Business Performance (BPI) Network: InnovatorProfiles

Innovator Profiles

Id	Summary Bio	Answer 1	Answer 2	Answer 3	Answer 4	Answer 5	Leader	Actions
52	<p class="p1"><span class="s1">Hicham Sabir is the Open Innovation Leader for North America at Philips Lighting. He holds an Engineering Degree from French Engineering School <em>Arts et Métiers</em> and a Master of Science in Applied Physics from <em>Chalmers University of Technology</em> in Sweden. Prior to his current position, Sabir worked in Philips Lighting’s R&D and venture teams to build up Philips’ LED Lamps portfolio, professional systems and connectivity solutions. Sabir says the iconic global brand is responding to a profound disruption – connectivity – not only with leading connected solutions and optimized illumination but also with transformative new business models.</span></p> <p>In addition to its market-leading suite of lighting products for both B2B and B2C environments, Philips Lighting offers data-enabled solutions in an extraordinary diversity of applications – from helping building managers optimize their office spaces, to guiding retail shoppers to sale items with game-changing accuracy, to improving safety and livability for smart cities.</p> <p>“Lighting is ubiquitous,” says Sabir. “It’s everywhere people are. Imagine connecting even a small percentage of this lighting, you will end up with the largest connected IoT network in the physical space. Our ambition for Philips Lighting is to be the lighting company for the Internet of Things, turning light sources into data points to connect more devices, places and people through light.”</p> <p>Sabir says the company is achieving transformation through a collaborative approach to innovation that includes partnerships with expert vendors in new technologies and use case applications to achieve their maximum potential through lighting infrastructure.</p> <p>He told BPI that the applications and value emerging from its data-enabled services are such that it is no longer optimal for traditional procurement or lighting executive teams to explore partnerships on their own – because other departments’ stakeholders, from IT and finance to sustainability and marketing, stand to benefit directly from the data-enabled solutions. </p> <p>“From our <a href="http://www.lighting.philips.com/main/systems/connected-lighting/citytouch">Philips CityTouch</a> connected street lighting solution to the category leader for connected home lighting, <a href="http://www2.meethue.com/en-us/">Philips Hue</a>,– connectivity is driving innovation use cases throughout the entire Philips Lighting portfolio,” he says.</p>	<p>There are two significant trends driving the growth of the lighting industry and new innovations in lighting technology.</p> <p>The first is increasing demand for more energy-efficient light. According to the US Energy Information Association, <a href="https://www.eia.gov/energyexplained/index.cfm?page=electricity_use">lighting accounts for 10% of total electricity consumption in the US</a>. Switching to LED enables light-related energy savings up to 50% - and that number jumps to 80% when paired with smart controls. There is a tremendous retrofit opportunity as a significant portion of light points in the US still need to be converted to LED.</p> <p>The second is the increasing potential of lighting systems and services that harness the power of digital light. Lighting infrastructure already exists everywhere that people live, work, travel, shop, dine and interact. From cities and stores to offices and homes, lighting systems are being transformed into information pathways with the capacity to collect and share data, and offer new insights that enable, and really drive, the Internet of Things. These lighting systems become a conduit to exciting new services, enabled by data, that make people’s lives more safe, inspired, and comfortable, make businesses more productive and profitable, make cities more efficient and livable, and make the world more sustainable and prosperous.</p> <p>Connectivity will continue to proliferate as technology evolves and volumes drive costs down. The smart city is a great example of growth potential for connectivity. Globally, just 2 percent of installed street lighting systems are connected today, but this number is set to reach 35 percent by 2025, according to a recent market analysis from Philips Lighting. This represents a huge opportunity to help enable smart cities in order to improve public safety and services.</p> <p>In retail, our visible light communication technology enables customers to have precise positioning of devices to help them navigate the retails stores and find sales, while at the same time providing the store with detailed analytics on what the shoppers are doing. In commercial buildings, connected lighting systems can collect, share and analyze data that uncover insights into new capabilities such as space optimization and employee experience. With technology that exists today, we can equip every light with a sensor that can collect all kinds of data points about the office environment and its uses. With these insights, there is so much more value that a building can afford its tenants, or companies offer to its employees, beyond illumination.</p> <p>The Open Innovation team is responsible for the identification of disrupting trends and the selection of the startups and partners that will help us respond to those disruptions. My approach with the open innovation team is to be vocal about what we are trying to do and find the right partners within the greater innovation ecosystem who specialize in areas of technology that are complementary. Our overall innovation strategy is to grow the company in data-enabled services and build partnerships with organizations who we may not otherwise have dealt with – those with higher risk profiles, or larger companies within verticals we would not normally engage.</p>	<p>The benefits of our connected systems go far beyond the lighting itself. When we talk to a city, we talk to the lighting and infrastructure and utility guys. They know all about lighting and energy savings, but when you start talking about acoustic sensing, or lighting that can help improve traffic safety, you need a discussion with additional departments. Those applications will trigger further innovation for both parties. We are starting to see cities hiring Chief Innovation Officers and CTOs, precisely to bridge the gap between technology , city operations and public services.