Business Performance (BPI) Network: InnovatorProfiles

Innovator Profiles

Id	Summary Bio	Answer 1	Answer 2	Answer 3	Answer 4	Answer 5	Leader	Actions
51	<p>Nancy Selph is the COO for Innovation and Data Governance at Deutsche Bank in New York. She manages the central team that supports the innovation function globally through labs in locations around the world. The labs collaborate with a global focus and share three principal goals: to help the bank evaluate and adopt emerging technologies, to develop a culture of innovation, and to contribute to the bank's digital strategy.</p> <p>The launch of the Deutsche Bank Innovation Lab New York in March marked the fourth lab in the iconic bank’s global initiative to create an ecosystem for Fintech innovation. Representing an integral component of the Frankfurt-based bank’s broader, growth-oriented digital strategy of enhancing products and service to clients, the labs explore and evaluate scores of start-ups and emerging technologies to unlock business benefits such as better risk management, tighter controls and enhanced client experience.</p> <p>The innovation labs were the brainchild of Kim Hammonds, Member of the Management Board and Group Chief Operating Officer, three years ago after she joined Deutsche Bank from Boeing. The labs are located near Deutsche Bank’s business and technology centers and embedded within top innovation ecosystems. The core function of labs teams are as innovation specialists representing the bank’s interests. They seek to understand the demand challenges of internal partners within the bank and then look to globally vet new and emerging technologies. They then explore if there is a match and conduct experimentation to see if the solution can work inside the bank.</p> <p>Among the technologies Deutsche Bank has adopted via the labs is a web-based financial risk analysis tool. The new service alerts credit risk officers so they can actively manage client ratings, thereby supporting better business decisions and liquidity for clients. Another tool helps analyze surveillance data harvested from multiple sources bank-wide.</p> <p>The labs help transform the bank through adopting emerging technologies and by working on the more complex process and technology themes the bank faces. Digital retail banking, Distributed Ledger and the future of international payments are some of the larger challenges they are exploring.</p> <p>“Some people believe innovation has to be instant and revolutionary. But all eureka moments come from years of hard work and evolutionary change. Global banks will evolve to where we want to be in this same way. We will utilize new technologies to solve challenges that will be rolled out incrementally across the bank.”</p> <p>Having worked for a Fintech pioneer in the early 1990s, Selph has the benefit of having both witnessed the impacts of several game-changing innovation generations in the finance sector, and of understanding changing expectations in an age of digitally empowered customers. In her career, she has held key operations and executive roles with five investment banks.</p> <p>“I joined a small company called Teknekron Software Systems in 1990, which revolutionized the way trading floors operated,” she recalls. “Teknekron developed the middleware which distributed digitized stock market data to trading floors. The company became TIBCO in 1994. That technology in the early ‘90s was game-changing. We knew more about technology than the people using the systems, which is typically not the case today. This is because most people working at Deutsche Bank, or any other enterprise, tend to have access to faster and cheaper consumer products than we can provide inside of the bank. Banks have merged and they have been acquired, and they have different systems for varied purposes. It is very challenging to fully integrate those systems. That is one of the challenges the bank has when adopting new technologies.”</p>	<p>The idea of the lab presence itself is about giving people a space to come and think differently and engage with us. We run demand sessions with our business teams to get to the root cause of their challenges and then find solutions to meet those needs. It is the applied adoption of new technologies with a return on investment by decreasing risk, simplifying the environment or increasing revenue. By the time we have introduced the technology into the bank, we are confident it will make a difference.</p>	<p>All large banks have challenges. The size, credentials and history of the bank reflects the complexity of the underlying systems and processes that need to be transformed. The labs have been created specifically to tackle these challenges on all fronts. Some are easier than others to solve, but the needs of our business and technology partners within the bank are always our focus. Something that helps overcome impediments is how well the labs have been embraced by the bank. There is huge support and engagement at the executive level to make Deutsche Bank great from a technology perspective. </p>	Innovation is one of the pillars of Deutsche Bank and at the cornerstone of everything the bank is doing. Our CEO, John Cryan, talks about the innovation labs often in his public speeches as a means to enable us to service our clients in a better fashion. It is a top-down imperative with a bottom-up implementation, making the lab accessible to everybody. The labs are for all Deutsche Bank employees. People come in and see the bank has invested in working differently. Everybody who has walked through our doors or spoken to one of us feels the excitement and takes it back to their desks.	<p>Over the next few years, technologies such as artificial intelligence, robotics, machine learning, and analytics will transform the banking industry. What these new technologies can do with analyzing and transforming vast amount of data is amazing.</p>	<p>I love how Panera Bread leveraged technology to change the ordering experience. The wait was long and the orders were not always right. They transformed their ordering process through in-store kiosks and a mobile app, so now it takes a minute instead of eight to order your food there. I’m always looking for ways to save time in my life, so this resonates with me.</p>	Nancy Selph	View Edit Delete
52	<p class="p1"><span class="s1">Hicham Sabir is the Open Innovation Leader for North America at Philips Lighting. He holds an Engineering Degree from French Engineering School <em>Arts et Métiers</em> and a Master of Science in Applied Physics from <em>Chalmers University of Technology</em> in Sweden. Prior to his current position, Sabir worked in Philips Lighting’s R&D and venture teams to build up Philips’ LED Lamps portfolio, professional systems and connectivity solutions. Sabir says the iconic global brand is responding to a profound disruption – connectivity – not only with leading connected solutions and optimized illumination but also with transformative new business models.</span></p> <p>In addition to its market-leading suite of lighting products for both B2B and B2C environments, Philips Lighting offers data-enabled solutions in an extraordinary diversity of applications – from helping building managers optimize their office spaces, to guiding retail shoppers to sale items with game-changing accuracy, to improving safety and livability for smart cities.</p> <p>“Lighting is ubiquitous,” says Sabir. “It’s everywhere people are. Imagine connecting even a small percentage of this lighting, you will end up with the largest connected IoT network in the physical space. Our ambition for Philips Lighting is to be the lighting company for the Internet of Things, turning light sources into data points to connect more devices, places and people through light.”</p> <p>Sabir says the company is achieving transformation through a collaborative approach to innovation that includes partnerships with expert vendors in new technologies and use case applications to achieve their maximum potential through lighting infrastructure.</p> <p>He told BPI that the applications and value emerging from its data-enabled services are such that it is no longer optimal for traditional procurement or lighting executive teams to explore partnerships on their own – because other departments’ stakeholders, from IT and finance to sustainability and marketing, stand to benefit directly from the data-enabled solutions. </p> <p>“From our <a href="http://www.lighting.philips.com/main/systems/connected-lighting/citytouch">Philips CityTouch</a> connected street lighting solution to the category leader for connected home lighting, <a href="http://www2.meethue.com/en-us/">Philips Hue</a>,– connectivity is driving innovation use cases throughout the entire Philips Lighting portfolio,” he says.</p>	<p>There are two significant trends driving the growth of the lighting industry and new innovations in lighting technology.</p> <p>The first is increasing demand for more energy-efficient light. According to the US Energy Information Association, <a href="https://www.eia.gov/energyexplained/index.cfm?page=electricity_use">lighting accounts for 10% of total electricity consumption in the US</a>. Switching to LED enables light-related energy savings up to 50% - and that number jumps to 80% when paired with smart controls. There is a tremendous retrofit opportunity as a significant portion of light points in the US still need to be converted to LED.</p> <p>The second is the increasing potential of lighting systems and services that harness the power of digital light. Lighting infrastructure already exists everywhere that people live, work, travel, shop, dine and interact. From cities and stores to offices and homes, lighting systems are being transformed into information pathways with the capacity to collect and share data, and offer new insights that enable, and really drive, the Internet of Things. These lighting systems become a conduit to exciting new services, enabled by data, that make people’s lives more safe, inspired, and comfortable, make businesses more productive and profitable, make cities more efficient and livable, and make the world more sustainable and prosperous.</p> <p>Connectivity will continue to proliferate as technology evolves and volumes drive costs down. The smart city is a great example of growth potential for connectivity. Globally, just 2 percent of installed street lighting systems are connected today, but this number is set to reach 35 percent by 2025, according to a recent market analysis from Philips Lighting. This represents a huge opportunity to help enable smart cities in order to improve public safety and services.</p> <p>In retail, our visible light communication technology enables customers to have precise positioning of devices to help them navigate the retails stores and find sales, while at the same time providing the store with detailed analytics on what the shoppers are doing. In commercial buildings, connected lighting systems can collect, share and analyze data that uncover insights into new capabilities such as space optimization and employee experience. With technology that exists today, we can equip every light with a sensor that can collect all kinds of data points about the office environment and its uses. With these insights, there is so much more value that a building can afford its tenants, or companies offer to its employees, beyond illumination.</p> <p>The Open Innovation team is responsible for the identification of disrupting trends and the selection of the startups and partners that will help us respond to those disruptions. My approach with the open innovation team is to be vocal about what we are trying to do and find the right partners within the greater innovation ecosystem who specialize in areas of technology that are complementary. Our overall innovation strategy is to grow the company in data-enabled services and build partnerships with organizations who we may not otherwise have dealt with – those with higher risk profiles, or larger companies within verticals we would not normally engage.</p>	<p>The benefits of our connected systems go far beyond the lighting itself. When we talk to a city, we talk to the lighting and infrastructure and utility guys. They know all about lighting and energy savings, but when you start talking about acoustic sensing, or lighting that can help improve traffic safety, you need a discussion with additional departments. Those applications will trigger further innovation for both parties. We are starting to see cities hiring Chief Innovation Officers and CTOs, precisely to bridge the gap between technology , city operations and public services.</p>	<p>We have a long history of innovation, and we are well positioned on awareness on the need for innovation. Our 125-year legacy of innovation is core to our business and to meeting our customers’ needs.</p> <p>We are pioneering breakthrough innovations in products, system architectures and services – making bold investments in sensors, cloud-based controls platforms, connected lighting, indoor positioning technology and consumer-based personal wirelessly controlled home lighting systems.</p> <p>We invest approximately 5% of sales revenue in R&D to ensure we remain at the forefront of lighting technological developments.</p> <p>Our culture was formerly structured around large internal R&D teams. Over the past five or six years, we became more structured toward partnerships for external innovation. We recognize that there are partners that have complementary areas of expertise and experience. By sharing, learning and working with one another, we can explore new ideas and open new opportunities.</p> <p>There is no comparison with the current speed of innovation compared to ten years ago. There is a sense of urgency where a typical innovation project today will take three to six months, while that might have lasted two years prior to the LED revolution.</p> <p>Internally, we have a number of innovation challenges within and between our R&D teams. For example, every few months, there will be a challenge for sourcing ideas from engineers on how new approaches can be applied elsewhere in the portfolio. We try to bridge this gap by involving additional stakeholders in the organization. One of the things that has been most instrumental is connecting with marketing. Meetings with our marketing teams on what they are seeing outside help us to make more informed decisions about how to improve our products or create new solutions. </p>	<p>We want to become a data-enabled services company. Technologies like AI and IoT are all critical to delivering services based on data insights, so they are vital for our continued success and innovation.</p> <p>We need to have connected systems and sensors to extract information from the physical space. We also need to make sense of unstructured data, which is where artificial intelligence comes in. And we need to be able to commercialize and offer services, including exciting new business models.</p> <p>In the professional space, in some of the smart cities and smart building projects we do, the customers are paying for lighting services, not for the light system itself. This is what we call light-as-a-service. Our revenue depends on the performance of the system, so it is vital to ensure the system is operating as efficiently and effectively as possible.</p> <p>With IoT, you can optimize maintenance contracts. If I send people to repair three street lights, they will have the right diagnosis and the right parts. If I see there are ten nearby lights that will fail in a month or two, I can make the decision to replace them all now to reduce my overall maintenance costs. The ideal scenario will send someone to fix the problem before the customer notices there is something wrong.</p>	<p>I am a big fan of innovative products like our Philips Hue connected home lighting system. When paired with smart home platforms, particularly voice assistants like Amazon Alexa, Apple HomeKit and Google Assistant, Philips Hue is transforming the way consumers experience and interact with light at home. Finally, I am intrigued by the autonomous driving revolution and the scaling-up of electric vehicles.</p>	Hicham Sabir	View Edit Delete
