ideas, no matter where it comes from.</p> <p>I also think that having gurus on innovation does not suit our industry – it is more about what works. The ability for anyone to put forward a proposal leads to a broader source of internal ideas. On the flip side, there is a greater challenge to reach a consensus – you may think that breaking consensus would be a barrier to innovation in a conservative environment, but the way we try to address that is to harness external sources.</p> <p>I learned so much during my time at Unilever, which was one of the initial drivers worldwide of open innovation, together with Procter & Gamble. Unilever was creating new models of innovation before they appeared in textbooks. But the pace was such that there was time to experiment and develop iterations of prototypes. At Arla, open innovation is also a major feature, but the culture is a little different, partly because the speed at which things need to happen is greater. We try different things and must make almost instantaneous decisions on what works and what does not work, which, at times, may be a challenge.</p>
      • answer_3<p>Arla, of course, has a long history of innovation, but I think our roots in the Nordic countries really promotes this culture, and that culture itself also presents Arla with a big advantage in foreign markets.</p> <p>To be successful in the future, dairy companies will need to have strong credentials on sustainability. Consumers and customers in foreign markets know that the emphasis on sustainability in the Nordics is way ahead of other parts of the world. Already, Arla is the biggest organic milk producer in Europe, and those efforts in sustainability are being recognized abroad.</p> <p>Within the company, there is already a deeply collaborative culture, and part of my role is to try to bring Arla to working closer with SMEs and entrepreneurs, and finding new ways of approaching products and business models outside our own. We invite our large customers to come and innovate with us at the lab. We want to duplicate this more and more, and also to be involved in the incubation of start-ups.</p>
      • answer_4<p>I think the main driver for our business in the future will be people’s concern in living longer and healthier lives – health will be the big driver throughout the food industry. There are increasingly effective technologies being developed to measure your health and fitness, which will impact the type of products we introduce in the market.</p> <p>There will soon be constant monitoring of all of your vital signs – technology which may tell you: “this week, your calcium levels are lower and you may need x grams of cheese.” There is going to be a big connection between products with strong health credentials and the maintenance and self-reporting of heath. Arla is in the right place in terms of understanding consumption and health-monitoring technologies.</p> <p>3-D printing offers some interesting opportunities, linked to new digital challenges. One possibility which is interesting for me, for instance, is whether new technologies can bring back old traditions – such as the popular tradition in the UK, in particular, of having your dairy product and bottle of milk delivered by the milkman to your front step. These are things that might come back in the digital world, and we have some people researching in that space – but aerial drones delivery are not part of that research just yet!</p>
      • answer_5<p>Well, we saw a series of outstanding innovations at the Arla Food Innovation Challenge. The Challenge winner – Miss Can, from Portugal – was a great example of the importance of creative consumer-focused innovation in an industry that may not seem sexy for entrepreneurs; in this case, canned fish.</p> <p>I am also really inspired by the innovations Arla is creating in terms of producing products which are not only ‘nutrient dense’, as our scientists call it, but are also about enjoying your life. It is not just about counting calories – so butter for instance, can be enjoyed as part of the rich life experience, with the right formulation and balance.</p> <p>But top of my list might be Arla’s successful translation of Nordic products into markets and cultures from the U.S. to China.</p>
      • leader_id179
      • modifier162
    • Leader
      • id179
      • nameHarry Barraza
      • job_titleHead of Open Innovation
      • companyArla Foods
      • headshotHarryB140x140.png
      • company_logoArla logo 140x60.jpg
      • bio_full<p>Arla is innovating toward a goal that is nothing less than “creating the future of dairy” – and is increasingly harnessing small business and academic collaborations to guide the journey.</p> <p>Its head of open innovation, Dr. Harry Barraza, summarized the practice of innovation at Arla in this unforgettable way: “At Arla, the culture is very exciting – the metaphor we use a lot is that the rate of change is so great that it feels like you are flying a plane, and building that plane at the same time.”</p> <p>Already the fifth largest dairy company in the world – and the largest organic milk producer in Europe – the Scandinavian-based global co-operative has production facilities in 12 countries, and is engaged in a significant expansion to new global markets.</p> <p>Following its definition of its Strategy 2020 in December 2015, Arla has announced a leadership restructuring that features an enhanced focus on innovation, including the elevation of Marketing & Innovation to its top executive team.</p> <p>Just recently, its innovative programs have seized new competitive advantage from the abolition of EU quotas on milk production, while also expanding its manufacturing capacity for other producers.</p> <p>Arla CEO Peder Tuborgh recently stated that “we need to act local and think global” – which closely echoes a core strategy maxim promoted by BPI – and that the broader goal was “to become the most natural and sustainable global dairy company.”</p> <p>In just one stunning product of innovation success, the brand’s high protein fermented yoghurt product, “Skyr,” recently won a 2016 Product of the Year award – “the world’s largest consumer-voted award for product innovation.”</p> <p>The company’s innovation architecture includes divisions such as Arla Foods Ingredients, which won multiple 2014 World Dairy Innovation Awards for its natural mechanism to speed up the ripening of cheese, and for its protein solution for ice creams. It also supports numerous research laboratories, which join with efforts from academic and government scientists.</p> <p>But the hub of this creative landscape is the product-focused Arla Strategic Innovation Center. Harnessing the skills of over 80 scientists and researchers, Barraza says the Center features a “technology push; consumer pull” innovation approach, in which scientists, marketers and external collaborators work together to develop new products tailored for consumer tastes and needs across global markets.</p> <p>Also serving as Arla’s Head of Open Innovation, Barraza is a chemical engineer by training who is passionate about collaborations between enterprises, academia and entrepreneurs. He studied intellectual property law to arm himself with a tool that, he says, has since proved critical in his work on open innovation, both at Unilever and now at Arla.</p>
      • summary(null)
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      • created2016-02-26 14:48:05
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  • 13
    • InnovatorProfile
      • id60
      • linkedin_url
      • summary_bio<p>Mehdi Tabrizi is the CMO and General Manager of Innovation and Customer Experience for Moda Health. He says his role is about creating authentic connections,  the best possible customer experience, and meaningful innovation. Above all, it is about making a positive impact in people’s lives and the communities Moda serves.</p>
      • answer_1<p>Prior to coming to Moda Health, I worked for one of the world’s most renowned customer experience, innovation and brand consulting agencies for over a decade. I was fortunate to partner with a lot of different companies around the world, from global Fortune 500 businesses to startups and across a very broad range of industries. My observation in working with those companies is that a culture of innovation requires a commitment at the highest level. That commitment has to include the right structure, resources and investments. Without that you’re not going to succeed in creating a culture of innovation. You might have an innovation project, but then it goes away. Once you have a strong commitment, you must have a strategy that is closely aligned with the company’s DNA and vision. If you’re a technology laggard, you cannot suddenly become a technology disruptor. However, you might decide to become a fast follower. You really need to have a strategy that fits within the context of your business. You also need to understand where your innovation focus should be, which domain you’ll concentrate on. Is it on the operations side, the product side, or the customer experience side?  You also need to have the right structure and leadership that can build the necessary competencies in the organization and bring in the right staff and skill sets.  Creativity is key to innovation, and therefore you need to have people with a creative background. Your innovation leaders need to have a rich understanding of what innovation is, how you build a strategy and how you put in place the processes to get there. It’s important to find people who are both passionate and can drive the innovation process. Finally, you must have the appropriate systems in place to support them.</p>
      • answer_2<p>In the health care industry, governmental policies and regulations can be a real impediment. Innovation often requires a long-term view of the market. But if every four years or so there’s a change in regulatory policy, it makes it very difficult to think long term. Also, I think there is often a lack of true innovation culture in health care organizations. Many of the people in health care have only worked in the healthcare industry and therefore they don’t have experience in other industries where innovation is better practiced. So, in health care, some of the impediments have to do skills, culture, policy and, in some cases, a lack of true competition, which can spur innovation. The industry is also very fragmented. We have a lot of small operators who don’t have the resources to both drive and scale innovation. However, I do think things are going to change. We’ll see the larger players push significant innovations, and the smaller players will either have to innovate or partner with organizations that have developed new technologies and platforms. More generally, I believe there is also a lack of expertise about the practice of innovation. For example, organizations need to understand and appreciate that not every innovation is going to succeed. Failure is an important part of the innovation process. To be successful, companies need to have the right mindset.</p>
      • answer_3<p>Innovation needs to be inclusive. You have to empower people if you want to make innovation part of your culture. If companies want to make it part of their DNA, then everyone should take part. You need to celebrate your wins and understand that your failures are learning experiences that can also drive innovation forward. Another key factor is cognitive diversity. You need to celebrate diversity of people, backgrounds, thoughts and ideas. In organizations that are very hierarchical and top down, you often don’t have the flow of information and ideas. Innovation happens top to bottom, bottom to top and sideways.</p>
      • answer_4<p>Two of the big factors that are driving change in the health care industry are affordability and the consumer. The impact of Covid-19 has only increased the consumer dynamic. The virus has shown that it can affect any of us, no matter what our income, ethnicity or geographic location might be. And when it comes to safety and security, people want to be in control. To meet the needs of the consumer, health care needs digital transformation. Right now, it is behind most other industries. However, digital transformation is coming to health care and it will drive major changes at every level, whether its operations, experience, treatment, such as virtual care or remote care, or wellness, with things like wearables and remote devices. Another big trend is the shift to home care. Home and local care is going to become more prominent. The idea that every time you’re sick you go to a major hospital is changing. Something else we’ve seen coming for some time is the shift from fee-based to value-based reimbursement. That is an important trend that is changing our industry. Ultimately, in terms of technology, I think the confluence of data and digital will be a huge driver of change.</p>
      • answer_5There is a lot of innovation going on in health care. Innovation can be compelling at a lot of different levels. There’s the offering—the product and service side. There’s operational innovation in terms of the business model, the network, and the infrastructure. One area that a lot of companies are focused on is engagement, which is the service side, the channel and the overall experience.  On the product offering and experience side, an example of an exciting innovation is ultrasound-to-go, in which a pregnant woman is given an ultrasound she can take home and hook it up to her phone, so the doctor can do an ultrasound without the woman having to leave her home. From an operations perspective we’re seeing diligent robotics that can take over many of the tasks now performed by nurses. There are new patient monitoring systems that take advantage of artificial intelligence and vision technology, so that patients can be effectively monitored without nurses having to enter the room. In terms of wellness, you’re seeing new solutions that help people with aerobic fitness and conditioning. There is increasing amount of innovation starting to take place in health care across the spectrum. It is a great time to be in healthcare. And the most rewarding part is that you have an opportunity to make a real difference.