</p>	<p>We have a long history of innovation, and we are well positioned on awareness on the need for innovation. Our 125-year legacy of innovation is core to our business and to meeting our customers’ needs.</p> <p>We are pioneering breakthrough innovations in products, system architectures and services – making bold investments in sensors, cloud-based controls platforms, connected lighting, indoor positioning technology and consumer-based personal wirelessly controlled home lighting systems.</p> <p>We invest approximately 5% of sales revenue in R&D to ensure we remain at the forefront of lighting technological developments.</p> <p>Our culture was formerly structured around large internal R&D teams. Over the past five or six years, we became more structured toward partnerships for external innovation. We recognize that there are partners that have complementary areas of expertise and experience. By sharing, learning and working with one another, we can explore new ideas and open new opportunities.</p> <p>There is no comparison with the current speed of innovation compared to ten years ago. There is a sense of urgency where a typical innovation project today will take three to six months, while that might have lasted two years prior to the LED revolution.</p> <p>Internally, we have a number of innovation challenges within and between our R&D teams. For example, every few months, there will be a challenge for sourcing ideas from engineers on how new approaches can be applied elsewhere in the portfolio. We try to bridge this gap by involving additional stakeholders in the organization. One of the things that has been most instrumental is connecting with marketing. Meetings with our marketing teams on what they are seeing outside help us to make more informed decisions about how to improve our products or create new solutions. </p>	<p>We want to become a data-enabled services company. Technologies like AI and IoT are all critical to delivering services based on data insights, so they are vital for our continued success and innovation.</p> <p>We need to have connected systems and sensors to extract information from the physical space. We also need to make sense of unstructured data, which is where artificial intelligence comes in. And we need to be able to commercialize and offer services, including exciting new business models.</p> <p>In the professional space, in some of the smart cities and smart building projects we do, the customers are paying for lighting services, not for the light system itself. This is what we call light-as-a-service. Our revenue depends on the performance of the system, so it is vital to ensure the system is operating as efficiently and effectively as possible.</p> <p>With IoT, you can optimize maintenance contracts. If I send people to repair three street lights, they will have the right diagnosis and the right parts. If I see there are ten nearby lights that will fail in a month or two, I can make the decision to replace them all now to reduce my overall maintenance costs. The ideal scenario will send someone to fix the problem before the customer notices there is something wrong.</p>	<p>I am a big fan of innovative products like our Philips Hue connected home lighting system. When paired with smart home platforms, particularly voice assistants like Amazon Alexa, Apple HomeKit and Google Assistant, Philips Hue is transforming the way consumers experience and interact with light at home. Finally, I am intrigued by the autonomous driving revolution and the scaling-up of electric vehicles.</p>	Hicham Sabir	View Edit Delete
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
42	<p>Sebastian Herzog constantly moves between corporate culture and startup spirit. Herzog has more than 10 years of work experience within Lufthansa, including being the former executive assistant to the CEO of Lufthansa Group, while also founding his own fashion ecommerce startup OfficePunk.</p> <p>In 2014, Herzog finally bridged both worlds by becoming a true corporate entrepreneur, initiating and founding the Lufthansa Innovation Hub jointly with internal and external top talents as a separate legal entity. Asked about the focus fields of the Lufthansa Innovation Hub, Herzog explains that he is not a believer in focusing on specific trends or technologies. “If you really want to change things, you have to focus on a specific customer,” he says. “Innovation starts with empathy and only with understanding the needs of a customer, one will be able to derive real improvements and innovations. In that sense, our only focus is the traveler and his or her needs. In an exaggerated way, I would say, 'customer interest beats company interest.'”</p> <p>One very concrete example is the pain of travelers having to check-in for their flights manually. Instead of supporting the Lufthansa core business with state of the art self-check in solutions, the Lufthansa Innovation Hub built www.airlinecheckins.com-- an industry-wide solution that allows travelers to be checked automatically for more than 100 airlines based on their preferences. Herzog says, “While it might sound contra-intuitive in the beginning, we are now learning a lot about the traveler behavior when they use other airlines than Lufthansa. And of course, this knowledge helps Lufthansa as well.”</p> <p>Herzog is also advising and consulting other corporates on the topics of digital transformation and corporate entrepreneurship. He adds, “Regardless of the industry I am working for, they all struggle on how to cope with the incredible speed and rate of change out there. That is why corporations such as Lufthansa can fully exploit the full potential of an Innovation Hub by setting it up as a second operating system of the corporate that runs with a different speed, based on different talents and framed with a different set of budgeting rules. If you then develop the right links to the mothership – Innovation Hubs can become a major driver of commercial and strategic impact.”</p>	<p>Three main differentiating factors between the Lufthansa Innovation Hub and other corporate innovation activities are:</p> <p>1. Talent: Instead of “just relocating” existing line-managers to a fancy tech-location – we managed the challenge to get significant amount of entrepreneurial talent on board. Currently 80% of the Lufthansa Innovation Hub consists of people that have not worked for Lufthansa before.</p> <p>2. Tool set: Instead of being a pure incubator, accelerator, technology lab, or corporate VC, we are deeply linked with the Lufthansa Corporate Strategy and pursue whatever innovation setup that is suited to a specific challenge.