53	<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>	<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 $1 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.	<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.	<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>	<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>	<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 $1000 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>	Michael McCarthy	View Edit Delete
54	<p>“Innovation has become the fundamental aspect of all development; without it there can be no progress in the Property Industry,” says Leslie Fivaz, CFO for ALW Properties in Johannesburg, South Africa. Johannesburg is South Africa’s economic powerhouse and one of the fastest growing emerging market cities in the world.</p>	<p>ALW Properties is a small yet dynamic and innovative property management and development company with its head office based in Norwood, Johannesburg, South Africa. We are a team driven by a passion for environmental conscientiousness in the design and development of commercial office properties.</p> <p>Our latest flagship development, Atholl Towers, in Sandton Johannesburg is an environmentally innovative office building, offering world-class AAA-rated, 5 Star green office space for commercial property letting. Up to 50 percent savings are offered on energy and water costs, which is accomplished through:</p> <ul> <li>Recycled heating</li> <li>Energy efficient lighting and motion sensors</li> <li>Water saving fixtures and rain and ground water harvesting systems</li> <li>Waste recycling facilities</li> <li>Low volatile organic compound paints, adhesives and carpets</li> <li>Recycled and locally sourced building materials</li> <li>Energy efficient “REGEN” elevator facilities</li> <li>Cyclist facilities</li> </ul> <p>We are determined to be and to remain responsive to a rapidly changing industry dynamic.</p>	<p>South Africa’s commercial property market is facing many challenges. A number of factors are causing both local and international buyers to put off purchases until they have a clearer picture of where the country is headed. Factors include: Rand weakness, high inflation, weakening metal prices, ongoing violent strike action, a rising trade deficit, continuing uncertainty regarding property rights and land reform, high levels of crime, weak service delivery, and political in-fighting. Increasing input costs such as labour, electricity, water, property rates and taxes and raw materials, as well as skills shortages, and credit downgrades are further undermining South Africa’s social fabric and spooking investors.</p> Yet it is not all doom and gloom. Confidence in the real estate sector has improved; there are suburbs across South Africa which are performing well, and property values are improving. The Property Industry is an extremely innovative industry full of people with innovative ideas and entrepreneurial spirit who continually find ways to counter the challenges. Encouragingly, industry observers continue to state that there are good reasons to remain confident in South African properties as an asset class.	<p>There is no doubt that within the next few years the Real Estate Industry is likely to look very different from the way it does today. There is recognition that patterns of demand are changing and the most forward-thinking companies and people in the industry are creating products that cater to the changes. Companies like WeWork and Regus are taking service offices to the next level by building sophisticated collaborative workspaces for entrepreneurs and professionals. They understand that the shift toward online business has not downgraded the importance of social interaction, but that there is massive demand among companies and individuals for environments in which they can talk to each other, generate ideas, and innovate.</p> <p>Innovation is enabling the property industry to make the most of one of its most important characteristics: that it is a people industry. New technology and disruption are not leading to a depersonalisation of Real Estate; quite the opposite.</p> <p>Steve Jobs says that “Innovation distinguishes between a leader and a follower.”</p> <p>In Property, change and innovation are a given. In fact, they are key imperatives for any successful Real Estate company seeking to stay ahead in a rapidly evolving and consumer-driven marketplace.</p>	<p>New technologies are having a surprising amount of impact on the property industry.</p> <p>For commercial property owners, sustainability is more than a trend – it’s a glimpse into the future. Sustainability is one of the biggest drivers of innovation in today’s economy – and the commercial property sector is no exception. As the demand for green-friendly office spaces increases daily, particularly with millennials, building owners are embracing sustainable designs that lower monthly costs and reduce the building’s carbon footprint.</p> <p>With cities around the world growing fast as development spreads to almost every corner of the globe, resources are scarcer than ever. Building materials, water and electricity will need to be produced, consumed and recycled efficiently to support the planet’s growing population. The recent drought in South Africa, which brought water rationing in its wake, as well as the decade-long Eskom crisis with its annual electricity tariff increases, have inspired property owners and tenants to take action.</p> <p>Commercial buildings that feature independent power generation (through solar energy systems) and smart water recycling, are becoming increasingly popular with tenants – especially the younger generation of startup owners. Lower monthly utility bills are good for every company’s bottom line. At the same time, environmental stewardship is an essential part of prominent brands, from SMEs to large corporates.</p> <p>While Green Star ratings are typically given to new developments, it’s still possible for older buildings to shed their large carbon footprints and remain desirable. Many developers, including ourselves, are actively engaged with this process:</p> <ul> <li>Solar power systems and geysers can be retrofitted to some older buildings, as long as the building’s structure can accommodate them safely.</li> <li>Energy-efficient lighting, air conditioning and office equipment can be fitted to almost all older buildings, reducing monthly consumption and utility bills.</li> <li>Some older buildings in up-and-coming areas can be renovated and re-purposed using green designs, giving them a new lease on life.</li> </ul> <p>With years of load-shedding, double-digit increases in electricity prices and now a catastrophic drought, South Africans have come to appreciate green features the hard way. The demand for green features will continue to increase as the high cost of utilities, along with electricity and water supply issues, force this to become a key factor in buying decisions.</p> <p>Technology is definitely disrupting Real Estate economics as the demand for eco-efficient buildings rises. Technology is forcing developers to relook at the way they construct buildings. Today, buildings must be low-energy, sustainable, and able to respond to future changes in the climate, technology and regulation. Buildings of the future will all be “green.” The Global Real Estate Sustainability Benchmark, an industry-driven organisation, is committed to assessing the sustainability performance of Real Estate portfolios worldwide; and Europe’s Energy Directive is driving for near-to-zero energy buildings by 2020.</p>	<p>In addition to the call for green office innovation, collaborative workplace organizations such as WeWork and Regus are also knocking down the literal and figurative “walls” and changing commercial real estate dynamics. These flexible, shared office spaces provide various options for companies that either lack the capital or want to divest themselves of the real estate, furniture and services that were previously non-negotiable. These shared spaces are ideal for hosting meetings, and can also act as both on-demand and long-term space for satellite employees, mobile workers, and independent professionals.</p> <p>Many large corporates are realizing that they can dramatically reduce the office space required, not because of a fall-off in business, but rather as a result of technology innovation and changing human behavior, which have reduced the amount of required office space. Companies and employees are able to do more with less space – the very heart of innovation. Spurring this dynamic is the rapid growth in mobility technology, smartphones, tablets, laptops, Wi-Fi and exceptionally fast Internet connections, and cloud-based resources. These technologies have obliterated the need for file cabinets and server rooms – further reducing the need for dedicated IT space. The speed at which technology has evolved means that not only are business people able to take their work around the city as they hop from meeting to meeting, or home in the evening, but they are also able to carry out these tasks and remain cost-effectively and efficiently connected to their team and management.</p>	Leslie Fivaz	View Edit Delete
55	<p class="p1"><span class="s1">Helen Simpson is Head of Innovation at Ikabo an online collaboration and innovation platform based in Australia. Helen holds a joint honours degree in Business finance and economics and a postgraduate diploma in Marketing from the Chartered Institute of Marketing and has undertaken extensive training in creativity and innovation. Helen is responsible for brand positioning and communication, customer centric strategic planning, a customer driven product development pipeline and onboarding and training new clients.<span class="Apple-converted-space"> </span></span></p> <p class="p1"><span class="s1">Prior to joining Ikabo, Helen worked for Squiz in a business transformation role helping organisations better leverage digital technology to achieve innovation and growth. Prior to this, she has worked in customer insights and customer driven product innovation for some of the world's leading corporates in domestic, regional and global roles. She has led global teams to develop new products, insights programmes and innovation and communication strategies.<span class="Apple-converted-space"> </span></span></p> <p class="p1"><span class="s1">Ikabo is an online innovation platform which crowd sources insight and ideas to help problem solve, collaborate and co-create at scale. This results in the best ideas progressing, whilst dramatically increasing engagement and sustaining a culture of innovation and transformation.</span></p> <p class="p1"><span class="s1">Ikabo is an important digital tool for modern organisations who want to empower teams to transform the way they work and drive a culture of creative problem solving and innovation.<span class="Apple-converted-space"> </span></span></p> <p class="p1"><span class="s1">Helen is passionate about helping organizations drive innovation and positive change by engaging & harnessing their people’s talent. Ikabo works with business leaders to optimise employee engagement, amplify their innovation efforts and collaborate and co create solutions at scale.<span class="Apple-converted-space"> </span></span></p> <p class="p1"><span class="s2"><a href="http://www.ikabo.com/">Ikabo</a></span><span class="s1"> is growing through taking a collaborative approach to innovation and growth and harnessing its ecosystem of partners to help solve client problems.<span class="Apple-converted-space"> </span></span></p>	<p class="p1"><span class="s1">Ikabo is an online collaboration and innovation platform based in Australia. Ikabo’s unique point of difference is that we don't just on board and train a new customer on to our platform, but we fully support clients on their first project, from framing the challenge to final selection of concepts to implement. Ikabo has also developed a fully automated customisable method of evaluating concepts into a rated and ranked order in order to help leaders make objective and democratic decisions.  </span></p> <p class="p1"><span class="s1">Ikabo partners its clients to create a path to innovation success by working with senior leaders to ensure the vision and strategic intent of the organisation is aligned to the challenges that are posted on the platform.</span></p>	<p class="p1"><span class="s1">The ideas management sector has developed and matured over the last 15 years or so and there are many new innovations taking place in the form of features and functions and pricing models being adopted. Artificial intelligence and machine learning solutions are also being explored to improve the customer experience in how ideas are converged and developed with limited human effort.</span> </p> <p class="p1"><span class="s1">New innovations are delivered through new product releases, I think one of the biggest challenges as in most product development, is feature overload, how to balance a myriad of client needs and wants with an optimal customer experience that remains simple and easy to use. Many of our clients have come from other innovation platforms that offer all the ‘bells and whistles’, so much so they tell us they literally don't know how to get started, because there are too many options to choose from. Keeping a simple user friendly interface that is beautiful and delivers a seamless experience, is always front and centre in our minds.</span></p>	<p class="p1"><span class="s1">When Ikabo was first established the founding team was involved in the co-creation of the product, the positioning, the go to market strategy and in lead generation and sales demonstrations. The team works in a low hierarchical, fast moving and agile way, there is high psychological safety and everyone can be involved in open discussions on key strategic decisions. Ideas and openly shared and discussed about how we might grow the business and how we can continually improve what we do - the customer is at the heart of everything we do at Ikabo. We actively and continually engage our customers in feedback both formally and informally, so that our product pipeline and new product releases are delivering customer relevant improvements that surprise and delight our customers.</span></p> <p class="p1"><span class="s1">One of our values is ‘better together’ (‘If you want to go fast, go alone. If you want to go far, go together’ - African proverb) and we truly believe (and know) a cognitively diverse team solves problems better and faster, and we apply this when we solve client problems, and how we approach the growth of our company. Ikabo has grown through taking a collaborative approach and harnessing our ecosystem of partners to raise awareness of our offer and collaborate on client problems together.</span></p>	<p class="p1"><span class="s1">I think we will continue to see artificial intelligence and machine learning being explored to improve the customer experience on innovation platforms, I think we will see different products being developed to meet market and price needs of different clients.</span> </p> <p class="p1"><span class="s1">I think we will see clients putting a stronger emphasises on outcomes of innovation not just engagement, which in turn will encourage vendors to look at the entire range of innovation programs and products that organisations are using and consider how an ideas management platform can work more effectively and integrate with current activities to deliver improved outcomes overall. Gone are the days when organisations can employ different innovation programs and products, for example design thinking programme, to skunkworks, skills training and innovation labs and hackathons as discrete activities. Organisations at the highest level need to build a shared understanding of their common innovation goals so they can all work and make meaningful progress, together.</span></p>	<p class="p1"><span class="s1">I have been inspired by public sector reforms in Australia and some of the amazing work government agencies have been achieving. Bureaucracy, hierarchy, a challenging culture, limited resources and the machinations of Government all prove to provide a compelling reason for innovation and change NOT to thrive. However despite this, we are privileged to be working with  a number of small teams who against the odds, come together and drive amazing change one project at a time.</span></p> <p class="p1"><span class="s1">Transport for NSW is an interesting case study, they are constantly trying to disrupt themselves and are putting the customer at the centre of what they do. They are looking at what it is that the customer really needs, and releasing real time public transport data was a huge step first step for them – they took a test and learn approach. They opened the market and a raft of start-ups got involved via a hackathon, and now we have a number of apps which provide customers with real time information to make their trip a whole lot easier. The latest initiative has been establishing the Smart Innovation Centre is NSW’s which is a hub for collaborative research and development of safe and efficient emerging transport technology. One key project they are working on is to partner with industry to conduct trails on autonomous vehicles.</span></p>	Helen Simpson	View Edit Delete
56	<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>	<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>	<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>	<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>	<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.	<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>	Andre Fredericks	View Edit Delete
57	<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>	<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>	<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>	<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>	<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>	<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>	Robert Novo	View Edit Delete
58	<p>Wai is Founder, President and Chief Executive Officer of Serviceaide. A serial entrepreneur, he has been in the high-tech industry for 36 years. Wai held executive leadership roles at BEA where he was the EVP and Global Chief Product Officer and at CA Technologies where he was the SVP and GM of the Unicenter brand, SVP and GM of WW Services, and SVP and GM of interBiz.<br /><br />Wai received his Master’s and Bachelor’s degrees in computer science focusing on AI and Systems Architecture from Columbia University in NY.</p>	<p>It starts with the fundamental belief that we all have responsibilities to our customers, partners, shareholders and fellow employees. We have to believe that what we do is valuable to our customers and to the market as a whole.  This is the foundation of why we have to keep innovating, changing and doing better.<br /><br />I have found that some people that are incredibly innovative in one area (ex: technology, operational processes, business model, etc.) can be very resistant to change in other dimensions.  Individual and collective mental inertia and the organizational mandates that reinforce the inertia are what makes change hard.  However, if an organization takes things to the extreme on the other end of the spectrum, people often revert to becoming cautious and hesitant in fear of doing the wrong thing because there is no clear set path.  Finding the middle ground by creating an environment with a foundation that is multiple faceted enough to stand even when major pieces are being modified is key to innovation. This allows people to support change to get to a better place with the understanding that the pain of change is a prelude to something better.</p>	Standards and processes can be great, but when organizations go overboard it can lead to a checkbox mentality that isn’t well suited for innovation. At the same time, if solutions are not thought out fully, and they predictably fail – this can greatly impact the trust in innovation and change.  The key is to focus on the value of results, keeping innovations practical, when implementing new ideas.  Of course, research is also important in determining which ideas are worth major efforts and which are not.	I believe that we should never say NO, immediately.  Accept ideas as worthy of some mental investment and at least one discussion to tease out how it can create value for your constituents (customers, partners, shareholders and fellow employees). Of course, if it comes from any of the constituents, the likelihood of it being impactful is even better.  The cycle of idealization to feedback to implementation back to idealization is an implicit optimization loop.	The AI model, based around insights and encoded knowledge, will be extremely impactful in the coming years.	There are many areas where an organization can innovate: technologically, operational processes and business models, etc. I see compelling innovation put to use constantly - the highly diversified technology threads of Google, the use of SaaS as a business model by ServiceNow, the full iphone consumer all-in-one experience by Apple, or IBM’s Watson AI initiative.  They are all industry changing from the value they have created.  In many cases (like in AI), innovation in pure technology also makes possible innovation using the technology in operational processes and business models. That is where we at Serviceaide are making our own small contribution for Service and Support use cases.	Wai Wong	View Edit Delete
59	<p class="p1">Eugene Xiong's leadership as president and CEO has allowed Foxit Solutions to grow immensely and become a worldwide leader within the PDF industry.</p>	First we work with an organizational chart to make sure everyone has clear responsibilities and also has support from other colleagues. It’s important for people to understand their role in the company so they can feel empowered to make decisions, including some that might be  non-conventional. Secondly, we promote customer and market oriented evaluation of people’s performance, so they will treat outside input very seriously instead of looking inward all the time. This view allows for fresh ideas to flow into the company. Last but not least, we make a strong effort to encourage innovative work, including handing out recognition and awards.	<p>As organizations grow, it takes more and more people to change processes in order to implement an idea. with each added personal layer or filter, it becomes a little more difficult to move an idea forward. Also, innovative ideas often don’t bring in short term results.</p>	<p>We are introducing the Baldrige Excellence Framework to Foxit, a big perspective of this framework is innovation. We are associating innovation with every aspect of our operation, including strategy, customer relationships, process management, valuation, improvement, and of course, results.</p>	We believe cloud technologies will the biggest driver in our industry for the near term. Not only are people moving data onto the cloud, they will move all applications on the cloud as well. Also, a lot of new use cases will arise because of cloud adoption. In the longer-term future, we also believe AI will drive very big changes to our industry as well, allowing applications and services to help people working with their documents more efficiently, and do more.	Foxit implemented a web-based PDF engine and through continuous innovation we made it very efficient. Right now we have the most efficient PDF engine on the web, and based on this engine, we have built web-based PDF applications that can be deployed and managed within enterprises easily. This also supports our innovative ConnectedPDF technology, which allows documents to be protected, tracked and managed across all use cases.	Eugene Xiong	View Edit Delete
60	<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>	<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>	<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>	<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>	<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>	There 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.	Mehdi Tabrizi	View Edit Delete
61	<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>	<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>	<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>	<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>	<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>	<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>	Dhrupad Trivedi	View Edit Delete
