Business Performance (BPI) Network: InnovatorProfiles

Innovator Profiles

Id	Summary Bio	Answer 1	Answer 2	Answer 3	Answer 4	Answer 5	Leader	Actions
23	<p>Les C. Meyer is a results-driven serial entrepreneur, global executive leader and MBA with extensive experience in mindful innovation and self-actualization. He has demonstrated creativity in transforming health and performance improvement through innovation leadership. He has worked with many organizations to help them achieve an optimal healthy workplace and workforce and achieve functional wellbeing outcomes via science-based mindfulness, resilience, vitality and sustainability next practices. He has also implemented game changer approaches to the creation of health care delivery, innovative health policies, advanced primary care systems, planned care coordination and proactive community health assurance initiatives. He has integrated meaningful enabling technologies and consumer-centric, integrative health services for a wide variety of worldwide stakeholders.</p>	<p>We guide clients toward viewing their organization, in all facets, with a mindful innovation (MI) approach. MI is a tuned in, creative-thinking leadership engagement process — coupled with a five-step systematic approach including assessment, culture, strategy, implementation and measurement — empowering CEOs to improve the health of the enterprise and its workforce, reduce costs, improve productivity and ultimately, profitability in a global economy.</p> <p>My idea of “hard-wired MI” emerged in mid-2009 as I watched CEOs working feverishly on getting their arms around their “Big Idea.”  And then, watching them formulate strategic plans to transform their companies by advancing their breakthrough brainchild as a “constructive, disruptive innovation.” Over and over these leaders were relying on outdated “thriving on chaos” playbooks not recognizing the competitive imperfections in the marketplace. </p> <p>The MI approach prompts quick-response adaptation when CEOs drive the process top down and encourage their people to embrace “imagining” from the bottom up — with all stakeholders striving for the competitive advantage that lies in the health of their people. </p> <p>MI is moment-to-moment, surround-sound awareness of organization health achievement in action. It generates CEO imagination, ingenuity and creative execution in the boardroom. Most importantly, MI upholds the principles of disruptive innovation guru, Clayton Christensen, who introduced the criteria by which a product or service rooted in simple applications relentlessly moves up market, eventually displacing established competitors.</p> <p>MI is imagining what the future could look like, identifying mega-opportunities and building game-changing ways of delivering business value to all stakeholders. We do this by focusing our attention on next generation hard-wiring MI capabilities, technologies and learning system collective impact community collaboratives that provide MI solutions to the health industry in the short and long-term.</p>	<p>Health care costs are unsustainably high and health outcomes are suboptimal. To curb these trends, movement toward value-based care must be put into action.</p> <p>Colleagues at the Institute of Medicine (IOM) of the National Academies: Roundtable on Population Health Improvement, Health Enhancement Research Organization (HERO) Employer-Community Collaboration Committee recently noted two major impediments:</p> <p>1. Health care improvement underperformance, inefficiency and exorbitant costs continue in the U.S. health care system. Although biomedical knowledge, innovations in therapies and surgical procedures, and management of chronic conditions have substantially advanced, American health care has failed to significantly improve in many areas. They include modern medicine’s complexity, the high cost of care and limited investment value to achieve the best care at lower cost. <br /> <br /> 2. Despite spending almost one-fifth of the economy’s output on health care, the quality and safety of care remains uneven. Patient harm remains too common, care is frequently uncoordinated and fragmented, care quality varies significantly across the country and overall health outcomes are not commensurate with the extraordinary level of investment.<br /> <br /> Data is available to make the right decisions to transition into performance improvement incentives, patient-empowered self-care methods and consumer-centric optimal healing environments innovations.</p>	<p>Our focus is on game-changing ideas from independent leaders who create meaningful distinctions in the market and suggest an insightful exchange of information for sound decision making. Our cutting edge methods and innovations performance improvement process tackles the tough organization health challenges impacting enterprise-wide growth, profitability and customer experience optimization to help drive improving value on investment in health care through ground-breaking collective impact methods and sustainable MI leadership engagement innovations.</p> <p>Health innovation strategy is critical to an organization’s success. It trumps everything else. MI is not a genomic-DNA capability we’re born with per se but rather a hard-wiring self-actualization, performance improvement process, which helps CEOs reclaim their creative confidence.  The innate ability for leaders to vision breakthrough ideas is strengthened through systems that encourage innovative prowess to move progressively from idea to collective-impact upsurge.</p> <p>MI has moved from a largely obscure practice to a mainstream organizational idea in some leading organizations around the world. Mindful innovators like Mark T. Bertolini, Chairman and CEO, Aetna are accelerating the awareness of “mindfulness use” in the board room and “self-actualization creative execution” in the C-Suite including workforce team member front line alignment to create an upsurge in economic development worldwide.</p> <p>Mindful “organization health” is defined as the ability of an organization to identify, engage, establish, elevate, achieve and renew itself faster than the competition to sustain stellar business performance. This <strong>MI </strong>strategy is among the most powerful an enterprise can execute to create value-based, optimal customer experiences and sustain the power of long-term, brand-equity. </p> <p>Aligning organization health leadership creative confidence and self-actualization is leadership at its best. Remarkable leaders conduct business in a new way — one that imagines a healthy workforce productive advantage, maximizes human potential and tethers the organization to a common set of principles. The task of highly effective leaders is to design high-impact business goals to attain organization health.</p> <p>Thriving organization health business models embed mindful collective impact stakeholder collaboration connections. This is done via a community-based, learning health care system and optimal healing environments that enable a user-friendly connectivity interface. What’s important is that this interface is consistently reliable and seamlessly improves key components. They include population health promotion capabilities and functional wellbeing systems in which science, informatics, incentives and culture are aligned for continuous improvement and innovation. The approach must be aligned with best practices that are seamlessly embedded in the care process, as well as patients and new knowledge captured as an integral byproduct of the care experience to achieve the best care at lower cost.</p> <p>Our MI attitude to think the unthinkable with board chairs — and making the invisible visible with CEOs — continues to drives business success and provide a pathway to achieve competitive advantage and optimize commitments to accelerate organization health action plans and workforce health achievement.</p>	<p>MI is the final frontier to transforming health and performance improvement innovation leadership, achieving optimal healthy workplace realization and making healing as important as curing to sustain company-wide profits and competitive advantage while helping their organization’s workforce evolve, achieve and thrive.      </p> <p>The “Masters of MI” realize that creativity is essential to success and something you practice throughout the MI creative confidence, hard-wiring self-actualization achievement process. Bottom-line: Hard-wiring MI activates a cracking-the-code mindset for CEOs and their ability to stay ahead of the innovation curve and sustain company-wide profits and competitive advantage.  </p> <p>We are working on other meaningful distinctive hard-wiring MI capabilities, technologies and learning system collective impact collaboratives that will drive the biggest changes in the health industry over the next two years. They include: <br /> <br /> <strong>Health date analytics technologies</strong>: MI approach to empowering organizations with better analytics and informed decision-making guidance to change the course of their organization health strategy and advance plan design action plans.<br /> <br /> <strong>Accountable health and wellbeing initiatives:</strong> MI approach to accountable health collaboratives and the Wellbeing Initiative for the Nation (WIN) via a public-private partnership for national prosperity to collaborate, coordinate and guide global organizational health innovation strategies enabling company-wide profits and competitive advantage, workforce effectiveness and community success. </p> <p><strong>Optimal healing environments:</strong> MI approach to transforming health and performance improvement innovation, achieving optimal healthy workplace realization and advancing healing as important as curing.</p> <p class="p1"><span class="s1"><strong>Living well invisible drivers of work-life health and economic wellbeing measurement:</strong>  MI approach relates to commitment to be personally responsible, self-reliant and accountable to achieve better living and “Vulnerability Index” reporting which measures the balance of a population's or individual's mix of “unmentionables” — life-context conditions like financial stress or caring for an aging parent — and their ability to cope with these conditions.</span><span class="s2"> </span></p> <p><strong>Healthy life expectancy:</strong> MI approach relates to improving health-related quality of life and wellbeing for all individuals and takes account of the number of years that a person at a given age can expect to live in good health taking into account age-specific mortality, morbidity, and functional health status. In other words, dying with as much vitality as possible. <br /> <br /> <strong>Oncology care improvement:</strong> MI approach to advancing oncology care best practices and improve the service experience of cancer patients and their families. <br /> <br /> <strong>Home hospice and palliative care:</strong> MI approach to optimal healing environments in home hospice and palliative care to achieve breakthrough improvements in relieving human suffering, including pain, anxiety, dyspnea and helplessness, as well as finding meaning in suffering. <br /> <br /> <strong>Precision medicine and genomic innovations in health: </strong>MI approach to precision medicine and genomics-driven diagnosis, complex and rare chronic disease testing and treatment alignment capabilities.</p> <p class="p1"><span class="s1"><strong>Enabling technologies, scientific discovery and telemedicine capabilities:</strong> MI approach to accelerate best care at lower cost via primary care and complex care management solutions; value-focused comparative effectiveness outcomes research and life sciences innovations; and advances in mindful use of center of excellence telemedicine capabilities via remote consults for appropriate individual medical, behavioral and population health promotion problems instead of visiting emergency rooms, urgent care centers, and physicians’ offices.</span><span class="s2"> </span></p> <p><strong>Wearable computer technology and remote monitoring technologies:</strong> MI approach to wearable computer technologies and tracking devices and strategies to achieve meaningful behavior change. </p>	<p>Organizations worldwide see MI as essential to fortifying the fabric and culture of their enterprises. A commitment to MI, compelling ideas and the use of transformative MI is making mindful innovators constantly aware of their mindful intent to amass enterprise-wide economic well-being.</p> <p>Our work with the Samueli Institute’s Wellbeing Initiative for the Nation (WIN) — a national effort that convenes CEOs, C-Suite executives and health policy thought leaders from the private, public and military sectors — is working to expedite the transformation of our health care system to one that enhances community health and fosters a flourishing society. <br /> <br /> Samueli Institute’s vision and its WIN public-private partnership for national prosperity — includes a next level measuring social wellbeing collective impact approach — and advances a new system of currency that may seem like a fantasy, but it’s this type of radical thinking that’s needed in America to stop the progress of chronic disease and unhealthy living in its tracks.