</p> <p>3. Test-driven culture: Instead of writing five-year plans on whiteboards, we try to get instant market feedback, regardless if we are building prototypes and products or developing broader strategies.</p> <p>This unique combination really allows us to support and drive the digital transformation within Lufthansa by supporting the existing business with startup partnerships and new products, (“better business”) as well as pursuing topics out of current business boundaries (“new business”).</p>	<p>There are three levels one has to consider:</p> <p>First – The Innovation Team. In general, you often see innovation teams pursuing something they are passionate about but that customers do not really care about, or teams unwilling to kill off ideas that aren’t working. Within the Lufthansa Innovation Hub we try to rapidly kill our projects if they do not meet our initial hypotheses.</p> <p>Second – The Industry. You always have to consider the industry you are working in. The aviation industry for example highly relies on safety—we build systems to be backed up by systems to be backed up by systems. You don’t want us to do fail-fast. Fail early, when it comes to building or running aircraft or engines. Even within development, safety is drilled down with the manufacturers and airlines at a level only otherwise seen in nuclear energy. This is understandable, but it has implications for innovation potential. </p> <p>Third – The Corporate. Corporates in general have a lot of things to lose – for them it is so hard to innovate. Start-ups can fail fast, because you have no customers to lose, no brand to lose, no package to lose. At big corporates, you have everything to lose, and that keeps you from pushing the boundaries. That is where corporates have to find their own platforms where they can be explorative, and that is where we come in.</p>	<p>The history of the Lufthansa Innovation Hub is quite a unique one. In May 2014, a small group of internal Lufthansa colleagues convinced the Lufthansa Board about the relevance of travel tech startups as driver of innovation in our industry. That time, we were looking for the commitment to acknowledge those startups as a very relevant stakeholder for Lufthansa. Based on these very early and initial findings, I personally had the chance to set up a team of three internal and three external colleagues to move to Berlin for three months and try to figure out what is needed and what is suitable for Lufthansa.</p> <p>The six of us spent the time in a shared apartment in Berlin: meeting various startups, corporate entrepreneurs, building the first prototypes, and finally convincing Lufthansa to move this initiative to its next level with founding the Lufthansa Innovation Hub as a separate legal entity in January 2015. While we were equipped with an initial budget for one year, Lufthansa just recently increased their commitment with a three and a half-year funding and more resources focusing on commercial and strategic impact. To summarize, these intense 30 months since the days within the joint apartment one can say that the Lufthansa Innovation Hub moved from an internal experiment towards a fully integrated part of the digital transformation of Lufthansa. </p>	<p>Speaking of technologies, we live in a world with some very interesting technologies all with the ability to change major parts of our daily lives. For example, there is voice recognition, artificial intelligence, virtual and augmented reality, blockchain. One could name every fancy buzzword here, but the question I am really asking is, what´s the impact on business models and customer interaction?</p> <p>Take travel booking as an example. As the consumer, you are confronted with numerous choices from airline websites, meta-searches and online travel agencies. Whether you are on a leisure or business trip, you could spend endless hours comparing offers and trying to find the best deal. Even if you found what you are looking for, it is not convenient to book. You are forced to type in passport credentials and personal data over and over again. This high degree of inconvenience is a perfect open door when it comes to disruption.</p> <p>We see a change in the interface: travelers are very eager to use their existing communication channels such Email, Whatsapp, or Facebook, and rather deal with one travel-focused concierge service than with a broad set of various travel providers, each with his own communication. That observation and anticipation of customer behavior then led to the launch of www.hellomissioncontrol.com – a travel concierge built by the Lufthansa Innovation Hub.</p> <p>Talking about the future, will we still have airline booking websites around in five years? I don’t know. I literally cannot imagine people who still enter an airline website domain and manually type in where they want to go. I just don’t see it because there are so many trends towards much more convenient frontends with massive data-driven backend that actually can perform the task you want them to do.</p>	<p>I am impressed by innovation strategies that are able to adapt according to what is happening out there. Just as if you would be building a prototype: you build, you learn, you measure, you build again. Considering the uncertainty and speed we are living in, I am convinced that five year plans are not worth the paper they are written on. Strategy has to be as agile as product development.</p>	Sebastian Herzog	View Edit Delete
34	<p>Barry Money insists that the Japanese innovation concepts of kaizen and kaikaku represent the twin competitive engines for a cramped automotive market. With Toyota already hailed as a classic model of both disruptive and incremental innovation, Money says the most urgent challenge is to direct disruptive strategies toward creating lifelong customers, and to transforming the used vehicle market.</p> <p>Scores of dealerships in Australia are already reaping the rewards of offering personalized benefits to repeat customers, driven by integrated big data tools, and a laser-focus on loyalty. While some brands are offering car sales directly online, Toyota is using digital resources to enrich person-to-person relationships throughout the dealer network, including an innovative sales and service collaboration.</p> <p>Money tells BPI that other connectivity technologies are also being piloted. However – having worked everywhere from the production line to the logistics desk at Toyota – Money believes that trust remains the one truly indispensable asset.