62	Rolf Unterberger, CEO of Cherry Group and founder/CEO of RMU CAPITAL, is an internationally accomplished executive Manager with over 25 years’ experience in different industries, countries and leadership positions.	<p>Innovation was actually part of our DNA from the very beginning. And change is also an integral part of our company history. We have reinvented ourselves again and again.</p> <p>CHERRY was founded in 1953 in the basement of a restaurant in Highland Park, Illinois, to produce electronic switches. The company quickly gained a reputation for the quality of its microswitches in particular, which became commonly referred to as “CHERRY switches.”</p> <p>In the early 1960s, CHERRY expanded to Germany, creating a global brand known for key switches and high-quality computer input devices. In 1973, we began manufacturing computer keyboards. Today we are the oldest manufacturer of computer keyboards and a pioneer in the computer hardware industry.</p> <p>In 1984, we filed a patent for the CHERRY MX switch. In 2008, CHERRY was sold off to a German firm called ZF Friedrichshafen, a company that specializes in parts for automobiles. In 2016, CHERRY was acquired by the private investment firm GENUI, and our focus shifted from automotive parts to computer input devices.</p> <p>These are just a few milestones to show that innovation and change have always been an integral part of CHERRY.</p> <p>To make sure this spirit doesn’t get lost nowadays, we are working and building innovation hubs internally as well as together with external people. Furthermore, we are running small innovation teams and projects outside the box or the so called comfort zone.</p>	<p>As a German company, we are subject to a whole host of legal regulations and provisions - at both national and European level. This goes so far that we have to comply with different governmental and environmental regulations for products in different European countries and have to prove a large number of certifications.</p> <p>Another problem is the fact that our products can easily be copied. These pirate copies then naturally fall far short of our high standards in terms of quality, environmental compatibility and safety. They damage our good reputation with all the unpleasant consequences.</p>	<p>To think around the corner, to always be one step ahead - that was already the motto of our founder, Walter Cherry. So it is not surprising, that the CHERRY brand stands for top quality, innovation, high-end design, technological expertise. This is what we still live every day.</p> <p>We are constantly working with innovation consultants. One of their tasks is to constantly challenge us in the development of new products and features. The basis for this is a clearly defined product development process that also includes milestones.</p> <p>To always be better than the competition is a tradition, a basic constant and our daily motivation! After all, we have a good name to defend. One way of achieving this is by setting up a review and approval meeting.</p>	<p>We, too, will continue to be strongly influenced by the major trends that have been emerging not just since today. First of all, there is the digital revolution, which is far from over and affects us in many ways.</p> <p>This starts quite trivially with the fact that many aspects of social life are digital and we therefore spend much more time in front of the computer - whether we shop online, deal with official business virtually, chat over the internet, play games, stream. All this requires high-quality input devices that are resilient and also meet expectations in terms of form and ergonomics.</p> <p>The world of work is also becoming increasingly digital, the forms of work more arbitrary if you like. More than ever before, people are working from where they want and when they want. The COVID-19 pandemic has made it clear to even the last home office refusenik that things actually work wonderfully. So in future, work will be much more hybrid and the home office will become a permanent feature. This, too, will undoubtedly have an impact on our business development.</p>	<p>Being innovative is virtually part of our DNA. This means that we actually see ourselves as early adopters. However, we are also self-critical and are very aware when we need to catch up in certain areas. Only recently we announced the acquisition Theobroma Systems Design and Consulting GmbH, an Austrian-based developer and trusted manufacturer of embedded systems. These support various industrial applications in the field of IoT and Industry 4.0. With this acquisition, CHERRY is specifically expanding its development and production capacities in the security sector.</p> <p>Furthermore, we partnered with Argand Partners to support Cherry’s next phase of growth. Our business has gone from strength to strength, and we look forward to continued investment in our people, research & development and manufacturing technology. The positive trends currently accelerating the adoption of PC gaming and the digitalization of healthcare make it an exciting time to be Cherry.</p>	Rolf Unterberger	View Edit Delete
63	<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>	<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>	<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>	<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>	<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 $1K 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>	<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>	Bryony Winn	View Edit Delete
64	Anne Schlösser is founder and CEO of <a title="http://www.studiomem.com/" href="http://www.studiomem.com/">studiomem</a>, an innovation company and <a href="http://www.memoratio.com/">Memoratio</a>, a data driven venture builder. She has spent her career in solving innovation and design challenges for start-ups, mid-sized businesses and large corporations in Europe, the US and China. As a business designer and entrepreneur she discovers customer or market need, builds innovative offers and defines innovation strategy along the value chain of an organization. A lot of her work has been in transitioning product manufacturers into becoming service providers, and specifying the right digital product or business offer in a given environment. She studied Product Design at Art Center College of Design in California, and worked in consultancies in the US and Europe, before becoming a founder. She is at home close to Munich in the south of Germany, from where she collaborates with clients worldwide.	The ability to change is fundamental to the survival of any organism.  Organizations, like organisms, are subject to the same type of darwinistic rules to evolve under. Finding a fit to the environment is key to survival. Successful organisms strive, unsuccessful ones wither. Beyond the ability to change and adapt, organizations need to innovate to anticipate the next critical adaptation. Digital Innovation, oftentimes is a disruption if not a successful evolution of an existing analog system. Digitalization is penetrating all areas of life. As much as the ability to change, successful companies have to find their right fit in the digital environment. For manufacturers of physical products it means to become digital service providers, just as much as service providers can  “product-ize” their offer to remain relevant.	I personally believe “unlucky opportunism” is a big impediment to innovation, no matter what sector or organization. Things done opportunistically, not following overall culture or strategy will hinder change and adaptation. Managing opportunism across an organization can only be done with a strong evolving and guiding culture. Sometimes, however, opportunistic events, will turn into an adaptation, or even an innovation strategy, that’s “lucky opportunism.” Both, agility and foresight are needed to navigate opportunism.	studiomem is a strategic innovation and design company, with a 12 year history of delivering innovation services from strategy to implementation to start-ups, mid sized businesses and global fortune 500 clients. We constantly ask ourselves: what is the future of our business, dedicate time to gain foresight and innovate our offer. The paradox is, that selling innovation services, does not make you innovative yourself. You’ll have to eat your own medicine and dedicate as much time to innovate for your own business, as you expect from your clients. Earlier I mentioned that service providers will have to productize to be successful in a globally digitalized world. That’s what we are driving forward now. Two years ago we co-founded the data driven venture builder, Memoratio. A logical consequence of our experience as an innovation company, ultimate proof of expertise in innovation means venturing into entrepreneurialism. Besides venture building, Memoratio and studiomem are productizing our services by offering our clients<span class="apple-converted-space"> </span><a href="http://studiomem.com/data-driven-innovation">Data Driven Innovation formats</a><span class="apple-converted-space"> </span>or our<span class="apple-converted-space"> </span><a href="http://www.studiomem.com/visioneering">foresight format ‘Visioneering’</a>. In these formats, we are combining design thinking methodology with Big Data and AI - our clients benefit by gaining never-before-seen precision in finding opportunity and in understanding their audience in the future.	It is March 2021, we are in the midst of the third wave of the pandemic in Germany. Countries are getting ready to start-up again. The post-pandemic world feels within reach. Right now, everybody is asking themselves, how will it be different? What will change, what will stay or come back, what will be gone forever? Technologies driving the next two years will be anything, which is enabling rapid advancement and the evolution of digitalisation. During the Covid Crisis the world has became smaller as we collaborate and compete across organizations, societies, continents digitally. The given circumstances delivered the need to adapt to new environments. Within these new environments customers demand and businesses will deliver a new fit. The post-pandemic world however will by no means be less troubled. The climate crisis is here and now, more than ever, radical transparency, boosted by global digitalization will drive forward environmental, social and governance criteria. Change and adaptation will be crucial, not only for the survival of the individual organism but this time for the survival of the species.	Our current transition is driven by the pandemic, digitalization and climate change. Organizations are trying to understand how the post pandemic world will be different, how climate change will impact their business model, and how they can use technology to drive forward these changes to create positive impact. We utilize our <a href="http://www.studiomem.com/visioneering">foresight format Visioneering</a> to support organizations in finding ways to deal with these changes and uncertainties. Visioneering is based on forecasting plausible future scenarios, based on technology, social, environmental and business trends. We help our clients to think forward 20-30 years into the future and imagine their organization’s brand, products and services. We then sketch a roadmap backwards, giving them a long term innovation strategy and future purpose to work with. Our clients tell us, that besides the strategic outcome, their organizational cultures are deeply impacted by becoming more future-focussed and more aware of thinking long term.	Anne Schlösser	View Edit Delete
65	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>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>	<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 $10 to anybody who got a mis-scan. But our code was very effective and had very few errors.</p>	<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>	<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>	<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>	Paul McEnroe	View Edit Delete
66	<p>Bill brings over 30 years of experience in the communications and enterprise IT industries. He was CTO at SUMMUS Software. He served at Amdocs as a CTO of the Product Business Unit where he was responsible for the development of real-time customer experience platforms. Before joining Amdocs, Bill served as SVP of product planning and architecture at DST Innovis, where he was responsible for strategic technology platforms, product management and pre-sales for the cable, broadband and satellite industries. Bill is also known for designing and hand crafting custom furniture, as well as for his skills on the shooting range.</p>	<p>Everyone is talking about AI. The difference for Serviceaide is that we introduced AI into production all the way back in 2017.  Our approach is also different in that we are focused on an AI-First approach.  This means that our team considers how AI can take the operational lead in managing and automating routine requests and work tasks as we design and build systems; we don’t just add in AI where it’s easy. The industry will still need people, but Serviceaide is helping to shift their focus to more strategic, high value work.  This will result in increased productivity and efficiency.</p>	<p>Technology is evolving quicky, in some cases daily.  Take for example, Large Language Models, we have shifted our approach to monthly in order to maximize performance from the best model.  For many customers, it's hard to keep up with the pace of innovation which makes having both the knowledge and maturity to consider the benefits of new technology in their DevOps and overall planning incredibly important. One example is examining how to make Ai driven automation work with legacy systems, and implement the changes required. To this end, Serviceaide is often introducing innovation and becoming an advisor on Digital Transformations to many of our clients.</p>	<p>Bringing innovation to Service Management is our company and departmental mission. The development team is passionate about leveraging emerging technologies to maximize worker productivity. Our service and support vertical extends from IT to potentially all departments of an organization.  This passion for what AI can do touches everyone in the company from development to support to marketing and sales. When you have those “ah ha” moments and see all the ways the technology can be applied, it really motivates the team to drive even harder and naturally fosters creativity.</p>	<p>I see the issue as how a company adopts the newer technologies that either automates routine labor-intensive tasks or provides a boost to employees that must spend a lot of time searching for and working with information.  Generative AI is certainly the biggest news at the moment, and everyone is rightly looking to capitalize on it, or be a victim of their competitors that do.  But it can be scary to add something completely different that is not well understood and comes with risk if not leveraged properly. The great news is that Serviceaide and others are bringing new solutions to the market that will drive digital process transformation - not AI for AI’s sake but AI that solves real problems and makes quantifiable improvements that go straight to the bottom line. My advice is to look for solutions that have designed an AI strategy into the product, have a clear vision and roadmap, and can show true ROI. Too many vendors are looking for quick wins with AI, and they are very likely to create unsustainable architectures and have a lot of churn in their product as a result.</p>	<p>Knowledge federation is really making a difference for a lot of bigger enterprises that suffer from having information scattered all over the place. Many organizations have one place to store personal information such as One drive or One Note, another tool to collaborate with your team, another system to get IT help, another to ask HR questions, yet another for internal business procedures and operations, and then a whole different set of systems that provide online training.  Collaboration, operational and departmental and training systems being disconnected is a chronic problem for organizations.  By pulling all this disparate information together, via knowledge federation, employees can find what they need from one source.  Employing a good AI-based interface that can make inquires in natural language rather than using keywords or navigating to where the information is a productivity game changer.</p>	Bill Guinn	View Edit Delete