<strong><sup>1</sup><br /> <br /> </strong>Imagine that there was a Social Wellbeing Index (SWI). Alongside the Dow Jones stock market index and other reports of financial wellbeing, the state of social wellbeing would be announced each day, broadcast on television stations, streamed on the radio, and featured on financial market and Internet news sites.</p> <p>Imagine that this index was used as a metric for tracking the health of our society and could be reported for a city, state, county, country, community, company or for any organization. Imagine that policies and laws could be made to encourage the investment in increasing this social wellbeing index and that both tax incentives and profits were tied to it. Imagine that something of value such as a SWI currency, redeemable for physical or service resources or social appreciation and recognition, could be gained from those who boosted the SWI. The greater the contribution to the index the greater the value of the SWI currency, which could be accumulated, saved and spent. </p> <p>At its heart of the SWI would be a measure of the degree to which social engagement and bonding was being enhanced for the betterment of society as a whole. The value of the SWI currency could be weighted according to the degree to which collective wellbeing was arising from this social engagement. Activities such as investment in time would be considered a key resource and given value for the SWI. </p> <p>Surrounding this core SWI measure would be other more traditional measures of individual and collective flourishing in order to determine the impact on social wellbeing in the culture as a whole. These would likely be the parameters usually tracked such as morbidity and mortality, public health measures, health behaviors, education success, stress and happiness levels, disparities measures, environmental health, nutritional sustenance, levels of safety and violence, economic stress, and degrees of altruism and civic engagement.</p> <p>If simplified into a core index, reported daily and tied to both economic and social reward, the Social Wellbeing Index could become its own ongoing worldwide wellbeing driver and have multiple other uses, such as for the Wellbeing Initiative for the Nation (WIN) Challenge.</p> <p>In conclusion, we continue working with our colleagues to expedite the transformation of our health care system to one that enhances community health and fosters a flourishing society.</p> <p>1. <strong>Reference</strong><br /> <strong>Think Big for Social Wellbeing</strong><br /> Posted on December 4, 2014, by Wayne B Jonas, MD, President and CEO, Samueli Institute <br /> <a href="http://www.SamueliInstituteBlog.org">www.SamueliInstituteBlog.org</a>     </p>	Les C. Meyer	View Edit Delete
36	<p>Tim Gilchrist is a Fellow at The Health Innovation Technology LAB (HITLAB.org), which is part of Columbia University and conducts grant work in healthcare research and technology, consults to organizations, governments, startups, and hosts the Health Innovators summit (<a href="http://www.hitlabsummit.com/">hitlabsummit.com</a>). HITLAB helps organizations ideate, create, and evaluate innovative technologies to improve healthcare around the world. Tim's involvement with the Lab and Columbia stretches back to 1999 when he first started guest lecturing on health informatics.    </p>	<p>One of the areas I am most active in is the application of machine learning to health care, specifically interpreting individual’s social media feeds and determining their health status. This sounds odd but social media provides a unique environment where people openly discuss their personal lives: how they feel, what they eat, their activities, etc. Social solves a big problem in health data in that it is immediate where most health data are not immediate and often take months to gather and process. At the same time hospitals and individual physicians are moving from fee for service to quality based programs that place emphasis on health outcomes, not how many procedures were performed. This tectonic shift in health care creates a need for information regarding the health of people around; let’s say a hospital, not just the people who come in the front door, but the ones living miles away.</p> <p>To meet this challenge I developed a system that listens to social media posts within a certain geographically defined area and deconstructs the stream of posts to predict who displays signs of having diabetes. It works by looking for word patterns in the text of the post and then matching that information to the person’s profile information. In tests involving thousands of posts, it is 74% accurate. Some of the interesting patterns that emerge is that diabetics tend to have many friends on social media – over 1,900, but they don’t tend to status very often – less than 65 times in a year. They also tend to say really funny things regarding their disease. Actual tweet:</p> <p><strong>“Lets play a game called how many times will my relatives ask about my diabetes. #byyyyeeee”</strong></p> <p>This system could be helpful to health providers who are looking to engage with at risk populations as problems emerge, not just when patients end up in the ER.</p> <p>The HITLAB is also active internationally and is part of (<a href="http://www.grameenfoundation.org/what-we-do/technology/mobile-health">MOTECH</a>), the groundbreaking mHealth initiative designed to increase the quantity and quality of pre- and post-natal care in Ghana.</p> <p>MOTECH uses mobile phone technology to improve maternal and child health knowledge and health-seeking behavior in rural Ghana. The program’s Mobile Midwife Initiative provides pregnant women and new mothers with information on pregnancy and infant care, nutrition, malaria, maternal and childhood immunizations, and family planning, as well as reminders to seek timely health care. The initiative offers these services in either SMS or voice option, in multiple regional languages. MOTECH also helps community health workers identify women and newborns in their area who need healthcare services, while enabling these health workers to cut down on paperwork and increase accuracy by giving them the ability to enter patient data via their mobile phone.</p>	<p>Given the passage of the ACA and the increasing cultural focus on wellness, we are in a very supportive environment for our services. The major hurdle that remains is data. In the United States we just don’t have a standard format for health data or a central repository to keep it in. This is unlikely to change anytime soon so we use the data we have to fill in the gaps and create as accurate a picture of someone’s health as we can. Again, machine learning plays a big role here. </p>	<p>Many of us at HITLAB have classical training in the sciences (MDs, nurses, psychologists, statisticians) so we tend to approach challenges from the scientific point of view. You won’t find anyone at the HITLAB who believes there is an unsolvable problem in health.</p>	<p>As I mentioned earlier, access to a standard set of data is one of our limitations. The market is rushing in to fill this gap as more people create and share health data through cell phones, wearables and medical devices. Not only are these data real-time, they capture aspects of health that no one has ever seen before in such quality and quantity. For example, a detailed record of an individual’s movements and physical activity, the actual locations of where that activity took place. </p>	<p>When the HITLAB takes on a grant project or health study, the team always includes people from ‘outside’ healthcare. We include musicians, artists, HR people in solving some very deep technical health issues and it never ceases to amaze me how these people from varying backgrounds contribute so effectively to our work. This practice is actually codified in HITLAB procedures.</p> <p>I’ve also seen research on what motivates people to change and develop healthy habits. Traditionally, healthcare looked at people with a disease such as type II diabetes and immediately focused on their need to lose weight, which seems logical but ignores the root cause of the disease. The root cause may be something very different, the person may be lonely or depressed. To directly attack the root cause researchers offered pet adoption to type II diabetics. This may seem unorthodox but what’s the first thing you need to do with a puppy? Chase it around and walk it. Perfect! I would expect to see great progress in the field of behavior change through similar methods as the one above. </p>	Tim Gilchrist	View Edit Delete
27	<p>As COO and Chief Information Officer at NutriSavings, Niraj Jetly and his team have pioneered a way to make healthy food both affordable and understandable, and are building a new ecosystem which is changing the game for corporate health costs and employee productivity in the process. A spin-off from corporate services giant Edenred, Nutrisavings has harnessed data technologies, nationwide grocery partnerships, research, and innovative thinking around food choices to save costs for large employers and health plans, while boosting productivity and even life longevity for tens of thousands of users.</p>	<p>When we launched, there were several research sources which showed that the health of employees depends far more on what you eat than on how often you work out - yet there were very few solutions, if any, based on nutrition. You could attend seminars on how to cook healthier; you could get recipe books; you could be coached by dieticians. But you’d generally need to leave your workspace to attend those sessions, they weren’t scalable; and they asked people to do something they were not doing already. They also did not address the fundamental problems of affordability and confusion for the consumer.<br /><br />Several research papers showed that the average American finds it much easier to file their own taxes than comprehend the nutritional fact panel of a food item in a grocery store. Go and pick up any food item; I bet you will not have heard half of those words in your life.  We know that sugar is generally bad for us – but it turns out that there are about 200 different words for sugar. Meanwhile, we found that there was a perception that certain brands were healthy, and certain brands were unhealthy – but that just isn’t true. There is in fact a wide range of nutritional value across the products offered by the same brand.</p> <p><br />To decipher this confusion, we recruited a panel of dietitians, and we created an algorithm based on prior research which takes into account all food items and all nutritional information on the packaging. We were able to generate a nutritional score between zero and hundred; the higher number, the healthier the item.So for instance, our participants in the NutriSavings program can download our mobile app, scan the bar code of any food items in grocery store with their smart phone, and get the nutritional score right then and there.Using input from our panel of dietitians, users can also immediately learn what it is about that item that is good for you, and what you should watch out for.</p> <p>But we do not tell someone not to buy this or that. Instead, the app will also show you healthier alternatives; foods with a similar taste, but with higher nutritional scores, as a gentle nudge in the right direction. But we also recognized that the absolute nutrition score of any food item was not as important as the change in score over time for participants, so incremental behavior change, and the ability to track that change, is the exciting game changer for large employers.</p> <p>Many people do want to diet, but to do it they need to log their food intake – and who has the time to log 1000 meals per year? We can actually manage an individual’s pantry, and provide the log and the trends for them. We had to figure out a way that is scalable- so we built a network grocery stores – 10,000 nationwide - which we actually built connectivity with. Once we have permission from participants to reach out to grocery stores, we can use their rewards cards as unique identifiers and track the items they’ve actually bought. In addition to the primary benefits of health, we are passing along discounts from those stores to the members for items which show good nutritional scores – so healthy food has become more affordable.</p>	<p>Food is very diverse; very fragmented; and hard to comprehend for many people – it’s also very politically driven. So fear of taking risks is one of the biggest challenges to innovating in this industry. Fear of failure in general is the broader challenge – its human nature; you don’t want to be on wrong end of decision making process.