</p>	<p>Toyota has the largest number of units in operation in the Australian automotive market. We have more owners on the road than any other brand. Our strong dealer network services many of these customers. With innovative service, finance and repurchase products, we have the ability to move customers from their existing vehicle into a newer vehicle – which provides the customers with that Oh What A Feeling emotion as well as great value.</p> <p>The specific innovation that my team has delivered is combining the best of our service and sales departments and assisting our customers to move from their current vehicle to a new vehicle. We call this sales and service collaboration. It’s been tried before in the market, but this time we have strong system support, combined with training, on site consulting, KPI management and follow up and most importantly segmentation and one-to-one marketing that tailors the offering to the needs of the customers.</p>	<p>The dealer network and the automotive franchises have a strong culture and process that has worked well for a long time. But with an increase in the competition in the market from new entrants such as newer manufacturers as well as newer technologies that facilitate the automotive buying process, plus the threat of policy changes by government, it is important that the industry continues to adapt and change in a dynamically changing economy and market. Therefore, the biggest issue is creating an innovative and dynamic culture that looks to new ideas, new ways, new opportunities and challenges the status quo head on. Risk is part of business and understanding and managing that risk is important. But progress in the face of risk is mandatory. Standing still is not an option.</p>	<p>Toyota is synonymous with kaizen – continuous improvement. After ten years in Japan, I saw with my own eyes the lengths to which Toyota goes in order to create even better products and services. I was captured as a young executive by the passion and intelligence of my kaizen mentors and I have tried to bring that to the Australian market. <br /><br />Toyota practices kaizen in every thing it does. However, sometimes, incremental improvements are not enough – that is when “kaikaku” or revolutionary innovation is required. As part of the Retail Development team at Toyota, we are trying new technologies and processes in order to transform the way we do business with our dealers and more importantly how we engage with and satisfy our customers.</p>	<p>Consumers shop across brands and industries. They expect to be able to experience the same levels of excellence in any category – they carry their expectations horizontally across different industries. This expectation has been facilitated through the internet.</p> <p>As the new vehicle market has plateau’d, the franchises will be looking to capitalize on their existing owners, the loyalty from these owners and products and services that optimize the customer experience for this segment of the franchise’s market. </p>	<p>Recently we have undertaken a study of various technology-based products in the market that would be useful for our dealer network. WIFI based customer tracking and profiling, sales process support technologies, MAC address tracking on handheld devices among others.</p> <p>While each technology has great merit in the right context, the key is not in the technology. It is in the connection to the consumer on a one-to-one basis. Technology that can support and facilitate that type of tailored connection with our customers is the next step for automotive franchises, in my opinion.</p>	Barry Money	View Edit Delete
41	<p>Look at almost any plastic soda bottle, and you will find that it stands on five ribs that are integral to the walls. The invention of the “petaloid base” in the 1970s offers crucial insight into an innovation process that is highly relevant to business today, and to the growing movement away from functional roles and toward value creation. Because pressurized plastic expands like a balloon under pressure, bottles at the time were two-piece products that stood on a rigid cup – and efforts to create a one-piece bottle had cost tens of millions, without success.</p> <p>Gautam Mahajan—the co-inventor of the petaloid base, then head of research and engineering at Continental Can— told BPI that his team solved the problem by reframing it in this way: where does the bottle <em>want</em> to go when under pressure, and using the concept of entropy, where everyone including the bottle resists being forced into an ordered state? It had been assumed in the industry that the bottle would need an incremental innovation, and that the machines that make them would require an expensive disruptive innovation—since they would have to create far more pressure to force out those five bulges. Mahajan proved the opposite: the disruptive petaloid solution changed the entire industry, while the machines needed only affordable shock-absorbing improvements, and timing changes.</p> <p>Now a leading author and thought leader, Mahajan moves executives and academics globally to his belief that the purpose of companies is not to generate profit, but to create value—where profit and competitiveness are by-products. “We all know the purpose of attending college is education, not grades. Grades are a measure of how well you have studied,” he says. “Why then do business leaders still insist that the purpose of a business is profits? Indeed, why do we study for a Masters of Business Administration when it should be a Masters in Value Creation? Everything is process-driven at present, but we want the mind-set to be changed.”</p> <p>Mahajan’s new book, “Value Creation: The Definitive Guide for Business Leaders”, was introduced this month by the Director of the Indian Institute of Management in Bangalore, and received high praise at a recent business literary festival. Gautam is setting up Value Creation Forums around the world and catalyzing colleges to conduct research on Value Creation. He believes values create value, and that efforts beyond formal job descriptions—efforts as small as a smile— generate brand equity for both the employee and the company.</p> <p>Mahajan is now the Founding Editor of the Journal of Creating Value, which enables academic research become more responsive and relevant to business practitioners, while promoting value creation as the new “true north” compass heading for executives. This approach echoes recent findings at Harvard Business School, in which Michael W. Toffel noted that, “The lack of practical relevance of much of our research might suggest that few of us also have the ambition to improve the decisions of the managers and policymakers whose actions we study.” The business leader who Harvard quoted on the issue—Donovan Neale-May, executive director of the Chief Marketing Officer (CMO) Council—also noted that, “There is often a disconnect between practitioners and academics, who tend to be far removed from operational complexities and market dynamics”.