      • leader_id235
      • modifier162
    • Leader
      • id235
      • nameMehdi Tabrizi
      • job_titleCMO and Managing Director, Customer Experience and Innovation
      • companyModa Health
      • headshotMedhi-Game Changer.png
      • company_logoModa Health 140x60.png
      • bio_full<p>Mehdi Tabrizi is the CMO and Managing Director of Customer Experience and Innovation for Moda Health, a Portland Oregon-based health insurance company providing medical, dental and pharmacy insurance in Oregon and Alaska. Ultimately Tabrizi’s job is to make sure Moda is a trusted and preferred brand in its market. That means creating a valued experience for Moda’s customers and members and communicating that value proposition to the marketplace. “It’s about creating authentic connections,”he says. “It’s about creating the best possible customer experience, and it’s about meaningful innovation.” Above all, it is about making a positive impact in people’s lives and the communities you serve.</p>
      • summaryMehdi Tabrizi is the CMO and Managing Director of Customer Experience and Innovation for Moda Health, a Portland Oregon-based health insurance company providing medical, dental and pharmacy insurance in Oregon and Alaska.
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  • 14
    • InnovatorProfile
      • id45
      • linkedin_urlhttps://www.linkedin.com/in/aayad/
      • summary_bio<p>Ayad sees a trend in the retail landscape where the front end registers disappear, and where check-out lines are eliminated through predictive data analytics, sensors, and artificial intelligence – and, eventually, where self-driving shopping carts meet you at the entrance of the store with your shopping list already uploaded into the cart screen, and even direct you to the items you need. </p>
      • answer_1<p>I really don't know whether we are changing the game or the game is changing us. Success in business, today, is all about the optimal intersection of the physical and digitals worlds, and the interaction between humans and intelligent machines.</p> <p>If you really think about the retail industry, so many innovations have compelled companies to start to think different, to act different, and to plan for potentially different outcomes. Within workforce management, for example, the industry is going through tremendous shifts due to the expansion in internet selling coupled with rapidly changing demographics and regulations. Thus, brick and mortar stores are under a different type of pressure. And it is said that necessity is the mother of all inventions, so many organizations find the dynamics of the environment and the accelerated speed by which innovation is happening a threat and an opportunity leading to new strategies and innovations.</p> <p>I’m of the opinion that societies change slowly, and despite so many years in e-commerce rapid growth, e-commerce is still a fraction of the total retail and service industries. So, it is going to continue to be a combination of digital and physical for the retail industry. Many organizations are utilizing data - predictive modeling, advanced algorithms - to better forecast work in the stores. And once work is forecasted and measured, then it becomes easier to schedule people to be at the right places and times - either when the truck is coming to the store to deliver products, or when customers are coming to the stores to receive a service.</p> <p>You need optimizing software to help deliver efficiency. But no one platform is going to be the only and the ultimate solution. I think what's so clear, at least in my mind, is that the future is a blend of the digital and physical capabilities.</p> <p>Based on my academic and my industry knowledge, I can tell you that customers want to shop anytime and anywhere. Leading retailers, including Bed-Bath, want to serve customers wherever, whenever, and however they wish to be served.  Leading retailers want to be there for customers when they want to shop, the way they want to shop, and the way they want to complete the transaction, whether it is “ship it to my home” or “let me pick it from the store”, or a combination of both.</p> <p>What's exciting about the current technology is how friendly it is to everyone involved. For example, 10 years ago you had to go to the store to see your schedule as an employee. And the manager of the store ultimately decided who worked when. There was little freedom or flexibility. Today, technology allows you to see your schedule on your phone, and even to opt for available shifts. Employees can swap shifts with their coworkers if they need to, without disrupting operations. This is a significant win-win change.</p> <p>The technology is not only allowing organizations to respond better to customer needs, but also to employee's needs and situations. It's becoming more participatory versus top-down. And it is proven in research and in practice that happy employees create an environment of happiness for the customers. Efficient workforce management is beneficial to customers, and to the business. That's why companies invest in them.</p> <p>In terms of benefiting from customer insights, today, you can measure and map customers’ movement in the stores from the entry point to the exit point through sensors. Based on data, you would know exactly, or on average, know how long the customers will be shopping in your store. Eventually, you would know when they're going to get to the register. Ultimately, you will be able to know the number of employees that need to be at the front end to help the customers exit the building and pay for the merchandise. So, it is not just long-term predictive modeling, but on-time, live, as you go, so that there will be totally no long lines up front for customers who choose to interact with an employee, and managers would be able to respond faster to customers’ needs. </p>
      • answer_2<p>I’m very familiar with two industries: the retail industry and the academic industry. Luckily, both industries have adopted and encouraged innovation, perhaps because of the competitive nature of the retail industry, and the critical thinking nature of academia.</p> <p>Fear of failure and siloes are often common challenges.  Financial obstacles and opportunities are both drivers and blockers of embracing innovation. You might go after an innovation because it's financially rewarding, but then you may not embrace it fully because it's financially burdening on the short term.<br /><br />Some are short-sighted; they might think about the quarterly results, and not necessarily look at the long term. The other fascinating aspect is the speed of innovations. Some companies are hesitant to embrace innovation because today's innovative solutions may become obsolete quickly, which add burdens on the organization; especially from a change management perspective.  However, perhaps the biggest impediment lies is the culture of the organization; organizational culture is the make or break for innovation. </p>
      • answer_3<p>The retail industry was among the first industries to benefit from (disruptive) innovation. Take Walmart for example, it started with Sam Walton’s innovative ideas about the nature of the retail store - the role of transportation and logistics, and the mindset of trying new things. Walmart optimized innovation by supporting its people to become owners of the business and by techniques such as profit sharing and career planning. You see, employees are called associates, and associates call Walmart stores “my store”. A culture that's built on the idea that the employee is the owner of the business unit, not the keeper of the business unit, is positioned to benefit from the unlimited creativity of people.</p> <p>Another example from Walmart: They have a practice called VPI, or Value Producing Items, where employees compete and have fun adopting and promoting specific items. Employees get recognized on results. All this infuse tremendous amounts of energy, engagement, pride, and innovation into organizational culture.</p>
      • answer_4<p>The Internet of things, robots, artificial intelligence, brick and mortar store closure, regulations, and the entry of new organizations to the marketplace. For example, the entry of Lidl from Europe to USA.</p> <p>Lidl already has 10,000 stores in Europe, and they’re coming to the United States like Aldi did, and Aldi already has 1,600 stores in the US, and by some reports, in the 2018, they may have another 400 stores, reaching 2,000 stores. That's almost half the size of Walmart! Granted, the stores are smaller, but they are everyday low-price, because of their competitive pricing and their business model Walmart has to respond, and they are. Walmart recently announced drops in the price, and  Target - a couple of days ago - announced a significant investment in price. So that entry of new organizations, and new regulations will significantly impact the retail industry.</p>
      • answer_5<p>From my perspective, one of the innovative strategies that I find very compelling is the idea of underground delivery of freight, supported by drones and self-driven cars and robots. The idea of moving freight underground by a magnetic field that's created by electrified coils, when complemented by drones and self-driven cars seems fascinating and disruptive. Research is happening, especially in the UK, around the concept of underground fright delivery. Why not, water and electricity are delivered to homes underground; why not packages! Imagine that! </p>
      • leader_id206
      • modifier162
    • Leader
      • id206
      • nameAmine Ayad
      • job_titleHead of Workforce Management
      • companyBed Bath & Beyond
      • headshotrsz_screen_shot_2017-03-17_at_84533_am.png
      • company_logoBed-Bath-Beyond-edi (140 x 60).jpg
      • bio_full<p>As a leader of Workforce Management at Bed, Bath & Beyond, the leading home goods retailer, Dr Amine Ayad is a scholar-practitioner with 25 years’ experience in both performance and turn-around strategies for multi-billion dollar retail enterprises.</p> <p>As an Associate Professor at Colorado Technical University and an Adjunct Professor at Bellevue University, as well as the author of numerous books on leadership, he has been an influential thought leader in business strategy for two decades. And as a believer in “action-based research,” Ayad has harnessed academic and real-world insight for impact on both top and bottom line business results – and told BPI “In fact, I earned my doctorate degree while I was managing a multimillion dollar business leading to a half billion dollar business.”</p> <p>He says: “Personally, I believe that being a scholar-practitioner is the future of effective leadership. You can be an executive in the field, but you can also be close to new ideas and new energy that comes from students while also benefiting from new rigorous academic research. In my case, I see my work as my laboratory where I design, execute, and reflect on business strategies and tactics to develop theory in reality; not in abstract.”</p> <p>Ayad previously served as Senior Director of Strategy and Innovation at Walmart, after working in key roles at both Home Depot and Sears Holdings. At Bed, Bath & Beyond, Ayad says he is now operating in a technology-enabled environment that has not only transformed workforce management, but has also boosted the customer experience through their encounters with happier, more enabled employees.</p> <p>For instance: he says, "thanks to innovative technologies, the era where managers dictated shifts, based on employees submitted availability, has been replaced with one in which full-time and part-time employees can choose available shifts via their mobile devices, and even switch with other fellow employees at the last minute if they choose to do so. Technology also enabled managers to better plan and respond to the needs of both the business and the employees."</p> <p>Ayad sees a trend in the retail landscape where the front end registers disappear, and where check-out lines are eliminated through predictive data analytics, sensors, and artificial intelligence – and, eventually, where self-driving shopping carts meet you at the entrance of the store with your shopping list already uploaded into the cart screen, and even direct you to the items you need. </p>
      • summary(null)
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  • 15
    • InnovatorProfile
      • id65
      • linkedin_url
      • summary_bioA distinguished engineer and technology leader, Paul McEnroe has played a central role in the development of a variety of industry-changing technologies. Most notably, he and a team he formed in 1969 while at IBM created the Universal Product Code (UPC), also known as the barcode, along with related products, that transformed the retail and grocery industry. McEnroe recently published his book, “<a href="https://www.amazon.com/Barcode-Created-Worlds-Ubiquitous-Technologies/dp/B0CBTW2WM5">The Barcode: How a Team Created One of the World's Most Ubiquitous Technologies</a>.”