<br /><br />The scale of the problem of unhealthy eating, and the confusion and lack of education surrounding it, is intimidating for companies. So we took the challenge and broke it down into small boxes.  People are surprised to hear that I did not use new data technologies when we started NutriSavings; but what we did was use them in different ways. It was the business model we needed to primarily solve, so we used technologies my team was familiar with.</p>	<p>Nutrisavings is a spinoff from a large parent company, Edenred, and the innovation culture is very different. When you’re a publically held company you tend to be more conservative. For me, there are two kinds of innovation – technology-driven, and customer-focused. Edenred has a strong innovation philosophy called “Customer Inside,” and we have built on the idea of focusing on a customer’s journey, and focusing on it step by step to figure out how to improve it.<br /><br />I believe innovation requires one more attribute in your teams – not taking ‘no’ for an answer. ‘No’ is just the beginning of a discussion at Nutrisavings. But a key to being disruptive for us is going with your gut. I like that famous story about Henry Ford, where he was asked: “Before you built you automobile, did you go and ask what people wanted?”, and Ford responded to the effect of, “No, because people would have said they wanted faster horses." At some point you need to stop asking and use your gut feeling. If you, as my business partner or client come with a question, I will not say I have all the answers– but we will tell you we will figure out answers together. The mindset is more important than the tools.</p>	<p>Big data and personalization. Eventually, our nutritional scores for the same food item will be different for different individuals, depending on their unique needs. If any of us has prior conditions or allergies, the recommendations change. The cloud is helpful because it gives you scale, but I’m not looking for analytical technologies which can process large amounts of data which can create actionable personalized content for my audience. Keep in mind we are trying to create a scalable model scaled throughout the country – so if you are buying spinach or eggs or chicken, I need to give you relevant and easy to understand content.</p>	<p>The pace of technology innovation is breathtaking. I’m scared to go to bed because, I know when I am sleeping, the world around me is constantly changing. And I don’t want to miss it! This is best time to be in technology. And there are so many exciting new business models; such wonderful applications for things like crowdsourcing.<br /><br />What Tesla has done with its battery technology and its open innovation approach is very interesting. Patents create turf wars, which can put constraints on innovation, but we’re seeing the end of turf control in some industries. With the approach Tesla is taking with open innovation, imagine the multiplier factor we’re going to see; it’s mind-boggling.</p>	Niraj Jetly	View Edit Delete
24	<p>Mark is the Head of Innovation at News Corp Australia and a former executive at AOL and Yahoo. Drasutis is an established business leader and digital expert with 20 years of media and digital product experience. He is focused on defining and delivering digital leadership and innovative and creative user-centric solutions within market leading, global digital businesses. Delighting all customers of digital products is a passion Drasutis brings to his teams and organizations. He has continually driven the creative vision and customer focus of his teams. He has implemented innovative and strategic thinking, as well as thought leadership, internally and externally, within all his roles and evolved customer perceptions of the businesses. <br /><br /><br /></p>	<p>News Corp is actually where the customers are, and that’s the change. Its about innovating around the proposition that content is about “and,” not “or.” In the past, customers either bought a newspaper or consumed content on mobile, or on PC, or Tele, or listened to it on the radio. Now, they are consuming content in newspapers and on Twitter, YouTube, in their cars, and on Spotify, so if you take the “and” model, it becomes about curating great, relevant content and delivering it where and how the customer needs it.</p> <p>With declines of 15% circulation in Australia and 20% revenues on the newspaper side – you need to innovate yourself out of that bottle, but you need to innovate in the right way. We’ve embraced the reality that newspaper companies are never again going to own content and distribution and packaging. In fact, we don't see ourselves as a newspaper company; we are a content company.</p> <p>Habits for consuming content have changed, and we can shape those habits. Do people buy newspapers for breaking news? No they don’t: because news is broken on Twitter and Facebook and then on other platforms. Content habits have changed. But job of producing great content hasn’t changed. We are recombining content in new ways for customers. We are now producing multi-dimensional long-form story telling in digital; creating a rich immersive experience in video, audio, graphics, everything. The Captivate platform in Australia allows us to build those.</p> <p>For example, we produced a story around Cinderella Man: the amazing journey of an Australian man to becoming the country’s first heavyweight boxing champion. We’ve just done a great piece of footage for surfers for an angle of a surf break which you would never have seen before, using drone footage, and two surfers: one a leftie, one a rightie. So how do we get to surfers? We promote it on Facebook, we promote it on Twitter, we made a 15 second video for Instagram, and then we moved it to content for tablet.</p> <p>The Wall Street Journal is doing the same thing, with amazing footage from the Oracle boat for the America’s Cup. When we have these great stories involving multiple assets, we ‘re able to quickly build rich story telling elements now that we didn’t think we could do three years ago. So it’s a case of: We’re capable - lets do more of that.</p> <p>The reporters who do these pieces, like Trent Dalton, now know when they start looking at the yarn, they need a videographer, a photographer; he needs to understand how to work with a developer and designer to tell the story best via the digital channel. And that’s just one space.</p> <p>On the other extreme, we just launched in Australia – news.com.au and Foxsports - on Snapchat’s new Discover platform. Once again, here’s another area where we’re atomizing our content and saying we’re going to create an edition every day which is relevant to a Snapchat customer, which is more a teen, kind of funny, laugh-out-loud type of experience.</p>	<p>FEAR of not knowing. If I don’t know about it as a senior executive, I’m not sure I want to unleash my team on something I don’t understand. So, for instance, we built a digest App for <em>The Australian</em> and gave it to one of the lead editors to play with over Christmas. All it involved was his content recombined into an App, but now he understands what the power of that can be.</p> <p>Another challenge for innovation is fear of quarterly targets. The trick is to make innovation real in people’s minds. Without that, people think that they wouldn’t know how to execute the ideas they had; they don't have the confidence to ask for forgiveness, rather than permission. The key is to allow people to fail safe, and to lead with an approach where you show, not tell. Stop having meetings about meetings and show it to someone. They rightly say that a picture is worth a thousand words, and that a prototype is worth a hundred meetings.</p> <p>Its not technology that’s the disruptor, it’s talented employees thinking like entrepreneurs that is. This business had forgotten a little bit that it had an entrepreneurial spirit at his heart. Rupert Murdoch is one of the best entrepreneurs in the world: his three drivers are opportunism, innovation and intuition. As a staff member, you should be working on those three things. Go and do it. You still have to do the business casing – you can’t work outside those processes. You still have to get new projects singed off by the finance departments and agreed by the board. So in essence, ideas are not a problem; timing and execution is the problem.</p>	<p>News Corp has had a couple of innovation efforts previously, but they were largely external, and my title didn’t exist two years ago, which says something in itself. Certainly, there was recognition that the most expensive seven words in our business were “But that’s how we’ve always done it.” Though I wasn’t here at the time, I’d guess I might rate our innovation culture in 2005 at about 3 out of 10; now its perhaps around 6 out of 10, with our digital offerings, and now that people know they can do these things, and are less afraid of things not looking the same.</p> <p>When I joined, I remember someone commenting: “Great – someone with all the answers.” I countered with: “You’re already got the answers, and you’ve got the employees – we just need to create innovation as part of their job and something they’re not scared of.” The words disruption and innovation kind of counter each other. I realized that news didn’t have a clear definition of what innovation meant, and that’s really key. For us, that definition is: ‘Recombining content, people and processes in new ways for growth.’</p> <p>That idea then resonated across the business – that it’s not about drones or virtual reality or futuristic hardware. And changing the perception of News Corp in Australia was one of the key pieces – as a content company, not a newspaper company. We’ve got an ideation platform we put in, which allows you to pop in and say “that’s a good idea” or “that’s been done’’ or “actually that’s something I’m working on; lets work together.” I’m all for open innovation, most of our ideas we’ve gotten are from outside the office. We sponsor a co-creation space for startups, called Fishburners – that’s important; it opens peoples’ eyes to what entrepreneurs are doing.</p> <p>We are not afraid to experiment with different models – and we have a system where you can fail safe with experiments. We have an internal system called News Foundry – an internal fail-safe environment that allows people to come up with new ways of doing things. They come out with loads of ideas; one of them drives the kind of content on our Snapchat channel, for example. I’m a big advocate for quiet change, which is that you show, don't tell; you take people on a journey; you plant seeds within the business.</p>	<p>Anticipation of content is something I think will become important  – data signals will be there to anticipate a certain time of day you want a certain type of content – based on your location; based on your behavior; everything. Content about things you care about should come to you like a tap on the shoulder.</p> <p>I think there is an interesting move back to truth in the content space  - where many customers don’t want an oversimplification of news. People have a thirst for more knowledge than the snack they can see. Snacking news is relevant; as Twitter’s 140 characters show, but consumers are already responding to the in depth background content we are providing, with lots of links.</p> <p>The disruption will be that people will be able to access as much content as they want quickly, but that they probably want a little more detail around the five areas they care about the most, and that’s where media companies come into play. I never try to predict technology trends, but I look at connected cars, and I think there is something there for media; a space where we can play. </p>	<p>Paul Whittaker, editor of the Daily Telegraph in Australia, and his team are supportive of an app that gameifies news for commuters on buses here in Sydney. It allows you to play a game against others around beacon technology: it matches headlines to the pictures, which means you have to read the headlines – so you consume the news via a game. That’s quite interesting as a model. I’m not saying that’s the future of news, but its interesting. I feel the same with Snapchat. They are both great ways of providing content to the consumer.</p>	Mark Drasutis	View Edit Delete