</p> <p>“I see myself as a generalist, as someone who has created and who thinks differently, who doesn’t get stuck with the run of the mill thinking,” says Mahajan. Previously, he was President of the Indo-American Chamber of Commerce, which is the only bilateral chamber between the US and India, and includes 14 offices between the two countries. He is also President of Inter-Link India and Customer Value Foundation and went on to become a leading consultant to top Indian companies, as well as the author of three seminal books on value. Mahajan told BPI that his consistent advice to innovators is to ban any concerns about cost when at the early, explorative end of the innovation process. Conversely, he also advises executives to free themselves from the fear of making incremental increases on the prices of their products, since customers will pay for value.</p> <p>Mahajan poses a fundamental thought challenge to companies innovating in areas like customer experience and “customer journey”—where customers are provided ever-better experiences when returning defecting products. “They forget that customers do not want that journey in the first place,” he says. “Why not rather innovate toward zero complaints, and zero product returns?”</p>	<p>Value Creation is a distinctive mind-set. It is a mentality driven by enhanced self-esteem, awareness, and pro-activeness. It goes beyond just doing your job, it is doing something extra. Value Creation is executing proactive, imaginative, or inspired actions that increase the net worth of products, services, or an entire business. This creates better gains or value for customers, stakeholders, and shareholders. Value Creation stimulates executives and business leaders to generate improved value for customers, driving success for the organization; it creates customer-conscious companies.</p> <p>Value Creation Forums have been started in the US, Europe and Asia, along with Value Creation research. Programs are underway to modify MBA teaching to become less functional and more value creation oriented. The role of an executive is not just to be a good manager, administrator, or a good efficiency expert; his or her role is to create value. Ahead of my most recent book, I realized that value is completely misunderstood. Everyone has a meaning for it—some think value means price, benefits, or importance— you can think of it in any way. In business jargon, value is creating financial benefits, and for people around you, which will eventually create greater financial benefit for you. You cannot set out and say you’re going to create value for yourself; you have to create value for others, such that they recognize you are a person of greater value.</p> <p>You hear words like CRM, customer satisfaction, customer experience, customer journey, customer this and that, yet all are only one part of what the customer is looking for. When you start investing heavily in things like customer experience and customer journey, you are essentially saying that they are very important—and they are—but you forget the context of their importance.</p> <p>Once I have bought a cellphone, what is the experience I really want? I want it to work; I don’t want to waste a lot of time on maintenance. The moment I have to go back to the company—and that’s the experience companies are investing on improving but not the experience I as a customer want in the first place—I am making an extra journey. I just want to be left alone. Companies tend to glorify a journey that customers don’t want in the first place instead of making sure I do not have a problem. The real thing they should be working on is how to prevent that journey. Companies should be innovating toward zero complaints, toward zero defects.</p> <p>It is easier to give examples of value destruction because they are so obvious. Value creation in a very simplistic sense is everything that goes beyond your job. You could be an accountant who does efficient work, you can’t fault his numbers, but the guy comes up to you and says, you know the tax laws are going to change and maybe we should do something with our investments and our accounting practice so we get an advantage. He’s done something extra. Everyone whose career progresses is creating value, but often he does not know that because he is doing it unconsciously. If you were conscious about it, you might create a little more value, and might destroy a little less.</p> <p>Stephen Vargo is on the board of our journal, and he coined the phrase, ‘service-dominant logic’. Before that, there were other concepts, but he said no, it is not about products. Everyone is serving everyone and the product is just part of the service. This year, there might be thousands of papers written on service dominant logic, talking about value co-creation, but few people seem to know what value co-creation is. Many see it as some kind of a vague thing that is nice to think about.</p> <p>We first started a journal that addresses both academics and practitioners: that’s a difficult mix because academics like to write in journals, and practitioners generally don’t like to write. They like to read. What we want is for academics to write in the way that business people can really understand, that is relevant. Then we encourage the practitioners to use this. On the other hand, we want practitioners to write about things that make academics pay notice. So if I write about zero complaints, they may wish to do research and find the best way to get to zero complaints. The second thing we have done is start Value Creation Forums around the world, and we have leaders in their fields come together and discuss value creation.</p> <p>We set up one in the Benelux with academics and practitioners, and many universities in the Netherlands came together and discussed three things: one, how can you create value for the student in the present courses. The second was to look at courses like HR and IT and see if you can just add one lecture on value creation for those courses. The third was to have a general management elective which is based on value creation. If you look at HR, it is probably one of the most important functions in the company since people--employees, partners and customers— are really important. The question I always ask is, ‘Why don’t HR guys become CEOs? Why are they called a staff function?’ That is because they do their functional work; they really do not do their value creation work. Once they start to do it, they begin to create immense value for the company.</p> <p>We have asked a college in India to look at values and value—what you stand for, such as ethics, morals, and integrity). The idea is that if you are a college that talks about values, do your students who become teachers do better than teachers for whom values were never inculcated? There is a professor at Wharton that does customer lifetime value; we want to work together so that he can correlate customer value-added with customer lifetime value. </p>	<p>Let’s look at small things that prevent people from being innovators. One is self-esteem. If you do not believe in yourself, you cannot create value. Two, you really have to become aware; if you don’t notice things around you, it becomes difficult to innovate. Most people who truly create value do not need a financial incentive to innovate; they are natural innovators because they have awareness and believe in themselves. Fear of failure comes in when you are concerned only about keeping your job.</p> <p>Another thing I find really slows down innovation is bringing the financial thought process onto the innovation table. You sit at the table, and someone comes up with an idea, and the guy next to him says, ‘That can never work because it is going to be too expensive.’ You then discard it because you have forgotten that things become cheaper and cheaper. So, my advice to innovators is to forget the cost part of it and say, ‘What is the best way of doing this?’ Then ask how to make it practical from a cost point of view. Too many good ideas just go away because some joker says it will hurt cash flow or will be too expensive.</p> <p>I am not sure that disruptive innovation is the only way to go. A few years ago, I went with students in an innovation course and suggested they work with the long distance taxi service to prevent one way hiring, and ensure the taxi guy got a return ride. It would save costs for the passenger and increase profits for the taxi person. This was like a pre-Uber move, but no one looked at it. Would this be called disruptive or an add on? Today, Uber would call it disruptive.</p> <p>With the development of the petaloid bottle base, we had machines that were taking a pounding, because the pressures required to blow the petaloid bottle were much higher than the simpler bottle. The design group came up with a way that would cost $75,000 per machine—in the late 70’s—and we had about 45 machines. They were redoing the machine. That’s disruptive. I said that is the wrong approach. We ended up doing everything at a cost of only about $8,000. We studied the machine and asked, ‘What is the machine actually doing?’ Why not just reduce the shock impact on the machines with cheap shock absorbers, and proper timing and then they will stop braking?</p>	<p>I suppose we could have called value creation, value innovation. To me, creation is a little more basic, more intrinsic. Innovation is something that takes something and goes to the next step. The goal is to take something that exists and try modify it a little. If the core of an MBA course should completely change, from one of teaching people to be good managers or efficient administrators, to becoming value creators that could be disruptive.</p> <p>Because many of the functional courses would start to disappear, and people would really start to learn how to create real value in HRD—instead of measuring whether the guy comes to work on time, or try to measure his performance— you are really doing something that increases the value to customers and society. Many functions could get outsourced into administration departments, and true HR Value Creation would remain in HR. If your brand equity increases, the brand equity of the company increases. People notice when value is created. In the Netherlands, we are currently doing a program with Microsoft with finance managers. Oracle is going to do something in this area on the West coast in the US.</p>	<p>I think it is about mind-set. One is business schools moving toward value creation, and away from doing functional teaching. Instead of a masters of business administration, you have a masters of value creation, or value management. A second thing is that companies start to drive their businesses from the point of view of long term value creation. One example was the CEO of Unilever, Paul Polman, who was able to convince his board that they should look at long term results—one to five years—rather than quarterly. What they got was a higher rate of growth overall, and fewer perturbations in share prices.</p> <p>One of the things I fear is the impact of automation. Too many of the younger generation are so smart at using tools that they forget the fundamentals. Data analytics is a great tool as long as you understand what lies behind. It is great if you analyze and measure the customer journey to a fine science, except you might miss the fact that customers might not want that journey, and you are actually making the journey more important. The focus goes away from zero complaints. Everything is process driven; we want the mind-set to be changed. We emphasize the better mind-set through our value creation councils.</p> <p>In India, the Tata companies are moving from business excellence to value creation thought processes. Unilever is doing good thinking. When they decided not to buy palm oil from a group of growers in Malaysia and Thailand because of the ecological impact, the fear was that prices would go up and customers would not buy. However, customers continued to buy because they favored sustainability. We found at Tata Power that values create value. </p>	<p>This morning, I got a call from a wrong number, and I then received six calls from the same number. I thought: how do I block this guy? I would pay for an app that allowed me to do that! All jokes aside, the real disruptive thing will be when we start to build things the way the human body is built. Today, the structures we build are external, and our body is internal.</p> <p>There is complex innovation and complicated innovation. With complex, we are talking about moving targets. In a complicated one, we know it is only a matter of putting all the known pieces together, like a jigsaw puzzle. A complicated problem might be building a big building, but all the steps are known. On the other hand, if you are trying to make a building that is a living building—perhaps a self-healing building—that is complex. Again, if you look at great innovations, you’ll tend to find a value creation mindset behind them.</p>	Gautam Mahajan	View Edit Delete