67	<p>Antony (Tony) White is Executive Chairman, enChoice. He has extensive experience in launching, developing, and managing technology-based start-up companies. He was instrumental in founding both of the predecessor companies to enChoice, namely ICI Solutions, Inc. and en technologies corporation. Tony is a pioneer in the ECM industry, having been active in the segment since 1989. His prior career included 15 years with IBM, where he advanced to a senior position before leaving to launch a start-up.</p> <p>Hidden in plain sight as unstructured content, a treasure trove of information lies in corporate repositories just waiting to be unleashed. If AI can discover, search and interrogate this content, then it will be able to deliver key business insights — and, ultimately, a powerful competitive advantage.</p> <p>But companies still need convincing.</p> <p>“Every organization has a natural resistance to change, especially when it comes to investing in something that’s not yet proven,” says Tony White, executive chairman at enChoice. “But today, you need to be technically innovative to be competitive.”</p>	<p>It’s a great question, because it really goes to perhaps the most important aspect. I just have one word to address that question: belief. You have to find something that you buy into, believe in, and then make. So what does that belief comprise? It’s a belief that must be acceptable for the business, in terms of market innovation and acceptance, and something that your people can really buy into.</p> <p>In our case — we’re a 30-year-old organization — our strong belief was that there was just too much paper in the world. The key to the future was to digitize paper and employ it in business processes. While we weren’t the first to believe in that, we were one of the very early companies that commercialized this area in the mid-market. It was a critical component of how we started.</p> <p>Although it took an awfully long time, this belief turned out to be very accurate in that it developed into unstructured content. All the various kinds of content in an email, e-business, social media videos comprise unstructured content, which is 80% to 90% of all the key information in any organization. In those days we just called it imaging, which was converting paper documents to electronic content.</p> <p>With AI emerging, unstructured content emerged as a key resource for AI. We sort of got into a sweet spot. So that's how I believe we validated  our belief and culture.</p>	<p>We have to convince our customers to believe that unstructured content is definitely a component for AI and business processes, which changes the way organizations do business. It’s easy to establish the principle, but the the how has to be convincing.</p> <p>It’s impossible for any organization to have the skill sets across all the components needed to make any company technologically self-sufficient. This is a real challenge for our customers but also where enChoice can provide the solution..</p> <p>One of the things that every organization faces is a natural resistance to change. No one likes it when something new comes out. Yet we’re asking people to completely uproot traditional ways of doing business and invest in something new that, in their eyes, is not proven.</p> <p>To me the biggest impediment is, how do you convince people to spend a lot of money — to do it properly doesn't come cheaply — and make that change. It’s a challenge because there have been past failures of key technology projects and often someone gets fired. Everybody wants to hang on to their job.</p> <p>But you still need to innovate if you want the benefit.</p>	<p>Innovation has always been part of our life, part of our culture, because we’re in a rapidly developing industry. Our people want to be on the forefront and constantly bring us new ideas, especially the new generation who are extremely digitally aware.</p> <p>In our case, we got into the right area but it was very painful for a long time. Very slow adoption. Then recognition emerged that digital automation is a necessity for the future of every organization to be competitive.</p> <p>Imagine a cake where AI is the frosting on top. Your cake is your massive, unstructured content. It is not easy to manage and leverage it. So there’s a huge pool of unrealized resource — unstructured content — that we've been fortunate enough to get into. We still have the problem of convincing organizationsthat the risk can be managed and the payoff is huge.</p> <p>Now we can honestly say it's key. Our expertise in unstructured content fuels the AI journey, and we hang our hat on it.</p>	<p>We deal with large companies that know AI is critical to be competitive but don’t know what to do about it. We have the capability to get the unstructured data needed for AI, and big companies partner with us because of this.</p> <p>Anybody can use Chat GPT to write an essay, but how do you apply AI to your business? It’s a much more complex question. The reality is there's a lot of work and a lot of preparation and understanding needed.</p> <p>But process innovation, like I said earlier, runs into resistance to change. Companies cancel projects because they can’t get users to accept the new technology and new way of working. Successful projects happen when top management buys in and insists on the change. While this may be a little painful, it almost always pays off in the long run with improved competitiveness and efficiency, higher profitability and employee morale.</p> <p>One of the ways companies can ease cultural change is to tie the new technology, new way of doing things, new innovation to something that benefits society or, if you like, the planet.</p> <p>For instance, we’re involved in helping threatened species. We provide technical support for a project called SPARK, or Sentinel Protection Against Rhino Killing, aimed at keeping rhinos from extinction. The project leverages the Internet of Things and AI. It’s a good, positive thing. Our employees love it, and our customers love seeing us doing something outside of selling.</p>	<p>Strategy is changing the cost benefit equation. How do you show what is worth doing? That's the challenge for all of us. The good news is that the current availability of tools and technologies, from the cloud, containerization and subscription pricing, has changed the equation for so many companies and projects. Everything is more feasible and effective, and so we can do things that we couldn’t do before.</p> <p>We know technology has made things more efficient. Just take a look at workflow in insurance. Paper documents used to float around, and it would take two weeks to process a claim. With digitized content, it takes only two days. Now we have pictures showing how many filing cabinets we’ve saved just among our current customers. You couldn’t fit them in a room.</p> <p>We still scan paper documents and manually enter them in the right place, but now we can start using AI to pull a lot of the information off a document.</p> <p>These are the things that take away the drudgery, drive innovation, and help you become more competitive in a challenging marketplace. It’s absolutely worth doing. Now you have to take the leap and do it.</p>	Tony White	View Edit Delete
68	<p>Tanya Accone’s career has focused on helping international public and private sector organizations understand how to amplify their impact through the convergence of people, technology and innovation. She is committed to applying innovation for social impact and as a public good, especially with and for young people.</p> <p> </p>	<p>Life-saving innovation for children has always been part of UNICEF’s DNA. We’ve been changing the game in the international development and humanitarian sectors by innovating at scale for decades, introducing solutions like oral rehydration salts in 1975, considered one of the most significant lifesaving innovations of the 20th century, saving hundreds of millions of children's lives.</p> <p>Since 2015, UNICEF explicitly pursued innovation within a corporate strategy. We established the sector’s first Global Innovation Centre, launched the first Venture Fund, and introduced the first Crypto Fund. This has enabled us to push boundaries with frontier technologies such as AI, blockchain, drones, and machine learning, and develop a track record of effectively applying innovation for problem solving at scale.</p> <p>Building beyond this foundation, the Innovation Nodes work I lead focuses on possibility-led innovation to unlock the potential of previously unknown areas of innovation for children in underserved communities. Through a process of systematic discovery and initial knowledge-based derisking, Nodes allow us to investigate "known unknowns" and "unknown unknowns" in fields like precision health, next generation renewable energy, and biotechnology, as well as practices like emerging business models in social innovation. This transdisciplinary approach allows us to engage and equally inspire others to act along the new frontiers that can contribute to transformative change for children worldwide.</p>	<p>Every resource is precious in the development and humanitarian sectors, so it is more important than ever that innovation demonstrably delivers value to our core business. Measuring what truly matters and communicating impact effectively are therefore also more vital than ever.</p> <p>Urgent and immediate needs take priority and the challenges facing children tend to overwhelm the available resources. It’s not surprising that time poverty Is another challenge, and its implications on an operating environment that can nurture testing, learning and iteration. Innovation and the time to engage in are fundamental parts of core work where the concrete results are evident.</p> These factors place pressure on time horizons for innovation to evolve and mature, and especially to deliver at scale. “At scale” has truly global meaning for an organization like UNICEF, which works in more than 160 countries and territories. Ground-breaking innovations will struggle to emerge or deliver profound social impact for children if we’re unsuccessful in addressing these impediments	<p>Innovation is an explicit part of UNICEF's organizational strategy, competency framework and accountability and governance structures. It is also an implicit part of organizational culture -- not being the preserve of the few, but the business of all, with relevance and value across every function and level of the organisation.</p> <p>Opportunities to innovate to deliver results are integrated in so many aspects -- from orientation and professional development opportunities, to incentivized innovation challenges for intrapreneurs, and structured programmes to support business units in integrating innovation into their strategies and plans</p> <p>We also recognize that our innovation culture drives not only our organisational success but also influences broader global ecosystems of which we are a part.</p>	<p>Our Innovation Nodes work is entirely future-focused, looking at a 3-10 year time horizon. There are a number of possibility spaces that we are excited about, but the two I’m might be surprising if you were expecting me be typical and choose among emerging technologies.</p> <p>One is unlocking greater value from existing innovation investments than is currently being realized by reducing the gap in science-policy-society interfaces. This is about unlocking new markets, novel applications and use cases. Currently, researchers may not fully grasp the potential applications of their technologies in unfamiliar contexts. Policymakers may lack access to expertise on emerging technologies and be less effective in their policies, incentives and regulation. Development practitioners may struggle to explore unknown domains of emerging science and connect these to the challenges and contexts they know well. Young people may not be meaningfully engaged in exploring the implications of science, technology and innovation on their lives. We’re working on closing these gaps.</p> <p>The other aspect is new and emerging business models for innovation for sustainable development. We are particularly interested in financially sustainable models that can continuously deliver social impact without depending on extended charitable funding. Understanding and applying these models to create and capture value so that that transformative impact for children can be sustained would be significant in our industry.</p>	<p>The terms interdisciplinary and multidisciplinary are frequently used, but it is transdisciplinary approaches that evidence shows are particularly well-suited to addressing complexity and complex sustainability challenges. No matter what industry you’re in, the world is increasingly complex and so this is a particularly useful strategic approach.</p> <p>By “transdisciplinary,” we mean taking a purposeful approach to drive sustainability by working across different fields, collaborating, integrating, and jointly creating knowledge in a diverse and multi-directional way. Not without its challenges, a transdisciplinary approach helps with the sweet spot of investigating how emerging technologies can meet future challenges effectively while considering the unique and changing variables of different communities, markets and contexts.</p>	Tanya Accone	View Edit Delete