20	<p>Nicole Alexander is a marketer and lecturer; the quintessential unconventional marketer who has an extensive background working in digital media with an enviable list of blue-chip brands. She leads the Innovation Practice for Nielsen China and in this role she advises clients on the importance of evolving consumer journeys to deliver stronger returns on investment while eliminating fragmentation of brand communication across channels. </p>	<p>It should start from both the top and the bottom of an organization. Where leadership enables a culture of inspiring teams to develop ideas around change, provoke them to act on that change and then develop a framework that supports test/pilots to scale innovations that can be successful.</p>	<p>Expertise. Even the best organizations believe they have the skills and expertise in-house or know how to access it in order to plan and make pivotal decisions. With today’s digital landscape there is an access to a global network of creative minds with depth of knowledge across sectors. By utilizing Open Innovation to understand how to develop new solutions, evolve existing frameworks and plan for human capital they will need to change their mindsets in a changing environment.</p>	<p>Unilever has been successful in adopting innovation from the bottom up and top down and supporting it within their communications; their day-to-day planning and how their employees are measured. Their new Global SVP of Consumer & Market Insights, Stan Sthanunathan, has been the mastermind behind this transformation supporting and provoking the organization to think differently from developing Innovation Centers to leveraging integrated data and insight globally. They are looking at consumerization today and in the future – particularly in D&E markets – and leveraging those insights to not only innovate on existing products but develop new ones with an eye on their sustainable footprint.</p>	<p>Machine Learning (i.e. Big Data and AI) will be the largest drivers of technological changes in the coming years, particularly when those solutions can pair complex processing decision making with human-like judgment. In the short-term, the rise of Machine capabilities could increase productivity and economic growth, causing a shift in human capital and growth patterns particularly within D&E markets. We currently see signs of this across medical, research, agriculture and transportation areas. In the longer-term, if Machines exceed human capabilities we will see a devaluation of labor, increase in income disparities paired with increasing GDP. The great challenge will be how we ensure that this rapid technological shift doesn’t leave people behind and blend that with policy change, education, and a fundamental shift in how we view capitalism.</p>	<p>Firstly, I admire any company that challenges the good enough or “this is how things have always been done”, mindset. Uber – who brings drivers together with customers – has innovated the way we experience on-demand transportation while also allowing individuals with a vehicle to be entrepreneurs. </p>	Nicole Alexander	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
46	<p>CA Technologies has emerged as one of the world’s largest independent software companies, based on a mission to "create software that fuels transformation for companies.” Its consistent approach, across 40 countries of operation, is to remove obstacles in companies’ journey to success within the application economy, providing solutions on everything from digital transformation and security to customer experience and speed-to-market – and to bridge the gap between ideas and business outcomes. In March of this year, CA Technologies was recognized among software leaders as a “2017 World’s Most Ethical Company” by Ethisphere Institute.</p>	<p>The CA Technologies Business Analytics team is a global corporate team that provides business insights to stakeholders across the company, including sales, marketing, customer support, customer success, product engineering, HR, finance – you know: everybody.</p> <p>The charter of my team is to help improve the top line of the company by changing our culture so that decision-making is very data and insight-centric, enabled by analytics. We have been quite successful in that goal.</p> <p>Today my team is changing the game by influencing the strategy and operations of the company. We are helping personalize the customer experience at every touchpoint by injecting customer insights at every point of engagement. In that regard, especially when it comes to large enterprise software companies, we are unique. In fact, over the last year, Forrester has published 'best practice' reports that have cited what we are doing at CA.</p> <p>If you think about retailers like the Amazons, e-tailers, and Googles, they all have B2C models that have used analytics to propel their business forward. We are leveraging concepts from the B2C world and bringing them to B2B, specifically in an initiative to transform CA from a traditional B2B enterprise software company to what we call a B2I, or “business to individual.”</p> <p>This is a response to how buying software has changed drastically. Millennial buyers have a very different mindset, even when it comes to enterprise buying. They are higher risk takers as compared to the traditional CIOs and the baby boomer buyers, which means they will not sign very large enterprise deals. They want smaller scale deals that they can test and get in and out of quickly. For enterprise software, companies need to foster a better connection with millennial buyers and engage them continuously throughout the buyer’s journey. This means marketing and selling to them in the digital realm in a way that recognizes them as individuals and personalizes their experience.</p> <p>Our strategy calls for analyzing our customers not just from a firmographics standpoint, but also demographics, psychographics, and technographics perspective. Many companies are thinking about this approach, but they haven't embarked on this path because this type of transformation is a very difficult thing to accomplish. It requires top leadership, a very thoughtful process, and the right team geared towards innovation.</p> <p>To deliver the value our internal customers have now come to expect, we put a significant emphasis behind educating people in the art of possible. Our stakeholders don’t always know what is possible with analytics. It is my job to show them. For example, last year we were able to pinpoint customers who will not renew contracts with a high degree of accuracy. This was a first in the company, and opened many eyes. Another example: Our chief customer support officer wanted to reduce the number of calls coming into his call center, and have more collaboration occur in the online communities where customers can discuss and solve their own problems. Essentially, he wanted to go into an omnichannel direction for support. With analytics, we were able to offer insights as to why people call the call center and suggest solutions to best leverage online communities. Calls have since been dropping, and engagement through online communities has increased.</p>	<p>Culture is the biggest barrier to innovation. If you are in a legacy company, there can be a certain mindset that I call the "not-invented-here" syndrome, or “this is how we do it because this is how it has always been done,” ideology. That to me is one of the biggest impediments, because it means that no matter how the world is changing, we are insular and we will keep doing things the same way. </p>	<p>The culture that I found when I arrived two and a half years ago is drastically different from what CA’s Business Analytics organization is today. Many companies are controlled by top-down policies, but I believe to foster innovation, you need to set people free; let them think. Senior leaders can establish aggressive goals, but then need to let employees go on their own. They will make mistakes, so leaders must provide the air cover. Of course, if somebody makes the same mistake again and again, then there is a problem. But if an organization wants to succeed in innovation, employees cannot be afraid to try new things and sometimes fail.</p> <p>In my opinion, innovation is a drug. Once people get used to that mindset, the feeling of moving fast and being creative thinkers, you can’t stop that, or people will actually leave.</p> <p>A start-up environment is a good example – they are free, they are innovative, they do cool stuff. You have to change the way an enterprise company operates to mimic that mindset and create an environment of innovation.</p> <p>So, we essentially created a start-up within CA’s Business Analytics organization. Innovation is key at CA, and our culture, as defined by our internal Mission & DNA, is one of innovation, customer-centricity, and collaboration. When it comes to hiring new employees, I look less at their technical skills because in our industry technology changes very fast. Instead, I ask: “Are they passionate about what they do? Are they customer-centric? Are they collaborative? Are they curious? And do they have the willingness to learn and grow?”</p>	<p>Artificial intelligence and robotics are the two things that will change the game in our industry and the world at large. In a succession planning discussion with my boss last year, he asked, "Who's your successor?" and I sent, in jest, a picture of a robot.</p> <p>I've been in technology for about 28 years now, and I have never seen a pace of change as rapid as I am seeing now. If you think back to the Hewlett-Packards and IBMs, why were they successful? Because they created something a customer valued. That measure of success hasn't changed.</p> <p>What has changed is the definition of value. We Baby Boomers used to value automation. There was a focus on productivity improvement, which was of value. But now, when I talk to my daughters, when I talk to the millennials, they value Snapchat or Instagram. The value system, and how long that value lasts, is fickle and rapidly changing.</p> <p>To be successful in this new millennial-driven market, companies must track their value system. It is not humanly possible to do that, due to our own internal biases. So, when it comes to artificial intelligence, it's not just about having data, analytics and insights - it’s about using that information to analyze: How are values changing, and thus how are buying patterns changing? How does that influence your products and services? The only way to do that is through artificial intelligence.</p>	<p>Start-ups are entirely focused on product innovation and creating products or services that solve people’s problems. Innovation is not an easy task, but it is simply easier to innovate when you are a start-up and don't have quarterly pressure to report performance to shareholders.</p> <p>Innovation must be customer-centric, and you should think about it as solving somebody's problem. To me, a perfect innovation strategy is when not only are you creating products and services that are absolutely moving the world in a new direction, but also satisfying shareholders and customers.</p> <p>I think two companies that are doing this successfully today are Tesla and Amazon. That is the magic sauce for innovation. </p>	Saum Mathur	View Edit Delete
40	Schell is a Member of the Board of Directors of the German speaking SAP user group (DSAG), specializing in business processes and digital transformation. Beside this, he also runs the bi-yearly Globalization Symposium for international user communities.	<p>Others try to be on the political side; some try to be advisors, but what we really offer is the practice. What we can deliver on is the knowledge and experience of 3000 company members – both large and also midsized.</p> <p>We ask – are you prepared for 24/7? Are you prepared for changing from products to services? Are you really cyber-ready? I am talking a lot about IoT – we need to change in terms of its promise. How do we motivate this group of people who are doing IT business processes to adopt new business models to reflect these capabilities?</p> <p>Many leading companies are evaluating the importance of digitization, and new business models, and I see a responsibility with vendors such as SAP to inform and accompany them in their transition to a digital future. I want to ensure people are aware of what they need to think about – to get from digital to practice. We don’t know everything, but we do know there will be huge change. Companies will really be out of the game if they don’t change their business models. There are companies which do sensoric very well, but they don’t understand the business models, and there are those with good business models, but no clue about sensoric. We must bring those together.</p> <p>Business model development and innovation needs to have an iterative approach, not a sequential process. I think IoT will change asset-rich industries in a positive way – you’ll know the usage and change in your assets. You can add sensoric to 10 year-old assets and derive a longer lifecycle. The question is how you change your business model around it.</p> <p>In terms of the mix of skills sets companies will need, what we see going on in the European ecosystem, for example – universities; schools – is that there is a lot of momentum to embrace a positive attitude about change. The question is only how far to take this attack mode. It is difficult to understand what’s going on regarding China and India – they are so huge. Everyone in the west knew Amazon; not many knew Alibaba, and yet Alibaba is much bigger than Amazon ever will get.