37	<p>Andria Long - VP of Innovation at Johnsonville Sausage - believes that effective innovation is, most centrally, about delivering on the ideas which actually solve consumer needs in a differentiated way. When it comes to innovation, her first question is: "what differentiators are consumers actually willing to pay for?"</p>	<p>We are a deeply entrepreneurial company, founded by a family of entrepreneurs and we are still family-owned today. It’s no accident that we are ranked number one in our category. Ideas are not the hard part; rather, the challenge arises from actually delivering on those ideas.</p> <p>Everything can be made better, and I do mean everything. Differentiation is critical, but we’ve found that you can skip some traditional steps in innovation: weeding through ideas and holding ideation sessions, and waiting for “perfect information” can hold up the process needlessly. We are focused on the front end – delivering on real insights of what consumers need. </p> <p>In the CPG industry, driving competitive advantage from innovation techniques is all about figuring out and meeting a consumer's unmet need in some new or different way. It is learning how to balance the risk and reward of how much you know with the amount and depth of information and research you need in order to make a decision. You're never going to have perfect information. You need to achieve that precarious balance of using good business judgment combined with enough consumer research to confidently approach the market. </p> <p>The success we’ve had with the Fully Cooked Breakfast Sausage is a great example of delivering against a trifecta of insights. We found that convenience really is key for time-pressed consumers. We also thought about how consumers actually use products. It turns out that not everyone eats 12 sausages at a time, so we used re-sealable packs. And consumers want to see their foods, so we use clear packs. In essence, we lean in on where and what we need to know versus what is nice to know. Companies that do this well will have competitive advantage over others in their industry and will have greater speed to market. </p>	<p>The fear of failure impedes innovation because it is always easier on an existing business to know what lever to pull versus leaning in on a completely new initiative. Innovation is fundamentally contrary to human nature in that it requires willingness to change, willingness to fail, and a willingness to accept the unknown. Add to those challenges the natural inclination to form attachments to one's own projects. Innovators have to be able to kill initiatives, be agile, and shift when necessary. Failure is not failure if you learn from it. But if you fail and don't know why, then that is a concern. </p> <p>Another impediment to innovation is cross-functional collaboration. Innovation needs to be a top priority cross-functionally, but cross-functional teams often have multiple projects and initiatives across different business units, so ensuring that all of the leaders across those business units are working together towards similar goals with similar priorities can be a major challenge. </p>	<p>In recent years we have seen a dramatic increase in innovation-centric roles. This is due to the recognition that companies need dedicated resources, both people and financial, and dedicated leadership to accomplish innovation. In the past, innovation was a part of someone's job, and it is really hard to manage a base business with short-term goals and also try to deliver longer-term innovation goals. Also, not every person who manages a base business is also the right person to do innovation. So it wasn't that innovation didn't exist before, but the shift is in the discovery that it is essential to have those dedicated roles for innovation. The growth in the importance of designated roles has also led to higher visibility of those roles and as such we are seeing higher involvement from the C-Suite - which helps innovation to become better integrated in the overall company structure. Now, there are dedicated resources - both people and financial - dedicated roles, dedicated cross-functional teams, and a designated executive leader.</p> <p>At Johnsonville Sausage, we have found that the fundamental requirement is giving employees the freedom to fail. We've talked about the fact that fear of failure impedes progress. With the plethora of information out there, it is easy to iterate something to death in order to decrease risk, but not only can that iterative process dilute down what was once a great idea, we've also seen that in a rapidly-changing environment, those iterative processes can impede agility and speed to market, thereby contributing to a loss of competitive advantage. We've found that our organization itself and the people within it need to be comfortable with a rapid pace of change, and a lot of change, and as innovation leaders we have to be the champions of that change. </p>	<p>The pace and rate of change in our industry is dramatic. Three of the companies I worked for in the past 10 years no longer exist. The churn rate is phenomenal. The average lifespan of an S&P 500 company used to be 61 years; now it is 16 to 18 years. Fortunately, Johnsonville is already over 70 years old, and more relevant to consumers than ever.</p> <p>I like the comment by Peter Senge, from “The Fifth Discipline,” which may help account for the success we’ve had: “The ability to learn faster than your competition may be the only sustainable competitive advantage than you can ever achieve.” CPG companies who are able to shift and respond to the rapidly changing environment, use relevant consumer insights without getting bogged down in process, and get to market quickly will succeed.  The ones that don't have a very good chance of being replaced by more agile competitors. </p>	<p>Well, as a commuter in Chicago, I can tell you that one innovation I particularly like is Passport Mobile Pay. Its revealing for me that, on top of a $3 parking fee, consumers are also willing to pay at extra 50 cents “convenience fee,” to pay their parking from their device, and not have to bother locating the parking pay station. And as a beer drinker, I like Yeti colster. I’m always on the lookout for something to keep beverages cold, and I bought a Yeti colster, and it is phenomenal. Again, it tells you something that consumers like me are willing to spend $35 to keep their drink cold – that’s amazing. I’m also a fan of what Hello Products are doing in the oral care space – breaking category molds with design and consumer-centric thinking.</p>	Andria Long	View Edit Delete