      • answer_1<p>We started the bar code initiative because the CEO of IBM at the time, Frank Cary, wanted to expand the company beyond mainframe computers. At first, Frank wanted to find the best companies in Silicon Valley and buy them. But it was decided that no, if you buy small startup companies, the most important people would quit because they don’t want IBM culture. They don't want blue suits and white shirts and red ties and black wing tips, and all that garbage. Frank’s response was to try to find somebody within IBM and to get them to act like and treat them like they’re a startup. Luckily, they knocked on my door. We were able to decide what business we would go after. We wanted something that was going to generate data and decided to go after point of sale. We saw that at the point of sale, particularly for supermarkets but also major retailers, there was a big need for item identification, automatic inventory control and automatic checkout.</p> <p>The barcode had a tremendous impact on operational efficiency and business intelligence. For big retailers like Macy’s, it had a major influence on their purchase orders and their ability to see what sold quickly and what was effective. It really helped them with reordering and stocking their stores much more effectively and efficiently. For supermarkets it was a little different. Item prices were constantly changing, and there was a tremendous expense at price marking and remarking. But with the bar code, it could go back into the controller in the back room and look up the price. In addition, the scanner could read omnidirectionally so it wasn’t necessary to orient the item to read it. Clerks could pull items across the scanner very quickly, which sped up checkout dramatically. You could also run tests on where to position products to improve sales.</p>
      • answer_2<p>I would say the impediments we faced were in two major categories: technical and sociopolitical. The success of the barcode was not entirely due to the quality of the code, but its incorporation into an entire system. To build the scanner we had to use a new, bright light source, and that was the laser which had just been made available. Then there was a communication system. We had to send a lot of data from the check stand to the back room. Some stores in Europe had as many as 40 scanners at the front of the store. Each one was sending a signal back. They had to be high speed signals all going into a box at the back of the store, which had a disc file that recorded everything. We had to change not only the communication technology into what later became a local area network, but we had to change the magnetic recording. We were the first ones to use the Winchester file technology that IBM had perfected. We had to make this system fail proof because if it failed, a store would have to shut down. Because of this, we had to duplex the controller, adding another layer of technology. So we had leverage duplex controllers, new magnetics, new communications, new scanners, in addition to the code, in order to build the system.</p> <p>The second impediment was the sociopolitical part. We were set to open one of the first stores in Tyson's Corner, Virginia. The engineer I sent to supervise called to tell me the store couldn’t open. It wasn’t because of a system failure. There were union picket lines blocking the entry to the store. They were afraid they were going to lose checkout clerk positions. But what turned out to be a more serious problem was the concern of legislators and government administrators who were concerned that the price coming off the item would be bad for the consumer. Eighteen states passed laws against the scanner or passed laws that made it more difficult. I traveled around the country to meet with state legislators and explained the advantages of scanning and the fact that the price would be marked on the shelf. Supermarkets were usually paying about to anybody who got a mis-scan. But our code was very effective and had very few errors.</p>
      • answer_3<p>It was quite different than it is today. Today, pick up a newspaper or go on the Internet, and innovation and entrepreneurship is discussed widely. That wasn't so much the case in the late fifties and early sixties, and even the seventies. Innovation came primarily from the engineering organizations. IBM was divided up between sales, marketing, services, and so on. Development was managed by engineers. In the early part of that period we had something like 15 laboratories increasing to 20 or so worldwide later down the road. The laboratory average size may have been a thousand engineers and other support people. The bigger laboratories were many times larger than that and they were managed by engineers, and engineers were thinking about new products. We hired the best people we could. So they were pretty forward thinking people, and they were very innovative.</p> <p>Frank Kerry, the CEO, decided we needed to get into some new business. And after he decided to build from within, he realized you couldn't be innovative and have a whole bunch of rules. Some of those rules said things like you have build everything within IBM. But we realized that wasn’t possible. A decade later, when IBM did the PC, the only PC part that was made in IBM was the keyboard. I wouldn’t say there was a top-down commitment to innovation so much a commitment to excellence. IBM wanted to do the right thing. The right thing for society. The right thing for shareholders. The right thing for employees. Leadership hired top quality people, and those people did the innovation. Of course, it's a little different today.</p>
      • answer_4<p>I think that the most interesting technology right now is AI. I was involved with it a little bit back at IBM. We built some machines that kind of used that technique. I think of it in a simplistic fashion as guessing. With a computer nowadays, you can guess a million answers possible to something, and then test them in a fraction of a second. Then you put that together in a more complex way, and you're writing essays, and it looks like you're John Steinbeck.</p> <p>There are things in the bar code that are going forward that I think are going to change even more. We have QR code, which is a 2 dimensional code, whereas our barcode is one dimensional. And that's an opportunity for more complex applications. I think it's growth will be bigger than the barcodes. But I don't think the barcode will go away. The companies that use it, make themselves more efficient. I think the bar code is going be around for decades. But things like the QR code, RFID and other applications are going to develop markets that require larger data in each transaction or each item.</p> <p>It's always hard to predict what's going to happen. But certainly the Internet has given us a new way of learning, and you can get answers to lots of questions that were hard to find 50 years ago. We just need to develop our minds in such a way that we can stay open and keep looking to the future.</p>
      • answer_5<p>There are a lot of high level people thinking about that question today. And they're coming up with better answers, and schools and universities are working on that, too.  And then we have the Internet to support these efforts. You can go on the Internet and get answers so fast, whereas before, the answer was stuck deep in a library. I think that all of the conversations taking place about how to go about this are very good. They help lead people in the right direction. I don't know which of those directions is exactly right, but I think it’s very encouraging that we have so many successful people thinking about it and young people just coming along who are using their minds in open ways.</p> <p>If you want to get into innovation and be successful, look at the world from the point of view of what people need. Then have a level of expertise in a certain set of fields. I’m looking at a flashlight on my desk. If you're in a company that's building lights, you need to think about everything from what are the materials that go into the product that you need to make? What do people need? How do they use lights? And then start thinking about different things and make proposals.</p> <p>Be sure that as you develop your capability to sell your ideas and to go meet with people and discuss these things and get them out into the open. I went to engineering school, but one of the things I did that was very important was being on the debate team at my university. Later, when I had to go to IBM managers to get money for my ideas, not unlike going to venture capitalists today, the skill to sell my ideas was really important.</p>
      • leader_id241
      • modifier1253
    • Leader
      • id241
      • namePaul McEnroe
      • job_title
      • companyIBM (formerly)
      • headshotpaul-mcenroe.png
      • company_logobook-140x60-2.png
      • bio_full<p>A distinguished engineer and technology leader, Paul McEnroe has played a central role in the development of a variety of industry-changing technologies. Most notably, he and a team he formed in 1969 while at IBM created the Universal Product Code (UPC), also known as the barcode, along with related products, that transformed the retail and grocery industry. McEnroe recently published his book, “<a href="https://www.amazon.com/Barcode-Created-Worlds-Ubiquitous-Technologies/dp/B0CBTW2WM5">The Barcode: How a Team Created One of the World's Most Ubiquitous Technologies</a>.”</p>
      • summary
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      • created2023-10-24 16:26:20
      • modified2024-07-24 21:29:03
      • modifier8
  • 16
    • InnovatorProfile
      • id44
      • linkedin_urlhttps://www.linkedin.com/in/jscottcarr?authType=OPENLINK&authToken=-Nfs&locale=en_US&srchid=4726463331483748052371&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A4726463331483748052371%2CVSRPtargetId%3A365811%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3AOPENLINK
      • summary_bio<p>As CEO of Modria—the pioneering Online Dispute Resolution (ODR) platform—Scott Carr provides businesses and government agencies globally with a transformational tool for fast and fair resolutions, customer service efficiency, and even brand loyalty. The model provides a unique pathway to justice and institutional trust for global consumers, and is rapidly growing beyond transactional disputes. After 15 years of development and technological enablement, ODR itself has surged beyond its initial brief of legal cost savings and eCommerce complaint solutions to become a game-changing catalyst for brand building, civil justice access, and marketing intelligence. Carr says that between one and three percent of all transactions go wrong each year, and that clogged Small Claims courts are unable to cope with either the volume or the cross-border jurisdictional nature of online disputes, while consumers have neither the time nor the resources to pursue them through traditional channels.</p>
      • answer_1<p>We have created an online platform for online dispute resolution (ODR) that can resolve disputes of all kinds from eCommerce to relational disputes, and we are available to companies, government agencies, and ADR organizations, to deliver fast and fair resolutions across these categories. We have done a couple of things that I think are unique. One is that we built a configurable platform that has all the modules of dispute resolution that can be snapped together in different ways to solve particular needs. No one else has built a platform like this. We think of online dispute resolution as a business process or a civil justice process, and it is kind of like how salesforce.com created the CRM category—we have not seen anyone else do that for DR; it is like this underserved business process. Secondly, we built a team with a unique composition of experts, mediators, arbitrators, and technologists. Some are experts in building technologies in start-up environments, some have done international Mediation and Arbitration work, and some are just experts in ODR. No one else has assembled a combination of talents like this. We design the resolution journey, and in that way, we bring people together.</p> <p>The platform is a click away on websites where you are transacting your business: an online marketplace, or a merchant’s website, and in some jurisdictions on an ombudsman site. We are increasingly working with ombuds organizations, especially in European jurisdictions. Europe has started to pass laws that require online businesses to provide online dispute resolution. In addition, we have innovated a SaaS-based business model focused on the value of making our customers’ customers happy. We deliver our platform as a service subscription, and the price depends on the number of disputes the customer runs through the platform. The more disputes you have, and the less you pay per dispute. We deliver value by making it more efficient for you to resolve a dispute—including resolving it through automate software—and making your customer happier.</p> <p>ODR is changing the traditional customer service role: Modria is reducing the number of customer contacts in the call center for a problem transaction, and freeing the agents up to do more account management, up-selling and outreach into the customer base. In customer service, for a typical US company, if I pick the phone up and call, and they answer my call and try get me a basic outcome, it is going to cost the company about 12 dollars for labor, technology, telecommunications, and overhead. That is before they pay me any compensation. Our system brings that cost down from 12 dollars to four dollars and eighty cents. We do that through the reduced contacts because we are resolving issues in software; for marketplaces, we resolve issues between buyers and sellers without CS having to get in the middle. We typically serve the space that you might classically think of as Small Claims. Our disputes usually involve 25,000 dollars or less, but resolutions are tailored and often involve solutions beyond dollars that might satisfy the customer. With an eCommerce site, the value is often 25 dollars to 150 dollars, but we also, for example, resolve insurance disputes. We have a large caseload in the state of New York, and with New York No Fault insurance those claims are higher because they are related to medical bills, but they are still not millions of dollars.</p> <p>We have spent a lot of time innovating the user experience, and trying to package up what we call resolution flows. What we see is that there are patterns of commerce and the disputes that arise from them. A typical problem we see from customers is that they didn’t get their item. Or they did get their item, but it was not the way it was described on the website. We innovate by pre-building the resolution process, so we give our customers a jump-start when it comes to deploying online dispute resolution. They do not have to start from a blank piece of paper. We synthesize decades of experience in this. We are working with major airline companies on delayed flight compensation, and so far it is working well. If your flight was six hours late, and you missed a meeting, how do you build that resolution flow and make it available to multiple jurisdictions?</p> <p>Most disputes are resolved in the diagnosis and negotiation phases, and then there is also a neutral party in the mediation module. Beyond that, there is the arbitration pathway that also sees resolution in a short time, relative to the courts. We are now in a regulated process; decisions are typically given by retired judges who are arbitrators. All their decisions are published online, and are searchable. In a lot of ways, it looks like an online court, and is legally binding—a process the injured party opts into.</p>