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Nr	Query	Affected	Num. rows
1	SELECT `Menu`.`id`, `Menu`.`slug`, `Menu`.`referrer`, `Menu`.`url`, `Menu`.`report_id`, `Menu`.`other`, `Menu`.`created`, `Menu`.`modified` FROM `bpinorg_dev`.`tracking_routes` AS `Menu` WHERE 1 = 1	15	15
2	SELECT `Article`.`id`, `Article`.`date`, `Article`.`title`, `Article`.`author`, `Article`.`publisher`, `Article`.`description`, `Article`.`url`, `Article`.`program_only`, `Article`.`innovator_news`, `Article`.`created`, `Article`.`modified`, `Article`.`modifier` FROM `bpinorg_dev`.`articles` AS `Article` WHERE `Article`.`program_only` = '0' ORDER BY `Article`.`date` DESC LIMIT 8	8	8
3	SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `ArticlesProgram`.`id`, `ArticlesProgram`.`program_id`, `ArticlesProgram`.`article_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`articles_programs` AS `ArticlesProgram` ON (`ArticlesProgram`.`article_id` IN (1365, 1361, 1359, 1360, 1358, 1363, 1354, 1355) AND `ArticlesProgram`.`program_id` = `Program`.`id`)	4	4
4	SELECT `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier`, `ArticlesLeader`.`id`, `ArticlesLeader`.`article_id`, `ArticlesLeader`.`leader_id` FROM `bpinorg_dev`.`leaders` AS `Leader` JOIN `bpinorg_dev`.`articles_leaders` AS `ArticlesLeader` ON (`ArticlesLeader`.`article_id` IN (1365, 1361, 1359, 1360, 1358, 1363, 1354, 1355) AND `ArticlesLeader`.`leader_id` = `Leader`.`id`)	0	0
5	SELECT `Tag`.`id`, `Tag`.`tag`, `Tag`.`created`, `Tag`.`modified`, `ArticlesTag`.`id`, `ArticlesTag`.`article_id`, `ArticlesTag`.`tag_id` FROM `bpinorg_dev`.`tags` AS `Tag` JOIN `bpinorg_dev`.`articles_tags` AS `ArticlesTag` ON (`ArticlesTag`.`article_id` IN (1365, 1361, 1359, 1360, 1358, 1363, 1354, 1355) AND `ArticlesTag`.`tag_id` = `Tag`.`id`)	0	0
6	SELECT `Article`.`id`, `Article`.`date`, `Article`.`title`, `Article`.`author`, `Article`.`publisher`, `Article`.`description`, `Article`.`url`, `Article`.`program_only`, `Article`.`innovator_news`, `Article`.`created`, `Article`.`modified`, `Article`.`modifier` FROM `bpinorg_dev`.`articles` AS `Article` WHERE `Article`.`innovator_news` = '1' AND `Article`.`program_only` = '0' ORDER BY `Article`.`date` DESC LIMIT 4	4	4
7	SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `ArticlesProgram`.`id`, `ArticlesProgram`.`program_id`, `ArticlesProgram`.`article_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`articles_programs` AS `ArticlesProgram` ON (`ArticlesProgram`.`article_id` IN (1247, 1245, 1244, 1217) AND `ArticlesProgram`.`program_id` = `Program`.`id`)	0	0
8	SELECT `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier`, `ArticlesLeader`.`id`, `ArticlesLeader`.`article_id`, `ArticlesLeader`.`leader_id` FROM `bpinorg_dev`.`leaders` AS `Leader` JOIN `bpinorg_dev`.`articles_leaders` AS `ArticlesLeader` ON (`ArticlesLeader`.`article_id` IN (1247, 1245, 1244, 1217) AND `ArticlesLeader`.`leader_id` = `Leader`.`id`)	0	0
9	SELECT `Tag`.`id`, `Tag`.`tag`, `Tag`.`created`, `Tag`.`modified`, `ArticlesTag`.`id`, `ArticlesTag`.`article_id`, `ArticlesTag`.`tag_id` FROM `bpinorg_dev`.`tags` AS `Tag` JOIN `bpinorg_dev`.`articles_tags` AS `ArticlesTag` ON (`ArticlesTag`.`article_id` IN (1247, 1245, 1244, 1217) AND `ArticlesTag`.`tag_id` = `Tag`.`id`)	0	0
10	SELECT `Event`.`id`, `Event`.`name`, `Event`.`date_start`, `Event`.`date_end`, `Event`.`date`, `Event`.`not_exact_date`, `Event`.`location`, `Event`.`description`, `Event`.`url`, `Event`.`image`, `Event`.`category`, `Event`.`event_type`, `Event`.`created`, `Event`.`modified`, `Event`.`modifier` FROM `bpinorg_dev`.`events` AS `Event` WHERE `Event`.`category` = 1 ORDER BY `Event`.`date_start` DESC LIMIT 3	3	3
11	SELECT `Brainwafe`.`id`, `Brainwafe`.`issue`, `Brainwafe`.`ednote_title`, `Brainwafe`.`ednote_content`, `Brainwafe`.`feature_headshot`, `Brainwafe`.`feature_logo`, `Brainwafe`.`feature_logo_url`, `Brainwafe`.`feature_title`, `Brainwafe`.`feature_subtitle`, `Brainwafe`.`feature_content`, `Brainwafe`.`interview_headshot`, `Brainwafe`.`interview_logo`, `Brainwafe`.`interview_logo_url`, `Brainwafe`.`interview_title`, `Brainwafe`.`interview_subtitle`, `Brainwafe`.`interview_content`, `Brainwafe`.`contributed_title`, `Brainwafe`.`contributed_subtitle`, `Brainwafe`.`contributed_content`, `Brainwafe`.`enable`, `Brainwafe`.`current`, `Brainwafe`.`url_hash`, `Brainwafe`.`modifier`, `BrainwavesEvent`.`id`, `BrainwavesEvent`.`event_id`, `BrainwavesEvent`.`brainwafe_id` FROM `bpinorg_dev`.`brainwaves` AS `Brainwafe` JOIN `bpinorg_dev`.`brainwaves_events` AS `BrainwavesEvent` ON (`BrainwavesEvent`.`event_id` IN (129, 127, 53) AND `BrainwavesEvent`.`brainwafe_id` = `Brainwafe`.`id`)	0	0
12	SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `EventsProgram`.`id`, `EventsProgram`.`event_id`, `EventsProgram`.`program_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`events_programs` AS `EventsProgram` ON (`EventsProgram`.`event_id` IN (129, 127, 53) AND `EventsProgram`.`program_id` = `Program`.`id`)	1	1
13	SELECT `Event`.`id`, `Event`.`name`, `Event`.`date_start`, `Event`.`date_end`, `Event`.`date`, `Event`.`not_exact_date`, `Event`.`location`, `Event`.`description`, `Event`.`url`, `Event`.`image`, `Event`.`category`, `Event`.`event_type`, `Event`.`created`, `Event`.`modified`, `Event`.`modifier` FROM `bpinorg_dev`.`events` AS `Event` WHERE `Event`.`category` = 0 AND `Event`.`date_end` >= '2025-04-28' ORDER BY `Event`.`date_start` asc LIMIT 3	0	0
14	SELECT `Report`.`id`, `Report`.`date`, `Report`.`title`, `Report`.`subtitle`, `Report`.`summary`, `Report`.`author`, `Report`.`body`, `Report`.`upload`, `Report`.`image`, `Report`.`internal`, `Report`.`url`, `Report`.`featured`, `Report`.`program_only`, `Report`.`related`, `Report`.`enable`, `Report`.`created`, `Report`.`modified`, `Report`.`modifier` FROM `bpinorg_dev`.`reports` AS `Report` WHERE `Report`.`id` IN (3, 5)	2	2
15	SELECT `Tracking`.`id`, `Tracking`.`referrer`, `Tracking`.`user_id`, `Tracking`.`non_member_id`, `Tracking`.`report_id`, `Tracking`.`report_download`, `Tracking`.`other`, `Tracking`.`date` FROM `bpinorg_dev`.`tracking` AS `Tracking` WHERE `Tracking`.`report_id` IN (3, 5)	0	0
16	SELECT `Download`.`id`, `Download`.`user_id`, `Download`.`non_member_id`, `Download`.`report_id`, `Download`.`tracking_id`, `Download`.`date` FROM `bpinorg_dev`.`reports_download` AS `Download` WHERE `Download`.`report_id` IN (3, 5)	32	32
17	SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `ProgramsReport`.`id`, `ProgramsReport`.`report_id`, `ProgramsReport`.`program_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`programs_reports` AS `ProgramsReport` ON (`ProgramsReport`.`report_id` IN (3, 5) AND `ProgramsReport`.`program_id` = `Program`.`id`)	1	1
18	SELECT `Tag`.`id`, `Tag`.`tag`, `Tag`.`created`, `Tag`.`modified`, `ReportsTag`.`id`, `ReportsTag`.`report_id`, `ReportsTag`.`tag_id` FROM `bpinorg_dev`.`tags` AS `Tag` JOIN `bpinorg_dev`.`reports_tags` AS `ReportsTag` ON (`ReportsTag`.`report_id` IN (3, 5) AND `ReportsTag`.`tag_id` = `Tag`.`id`)	0	0
19	SELECT `MediaCoverage`.`id`, `MediaCoverage`.`date`, `MediaCoverage`.`title`, `MediaCoverage`.`author`, `MediaCoverage`.`summary`, `MediaCoverage`.`publisher`, `MediaCoverage`.`url`, `MediaCoverage`.`created`, `MediaCoverage`.`modified`, `MediaCoverage`.`modifier`, `MediaCoverageReport`.`id`, `MediaCoverageReport`.`media_coverage_id`, `MediaCoverageReport`.`report_id` FROM `bpinorg_dev`.`media_coverage` AS `MediaCoverage` JOIN `bpinorg_dev`.`media_coverage_reports` AS `MediaCoverageReport` ON (`MediaCoverageReport`.`report_id` IN (3, 5) AND `MediaCoverageReport`.`media_coverage_id` = `MediaCoverage`.`id`)	0	0
20	SELECT `Brainwafe`.`id`, `Brainwafe`.`issue`, `Brainwafe`.`ednote_title`, `Brainwafe`.`ednote_content`, `Brainwafe`.`feature_headshot`, `Brainwafe`.`feature_logo`, `Brainwafe`.`feature_logo_url`, `Brainwafe`.`feature_title`, `Brainwafe`.`feature_subtitle`, `Brainwafe`.`feature_content`, `Brainwafe`.`interview_headshot`, `Brainwafe`.`interview_logo`, `Brainwafe`.`interview_logo_url`, `Brainwafe`.`interview_title`, `Brainwafe`.`interview_subtitle`, `Brainwafe`.`interview_content`, `Brainwafe`.`contributed_title`, `Brainwafe`.`contributed_subtitle`, `Brainwafe`.`contributed_content`, `Brainwafe`.`enable`, `Brainwafe`.`current`, `Brainwafe`.`url_hash`, `Brainwafe`.`modifier`, `BrainwavesReport`.`id`, `BrainwavesReport`.`brainwafe_id`, `BrainwavesReport`.`report_id` FROM `bpinorg_dev`.`brainwaves` AS `Brainwafe` JOIN `bpinorg_dev`.`brainwaves_reports` AS `BrainwavesReport` ON (`BrainwavesReport`.`report_id` IN (3, 5) AND `BrainwavesReport`.`brainwafe_id` = `Brainwafe`.`id`)	0	0
21	SELECT `InnovatorProfile`.`id`, `InnovatorProfile`.`linkedin_url`, `InnovatorProfile`.`summary_bio`, `InnovatorProfile`.`answer_1`, `InnovatorProfile`.`answer_2`, `InnovatorProfile`.`answer_3`, `InnovatorProfile`.`answer_4`, `InnovatorProfile`.`answer_5`, `InnovatorProfile`.`leader_id`, `InnovatorProfile`.`modifier`, `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier` FROM `bpinorg_dev`.`innovator_profiles` AS `InnovatorProfile` LEFT JOIN `bpinorg_dev`.`leaders` AS `Leader` ON (`InnovatorProfile`.`leader_id` = `Leader`.`id`) WHERE 1 = 1 LIMIT 40, 20	18	18
22	SELECT COUNT(*) AS `count` FROM `bpinorg_dev`.`innovator_profiles` AS `InnovatorProfile` LEFT JOIN `bpinorg_dev`.`leaders` AS `Leader` ON (`InnovatorProfile`.`leader_id` = `Leader`.`id`) WHERE 1 = 1	1	1