</p> <p>In Germany and Switzerland, and really Europe in general, there is nothing we can do anymore in terms of extracting materials from the ground. All we can provide is knowledge. In recent decades, our exports have been dominated by engineering; by producing the best machines. But knowledge is the future. Nevertheless, too many executives tend not to take the opportunity, and wait for others, which is a pitfall. More acting than (worrying) is the right thing to do.</p> <p>Some organizations still believe they can run with isolated strategies – with marketing/sales and production/purchasing in isolation. I firmly believe you can no longer do this alone. Companies need to have a clear glide path of where they want to go; they need clear buy-in that transformation is both top-down and bottom-up. What I think companies normally don’t do, and what they should do, is to really attack markets. Uber attacked.  Do you really believe that if Uber had entered the market in the normal, slow way, analyzing and checking everything – they would have succeeded?  They did not wait. Many other companies should also move away from a risk-awareness position to attack mode.</p> <p>They need to ask: How can I attack other areas where I am strong? Many companies believe they are world-leading, and then some company in China, or Korea, or India has already overhauled them from an income perspective.</p> <p>Executives must ask: are we ready for the shared economy? Are we truly cyber-ready? A lot of people talk about data analysis and big data, but at the end of the day its not about the big data – its about finding a pattern from the data which creates a new business model.</p> <p>Too often, this is not what companies do. We analyze to death; we prepare for a presentation, and we wait for someone to make a decision. And when the CEO makes the decision, they are not ready for that decision because they are too large. The way of working together needs to change.</p>	<p>Companies need to move away from risk aversion and towards attacking markets. Also, companies need to involve the youth and their perspectives into the discussion. There are cultural barriers. We cannot truly go into the digital world in healthcare – which I would like, certainly – if we don’t change the rules of engagement. We will never get 100% security, but we never had 100% security anyway.</p> <p>I see that some people are overloaded with what’s going on – take the most talented marketing people: they need to understand that CRM will completely change everything in that field. So it is most important that people stay open.</p> <p>Will people lose their jobs? Maybe – but there will also be new jobs, and there will be a bridge between old skills sets and the new skill sets.</p>	<p>Within our organization, the culture of innovation runs very deep – because we have been doing this for the past 30 years; we do business processes; we do transition management. This is our advantage – we are practiced at this.</p> <p>There is real excitement about how we can use assets in a different way. There is a passion about the business value being brought by digitalized business models. About smart cities and automated driving, and many others.</p> <p>Open minds are the key. Imagine you are at door of a supermarket: it will already recover your data from your smartphone, knowing your behavior and your previous buying patterns – and you will be guided. This will happen much faster than we expect – and the next generation already expects it, and does not fear these kinds of changes.</p> <p>When we order from Amazon – do we wonder about security and reliability?  No, we already know they are reliable. So trust in new technologies does not take decades, or even years.</p>	<p>Real Time. It will be a real-time world. You will get information in real time and make decisions in real time, because you have the capabilities and skills, and because consumers will expect it. You will be in front of a shop and they will know what you want.</p> <p>Business models will change – often, toward technology-enabled services. We had analytics before – just not this quickly. Now you have all this discussion about data, but what about business models? That is the next discussion.</p>	<p>What I find really cool is the potential in healthcare devices to actually do what we saw in Star Trek in the ‘70s. Remember that noise – <em>doo-da-doo</em> – when they would go over someone’s body with a handheld device to detect a defect? I think its great that that will happen. When I go to a doctor, I don’t want to answer questions about my age; what I’ve been eating and how much I have been exercising – I want them to know that already.</p> <p>As a consumer, I love to be recognized. I don’t worry about old notions of privacy, when there are such amazing benefits.</p>	Otto Schell	View Edit Delete
16	<p>Lilach Felner is a marketing consultant and lecturer specializing in building customer trust. She helps companies and brands become trustworthy by injecting trust into their businesses. As a marketer of multinational consumer brands for over 15 years, Lilach has experienced first-hand the tsunami of consumer militancy towards companies and brands, social media escalation and the dramatic transition of power to consumers. Her Trustworthy Marketing Approach helps organizations and brands become more worthy of their customers’ trust in the age of open social communication. </p>	<p>First, the organization must be managed by strong leaders that know where the organization is heading, and have a clear purpose and clear goals. Second, in order to make the changes happen, the organization needs a management that "walks the walk", adheres to its values and lives by them. Essentially, an organization needs management that believes in the necessity of change, and is willing to be committed to the change and its implications. Third, rolling out the change depends on management's ability to lead and inspire its employees, to empower those who come up with ideas, nurture them and activate them as advocates.  In order to execute change, the employees must be involved. This is why the management should have an "open door policy," encouraging an open flow of communication and demonstrating high levels of accessibility. Fourth, another critical parameter for rolling out innovation and change is trust. In an atmosphere of trust, innovation and speed reach their full potential. </p>	<p>Based on my experience, the biggest obstacles to change and innovation are as follows:</p> <p>Short term-ism: A short-term managerial attitude includes management that is focused on short-term gain rather than long-term growth, management that finds it difficult to balance the need for long-term strategy with short-term results demanded by the market, and management that doesn't communicate a long-term vision for the business.</p> <p>A continuously decreasing Chief Executive Officer tenure: CEOs and senior executives with short tenure seem to have few incentives to embrace long-term oriented behavior. They find themselves facing an intriguing ethical dilemma between optimizing their financial pay-off within their own tenure and securing the longer-term well-being of the organization. According to a 2014 report released by The Conference Board, the average tenure of a departing S&P 500 company CEO has decreased in recent years, from roughly 10 years in 2000 to 8.1 years in 2012.</p>	<p>The innovation process should start from the CEO and the management team in order to give it the focus and the priority it deserves. A special committee for innovative change should be appointed with representatives from all relevant departments. Employees should feel they are involved as well. In order to examine the effectiveness and the results of the process, a 'before and after' survey should be conducted. It is recommended to plan a kick-off session with all relevant employees in order to create involvement and engagement and build their commitment.  </p>	<p>Given the erosion in customer trust towards organizations and brands due to a history of over-promising and under-delivering, not only do we find more and more customers who arm themselves with as much unbiased information as possible but also more and more consumers who trust what their peers say. In this reality, I believe new technologies should focus on the 'social customers', those customers that are constantly engaging with one another in order to seek out advice and opinions from their peers. Engaging these powerful, trusted voices has become even more important considering that 92 percent of consumers around the world say they trust earned media, such as recommendations from friends and family (Nielsen’s Global Trust in Advertising Report).  Another area that challenges new technologies lies in the proliferation of communications channels. The challenge is to create a seamless, omni-channel solution that will provide a single, <em>seamless experience </em>for the customer across all channels. The customer views the company as being one company no matter how many channels it has. Each platform needs to have awareness of the other. This means a lot of coordination between IT and marketing. </p>	<p>I have two examples of trustworthy leaders who embody the innovation mindset in the way they lead.</p> <p>Tony Hsieh, the inspiring widely-admired founder and CEO of Zappos.How often do we see a company where most of its efforts towards customers happen after they’ve made the sale? How often do we see a company that has reps who are trained so that when a customer is looking for a specific pair of shoes, if they’re out of stock (for example, they don’t have their size), they will look on at least three competitor web sites and refer the customer to that competitor if they find the shoe the customer is looking for? Hsieh has innovated the way Zappos treats its employees, its customers, and its suppliers. Hsieh is an inspiring example of a leader who believes that being true to your own values is fundamental to how others will perceive you.</p> <p>Peter Aceto, the President and CEO of Tangerine—formerly ING Direct Canada. How often do we see a CEO who measures his employees’ views about his leadership after his first year as CEO? After his first year as CEO, Peter Aceto decided to send a company-wide email, inviting everyone to vote on whether they wanted him to remain in charge. He was prepared to leave the position if the employees weren’t inspired by his leadership. The response rate was 95% and of those who responded 97% said he should stay. </p>	Lilach Felner	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
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
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
39	<p>Alex Blanter is a partner and leader of A.T. Kearney's innovation practice. Armed with over 20 years’ experience in driving high-tech business growth in Silicon Valley and beyond, Blanter is a global thought leader on new technology deployment for enterprise-scale businesses, and on novel solutions for complex problems.</p>	<p>This technological and business model transformation we are living through actually requires companies to innovate differently. The set of innovation practices companies could rely on to stay in the game – even recently – are no longer sufficient. In the past, and even the most recent past, the main philosophy was that innovation is a science – that you can go through a number of predictable steps: create new ideas; decide which ones to invest in; have an efficient development engine that gets those ideas to market; and manage your portfolio in the marketplace.</p> <p>What’s happening now is that the level of disruption is such – and the level of fluidity is such – that this is no longer enough: you now need to plug into the ecosystem of these new technologies, and monitor your broader role in the marketplace. I explain it to companies this way, especially for larger enterprises: you need to play the long game fast.</p> <p>As we know, the capabilities deployed from new technologies allow you to do amazing things. But out of those 50 amazing things you can do, we assess which of those will actually deliver the most value within your timeframe, and what you need to do within that timeframe to take maximum advantage. Some of these technologies, and corresponding opportunities, are mature enough that you actually need to jump on the bandwagon and start developing a product right away, or start implementing a feature. Some technologies (and business models) are farther out, and therefore you shouldn’t do that – but you do need to engage with the ecosystem and monitor the development of those technologies so you are in the flow, and are not left behind.