      • answer_2<p>I think there are two things that hold back innovation. One is that people look at disputes as just customer service—to answer the phone and quickly dispatch an answer—as opposed to realizing that when a transaction goes wrong, companies or government agencies need to provide a resolution process that’s not just giving them a return. We have a bit of resistance, and you need a change in people’s thinking to realize that what customers want are resolutions, not talking to customer service agents. When our customers shift our thinking in that simple way, we can suddenly use technology to deliver resolutions with benefits for both parties.</p> <p>Also, customer service is usually seen as a cost center. When we try to bring innovation here, customer service teams see how this can transform the customer journey, and they can see how the economics are aligned. Our service often reduces the number of contacts into the customer service center, because people just work it out, or our software provides a resolution for the customer without a customer agent having to interact. Part of the enterprise challenge is to get companies to realize this is a sales and marketing benefit. This goes directly to your brand, to your customer retention, and it goes to Net Promoter Score (NPS) or customer referral. You must think broadly, and that can be a challenge to adoption.</p>
      • answer_3<p>We always have a bit of R&D running, even though we are a young company. Innovation is encouraged within a framework we call “Listen, Learn and Innovate.” We drive innovation based on what our customers are telling us, and we use that to enhance the technology and the product. We aggregate data across the disputes platforms, in an anonymized fashion, for the benefit of all customers to improve the platform. What I have learned at Modria is that every time I turn to anther industry, I discover a category of disputes that have probably impacted my own life in the past, and that I wish I had had a mechanism to resolve.</p>
      • answer_4<p>Technology innovations you will see from us is the use of machine learning and AI to learn from our customer dispute volumes, and to tune policies to auto-resolve issues when we can. Based on the pattern and behavior our customer’s customer has shown via the platform, if we know what the answer is going to be, then why are we sending them to a customer service agent? Let’s say we are serving an online marketplace: when a customer clicks “I have a problem,” we ask them some questions. We take them through this diagnosis process. If in answering these questions, we realize 99 percent of the time the answer is going to be X, we can offer that solution right then and there. It might be as simple as telling them: “A replacement is on the way; it’ll be there overnight.”</p>
      • answer_5<p>I think this use of data and AI is changing our lives in ways we don’t even expect. I watch my granddaughter interact with technology, and people talking to their phones, and I watch Uber self-driving cars in San Francisco. The most interesting innovation to me is the way that software is going to become intelligent, and essentially become our companion as we travel through life. And it is sneaking up on us from a social perspective in ways people are not anticipating.</p>
      • leader_id203
      • modifier162
    • Leader
      • id203
      • nameScott Carr
      • job_titleCEO
      • companyModria
      • headshotHeadshot Scottcarr (140x140).png
      • company_logomodria_logo (140 x 60).png
      • bio_full<p>As CEO of Modria—the pioneering Online Dispute Resolution (ODR) platform—Scott Carr provides businesses and government agencies globally with a transformational tool for fast and fair resolutions, customer service efficiency, and even brand loyalty. The model provides a unique pathway to justice and institutional trust for global consumers, and is rapidly growing beyond transactional disputes. After 15 years of development and technological enablement, ODR itself has surged beyond its initial brief of legal cost savings and eCommerce complaint solutions to become a game-changing catalyst for brand building, civil justice access, and marketing intelligence. Carr says that between one and three percent of all transactions go wrong each year, and that clogged Small Claims courts are unable to cope with either the volume or the cross-border jurisdictional nature of online disputes, while consumers have neither the time nor the resources to pursue them through traditional channels.</p> <p>As Director of Dispute Resolution at eBay and PayPal between 2003 and 2011, Modria’s co-founder, Colin Rule, designed a system that resolved 90 percent of some 60 million annual disputes through a disruptive software system, and without the need for any human involvement in the resolution. While parties retained the right to appeal the outcome to court, the astonishing result was that 99.9 percent of the tens of millions of parties involved were sufficiently satisfied that they did not appeal—surely an outcome with profound implications for the future of global civil justice itself. Modria has since innovated a modular SaaS platform to resolve a wide variety disputes at scale—from relational disputes to insurance claim conflicts—where the company designs and manages a software-driven system involving diagnosis, negotiation, mediation, and, in rare cases, arbitration. Carr says, “Our innovation is in user experience, process design, and then using data to help create better experiences.”</p> <p>In terms of incremental innovation outcomes, cost savings for companies include the reduction of complaint contacts from 12 dollars for an average customer service call in the US to just four dollars and eighty cents for Modria ODR. This is partly because the platform significantly reduces the number of CS interactions. But the disruptive potential is revealed in another number: companies like online marketplace brands have found an 18 percent higher reactivation rate among customers who had gone through the ODR process—even if they considered the outcome unfavorable. Rather than slamming the phone down on a customer service agent when a purchased item or service arrives in the wrong form, or not at all, research found that customers appreciated the quick, fair, and easy access the resolution provided, and are rewarding those brands by renewing subscriptions. Carr says, “Back in the late ‘90s, Colin saw that the internet could be used to resolve conflicts in ways people had never considered, but also that there would be whole new categories of disputes that would come up from the digital age that traditional courts could never handle. Part of what is driving the acceleration of transformation to ODR is that courts were designed for a time when everything I did was face to face. The courts today in the US are clogged with Small Claims cases where I cannot get a date for two years; the time it takes is almost not worth the effort.”</p> <p>Beyond its commercial application and its marketing potential, Carr says ODR could ultimately transform access to justice for millions of people in the developing world. He also raises this profound question for marketers: how many millions of consumers drift away from brands without those companies knowing it—simply because those consumers are confrontation-averse, and don’t have the energy or desire to argue with a CS agent over the phone? Modria empowers those consumers to lodge their disputes and, if needed, evidence without the need for confrontation, often with checked boxes on a software platform that can anticipate their likely preferred outcome through AI, and the company’s decades of imported dispute experience. Meanwhile, since legal disputes uniquely cut through to the ultimate emotions and candid motives that move consumers to loyalty or boycott, ODR also presents marketers with their potential data holy grail. Carr says the combination of re-earned trust and these new insights are proving so valuable that many companies involved with high volume, low value transactions would even welcome higher claim numbers that might flow from the easy-to-use dispute resolution process.</p> <p>“A question we often get is: if I create an easy-to-use ODR process, will I have a sudden influx of disputes that will overwhelm me? What we often say is, if that happens, it means there were latent disputes in your customer base or community that you weren’t addressing. You had customers or citizens not getting access to justice or resolution, and you were therefore losing the loyalty of those customers. You want to surface that, because ultimate dissatisfaction is what erodes your customer base.”</p>
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  • 17
    • InnovatorProfile
      • id12
      • linkedin_urlhttps://www.linkedin.com/profile/view?id=4656532&authType=NAME_SEARCH&authToken=Gj3O&locale=en_US&trk=tyah&trkInfo=tarId%3A1405107674493%2Ctas%3Awendy%20mayer%2Cidx%3A1-1-1
      • summary_bio<p>Wendy Mayer is Vice President of Worldwide Innovation for Pfizer, responsible for driving ideas and fresh thinking across the organization through the identification of transformative and disruptive innovation platforms, and through the development of capabilities and a culture that will support continued innovation.</p>
      • answer_1<p>You have to have that enthusiasm and drive from the kind of grassroots level of the organization, but then they have to be supported and feel as if they have the ability to take action on those ideas from above. And so it's the combination of those two that really enables, I think, productive activity across an organization.</p>
      • answer_2<p>I think a big one that people very often talk about is the fear of failure. The best innovations have really iterated and require actually a lot of failure and learning from that failure in order to deliver successful innovation. And so, if people feel as if there is no tolerance for failure, or that that is a mark on their reputation or on their career path, that will kill innovation right in its tracks.</p> <p>The other thing I think is the funding aspect. If funding is only available for projects that have a demonstrated ROI, then that will also kill the ideas. If you're comparing new ideas to established proven tactics or strategies, the innovation and the new idea is going to lose every time. So depending on what sort of metrics or bar you're holding up as a success measure, that could very often, if you don't have the right one, be a barrier to innovation.</p>
      • answer_3<p>I think [CIO] titles vary across organizations. To me, the point is that there is an element of getting out from under the business and influencing strategy, even organization, at a senior level. And so, there's been a lot written about the importance of having [the] innovation function reporting high into the organization. I think you also need to be strategic around where you innovate. Organizations need to be thinking at a high level strategy standpoint, as to what's the innovation ambition. Do I think you need to be a chief innovation officer? No, not necessarily. Obviously that's not my title, but I think it's more to the point that it needs to be a high level role, and one that can influence and be comfortable amongst senior leaders within an organization.</p>
      • answer_4<p>[Big data] changes the game in a few ways. Internally as an organization, it presents a lot of information you have accessible to you, as well as new channels and new opportunities and ways in which you could use that data. So, it can become fodder for innovative ideas. The second thing is just the evolution of computing power and technology, and accessibility to data. This is the democratization of innovation where beyond the walls of expert organizations, this information is available, and people have the ability to use it to develop new products, to come up with insights and offer that up to some of the more traditional organizations. </p>