(default) 22 queries took 0 ms

Query

Error

Affected

Num. rows

Took (ms)

SELECT `Menu`.`id`, `Menu`.`slug`, `Menu`.`referrer`, `Menu`.`url`, `Menu`.`report_id`, `Menu`.`other`, `Menu`.`created`, `Menu`.`modified` FROM `bpinorg_dev`.`tracking_routes` AS `Menu` WHERE 1 = 1

SELECT `Article`.`id`, `Article`.`date`, `Article`.`title`, `Article`.`author`, `Article`.`publisher`, `Article`.`description`, `Article`.`url`, `Article`.`program_only`, `Article`.`innovator_news`, `Article`.`created`, `Article`.`modified`, `Article`.`modifier` FROM `bpinorg_dev`.`articles` AS `Article` WHERE `Article`.`program_only` = '0' ORDER BY `Article`.`date` DESC LIMIT 8

SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `ArticlesProgram`.`id`, `ArticlesProgram`.`program_id`, `ArticlesProgram`.`article_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`articles_programs` AS `ArticlesProgram` ON (`ArticlesProgram`.`article_id` IN (1365, 1361, 1359, 1360, 1358, 1363, 1354, 1355) AND `ArticlesProgram`.`program_id` = `Program`.`id`)

SELECT `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier`, `ArticlesLeader`.`id`, `ArticlesLeader`.`article_id`, `ArticlesLeader`.`leader_id` FROM `bpinorg_dev`.`leaders` AS `Leader` JOIN `bpinorg_dev`.`articles_leaders` AS `ArticlesLeader` ON (`ArticlesLeader`.`article_id` IN (1365, 1361, 1359, 1360, 1358, 1363, 1354, 1355) AND `ArticlesLeader`.`leader_id` = `Leader`.`id`)

SELECT `Tag`.`id`, `Tag`.`tag`, `Tag`.`created`, `Tag`.`modified`, `ArticlesTag`.`id`, `ArticlesTag`.`article_id`, `ArticlesTag`.`tag_id` FROM `bpinorg_dev`.`tags` AS `Tag` JOIN `bpinorg_dev`.`articles_tags` AS `ArticlesTag` ON (`ArticlesTag`.`article_id` IN (1365, 1361, 1359, 1360, 1358, 1363, 1354, 1355) AND `ArticlesTag`.`tag_id` = `Tag`.`id`)

SELECT `Article`.`id`, `Article`.`date`, `Article`.`title`, `Article`.`author`, `Article`.`publisher`, `Article`.`description`, `Article`.`url`, `Article`.`program_only`, `Article`.`innovator_news`, `Article`.`created`, `Article`.`modified`, `Article`.`modifier` FROM `bpinorg_dev`.`articles` AS `Article` WHERE `Article`.`innovator_news` = '1' AND `Article`.`program_only` = '0' ORDER BY `Article`.`date` DESC LIMIT 4

SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `ArticlesProgram`.`id`, `ArticlesProgram`.`program_id`, `ArticlesProgram`.`article_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`articles_programs` AS `ArticlesProgram` ON (`ArticlesProgram`.`article_id` IN (1247, 1245, 1244, 1217) AND `ArticlesProgram`.`program_id` = `Program`.`id`)

SELECT `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier`, `ArticlesLeader`.`id`, `ArticlesLeader`.`article_id`, `ArticlesLeader`.`leader_id` FROM `bpinorg_dev`.`leaders` AS `Leader` JOIN `bpinorg_dev`.`articles_leaders` AS `ArticlesLeader` ON (`ArticlesLeader`.`article_id` IN (1247, 1245, 1244, 1217) AND `ArticlesLeader`.`leader_id` = `Leader`.`id`)

SELECT `Tag`.`id`, `Tag`.`tag`, `Tag`.`created`, `Tag`.`modified`, `ArticlesTag`.`id`, `ArticlesTag`.`article_id`, `ArticlesTag`.`tag_id` FROM `bpinorg_dev`.`tags` AS `Tag` JOIN `bpinorg_dev`.`articles_tags` AS `ArticlesTag` ON (`ArticlesTag`.`article_id` IN (1247, 1245, 1244, 1217) AND `ArticlesTag`.`tag_id` = `Tag`.`id`)

SELECT `Event`.`id`, `Event`.`name`, `Event`.`date_start`, `Event`.`date_end`, `Event`.`date`, `Event`.`not_exact_date`, `Event`.`location`, `Event`.`description`, `Event`.`url`, `Event`.`image`, `Event`.`category`, `Event`.`event_type`, `Event`.`created`, `Event`.`modified`, `Event`.`modifier` FROM `bpinorg_dev`.`events` AS `Event` WHERE `Event`.`category` = 1 ORDER BY `Event`.`date_start` DESC LIMIT 3

SELECT `Brainwafe`.`id`, `Brainwafe`.`issue`, `Brainwafe`.`ednote_title`, `Brainwafe`.`ednote_content`, `Brainwafe`.`feature_headshot`, `Brainwafe`.`feature_logo`, `Brainwafe`.`feature_logo_url`, `Brainwafe`.`feature_title`, `Brainwafe`.`feature_subtitle`, `Brainwafe`.`feature_content`, `Brainwafe`.`interview_headshot`, `Brainwafe`.`interview_logo`, `Brainwafe`.`interview_logo_url`, `Brainwafe`.`interview_title`, `Brainwafe`.`interview_subtitle`, `Brainwafe`.`interview_content`, `Brainwafe`.`contributed_title`, `Brainwafe`.`contributed_subtitle`, `Brainwafe`.`contributed_content`, `Brainwafe`.`enable`, `Brainwafe`.`current`, `Brainwafe`.`url_hash`, `Brainwafe`.`modifier`, `BrainwavesEvent`.`id`, `BrainwavesEvent`.`event_id`, `BrainwavesEvent`.`brainwafe_id` FROM `bpinorg_dev`.`brainwaves` AS `Brainwafe` JOIN `bpinorg_dev`.`brainwaves_events` AS `BrainwavesEvent` ON (`BrainwavesEvent`.`event_id` IN (129, 127, 53) AND `BrainwavesEvent`.`brainwafe_id` = `Brainwafe`.`id`)

SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `EventsProgram`.`id`, `EventsProgram`.`event_id`, `EventsProgram`.`program_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`events_programs` AS `EventsProgram` ON (`EventsProgram`.`event_id` IN (129, 127, 53) AND `EventsProgram`.`program_id` = `Program`.`id`)

SELECT `Report`.`id`, `Report`.`date`, `Report`.`title`, `Report`.`subtitle`, `Report`.`summary`, `Report`.`author`, `Report`.`body`, `Report`.`upload`, `Report`.`image`, `Report`.`internal`, `Report`.`url`, `Report`.`featured`, `Report`.`program_only`, `Report`.`related`, `Report`.`enable`, `Report`.`created`, `Report`.`modified`, `Report`.`modifier` FROM `bpinorg_dev`.`reports` AS `Report` WHERE `Report`.`id` IN (3, 5)

SELECT `Tracking`.`id`, `Tracking`.`referrer`, `Tracking`.`user_id`, `Tracking`.`non_member_id`, `Tracking`.`report_id`, `Tracking`.`report_download`, `Tracking`.`other`, `Tracking`.`date` FROM `bpinorg_dev`.`tracking` AS `Tracking` WHERE `Tracking`.`report_id` IN (3, 5)