</p> <p>Whether you look at IoT, or AI, or Big Data, or any one of those fundamental tech shifts – and even the business model shifts – we see that they are affecting the majority of the industries in a way those industries are not used to. Companies are either seeing real benefits or are suffering.</p> <p>Take IoT, for example. If you think about being able to source granular data in real time, process it and effect change back in the physical environment, you can think about all kinds of examples of solutions. Look at LA, where drivers lose millions of hours a year just looking for a parking space.</p> <p>If I can instrument my parking garages so that they can show the absence and presence of cars in specific parking spaces, and if I can couple it with positioning sensors in the cars so I can understand where they are going, I can actually create predictive models where I can direct drivers to the places which <em>most likely</em> have open spaces at the time of their arrival. I can even predict when a space will likely <em>become</em> available, or at least predict turnover on average stays. I’ll know that 15 cars are leaving every 5 minutes. If I install sensors in various places in this whole use case – then think of it as a use case with multiple players – parking garage; traffic controls; individual drivers. I can actually collect and connect that information to optimize the whole use case and deliver value to multiple players at the same time.</p> <p>At a strategic level, we’re helping companies figure out how technologies like IoT present a potential for disruption: in some cases, fairly minor, which can be dealt with in the normal course of business, but in other cases, the disruption will be fundamental. And the challenge is not just that they will be fundamental, the challenge is that they will sneak up on you. These start as an interesting curiosity, but before you know it, you are behind the curve.</p> <p>Industries with significant capital assets like oil & gas are not going to be displaced by the next Internet company, but they can be materially affected from a competitiveness point of view. If some competitors start instrumenting their assets and increasing their asset utilizations – e.g., predictive maintenance based on predicted wear – that will be a competitive game changer that will demand a response.</p> <p>Let me give you another example. Let’s say you have a logistics company with warehouses, which you might think is not a very cutting edge business. You will find that as simple a thing as a garage door can be the focus point for a significant opportunity. Residential garage doors in the U.S. have some level of automation at around 80%, but only about 30% of commercial doors are instrumented in any way. By 'simply' installing automation and the sensors on the garage door, you can significantly reduce energy consumption, because you’re otherwise losing all that heat or AC to the environment – and who thinks about keeping the door closed? There is nobody in charge of closing the door within 10 seconds of a truck coming in. Then you go a step beyond that – with algorithms that allow me optimize goods and truck flow through those doors, and that creates additional opportunities from the same technological solution.</p> <p>At A.T. Kearney, when it comes to innovation and disruption our differentiators are three-fold.</p> <p>First, we have a very deep understanding and knowledge of the industries in which we operate. So, for a project we did recently for an insurance company, we brought our financial services group and our high-tech group together, both to the pitch and the project.</p> <p>Also, because many of us here are engineers or technologists by training, we come into all of that with a very pragmatic lens. Its very easy to get completely absorbed into the hype: “Okay, robots and Big Data are taking over the world; AI is the next best thing since sliced bread; IoT is nirvana.“ And to present big messages and great forecasts.  But where it becomes valuable for our clients is our ability to actually translate that into what it means for their business, now and in the medium and long term, and how they need to respond to it in very pragmatic terms. Very few companies have unlimited money – therefore, while you can have the best strategy, you still need to be able to make the right choices.</p> <p>A third differentiator is that we are truly a single global partnership; there is no friction in bringing together our capabilities in the Silicon Valley and in Korea or Germany. Many of our competitors are regionally or even locally structured, so they have a more difficult time in bringing a global perspective to bear. What we can help companies in a very collaborative, open way, is to really drive to a better set of choices that will allow them to do what they need to be successful in this ever-changing landscape.</p> <p>Beyond the right choices, companies are faced with the need to incubate things that have a much longer gestation period. If you are an automotive insurance company, for instance, instrumenting all the cars in order to take all their information will change your business model, from a statistical, actuarial model to an individual use model. But you’re not going to instrument old cars en masse, only new cars, and you’ll need to achieve fleet thresholds  – so its a 5 or 7-year horizon. Look at what’s happening at Intel – the pre-eminent chip company is laying off 12,000 people, and its because they were not fast enough; not agile within the ecosystem when it came to mobile. With the new technologies, that agility will be even more important.</p> <p>I have looked at how innovation has evolved, going way back. In the Middle Ages innovation was mostly considered magic, and the winner became a tribal chief and the loser possibly was burned at the stake. In later centuries it was then driven as art, and it evolved to a more or less a science by the end of the 20<sup>th</sup> century. We are in transition right now, and it is now fundamentally culture driven – a culture that requires rapid experimentation and constant involvement in the ecosystem.</p> <p>Even the recent past, when you were innovative, your prize was your position of dominance in the market.  What you have now as a prize is simply an opportunity to innovate again; that’s all you actually get. Just science isn’t enough; you actually have to change the DNA of the company to innovate differently.</p> <p>Different industries will move at different speeds. The number of technologies that are now available for a broader set of industries and how those technologies interplay with each other is fundamentally changing the business environment.</p> <p>Before, you had communications and computing at certain speeds, and sensors at a certain cost – when you put them together, each of those things was useful, but they were not reinforcing each other. Now they are all at the level of cost/performance where you can put them together in a way that creates completely novel outcomes. They are no longer additive; they are multiplicative.</p>	<p><em>In a major presentation to executives in Silicon Valley last year, entitled “Rethinking the 'How' of enterprise innovation,” Blanter listed some key obstacles to innovation within large organizations, including:</em></p> <ul> <li><em>Stable – and somewhat frozen – business models;</em></li> <li><em>A complex regulatory environment, and resulting risk aversion;</em></li> <li><em>Culture of large organizations – with its premium on current performance and business stability;</em></li> <li><em>Legacy infrastructure – and significant costs to re--platform.</em></li> </ul> <p><em>He added: “Addressing these challenges one-by-one is a losing proposition. A change in DNA is required.”</em></p> <p>Blanter told BPI:</p> <p>“The incumbency curse is real. And old innovation methods will deliver old innovation results." Organizational inertia is a real challenge; every large enterprise is struggling with the notion of delivering value today, with adapting and adjusting to delivering value tomorrow. And the metrics are built for the very short term.</p> <p>Playing the long game fast. The majority of innovations, when they are just starting out, are not material enough to a big company to matter. Therefore, one of the biggest challenges to innovation is to figure out how to stay the course with these small but very new projects, while at the same time executing on the business plan for revenue. You simply don’t know which of the twenty small projects are going to be the next great thing.</p> <p>Look at Amazon – one reason they are so successful is that, for many years, they told a story to the street that they were not expecting to be profitable in near future. That allowed them to plough money back into the business – like echo device or cloud services. Most regular companies would never have had the foresight to do that.</p> How many companies are actually able pull off not just the story, but the execution? It comes down to DNA of the company.	<p>Culture isn’t an objective; it's a means to something bigger – growth or profitability or competitive advantage. We don’t want to destroy value – there are countless examples of new CEOs turning companies upside down just for the sake of change, and destroying value.</p> <p>But many large enterprises are clearly not evolving fast enough, with average tenure of companies in the S&P500 dropping by 80%. So we look at the culture through the lens of the journey the company has taken; where the CEO and the executive team wants to take the firm, and what things need to change, and for what purpose.</p> <p>To measure innovation the right way, you are actually introducing a level of discomfort into the organization, because that’s a mechanism to change culture. You can’t just delegate innovation to people in the corner, you actually need to change the culture – and that is probably the most difficult thing to do; certainly, more difficult than changing strategy. You want to amplify the right messages and behaviors, and to create barriers for the wrong ones. One interesting metric for innovation is revenue from new products. But what is a new product? – that’s actually not a trivial determination.</p> <p>Removing organizational barriers and silos, and all the normal problems enterprises grow up to have – difficulty in collaborating across regions; difficulties in taking risk; difficulty in connecting engineering with manufacturing; difficulty in driving revenue from new products; it is all a challenge for changing culture.</p> <p>On metrics: We worked with a semiconductor equipment company, whose main business is equipment, but they also have a significant services and spares businesses. We found that the innovation measure for their equipment business needed to be very different from their innovation measure for their services business.</p> <p>Conversations with our clients start at the business problem level – some of those are actually big enough to require culture change.  Within Kearney itself, we try very hard to practice what we preach in terms of an innovative culture. We have put in place mechanisms for collecting ideas; we have a global innovator competition, where winners get real resources to implement those ideas. We look across our client portfolio, and look at which project was most innovative, and what lessons can be learned from that.</p> <p>But we found that the infectious impetus of personal passion can also drive culture change. We do a lot of work in the digital space, but we started with a number of partners and staff who were simply passionate about innovations in that space, personally, and that had its own momentum. </p>	<p>The transition we are in is being triggered by a collection of new technologies, not a single one. But, okay, take 3-D printing.  Some people believe that this will disrupt manufacturing overall in the near term. Yes, it will materially impact how manufacturing is done, and, yes, it will allow people to make things locally, versus globally. But I don’t think it will change manufacturing in the near term; the installed base is just too great.</p> <p>That said, I would argue that the impact of 3-D printing will be much greater on design: it will allow design engineers to design parts that could not be made now, and especially in designing simpler, more reliable products with fewer parts. Its value is disruptive in nature in the short term, rather than a huge monetary impact. Cars are not going to be 3-D printed in 3 or 5 years, but the design of cars will start changing because of it.</p> <p>Big data and analytics will bring a level of insight that was never possible before, for a broad range of industries, and in ways those companies can start taking advantage of it in more explicit ways. I think the number and variety if business models companies will be able to deploy will increase significantly. Insurance is a good example – when companies start to charge on actual use, rather than on statistical models, that’s a very different business model, leading to a very different relationship with the customer.