      • answer_5<p>Our CEO has been very active in the program that we're working on now, and has been extremely vocal in sharing across many forums across the organization to tell people: this is a priority capability for our organization, and this is going to be required for our future success. </p>
      • leader_id45
      • modifier1469
    • Leader
      • id45
      • nameWendy Mayer
      • job_titleVice President, Strategy and New Business Innovative Pharma
      • companyPfizer
      • headshotWendy-140x140.jpg
      • company_logopfizer_140x60.png
      • bio_full<p>Wendy Mayer is Vice President, Strategy and New Business Innovative Pharma for Pfizer. Mayer joined Pfizer in 1997, and has had various roles across the commercial organization. Prior to her current role she was Connecticut State Director within Primary Care, responsible for approximately 0 million in revenue. Prior to that she developed a Quality Management System blueprint to embed quality by design principles into Pfizer’s enterprise-wide clinical trial process. Most of her tenure at Pfizer has been within the Market Analytics organization, utilizing primary and secondary market research to develop insights and guide global business strategy.</p> <p>Prior to joining Pfizer, Wendy was a Senior Consultant at Deloitte & Touche Consulting. Before Deloitte, Wendy did an administrative fellowship at Northwestern Memorial Hospital in Chicago. Wendy holds a bachelor’s degree and MBA from Cornell University. She has been identified by Deloitte as a  “Women to Watch” in healthcare for 2013. </p>
      • summary(null)
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      • modifier1469
  • 18
    • InnovatorProfile
      • id32
      • linkedin_urlhttps://www.linkedin.com/in/pieterwnel
      • summary_bio<p>Described as “a Renaissance man of the digital age,” Pieter Nel – Senior Vice President of Operations at YouNow – is also a pilot, a yacht skipper, a mountain rescue volunteer, and a MIT-award-winning entrepreneur. Previously, the South African-born executive and engineer was the CTO who helped propel the massive early growth of Africa’s largest social network, Mxit – which, at one point, was larger than Twitter.</p> <p>A <a href="http://www.sablenetwork.com/inspirations/advancements-achievements/why-mxit-should-be-a-source-of-both-lessons-and-pride-for-south-africans">new profile</a> on Nel on BPI’s sister platform, the SABLE Accelerator, adds: “The 40-year-old is a key innovator in three of the most coveted fields of the new economy – virtual currencies, machine learning and monetization strategy – and he’s doing it all for YouNow: a platform which defines the social connectivity revolution.” This live video social network is even disrupting the cable TV space, having recorded average active user times for its millions of subscribers at almost 50 minutes every day.</p> <p>Nel positively boils with ideas for disruptive technologies – and told BPI that he has retained his passion to innovate on mobile platforms to empower African entrepreneurs. Is this Q&A, Nel also speaks about the potential for “smart farming” in Africa, enabled by drones and smart data. He has also harnessed his experiences of leading dozens of mountain rescues for a Thought Leadership project that principle tech founders and CEOs should use in navigating the fast-changing market landscape.</p>
      • answer_1<p>Open communication and easy interaction between people of different backgrounds always have a net positive impact on society. We saw this at Mxit where we allowed millions of users to interact and communicate at a mere fraction of the cost of an SMS. Once again at YouNow, we are using the video medium to allow users from all over the world to socialize, meet friends and exchange ideas.  It’s an extremely interactive platform – you are chatting directly with the broadcaster and fellow viewers, live. There is this powerful need for social interaction, to share ideas and opinions, and this is a fantastic channel for that impulse.</p>
      • answer_2<p>I believe very few American startups have an understanding of global markets and user bases and how to serve them well.  The Internet has moved to mobile and the potential markets in Brazil, Africa, India and South East Asia are far bigger than what you find in the US.  Understanding how to be successful in those markets early on in your growth is a key differentiating factor. In that respect, the Mxit experience was extremely advantageous, as we were in many respects years ahead of the curve in terms of building mobile-first global communities.  In general I find South Africans to be much more comfortable in a global context and within a culturally diverse environment.  </p>
      • answer_3<p>Innovation is a culture that is driven from the top. One needs to create an environment that allows for experimentation and failure. If your team is too afraid to fail, and not incentivized to experiment, they won't do it.  It actually requires a lot of discipline too - engineers are bound to continue tinkering with something for too long and one has to have the discipline to move on to try new things.  When Herman Heunis was running R&D at his Swist Group Technologies - the directive was to try 10 new things each year.  One of them ended up being Mxit.</p>
      • answer_4<p>It is going to become increasingly difficult for business leaders to be effective without the ability to engage deeply in analytical thinking and understanding data, complex systems and non-linear effects.  We live in an increasingly complex world, and it's all too easy to make bad decisions based on data that is not fully understood. Every business executive should have a basic understanding of data science and statistics. </p> <p>From a technology perspective, mobile video, virtual reality and the Internet of Things are of course the big trends that most analysts agree on. In the emerging market context I believe that there is a large potential for drones combined with smart data analysis to revolutionize smart farming in Africa. Africa has enormous potential in terms of agriculture and it unfortunately doesn't come to it's full right given all the strife, corruption and policy failures like we've seen in Zimbabwe.</p>
      • answer_5<p>One of the successful behaviors of innovators is to bounce their new ideas off of as many people as possible. MIT professor Hal Gregersen describes this as one of the 5 traits of successful innovators in "The Innovator's DNA." Steve Jobs was always talking about his ideas to everyone - and a diverse set of people too.  Innovators continually iterate and enhance their thinking in this fashion. The opportunity to do this is of course much better in dense environments like Silicon Valley, Cambridge, MA and NYC.  It's a behavior I try to imitate all the time.</p>
      • leader_id156
      • modifier699
    • Leader
      • id156
      • namePieter Nel
      • job_titleSVP of Operations
      • companyYouNow
      • headshotPieter-Nel_140x140.jpg
      • company_logoYouNow logo 140x60.jpg
      • bio_full<p>Described as “a Renaissance man of the digital age,” Pieter Nel – Senior Vice President of Operations at YouNow – is also a pilot, a yacht skipper, a mountain rescue volunteer, and a MIT-award-winning entrepreneur. Previously, the South African-born executive and engineer was the CTO who helped propel the massive early growth of Africa’s largest social network, Mxit – which, at one point, was larger than Twitter.</p> <p> </p> <p>A <a href="http://www.sablenetwork.com/inspirations/advancements-achievements/why-mxit-should-be-a-source-of-both-lessons-and-pride-for-south-africans">new profile</a> on Nel on BPI’s sister platform, the SABLE Accelerator, adds: “The 40-year-old is a key innovator in three of the most coveted fields of the new economy – virtual currencies, machine learning and monetization strategy – and he’s doing it all for YouNow: a platform which defines the social connectivity revolution.” This live video social network is even disrupting the cable TV space, having recorded average active user times for its millions of subscribers at almost 50 minutes every day.</p> <p> </p> <p>Nel positively boils with ideas for disruptive technologies – and told BPI that he has retained his passion to innovate on mobile platforms to empower African entrepreneurs. Is this Q&A, Nel also speaks about the potential for “smart farming” in Africa, enabled by drones and smart data. He has also harnessed his experiences of leading dozens of mountain rescues for a Thought Leadership project that principle tech founders and CEOs should use in navigating the fast-changing market landscape.</p>
      • summary(null)
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      • modifier1325
  • 19
    • InnovatorProfile
      • id50
      • linkedin_urlhttps://www.linkedin.com/in/kim-smyth/
      • summary_bio<p class="p1"><span class="s1">Kim Smyth works for AstraZeneca, a global biopharmaceutical company, where she leads a Silicon-Valley-based Technology Innovation Lab. Kim’s team explores emerging trends, scouts new companies, and delivers innovative proof-of-concepts for stakeholders within AstraZeneca’s science and business units.</span></p> <p class="p1"><span class="s1">Kim has more than twenty years of broad cross-industry experience in consulting and operational roles, focused on how to help large companies take advantage of new technology to improve top and bottom lines. She joined AstraZeneca in Australia in 2010, where she led strategy, digital innovation and patient program functions. She moved to Silicon Valley in the office of the CTO to help accelerate technology innovation across the full company life cycle from discovery through clinical trials and commercialization.</span></p> <p>While Kim can’t yet speak in detail about the exciting new partnerships and initiatives her new team is spearheading, she says that the pace of technology change – driven by advances in computing, machine intelligence, data analytics, and connected devices – is creating many opportunities for life sciences companies and the healthcare delivery system. </p> <p>Smyth tells BPI:</p> <ul> <li>“I'm very excited about the potential to marry digital tools and approaches to support our therapies. I have seen a lot of great progress, especially in chronic disease, where behavioral aspects such as adhering to lifestyle, diet, and exercise changes are key..."</li> <li>“We have a broad mandate, looking for innovation that optimizes current processes, or re-imagines our industry. Because we’re looking to the future, we emphasize value potential vs immediate ROI. We follow our Company Values: putting patients first, following the science, and doing the right thing. If we get those things right, the business case and competitiveness will follow.”</li> </ul>
      • answer_1<p>My team operates in Silicon Valley with three goals: bring Silicon Valley perspective and knowledge into our company; find and incubate new partners (especially start-ups) to demonstrate the power of new technology and approaches, and build a West Coast presence that leverages technology as well as life science leadership.</p> <p>My team sits in IT, so we serve all therapy areas and functions. Technology is changing the game in many industries – or eating the world, as Marc Andreessen might say. We look for innovation that can bring medicines to market more quickly, or make therapies more effective. This could be re-imagining how we recruit or operate clinical trials, delivering mobile services that complement our medicines, or applying machine intelligence for clinical or patient support.</p> <p>Our industry is complex, so we work closely with internal teams for the necessary scientific, clinical, and business domain expertise. We are a catalyst, empowering innovation rather than trying to own it in our team. This requires new technology skills in areas such as data analytics or IoT, as well as soft skills in communication, influencing and teamwork. We prioritize based on the importance that differentiating new technology plays in the opportunity, whether the potential value is incremental or transformational, and how closely the company matches our current needs and therapy area focus. </p>
      • answer_2<p>Healthcare and drug development are highly regulated environments, with enormous - often literally life-and-death – impact on people’s lives. This makes innovation all the more important, but it has to be done carefully and respectfully.</p> <p>Regulators have a very difficult job to keep up with impending changes, and sometimes lag the “state of the art” in areas like social media, or machine learning. How will a regulator assess a machine learning algorithm that doesn’t offer a clear rationale for a diagnosis, for example?</p> <p>Another challenge is the complexity and deep specialization required across multiple scientific and technological domains. We need people with deep knowledge in both technology and science or clinical areas – or who have exceptional ability to work with together. </p> <p>The healthcare environment is a complex and fragmented system with many regional variants, and even though we are a large multinational, our impact on the overall system can be limited. People like to say it is easy to pilot a healthcare innovation, but hard to scale it.</p> Finally, we have a very successful core business. It can be hard to convince highly accomplished people of the need to change - especially when many aspects of digital health are still generating clinical evidence, or have very different operating models.