SELECT `Download`.`id`, `Download`.`user_id`, `Download`.`non_member_id`, `Download`.`report_id`, `Download`.`tracking_id`, `Download`.`date` FROM `bpinorg_dev`.`reports_download` AS `Download` WHERE `Download`.`report_id` IN (3, 5)

SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `ProgramsReport`.`id`, `ProgramsReport`.`report_id`, `ProgramsReport`.`program_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`programs_reports` AS `ProgramsReport` ON (`ProgramsReport`.`report_id` IN (3, 5) AND `ProgramsReport`.`program_id` = `Program`.`id`)

SELECT `Tag`.`id`, `Tag`.`tag`, `Tag`.`created`, `Tag`.`modified`, `ReportsTag`.`id`, `ReportsTag`.`report_id`, `ReportsTag`.`tag_id` FROM `bpinorg_dev`.`tags` AS `Tag` JOIN `bpinorg_dev`.`reports_tags` AS `ReportsTag` ON (`ReportsTag`.`report_id` IN (3, 5) AND `ReportsTag`.`tag_id` = `Tag`.`id`)

SELECT `MediaCoverage`.`id`, `MediaCoverage`.`date`, `MediaCoverage`.`title`, `MediaCoverage`.`author`, `MediaCoverage`.`summary`, `MediaCoverage`.`publisher`, `MediaCoverage`.`url`, `MediaCoverage`.`created`, `MediaCoverage`.`modified`, `MediaCoverage`.`modifier`, `MediaCoverageReport`.`id`, `MediaCoverageReport`.`media_coverage_id`, `MediaCoverageReport`.`report_id` FROM `bpinorg_dev`.`media_coverage` AS `MediaCoverage` JOIN `bpinorg_dev`.`media_coverage_reports` AS `MediaCoverageReport` ON (`MediaCoverageReport`.`report_id` IN (3, 5) AND `MediaCoverageReport`.`media_coverage_id` = `MediaCoverage`.`id`)

SELECT `Brainwafe`.`id`, `Brainwafe`.`issue`, `Brainwafe`.`ednote_title`, `Brainwafe`.`ednote_content`, `Brainwafe`.`feature_headshot`, `Brainwafe`.`feature_logo`, `Brainwafe`.`feature_logo_url`, `Brainwafe`.`feature_title`, `Brainwafe`.`feature_subtitle`, `Brainwafe`.`feature_content`, `Brainwafe`.`interview_headshot`, `Brainwafe`.`interview_logo`, `Brainwafe`.`interview_logo_url`, `Brainwafe`.`interview_title`, `Brainwafe`.`interview_subtitle`, `Brainwafe`.`interview_content`, `Brainwafe`.`contributed_title`, `Brainwafe`.`contributed_subtitle`, `Brainwafe`.`contributed_content`, `Brainwafe`.`enable`, `Brainwafe`.`current`, `Brainwafe`.`url_hash`, `Brainwafe`.`modifier`, `BrainwavesReport`.`id`, `BrainwavesReport`.`brainwafe_id`, `BrainwavesReport`.`report_id` FROM `bpinorg_dev`.`brainwaves` AS `Brainwafe` JOIN `bpinorg_dev`.`brainwaves_reports` AS `BrainwavesReport` ON (`BrainwavesReport`.`report_id` IN (3, 5) AND `BrainwavesReport`.`brainwafe_id` = `Brainwafe`.`id`)

SELECT `InnovatorProfile`.`id`, `InnovatorProfile`.`linkedin_url`, `InnovatorProfile`.`summary_bio`, `InnovatorProfile`.`answer_1`, `InnovatorProfile`.`answer_2`, `InnovatorProfile`.`answer_3`, `InnovatorProfile`.`answer_4`, `InnovatorProfile`.`answer_5`, `InnovatorProfile`.`leader_id`, `InnovatorProfile`.`modifier`, `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier` FROM `bpinorg_dev`.`innovator_profiles` AS `InnovatorProfile` LEFT JOIN `bpinorg_dev`.`leaders` AS `Leader` ON (`InnovatorProfile`.`leader_id` = `Leader`.`id`) WHERE 1 = 1 LIMIT 40, 20

SELECT COUNT(*) AS `count` FROM `bpinorg_dev`.`innovator_profiles` AS `InnovatorProfile` LEFT JOIN `bpinorg_dev`.`leaders` AS `Leader` ON (`InnovatorProfile`.`leader_id` = `Leader`.`id`) WHERE 1 = 1

Message	Memory use
Component initialization	2.19 MB
Controller action start	4.01 MB
Controller render start	4.44 MB
View render complete	5.17 MB

Message	Time in ms	Graph
Core Processing (Derived from $_SERVER["REQUEST_TIME"])	8.61
Event: Controller.initialize	26.92
Event: Controller.startup	0.27
Controller action	2.57
Event: Controller.beforeRender	2.66
» Processing toolbar data	1.51
Rendering View	32.60
» Event: View.beforeRender	0.03
» Rendering APP/View/InnovatorProfiles/index.ctp	31.44
» Event: View.afterRender	0.02
» Event: View.beforeLayout	0.01
» Rendering APP/View/Layouts/default.ctp	0.63
» » Rendering CORE/Cake/View/Elements/sql_dump.ctp	0.20
Event: View.afterLayout	0.00

Constant	Value
APP	/home/bpinorg/public_html/app/
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/
CAKE_CORE_INCLUDE_PATH	/home/bpinorg/public_html/lib
CORE_PATH	/home/bpinorg/public_html/lib/
CAKE_VERSION	2.3.8
CSS	/home/bpinorg/public_html/app/webroot/css/
CSS_URL	css/
DS	/
FULL_BASE_URL	https://bpinetwork.org
IMAGES	/home/bpinorg/public_html/app/webroot/img/
IMAGES_URL	img/
JS	/home/bpinorg/public_html/app/webroot/js/
JS_URL	js/
LOGS	/home/bpinorg/public_html/app/tmp/logs/
ROOT	/home/bpinorg/public_html
TESTS	/home/bpinorg/public_html/app/Test/
TMP	/home/bpinorg/public_html/app/tmp/
VENDORS	/home/bpinorg/public_html/vendors/
WEBROOT_DIR	webroot
WWW_ROOT	/home/bpinorg/public_html/app/webroot/

Environment Variable	Value
Php Version	5.6.40
User	bpinorg
Home	/home/bpinorg
Fcgi Role	RESPONDER
Redirect Redirect Unique Id	aA_767PcjPkzp_g8gRyd8gAAzgU
Redirect Redirect Script Url	/innovator_profiles/index/page:3
Redirect Redirect Script Uri	https://bpinetwork.org/innovator_profiles/index/page:3
Redirect Redirect Https	on
Redirect Redirect Ssl Tls Sni	bpinetwork.org
Redirect Redirect Http2	on
Redirect Redirect H2push	off
Redirect Redirect H2 Push	off
Redirect Redirect H2 Pushed
Redirect Redirect H2 Pushed On
Redirect Redirect H2 Stream Id	7
Redirect Redirect H2 Stream Tag	20156-28-7
Redirect Redirect Status	200
Redirect Unique Id	aA_767PcjPkzp_g8gRyd8gAAzgU
Redirect Script Url	/innovator_profiles/index/page:3
Redirect Script Uri	https://bpinetwork.org/innovator_profiles/index/page:3
Redirect Https	on
Redirect Ssl Tls Sni	bpinetwork.org
Redirect Http2	on
Redirect H2push	off
Redirect H2 Push	off
Redirect H2 Pushed
Redirect H2 Pushed On
Redirect H2 Stream Id	7
Redirect H2 Stream Tag	20156-28-7
Redirect Status	200
Unique Id	aA_767PcjPkzp_g8gRyd8gAAzgU
Script Url	/innovator_profiles/index/page:3
Script Uri	https://bpinetwork.org/innovator_profiles/index/page:3
Https	on
Ssl Tls Sni	bpinetwork.org
Http2	on
H2push	off
H2 Push	off
H2 Pushed
H2 Pushed On
H2 Stream Id	7
H2 Stream Tag	20156-28-7
Proxy-nokeepalive	1
Http Accept	/
Http User Agent	Mozilla/5.0 AppleWebKit/537.36 (KHTML, like Gecko; compatible; ClaudeBot/1.0; +claudebot@anthropic.com)
Http Cookie	CAKEPHP=e67397gb6ps1ahlv617o0tpo53
Http Accept Encoding	gzip, br, zstd, deflate
Http Host	bpinetwork.org
Http X Https	1
Path	/usr/local/jdk/bin:/usr/kerberos/sbin:/usr/kerberos/bin:/usr/local/sbin:/usr/local/bin:/sbin:/bin:/usr/sbin:/usr/bin:/usr/X11R6/bin:/usr/local/bin:/usr/X11R6/bin:/root/bin:/opt/bin
Server Signature
Server Software	Apache
Server Name	bpinetwork.org
Server Addr	173.231.198.134
Server Port	443
Remote Addr	13.59.84.174
Document Root	/home/bpinorg/public_html
Request Scheme	https
Context Prefix
Context Document Root	/home/bpinorg/public_html
Server Admin	webmaster@bpinetwork.org
Script Filename	/home/bpinorg/public_html/app/webroot/index.php
Remote Port	17900
Redirect Url	/app/webroot/innovator_profiles/index/page:3
Gateway Interface	CGI/1.1
Server Protocol	HTTP/2.0
Request Method	GET
Query String
Request Uri	/innovator_profiles/index/page:3
Script Name	/app/webroot/index.php
Php Self	/app/webroot/index.php
Request Time Float	1745877995.6858
Request Time	1745877995
Argc	0

Business Performance (BPI) Network

Innovator Profiles

Actions

default

Total Time: 0 ms
Total Queries: 22 queries

Query Explain:

Memory

Timers

Business Performance (BPI) Network

Innovator Profiles

Actions

Request History

Session

Request

Cake Params

Post data

Query string

Cookie

Current Route

Sql Logs

default

Total Time: 0 ms Total Queries: 22 queries

Query Explain:

Memory

Timers

Logs

View Variables

App Constants

CakePHP Constants

PHP Environment

Included Files

Include Paths

Included Files

Total Time: 0 ms
Total Queries: 22 queries