</p> <p>If I look at large industrial equipment: at the moment I make it, I sell it; you pay me to use it. What if, now, I can instrument that equipment to better manage it, so that I can guarantee things to you that I could not guarantee before?</p> <p>The Nest Thermostat started as a replacement for individual consumers to regulate their private heating and cooling. Yet it is emerging as a remarkable tool for power utilities – because it has information from individual homes, the company can go to the power utility and say: “in this part of the grid, by making very minor automatic adjustment to the temperature, we can reduce your peak load requirements, so you don’t have to bring additional power plants online, or build them.”</p> <p>Business models based on a combination of integrated technologies – that’s the game of the future. Its not jumping on the bandwagon of a single technology, partly because none will deploy fast enough, especially in the industrial space. A lot of companies underestimate this potential.</p>	<p>The whole proliferation of sharing business models, enabled by technology, is something no one saw coming at this level.  You have a set of underutilized assets – like homes or cars – and what is fundamental about this is that a set of technologies and business models increase utilization of physical assets, and that is profound. Because if you can do it with cars and homes, you can do it with anything.</p> <p>The whole notion of AI is exciting, in terms of the convergence of technologies. Look at what Kaiser is doing in Healthcare; they are at at forefront making patient records not only electronic, but minable.</p> <p>With a good enough data structure, you can start to look at prevention, not just  treatment. A patient was recently diagnosed in an emergency room by referring to data from the person’s FitBit.</p> <p>Novel ways to use technologies; that’s what is exciting for me.</p>	Alex Blanter	View Edit Delete
17	<p>Steven Bowman is a noted author and business advisor. He has an extensive background in the nonprofit arena. He is one of the world’s leading governance and senior executive team specialists, having previously held positions as national executive director of the Australasian Institute of Banking and Finance, CEO of the Finance and Treasury Association, general manager of ExpoHire (Australia) Pty Ltd, assistant director of the Australian Society of CPAs, and director of the American College of Health Care Administrators.</p>	<p class="p1">Your own personal leadership is essential. From our point of view, leadership is about strategic awareness, where you are willing to be aware of the future possibilities, are nimble enough to turn to advantage any of these possibilities, and wise enough to know that your personal points of view are what creates your reality. Leadership and innovation do not come from policies, procedures or structures. It all starts with you. In the case of any organization, the culture of innovation and change starts with the CEO. If the CEO thinks they can train innovation by external advisors, workshops, incentives and rah rah talks, and the CEO does not choose this him or herself, then the culture of innovation cannot be created. And the hallmark of any really good CEO is their willingness to be strategically aware.</p>	<p class="p1">The main reason why organizations and cultures do not embrace innovation and change is because they have already decided what innovation and change is and is not. They have already defined the elements of innovation and change, even if those definitions begin with “I don’t know how to innovate and I don’t like change.” These are just definitions. There is extensive misunderstanding and misapplication about what innovation is. Most think it is about the new and the funky. Rather, it should be more about a state of being, a constant state of curiosity. It is actually about being aware and being willing to be the change that is required. It is about being the question from a sense of intense curiosity, not as a business imperative. Innovation is just a point of view. A fixed point of view about having already got it right in terms of market share, services, products and innovation leads to examples such as HMV, Kodak and Blockbuster. Any enterprise that thinks it has got something right, and is not willing to see different possibilities, is destined for the same fate.</p>	<p class="p1">We have chosen to function from no definition of what innovation is. We look for possibility in everything. We don’t just look for the now, we also look for the future. It is about sustainable future and sustainable reality. Over last few years we have started to embrace the philosophy of being Pragmatic Futurists. A Pragmatic Futurist is about creating future potential possibilities (<a href="http://nomorebusinessasusual.com/pragmatic-futurist/"><span class="s1">http://nomorebusinessasusual.com/pragmatic-futurist/</span></a>). Being a Pragmatic Futurist and expanding the power to shape your future is more important than ever in our world of accelerating transformation. We keep ourselves aware of the changes that are coming and how they will affect us and our business, as well as our clients' businesses. We develop strategies to thrive in the coming new environment. Our business now has a global reputation for being innovative and inspirational, when in fact we are being the question and being curious. Another innovation process we have been developing very recently has been the philosophy behind Benevolent Capitalism, where we put our attention on maximising possibility, not just maximizing profit. This has had a huge impact on growing our businesses and our profitability/wealth.</p>	<p class="p1">3D printing. 3D printing – also known as additive manufacturing – is part of a rapidly growing market whereby a print head deposits very thin layers of resin on top of each other in a specified fashion to create a 3D object based on a digital model. 3D printers are already in use among many businesses, from manufacturing to pharmaceuticals to consumers goods, and have generated a diverse set of use cases.</p>	<p class="p1">It is always tempting to use iconic global organizations such as Apple, Virgin, etc. However, we often find that some of the most innovative organizations tend to fly under the rdar. I would nominate Bill Strickland, President and CEO of Manchester Bidwell Corporation and its subsidiaries, Manchester Craftsmen's Guild (MCG), and Bidwell Training Center (BTC). Strickland is nationally recognized as a visionary leader who authentically delivers educational and cultural opportunities to students and adults within an organizational culture that fosters innovation, creativity, responsibility and integrity.</p>	Steven Bowman	View Edit Delete
14	<p class="p1">Robert David is Director of Corporate and Professional Programs at the University of California, Berkeley - UC Berkeley Extension. He has more than 20 years in key sales and business development operational roles inside several technology companies. He specializes in helping HR and Learning & Development professionals bring Berkeley-quality curricula to their companies through custom on-site training, sponsored tuition enrollments and intensive course program development.</p>	<p class="p1">Within UC Berkeley Extension, education innovation is highly valued. We tend to look for examples outside the organization and compare those with opportunities inside the organization, and then try to create an innovative approach to solving our objectives.  Then communicate the value internally and embrace the change. But that's all very theoretical until you consciously try to do new things or do the same things in a different, more efficient or more effective way. It's very important to work at it. We tend to do 'pilot projects' to prove the concept and see what the outcomes are from both a financial and student satisfaction perspective.</p> <p class="p1">It's also very important to recognize and encourage ideas for innovation from all levels of an organization. These ideas can be simple changes to business processes to large shifts in strategy involving relationships to customers or vendors. Don't underestimate the value of simple changes--in empowering the people who come up with them and in keeping the organization agile and welcome to change. We also like to use successful models or processes in one academic program area and try to apply it to completely different academic areas to see if it will work as a controlled experiment.  Our Dean likes to share examples of how we innovate, or how we focus on quality of student experience, or work more collaboratively in all-staff meetings to inspire staff to bring about change.</p>	<p class="p1">Often it's fear of the unfamiliar or values that don't really welcome and encourage change. However, in today's economy, change and the need to innovate is practically a given. Given the shifts in communication technology that we have all experienced with cell phones, apps, social media, big data...it's hard to dodge the new. It's a way of life now and in many respects, that's an advantage. In higher education, business as usual mentality, highly bureaucratic processes, antiquated systems, risk adverse culture.  In many cases, too, lower level staff often do not feel empowered to suggest changes, or to work across functional departments to streamline a process, or to do things differently. </p>	<p class="p1">My role was newly created last year, so basically everything I tackle requires the organization to respond in new ways. Sometimes it requires some arm-wrestling, but we're making good headway.  Also, I work in education and it's a field that's experiencing tremendous innovation as we explore the opportunities and drawbacks of online corporate learning in all its various forms.   Because we are getting real-time feedback from employers about workforce development needs, our organization is prioritizing the development of innovative 'intensive workshops' to spearhead new program development efforts. </p>	<p class="p1">We are at just the beginning of a wave of new technologies that will help people learn more, faster, and better.   Mobile is a technology that educators are beginning to embrace as part of an overall blended learning experience for both traditional education as well as professional development and corporate training.  It's hard to project what that will look like from here, but it is exciting. Data analytics will help to provide more real-time and better information to facilitate decision-making about course development and offerings.</p>	<p class="p1">Outside the field of education, firms in the biotech and high tech areas tend to best embody the innovation mindset. For higher ed, we can see big changes coming in corporate online education.  The jury is still out as far as what the right business model should be, but we are clearly pushing the envelope as far as the use of online courses and flexibility of the delivery platform. </p>	Robert David	View Edit Delete