      • answer_3<p>One of the hardest parts about embedding innovation is moving from a successful proof-of-concept into widespread adoption. </p> <p>Ideally, at a grass-roots level, we work jointly with highly motivated internal stakeholders at a very early stage, so that if we are successful there is a home for the project to land and grow. This is a balancing act – at times, we need to push the envelope too!</p> <p>However, top down executive visibility and endorsement is critical. When our leaders understand technology trends and potential impact on our business, they provide invaluable recognition and support of projects that might otherwise “fly under the radar” or be seen as optional. Executive support has also helped to embed innovation objectives for employees more broadly – moving everyone from innovation “if and when I have time” to “a core part of my job, which I’m accountable to deliver.”  </p>
      • answer_4<p>There are huge advances in the way we store, transfer, use, and think about data, software and devices. The real change is driven not by a single technology, but by the combination of several: cloud computing, increasing digitization of healthcare, more personal and linked data, connected devices in the hands of patients, and changes in the ways we interact with computers.</p> <p>We are arriving at a new class of data-empowered healthcare tools. Formerly invisible factors involving behavior, diet, environment, genetics, omics, or early cancer risk can now be measured and assist in risk assessment and diagnosis support. The cost of sensors and medical grade devices is decreasing, improving our ability to monitor continuously. Machine intelligence is exceeding human ability to recognize patterns in medical images and data. This opens possibilities to identify patients at risk, understanding disease progression, and analyzing historical and real time data and making appropriate recommendations.   </p> <p>At the same time, issues like cybersecurity, privacy and cost sustainability must be addressed if we’re to realize these benefits without introducing unacceptable risks.  </p>
      • answer_5<p>I am most excited by companies that surprise me and challenge the way I think – bringing fresh approaches to some of our industry’s longstanding challenges. I believe there is huge potential in combining the rigor of science with the power of human-centered design. One company is using sensors and data analytics to quantify the degree of control in asthma patients, which could help predict an attack days before it would otherwise have happened. I’m also fascinated by “doctors on demand” services and the degree to which smart logistics, advanced teleconferencing, conversational UI and machine learning-enabled clinical support could improve the experience of healthcare while dramatically lowering costs. And I am excited about companies who are thinking about the whole ecosystem – for example, one that is looking to create an “app store” for genomics, challenging potential partners to offer value at a very personal level to their customer base. </p> <p>The variety and impact these companies will have is part of what makes my role such an exciting and rewarding one!</p>
      • leader_id219
      • modifier1469
    • Leader
      • id219
      • nameKim Smyth
      • job_titleTechnology Innovation Director
      • companyAstraZeneca
      • headshotkim_logo.jpg
      • company_logoAstrazeneca_Logo.png
      • bio_full<p class="p1"><span class="s1">Kim Smyth works for AstraZeneca, a global biopharmaceutical company, where she leads a Silicon-Valley-based Technology Innovation Lab. Kim’s team explores emerging trends, scouts new companies, and delivers innovative proof-of-concepts for stakeholders within AstraZeneca’s science and business units. </span></p> <p class="p1"><span class="s1">Kim has more than twenty years of broad cross-industry experience in consulting and operational roles, focused on how to help large companies take advantage of new technology to improve top and bottom lines. She joined AstraZeneca in Australia in 2010, where she led strategy, digital innovation and patient program functions. She moved to Silicon Valley in the office of the CTO to help accelerate technology innovation across the full company life cycle from discovery through clinical trials and commercialization.</span></p> <p>While Kim can’t yet speak in detail about the exciting new partnerships and initiatives her new team is spearheading, she says that the pace of technology change – driven by advances in computing, machine intelligence, data analytics, and connected devices – is creating many opportunities for life sciences companies and the healthcare delivery system. </p> <p>Smyth tells BPI:</p> <ul> <li>“I'm very excited about the potential to marry digital tools and approaches to support our therapies. I have seen a lot of great progress, especially in chronic disease, where behavioral aspects such as adhering to lifestyle, diet, and exercise changes are key..."</li> <li>“We have a broad mandate, looking for innovation that optimizes current processes, or re-imagines our industry. Because we’re looking to the future, we emphasize value potential vs immediate ROI. We follow our Company Values: putting patients first, following the science, and doing the right thing. If we get those things right, the business case and competitiveness will follow.”</li> </ul>
      • summary<p class="p1"><span class="s1">Kim has more than twenty years of broad cross-industry experience in consulting and operational roles, focused on how to help large companies take advantage of new technology to improve top and bottom lines. She joined AstraZeneca in Australia in 2010, where she led strategy, digital innovation and patient program functions.</span></p>
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      • created2017-06-02 09:33:02
      • modified2017-06-05 09:03:44
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• sidebarInnovationHeadlines
  • 0
    • Article
      • id1365
      • date2023-01-04
      • titleIs Your Company Mistaking Technology For Digital Transformation?
      • author(null)
      • publisherForbes
      • description(null)
      • urlhttps://www.forbes.com/sites/sap/2023/01/24/is-your-company-mistaking-technology-for-digital-transformation/?sh=4eb4bfa771e9
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      • created2023-06-06 23:19:46
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  • 1
    • Article
      • id1361
      • date2020-08-10
      • titleA Cornucopia Of Cloud Storage Solutions
      • author
      • publisherForbes
      • description
      • urlhttps://www.forbes.com/sites/tomcoughlin/2020/08/10/a-cornucopia-of-cloud-storage-solutions/#66c77bb76938
      • program_only(false)
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      • created2020-08-12 17:48:21
      • modified2020-08-12 17:48:21
      • modifier1325
    • Program
      • 0
        • id31
        • titleBringing Simplicity To Multi-Cloud Complexity
        • subtitleAdvancing Data Connectivity, Logistics and Value
        • summaryThis initiative aims to explore the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world.
        • description<p><strong>Overview</strong></p> <p>The Business Performance Innovation (BPI) Network, in partnership with DBM Cloud Systems and the CMO Council, is undertaking research into the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world. Global enterprises are seeking to integrate vast repositories of data across multiple public and private clouds and on-premise systems to extract more value, use and return on these assets. In particular, this relates to decision-support analytics, product and service delivery, customer intelligence and personalized engagement, operational improvement, business compliance, and continuity.</p> <p>While multi-cloud and hybrid cloud environments provide major advantages, they also increase the complexity of managing, translating, processing and moving data. Chief Data Officers, infrastructure IT executives and others in the enterprise are now seeking new and innovative ways to gain greater control, visibility, performance and efficiency in the way they manage data to optimize its value.</p> <p>The program will engage data and IT executives from major companies, as well as leading system integrators, consulting firms and solution providers to understand needs, requirements and best practices in optimizing data economics, protection and logistics in today’s multi-cloud, mega-data world.</p> <p><strong> </strong></p> <p><strong>Background</strong></p> <p>The growing importance of the Chief Data Officer underscores widespread recognition of the essential role and value of data and analytics in the modern, agile customer-centric enterprise. This is further compounded by the significant cost, challenge and complexity of unifying, migrating, replicating, protecting, storing and governing data “ponds, lakes and dams” in today’s multi-cloud and hybrid cloud computing environments.</p> <p>Data has become one of the chief engines of value creation. Its role in improving analytical decision making, enhancing our ability to understand, reach and engage customers, and increasing the value of both existing and new products and services has made data a highly valued currency and asset base for enterprises operating digitally across data borders, ramparts and fences.</p> <p>Fueled by an explosive proliferation of new data sources—from mobile computing, social media and rich media applications and services, to the advent of the Internet of Things, which will generate some 50 million connected sensors by the end of 2020—the amount and variety of data being stored is growing exponentially.  According Seagate Technology, the amount of data generated worldwide will increase to 163 zettabytes by 2025 from 12 zettabytes in 2015.</p> <p>In today’s multi-cloud, mega-data world, better Data Logistics and Performance Management (DLPM) has become essential to competing in the Data Economy. According to 451 Research, some 80 percent of companies are now utilizing two or more clouds. Three-quarters of companies say they are pursuing a hybrid/multi-cloud strategy.</p> <p>In this highly distributed compute environment, the requirements to understand where data resides across multiple public clouds and on-premise systems and cost-effectively store, protect and move data to its optimal location becomes critical. With the coming rise of edge computing and micro-data centers designed to bring data and applications closer to users to reduce latency and thereby improve application and workload performance, data management and logistics become even more complex. The edge is creating even more data, with increased data volumes having to be transmitted across networks and between clouds.</p> <p>Object-based data storage is now the dominant storage architecture globally, particularly in the cloud, and will be used to store 85 percent of the world’s data by 2025. Developed initially to handle the explosive growth of unstructured data, such as video, images, web pages, log files and IoT data, object storage saves data along with associated metadata in blocks as objects that can contain multiple information formats.</p> <p>It has a variety of advantages over file and block storage, including massive scalability, greater flexibility via metadata for analytics, better governance, faster retrieval, and improved cost efficiencies. In addition, continued technical advances are improving both the performance and the applicability of object storage for new use cases. A major challenge, however, is that the object-based storage systems used my various cloud providers are all different, making data synchronization and translation a challenge.</p> <p> </p> <p><strong>The Data Logistics Mandate</strong></p> <p>In this new world, Chief Data Officers and CIOs must optimize how they manage vast volumes of data across multiple clouds and data environments through better data logistics. There are more data silos, greater distribution of data, vast increases in volume, and a growing demand to understand, protect and exploit data for business growth and optimization while holding down costs.</p> <p>Among those logistical challenges are the need to keep track of where data resides, and cost-effectively synchronize, replicate and move data to optimize value, efficiency, security and governance based on cost differences, processing and analytics capabilities, performance advantages, and regulatory requirements.</p> <p>Organizations need to be able to be able to identify what data needs to be replicated and effectively transmitted and synchronized across different clouds and on-premise locations to improve the availability, security and value of data.</p> <p>For example, organizations increasingly need to move data to specific service providers to conduct analytics or take advantage of specific vendor technologies, lower processing and storage costs, or meet geographic requirements. Particularly when data replication and synchronization is a continuous activity, organizations need to automate this process based on established rules and policies to improve cost efficiency, eliminate errors and reduce management complexity.</p> <p>For object storage data, the capacity to fully utilize metadata to identify location, type and value is now a critical aspect of data logistics, as is the ability to transfer data with a minimum amount of performance degradation and data corruption. New solutions that can handle replication outside of the data path are delivering improved visibility, performance and data quality.</p> <p>Advancing data logistics is a major imperative for today’s data-driven organizations and their chief data officers. The mandate to improve data availability, performance, value and cost-efficiency will be a critical competitive differentiator in a multi-cloud, mega-data world.<br /><br /><strong>To get involved in this initiative, please reach out to <a href="mailto:dmurray@bpinetwork.org">Dave Murray</a>. </strong></p>
        • imageBringing Simplicity to MultiCloud Complexity Logo-BPI.png
        • thumbnailBringing Simplicity to MultiCloud Complexity ICON-BPI.png
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  • 2
    • Article
      • id1359
      • date2020-07-22
      • titleHybrid Cloud Security: Benefits and Challenges
      • author
      • publisherBusiness2Community
      • description
      • urlhttps://www.business2community.com/cloud-computing/hybrid-cloud-security-benefits-and-challenges-02329045
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      • created2020-08-12 17:47:17
      • modified2020-08-12 17:47:17
      • modifier1325
    • Program
      • 0
        • id31
        • titleBringing Simplicity To Multi-Cloud Complexity
        • subtitleAdvancing Data Connectivity, Logistics and Value
        • summaryThis initiative aims to explore the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world.