21	<p>Diana Stepner is the VP of Innovation Partnerships & Developer Relations at Pearson - a company which has been innovating since the Industrial Revolution. She helps business units accelerate digital innovation, drives global partnerships with startups, builds relationships with developer communities- including incubators and start ups- and runs the Pearson Catalyst for Education accelerator program. Diana's passion is to bring innovative user experiences, products, and partnerships to life by applying technologies that are not always ready for primetime. </p>	<p class="p1">We help teams across Pearson gain insight into emerging trends - what we call developments “on the fringe.”  For example, over the last few years we have witnessed the consumerization of education. Students, teachers, and learners, for example, have similar expectations and behaviors in the classroom as they do outside.  As a result, they crave rich digital experiences and believe learning can take place anywhere and at any time. </p> <p class="p1">Acknowledging that technology is helping to drive change in education to deliver on the expectations of learners and teachers. We have been able to quickly identify and connect Pearson teams with startups - particularly through connections with incubators and accelerators (<a href="http://rocket-space.com/"><span class="s1">RocketSpace</span></a>, <a href="http://www.1871.com/"><span class="s1">1871</span></a>, <a href="http://1776dc.com/"><span class="s1">1776</span></a>, <a href="http://www.marsdd.com/"><span class="s1">MaRS</span></a> and <a href="http://learnlaunch.com/"><span class="s1">LearnLaunch</span></a>). Then via <a href="http://catalyst.pearson.com/"><span class="s1">Catalyst</span></a>, Pearson’s accelerator, we’re able to build pilots collaboratively with the startups – all the while providing mentoring and insight that will help them grow and scale effectively.  We’re also championing the next wave of creators and makers by being involved with maker spaces where learners of all ages gain hands-on skills, whether it be in electronics, arts, science, or beyond.   </p>	<p class="p1">It’s human nature to gravitate towards the familiar - things that have already shown they are effective and work from a business perspective. But education is becoming increasingly consumerized, therefore, we need to deliver experiences that match the ones learners have outside of the classroom. This requires education companies to innovate more quickly, like other technology companies, while also ensuring that all products are delivering the expected outcomes.</p>	<p class="p1">Pearson has a history of innovation. The company’s origins were in the construction business during the Industrial Revolution. In fact, the story goes… “Pearson became one of the world's largest building contractors at a time when the industry controlled development of the transportation, trade and communication links that fuelled world economies.” Pearson had a similar forward-thinking approach when deciding to focus on education, especially the shift to digital, recognizing that technology was changing the way people learn. </p> <p class="p2">We started a Future Technologies team in 2011 to explore emerging technological developments and create prototypes that could be shared across the business.  A network of 150 digital thought leaders, called Champions, was created to help promote the sharing of best practices and increase visibility into new platforms and products across the business.  </p> <p class="p2">We also introduced a developer platform to enable developers both inside and outside Pearson to experiment with our content.  In 2012, the Pearson Catalyst accelerator program was introduced. It is an open innovation program that enables anyone from across the company to submit a real business challenge.  We then make a selection of those challenges and publish them so that startups can apply to be part of the program. The startup most capable to address each challenge is selected and works alongside a Pearson team to build a pilot solution.  Each of these initiatives encourages open innovation. The focus is on collaboration and sharing; breaking down the corporate walls.  </p> <p class="p2">Other innovation activities also include a new product lifecycle program to help the company adopt agile product development methodologies and a corporate-wide efficacy statement.</p>	<p class="p1">I’m actually hoping technology is going to take more of a back seat over the next two years.  I don’t mean that technology will lose importance. It will remain a critical factor. But it will become invisible and serve as an enabler. We’re already seeing the emergence of this trend with the Internet of Things and the rise of data science.</p> <p class="p2">On business models, open and free is always going to be a contender – especially as quality continues to rise. Yet it’s <em>how</em> the information is presented that will be the differentiator. In education, the increasing focus is on personalized and adaptive learning - that means ensuring the right content is presented to you at the right time and being able to quickly filter through the content to find the relevant information you need.  I also don’t think we’re close to the end of the sharing economy.</p> <p class="p2">More on the “fringe,” I am intrigued to see how the bitcoin blockchain is applied in new ways, including in education.</p> <p class="p2">We are seeing the rise of competency-based learning, which introduces more flexibility and a focus on learning practical skills or competencies, especially those that apply in the 21<span class="s1">st</span> century.  It’s also important to have a global outlook. Mobile developments in Africa, digital experiences in China, and creative approaches to learning in Australia cannot be overlooked.</p>	<p class="p1">I’m a big fan of Rallyteam.  The company launched at TechCrunch Disrupt in San Francisco back in September 2014. The focus is on employee empowerment.  Most companies have valuable side projects that don’t get done simply because of lack of resources, funds, visibility or all three.  With Rallyteam, a marketplace of projects is created.  People in a company can submit a project or indicate they want to work on a specific type of project.  Employees are able to gain and apply new skills all the while completing real, tangible projects for their employer.  It’s a really exciting model - one that can help keep employees engaged and enable learning. </p>	Diana Stepner	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
15	<p class="p1">Innovation and creativity are at the core of Sam's practice and view of the legal profession, and he has for some time now been involved in projects which seek to use technology to change the way in which legal services are delivered and purchased. Sam is the founder of the pioneering online legal advice platforms, <a href="http:// www.virtuallawdirect.com">VirtualLawDirect</a>, and <a href="http://www.svperbar.com/"><span class="s1">SvPerbar</span></a> which use technology to make lawyers, legal advice and pricing more accessible, transparent and efficient, with an emphasis on standardizing legal advice and providing access to flat-fee legal products.</p>	<p class="p1">This is not an easy prospect by any means, particularly when working within an established and age-old profession. Change is seen as a threat to existing stakeholders in many cases, but law firms are beginning to realize that through pure market forces alone they will eventually be required to innovate in order to compete. I have found that having an international perspective on how things are done helps to instill a desire for change, not only in seeing how different work cultures operate, but also in appreciating the broad inter-connectivity that we now all experience,  the need to keep ahead of the pack to serve clients' more diverse and ever more challenging expectations, and to compete effectively. Giving employees and partners the latitude to experiment with ideas and, perhaps more importantly instilling a culture of respect for different ideas and initiatives is a key element which law firms have traditionally struggled with given their hierarchical structures. To innovate, I believe that you need to  instill a framework for acceptance of differing and new ideas and the creative potential of your people. This  is a fundamental cornerstone, particularly for the legal profession, for building organizations which can successfully embrace change.</p>	<p class="p1"><span class="s1">I think it is traditional hierarchical, </span>command and control type management structures.  It is the ability to instill a culture of acceptance and validation which largely produces growth and vitality: giving employees a feeling that they are valued and can make a difference to the firm, the work that it produces and to its clients leads to a 'buy-in' to the companies goals and objectives, and gives people the latitude to create and to produce efficiently. Stifling employees' creative visions by instilling fear, judgement and autocratic work structures and styles does not augur well for making and retaining creative and exceptional lawyers, particularly  when the potential and tools for individual expression have never been more accessible.</p>	<p class="p1">There have been a number of changes within the legal profession, but lawyers are always few among early adopters. There has been a move to a more inclusive management style, but the profession still has the aura of authority which stifles the production and contribution capacity of newer entrants to the profession. It is not uncommon for associates in a law firm to feel isolated and directionless in what they are doing, which forces them to be less engaging or productive. A number of the potentially disruptive start-ups in the online legal space have provided an outlet for young associates  to express their creativity by challenging the very structures that they studied for years to join. However, the profession  itself remains tied to historical ways of doing things, preserved to a large extent by protective regulation, which restricts a lot of creativity in not only the way that legal services are offered, priced or accessed, but also in the way that law firms can grow and be funded. On the technology side,  particularly the legal support or back office function, there has been a considerable degree of innovation, ranging from outsourcing more mundane or repetitive tasks such as due diligence and discovery, to document production and client access.</p>	<p class="p1">I would say mobile, and cloud infrastructures and systems,  artificial intelligence and standardization technology. The latter two are particularly important in my profession, as they will serve to create  extensive opportunities to limit the costs of legal services and to create more certainty in legal outcomes.</p>	<p class="p1">I don't believe that any one or more organizations have more of an innovation mindset than others. I think it is the people and their beliefs that are relevant here.  Living in California today, you feel the innovation buzz all around you, whether it be in Silicon Beach  or Valley, regardless of the enterprise or industry. There is a thirst for innovation which is hardly replicated elsewhere (with few exceptions, for example Israel). As an immigrant to the US, this is even more so apparent to me. A culture has been instilled and technology structures laid down allowing almost anyone to be a potential innovator if they put their minds to it, and which removes the older generation hierarchical structures which were premised upon limiting inclusiveness and a fear of failure. I believe that it is the fundamental American belief in freedom of expression and respect for the rights, and equal treatment of its people, mixed with access to technology, which has eventually resulted  in such a fertile ground for innovation. </p>	Sam Miller	View Edit Delete

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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	0
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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	0

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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 ORDER BY `InnovatorProfile`.`answer_2` desc 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	4.47 MB
View render complete	5.22 MB

Message	Time in ms	Graph
Core Processing (Derived from $_SERVER["REQUEST_TIME"])	11.08
Event: Controller.initialize	18.37
Event: Controller.startup	0.19
Controller action	2.53
Event: Controller.beforeRender	1.84
» Processing toolbar data	1.00
Rendering View	30.00
» Event: View.beforeRender	0.03
» Rendering APP/View/InnovatorProfiles/index.ctp	28.76
» Event: View.afterRender	0.02
» Event: View.beforeLayout	0.02
» Rendering APP/View/Layouts/default.ctp	0.77
» » Rendering CORE/Cake/View/Elements/sql_dump.ctp	0.28
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	aBC6wg_xDA1M-P6kmTLuCQAAkAA
Redirect Redirect Script Url	/innovator_profiles/index/page:3/sort:answer_2/direction:desc
Redirect Redirect Script Uri	https://bpinetwork.org/innovator_profiles/index/page:3/sort:answer_2/direction:desc
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	1
Redirect Redirect H2 Stream Tag	10004-19-1
Redirect Redirect Status	200
Redirect Unique Id	aBC6wg_xDA1M-P6kmTLuCQAAkAA
Redirect Script Url	/innovator_profiles/index/page:3/sort:answer_2/direction:desc
Redirect Script Uri	https://bpinetwork.org/innovator_profiles/index/page:3/sort:answer_2/direction:desc
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	1
Redirect H2 Stream Tag	10004-19-1
Redirect Status	200
Unique Id	aBC6wg_xDA1M-P6kmTLuCQAAkAA
Script Url	/innovator_profiles/index/page:3/sort:answer_2/direction:desc
Script Uri	https://bpinetwork.org/innovator_profiles/index/page:3/sort:answer_2/direction:desc
Https	on
Ssl Tls Sni	bpinetwork.org
Http2	on
H2push	off
H2 Push	off
H2 Pushed
H2 Pushed On
H2 Stream Id	1
H2 Stream Tag	10004-19-1
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 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	18.222.252.132
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	43029
Redirect Url	/app/webroot/innovator_profiles/index/page:3/sort:answer_2/direction:desc
Gateway Interface	CGI/1.1
Server Protocol	HTTP/2.0
Request Method	GET
Query String
Request Uri	/innovator_profiles/index/page:3/sort:answer_2/direction:desc
Script Name	/app/webroot/index.php
Php Self	/app/webroot/index.php
Request Time Float	1745926850.5867
Request Time	1745926850
Argc	0

Business Performance (BPI) Network

Innovator Profiles

Actions

default

Total Time: 1 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: 1 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: 1 ms
Total Queries: 22 queries