        • description<p><strong>Overview</strong></p> <p>The Business Performance Innovation (BPI) Network, in partnership with DBM Cloud Systems and the CMO Council, is undertaking research into the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world. Global enterprises are seeking to integrate vast repositories of data across multiple public and private clouds and on-premise systems to extract more value, use and return on these assets. In particular, this relates to decision-support analytics, product and service delivery, customer intelligence and personalized engagement, operational improvement, business compliance, and continuity.</p> <p>While multi-cloud and hybrid cloud environments provide major advantages, they also increase the complexity of managing, translating, processing and moving data. Chief Data Officers, infrastructure IT executives and others in the enterprise are now seeking new and innovative ways to gain greater control, visibility, performance and efficiency in the way they manage data to optimize its value.</p> <p>The program will engage data and IT executives from major companies, as well as leading system integrators, consulting firms and solution providers to understand needs, requirements and best practices in optimizing data economics, protection and logistics in today’s multi-cloud, mega-data world.</p> <p><strong> </strong></p> <p><strong>Background</strong></p> <p>The growing importance of the Chief Data Officer underscores widespread recognition of the essential role and value of data and analytics in the modern, agile customer-centric enterprise. This is further compounded by the significant cost, challenge and complexity of unifying, migrating, replicating, protecting, storing and governing data “ponds, lakes and dams” in today’s multi-cloud and hybrid cloud computing environments.</p> <p>Data has become one of the chief engines of value creation. Its role in improving analytical decision making, enhancing our ability to understand, reach and engage customers, and increasing the value of both existing and new products and services has made data a highly valued currency and asset base for enterprises operating digitally across data borders, ramparts and fences.</p> <p>Fueled by an explosive proliferation of new data sources—from mobile computing, social media and rich media applications and services, to the advent of the Internet of Things, which will generate some 50 million connected sensors by the end of 2020—the amount and variety of data being stored is growing exponentially.  According Seagate Technology, the amount of data generated worldwide will increase to 163 zettabytes by 2025 from 12 zettabytes in 2015.</p> <p>In today’s multi-cloud, mega-data world, better Data Logistics and Performance Management (DLPM) has become essential to competing in the Data Economy. According to 451 Research, some 80 percent of companies are now utilizing two or more clouds. Three-quarters of companies say they are pursuing a hybrid/multi-cloud strategy.</p> <p>In this highly distributed compute environment, the requirements to understand where data resides across multiple public clouds and on-premise systems and cost-effectively store, protect and move data to its optimal location becomes critical. With the coming rise of edge computing and micro-data centers designed to bring data and applications closer to users to reduce latency and thereby improve application and workload performance, data management and logistics become even more complex. The edge is creating even more data, with increased data volumes having to be transmitted across networks and between clouds.</p> <p>Object-based data storage is now the dominant storage architecture globally, particularly in the cloud, and will be used to store 85 percent of the world’s data by 2025. Developed initially to handle the explosive growth of unstructured data, such as video, images, web pages, log files and IoT data, object storage saves data along with associated metadata in blocks as objects that can contain multiple information formats.</p> <p>It has a variety of advantages over file and block storage, including massive scalability, greater flexibility via metadata for analytics, better governance, faster retrieval, and improved cost efficiencies. In addition, continued technical advances are improving both the performance and the applicability of object storage for new use cases. A major challenge, however, is that the object-based storage systems used my various cloud providers are all different, making data synchronization and translation a challenge.</p> <p> </p> <p><strong>The Data Logistics Mandate</strong></p> <p>In this new world, Chief Data Officers and CIOs must optimize how they manage vast volumes of data across multiple clouds and data environments through better data logistics. There are more data silos, greater distribution of data, vast increases in volume, and a growing demand to understand, protect and exploit data for business growth and optimization while holding down costs.</p> <p>Among those logistical challenges are the need to keep track of where data resides, and cost-effectively synchronize, replicate and move data to optimize value, efficiency, security and governance based on cost differences, processing and analytics capabilities, performance advantages, and regulatory requirements.</p> <p>Organizations need to be able to be able to identify what data needs to be replicated and effectively transmitted and synchronized across different clouds and on-premise locations to improve the availability, security and value of data.</p> <p>For example, organizations increasingly need to move data to specific service providers to conduct analytics or take advantage of specific vendor technologies, lower processing and storage costs, or meet geographic requirements. Particularly when data replication and synchronization is a continuous activity, organizations need to automate this process based on established rules and policies to improve cost efficiency, eliminate errors and reduce management complexity.</p> <p>For object storage data, the capacity to fully utilize metadata to identify location, type and value is now a critical aspect of data logistics, as is the ability to transfer data with a minimum amount of performance degradation and data corruption. New solutions that can handle replication outside of the data path are delivering improved visibility, performance and data quality.</p> <p>Advancing data logistics is a major imperative for today’s data-driven organizations and their chief data officers. The mandate to improve data availability, performance, value and cost-efficiency will be a critical competitive differentiator in a multi-cloud, mega-data world.<br /><br /><strong>To get involved in this initiative, please reach out to <a href="mailto:dmurray@bpinetwork.org">Dave Murray</a>. </strong></p>
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      • date2020-07-22
      • titleIt’s Time To Rethink How To Get More From Your Data
      • author
      • publisherForbes
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      • urlhttps://www.forbes.com/sites/forbestechcouncil/2020/07/22/its-time-to-rethink-how-to-get-more-from-your-data/#3117717c6762
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        • id31
        • titleBringing Simplicity To Multi-Cloud Complexity
        • subtitleAdvancing Data Connectivity, Logistics and Value
        • summaryThis initiative aims to explore the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world.
        • description<p><strong>Overview</strong></p> <p>The Business Performance Innovation (BPI) Network, in partnership with DBM Cloud Systems and the CMO Council, is undertaking research into the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world. Global enterprises are seeking to integrate vast repositories of data across multiple public and private clouds and on-premise systems to extract more value, use and return on these assets. In particular, this relates to decision-support analytics, product and service delivery, customer intelligence and personalized engagement, operational improvement, business compliance, and continuity.</p> <p>While multi-cloud and hybrid cloud environments provide major advantages, they also increase the complexity of managing, translating, processing and moving data. Chief Data Officers, infrastructure IT executives and others in the enterprise are now seeking new and innovative ways to gain greater control, visibility, performance and efficiency in the way they manage data to optimize its value.</p> <p>The program will engage data and IT executives from major companies, as well as leading system integrators, consulting firms and solution providers to understand needs, requirements and best practices in optimizing data economics, protection and logistics in today’s multi-cloud, mega-data world.</p> <p><strong> </strong></p> <p><strong>Background</strong></p> <p>The growing importance of the Chief Data Officer underscores widespread recognition of the essential role and value of data and analytics in the modern, agile customer-centric enterprise. This is further compounded by the significant cost, challenge and complexity of unifying, migrating, replicating, protecting, storing and governing data “ponds, lakes and dams” in today’s multi-cloud and hybrid cloud computing environments.</p> <p>Data has become one of the chief engines of value creation. Its role in improving analytical decision making, enhancing our ability to understand, reach and engage customers, and increasing the value of both existing and new products and services has made data a highly valued currency and asset base for enterprises operating digitally across data borders, ramparts and fences.</p> <p>Fueled by an explosive proliferation of new data sources—from mobile computing, social media and rich media applications and services, to the advent of the Internet of Things, which will generate some 50 million connected sensors by the end of 2020—the amount and variety of data being stored is growing exponentially.  According Seagate Technology, the amount of data generated worldwide will increase to 163 zettabytes by 2025 from 12 zettabytes in 2015.</p> <p>In today’s multi-cloud, mega-data world, better Data Logistics and Performance Management (DLPM) has become essential to competing in the Data Economy. According to 451 Research, some 80 percent of companies are now utilizing two or more clouds. Three-quarters of companies say they are pursuing a hybrid/multi-cloud strategy.</p> <p>In this highly distributed compute environment, the requirements to understand where data resides across multiple public clouds and on-premise systems and cost-effectively store, protect and move data to its optimal location becomes critical. With the coming rise of edge computing and micro-data centers designed to bring data and applications closer to users to reduce latency and thereby improve application and workload performance, data management and logistics become even more complex. The edge is creating even more data, with increased data volumes having to be transmitted across networks and between clouds.</p> <p>Object-based data storage is now the dominant storage architecture globally, particularly in the cloud, and will be used to store 85 percent of the world’s data by 2025. Developed initially to handle the explosive growth of unstructured data, such as video, images, web pages, log files and IoT data, object storage saves data along with associated metadata in blocks as objects that can contain multiple information formats.</p> <p>It has a variety of advantages over file and block storage, including massive scalability, greater flexibility via metadata for analytics, better governance, faster retrieval, and improved cost efficiencies. In addition, continued technical advances are improving both the performance and the applicability of object storage for new use cases. A major challenge, however, is that the object-based storage systems used my various cloud providers are all different, making data synchronization and translation a challenge.</p> <p> </p> <p><strong>The Data Logistics Mandate</strong></p> <p>In this new world, Chief Data Officers and CIOs must optimize how they manage vast volumes of data across multiple clouds and data environments through better data logistics. There are more data silos, greater distribution of data, vast increases in volume, and a growing demand to understand, protect and exploit data for business growth and optimization while holding down costs.</p> <p>Among those logistical challenges are the need to keep track of where data resides, and cost-effectively synchronize, replicate and move data to optimize value, efficiency, security and governance based on cost differences, processing and analytics capabilities, performance advantages, and regulatory requirements.</p> <p>Organizations need to be able to be able to identify what data needs to be replicated and effectively transmitted and synchronized across different clouds and on-premise locations to improve the availability, security and value of data.</p> <p>For example, organizations increasingly need to move data to specific service providers to conduct analytics or take advantage of specific vendor technologies, lower processing and storage costs, or meet geographic requirements. Particularly when data replication and synchronization is a continuous activity, organizations need to automate this process based on established rules and policies to improve cost efficiency, eliminate errors and reduce management complexity.</p> <p>For object storage data, the capacity to fully utilize metadata to identify location, type and value is now a critical aspect of data logistics, as is the ability to transfer data with a minimum amount of performance degradation and data corruption. New solutions that can handle replication outside of the data path are delivering improved visibility, performance and data quality.</p> <p>Advancing data logistics is a major imperative for today’s data-driven organizations and their chief data officers. The mandate to improve data availability, performance, value and cost-efficiency will be a critical competitive differentiator in a multi-cloud, mega-data world.<br /><br /><strong>To get involved in this initiative, please reach out to <a href="mailto:dmurray@bpinetwork.org">Dave Murray</a>. </strong></p>
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      • date2020-07-21
      • title8 Innovation Trends Cultivating the 'Next Normal' Post COVID-19
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      • publisherBecker's Health IT
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      • urlhttps://www.beckershospitalreview.com/digital-transformation/providence-8-innovation-trends-cultivating-the-next-normal-post-covid-19.html
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      • date2020-07-21
      • titleThe power of emerging technologies: Finding value through data
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      • publisherMckinsey Digital
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      • urlhttps://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/tech-forward/the-power-of-emerging-technologies-finding-value-through-data
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        • id31
        • titleBringing Simplicity To Multi-Cloud Complexity
        • subtitleAdvancing Data Connectivity, Logistics and Value
        • summaryThis initiative aims to explore the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world.
        • description<p><strong>Overview</strong></p> <p>The Business Performance Innovation (BPI) Network, in partnership with DBM Cloud Systems and the CMO Council, is undertaking research into the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world. Global enterprises are seeking to integrate vast repositories of data across multiple public and private clouds and on-premise systems to extract more value, use and return on these assets. In particular, this relates to decision-support analytics, product and service delivery, customer intelligence and personalized engagement, operational improvement, business compliance, and continuity.</p> <p>While multi-cloud and hybrid cloud environments provide major advantages, they also increase the complexity of managing, translating, processing and moving data. Chief Data Officers, infrastructure IT executives and others in the enterprise are now seeking new and innovative ways to gain greater control, visibility, performance and efficiency in the way they manage data to optimize its value.</p> <p>The program will engage data and IT executives from major companies, as well as leading system integrators, consulting firms and solution providers to understand needs, requirements and best practices in optimizing data economics, protection and logistics in today’s multi-cloud, mega-data world.</p> <p><strong> </strong></p> <p><strong>Background</strong></p> <p>The growing importance of the Chief Data Officer underscores widespread recognition of the essential role and value of data and analytics in the modern, agile customer-centric enterprise. This is further compounded by the significant cost, challenge and complexity of unifying, migrating, replicating, protecting, storing and governing data “ponds, lakes and dams” in today’s multi-cloud and hybrid cloud computing environments.</p> <p>Data has become one of the chief engines of value creation. Its role in improving analytical decision making, enhancing our ability to understand, reach and engage customers, and increasing the value of both existing and new products and services has made data a highly valued currency and asset base for enterprises operating digitally across data borders, ramparts and fences.</p> <p>Fueled by an explosive proliferation of new data sources—from mobile computing, social media and rich media applications and services, to the advent of the Internet of Things, which will generate some 50 million connected sensors by the end of 2020—the amount and variety of data being stored is growing exponentially.  According Seagate Technology, the amount of data generated worldwide will increase to 163 zettabytes by 2025 from 12 zettabytes in 2015.</p> <p>In today’s multi-cloud, mega-data world, better Data Logistics and Performance Management (DLPM) has become essential to competing in the Data Economy. According to 451 Research, some 80 percent of companies are now utilizing two or more clouds. Three-quarters of companies say they are pursuing a hybrid/multi-cloud strategy.</p> <p>In this highly distributed compute environment, the requirements to understand where data resides across multiple public clouds and on-premise systems and cost-effectively store, protect and move data to its optimal location becomes critical. With the coming rise of edge computing and micro-data centers designed to bring data and applications closer to users to reduce latency and thereby improve application and workload performance, data management and logistics become even more complex. The edge is creating even more data, with increased data volumes having to be transmitted across networks and between clouds.</p> <p>Object-based data storage is now the dominant storage architecture globally, particularly in the cloud, and will be used to store 85 percent of the world’s data by 2025. Developed initially to handle the explosive growth of unstructured data, such as video, images, web pages, log files and IoT data, object storage saves data along with associated metadata in blocks as objects that can contain multiple information formats.</p> <p>It has a variety of advantages over file and block storage, including massive scalability, greater flexibility via metadata for analytics, better governance, faster retrieval, and improved cost efficiencies. In addition, continued technical advances are improving both the performance and the applicability of object storage for new use cases. A major challenge, however, is that the object-based storage systems used my various cloud providers are all different, making data synchronization and translation a challenge.</p> <p> </p> <p><strong>The Data Logistics Mandate</strong></p> <p>In this new world, Chief Data Officers and CIOs must optimize how they manage vast volumes of data across multiple clouds and data environments through better data logistics. There are more data silos, greater distribution of data, vast increases in volume, and a growing demand to understand, protect and exploit data for business growth and optimization while holding down costs.</p> <p>Among those logistical challenges are the need to keep track of where data resides, and cost-effectively synchronize, replicate and move data to optimize value, efficiency, security and governance based on cost differences, processing and analytics capabilities, performance advantages, and regulatory requirements.</p> <p>Organizations need to be able to be able to identify what data needs to be replicated and effectively transmitted and synchronized across different clouds and on-premise locations to improve the availability, security and value of data.</p> <p>For example, organizations increasingly need to move data to specific service providers to conduct analytics or take advantage of specific vendor technologies, lower processing and storage costs, or meet geographic requirements. Particularly when data replication and synchronization is a continuous activity, organizations need to automate this process based on established rules and policies to improve cost efficiency, eliminate errors and reduce management complexity.</p> <p>For object storage data, the capacity to fully utilize metadata to identify location, type and value is now a critical aspect of data logistics, as is the ability to transfer data with a minimum amount of performance degradation and data corruption. New solutions that can handle replication outside of the data path are delivering improved visibility, performance and data quality.</p> <p>Advancing data logistics is a major imperative for today’s data-driven organizations and their chief data officers. The mandate to improve data availability, performance, value and cost-efficiency will be a critical competitive differentiator in a multi-cloud, mega-data world.<br /><br /><strong>To get involved in this initiative, please reach out to <a href="mailto:dmurray@bpinetwork.org">Dave Murray</a>. </strong></p>
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      • titleBanks Must Leverage 5G, AI, and Cloud to Meet Post-COVID-19 Challenges
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      • publisherCIO
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      • urlhttps://www.cio.com/article/3566699/banks-must-leverage-5g-ai-and-cloud-to-meet-post-covid-19-challenges.html
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      • date2020-07-15
      • titleSmall Business Owners Optimistic About Economic Recovery Post-COVID
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      • publisherDigital Boom
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      • urlhttps://adigitalboom.com/facebook-wb-and-oecd-survey-small-business-owners-optimistic-about-economic-recovery-post-covid/
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      • date2018-03-22
      • titleCyber Security Is A Business Strategic Function
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      • publisherIT Web South Africa
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      • urlhttps://www.itweb.co.za/content/LPp6VMr4JyzvDKQz
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      • date2018-03-12
      • titleSXSW 2018: Why Emulating a Self-Driving Car Might Be the Best Way to Plan for Them
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      • publisherGovernment Technology
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      • urlhttp://www.govtech.com/products/SXSW-2018-Why-Emulating-a-Self-Driving-Car-Might-Be-the-Best-Way-to-Plan-for-Them.html
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      • date2018-03-09
      • titleProcessors Must Overcome Fear to Drive Innovation
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      • publisherFood Engineering
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      • urlhttps://www.foodengineeringmag.com/articles/97358-processors-must-overcome-fear-to-drive-innovation
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      • date2017-10-16
      • titleFirst Petroleum Business Network Launches In Lebanon
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      • id129
      • nameTransform To Better Perform CIO Roundtable
      • date_start2015-07-30
      • date_end2015-07-30
      • date
      • not_exact_date(false)
      • locationSan Fransisco Marriot Marquis
      • descriptionThis exclusive Transform to Better Perform CIO Roundtable has been organized by the Business Performance Innovation (BPI) Network to generate fresh thinking and best practice ideas around an emerging, new scorecard for IT. Being held in conjunction with DatacenterDynamics’ Internet Event at the San Francisco Marriot Marquis, the noon roundtable will bring together a small group of top executives to discuss the new demands and requirements on IT to advance competitive differentiation, build business value and engage customer markets.  The discussion will draw on new BPI Network research and provide ideas and content for a new global report. Participating IT executives are also invited to attend the DatacenterDynamics conference as VIP guests if they choose. To enroll, email Sally: <a href="mailto:squigley@bpinetwork.org">squigley@bpinetwork.org</a>.
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      • id127
      • nameTransform the Data Center Into an Innovation Engine
      • date_start2015-06-18
      • date_end2015-06-18
      • date
      • not_exact_date(false)
      • locationOnline Podcast
      • description<p>An <a href="http://reinventdatacenters.com/advocacy/report">in-depth, global report</a> from the <a href="http://bpinetwork.org/">BPI Network</a> explains how this major shift is already changing the nature of IT, enhancing security and increasing reliability for many companies – and why those who wait will be left behind. Join BPI Editorial Director <strong>Tom Murphy</strong> and <strong>Richard Garratt</strong>, director of data center solutions at Dimension Data, in an important <a href="https://www.apqc.org/knowledge-base/documents/using-data-center-drive-innovation">APQC podcast</a> as they analyze the cause and explore how this transformation will improve the quality of services to consumers while positioning businesses to grow with far greater cost-efficiencies.  </p>
      • urlhttps://www.apqc.org/knowledge-base/documents/using-data-center-drive-innovation
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      • id53
      • nameKeeping Business in Balance
      • date_start2014-07-30
      • date_end2014-07-30
      • dateOn Demand
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      • description<p>Today’s senior FP&A executives are facing a critical need to provide a more responsive, flexible and continuous planning, budgeting and forecasting process that will allow them to adapt to changing market conditions and opportunities, which will enable their financial planning to become more relevant and valuable to business outcomes. In this thought leadership webinar we will look at the organizational roadblocks and challenges that are keeping the financial planning function from delivering greater business and decision-making value across the organization and hear from leading executives on how to implement new thinking and processes.</p>
      • urlhttp://www.bpinetwork.org/keeping-business-in-balance-webcast
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        • id8
        • titlePredictability Through Planning Agility
        • subtitleBest Practices in Collaborative Budgeting and Continuous Business Rebalancing
        • summary<p>Through the “Predictability Through Planning Agility” program, the Business Performance Innovation Network will investigate how organizations can make financial processes more relevant in driving organizational excellence, efficiency and decision dexterity, while improving forecasting and budgeting accuracy.  </p>
        • description<p>Improving the accuracy, value and efficiency of financial planning, forecasting and budgeting should be an important goal for any organization.  Research shows companies that are adept in these processes outperform their competition. Yet financial processes and systems frequently lack the agility and responsiveness to keep pace with changing business needs and developments.  Budgeting is often excessively time-consuming and arduous, while the final product is typically out-of-date on arrival.  Financial planning processes should, but often do not, motivate and drive organizational performance. There is a real need for greater timeliness and frequency in budgeting and forecasting with new systems and processes that can improve planning flexibility, speed, and accuracy. Companies need to determine how they can increase collaboration and the value of financial planning across the entire organization.</p> <p><a title="Download Report Now" href="../../../thought-leadership/studies/49/download-report-predictability-through-planning-agility">Download Report Now »</a></p> <p>Through the “Predictability Through Planning Agility” program, the Business Performance Innovation Network will investigate how organizations can make financial processes more relevant in driving organizational excellence, efficiency and decision dexterity, while improving forecasting and budgeting accuracy.  The program will look at the value and limitations of corporate financial forecasting and budgeting processes and discuss the right practices and approaches for improving the performance management aspects of financial processes.  </p>
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        • date2014-04-17
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    • Report
      • id3
      • date2013-09-16
      • titleBusiness Traction From Better Decision Action
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      • summary<p>In today’s environment of accelerated business cycles, non-traditional global competitiveness and financial accountability, making good decisions is one of the most important functions of a business. However, decision making may be one of the least understood or defined processes within the organization. Executive decisions have become more costly and complex, and yet are critical to a company’s success.</p>
      • authorBPI
      • body<p>In today’s environment of accelerated business cycles, non-traditional global competitiveness and financial accountability, making good decisions is one of the most important functions of a business. However, decision making may be one of the least understood or defined processes within the organization. Executive decisions have become more costly and complex, and yet are critical to a company’s success.</p>
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No application environment available.

CakePHP Constants

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APP_DIR	app
APPLIBS	/home/bpinorg/public_html/app/Lib/
CACHE	/home/bpinorg/public_html/app/tmp/cache/
CAKE	/home/bpinorg/public_html/lib/Cake/
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DS	/
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Script Filename	/home/bpinorg/public_html/app/webroot/index.php
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