43	<p>Prith Banerjee is Group CTO of Schneider Electric, a global leader in energy management and automation, with operations in more than 100 countries. With an EcoStruxure platform that defines its “Innovation at Every Level” business philosophy, Schneider leverages the most advanced data technologies—and an open, standards-based innovation strategy—for next-generation solutions and efficiencies. Its commitment to innovation is illustrated in an R&D budget of 5 percent of revenue and a dedicated architecture for incremental, new-market, and disruptive innovation, defined as Horizon 1 (core or short-term), Horizon 2 (adjacent or medium-term), and Horizon 3 (disruptive or long-term). Historically, its disruptive initiatives include pioneering aspects of IoT itself in 1996, and with recent technologies like arc-fault detection and its new IoT-enabled M580 automation controller. Today, its connected circuit breakers, protection relays and variable speed drives are already reducing machine downtime for customers with remote reporting of actionable data, while pilot projects are underway to slash downtime even further, with asset performance management IoT systems predicting faults before they happen.</p> <p>Meanwhile, Schneider is now looking at business model transformations, in which guarantees of production outcomes can be sold as services. Seeing access to energy as a basic human right, the company’s “Life is On” vision is to ensure that energy is available to everyone in a safe, reliable, and sustainable manner. Anticipating global megatrends like rapid urbanization and digitization as the defining parameters for this vision, Schneider recruited Banerjee as Group CTO specifically to drive digital innovation and the transformation to IoT. Banerjee was previously MD for Global Technology R&D at Accenture, after serving as CTO for ABB and Senior VP for Research and Director of HP Labs at Hewlett Packard. In driving innovation and technology differentiation for these leading companies, he also leveraged significant academic experience. Banerjee has served as Dean of the College of Engineering at the University of Illinois at Chicago, and the Walter Murphy Professor and Chairman of Electrical and Computer Engineering at Northwestern University. He is also the author of 350 research papers.</p> <p>In an interview with BPI, Banerjee says that despite the massive strides already made with IoT-enabled solutions, the truly game-changing innovations will come from next-generation analytics on big data. And he says those leaps in efficiency are not only required for competitive advantage, but also for the macro challenges of demand and sustainability facing the industry. Banerjee also mentions a 300 percent increase in efficiency is required to deal with a 50 percent increase in global energy consumption in 40 years without significantly increasing carbon emissions. Fortunately, the company’s portfolio of innovative products has vast consumption efficiency gaps to eat into, including 50 percent energy inefficiencies in asset-intensive industries and a stunning rate of 80 percent inefficiencies in the world’s buildings.</p> <p>Banerjee says the bringing together of smart energy management, automation, and software could not only achieve the required efficiencies, but also lead to exciting new business models.</p>	<p>We deliver to our customers low and medium voltage products and automation systems that are all integrated in several end markets: buildings, data centers, asset intensive industries, and utilities. We have a host of innovations throughout those areas, and we invest 1.3 billion euros on R&D. It is about faster, cheaper, better, so why do we need that deep level of innovation?</p> <p>Over the next 10 years, the energy consumption in the world will increase by about 40 percent, and electricity consumption will increase 80 percent thanks to things like urbanization, industrialization, and digitalization; you must be three times more efficient to keep carbon emissions near neutral. We found that in the domain of buildings, only 18 percent are energy efficient, so there is an opportunity for 82 percent of untapped energy efficiency in buildings. Data centers are 30 percent energy efficient. Asset intensive industries such as oil and gas, mining, and metals are about 50 percent efficient. The grand problem we are trying to solve is making sure your energy efficiency is running close to 100 percent.</p> <p>I work with the five business CTOs to harness the innovations springing from that $1.3 billion investment. Connectivity is a major part of the solution. We are on the IoT journey, and our innovation chain is tied to IoT and digital transformation. Connectivity is about bringing value to our customers, and it can be cost reduction, efficiencies, performance, or all of the above. It also promotes safety, and safety has always been a core value in our customer proposition.</p> <p>We look at innovation in the portfolio approach. A large percentage of investment—about 70 percent—is on Horizon 1: short term innovations on our core products. With Horizon 2, we have products like Masterpact MTZ, which has an IoT and power monitoring capability. This is Horizon 2 or adjacent and medium-term innovations: bringing new technologies to the same product. H-2 also includes bringing the same product to a new geography, meaning bringing these circuit breakers to China or India with modifications. H-2 is about 20 percent of our innovation investment. Horizon 3 is truly disruptive and long-term innovations, and represents a lot of the stuff we are driving today, and is about 10 percent of our R&D spend. Some of them are seemingly crazy, but with huge potential to completely disrupt our industry.</p> <p>I am responsible for all innovation, not just the digital parts. We are on the journey of IoT and digital transformation, and almost all our products—from automation systems to circuit breakers—are integrated with digital technologies. We are absolutely the market leader.</p> <p>Our new products are taking the industry by storm, and I am completely proud.</p>	<p>We are moving toward IT/OT convergence, so all of a sudden engineers who had been very focused on the physics of arc breaking and switching in circuit breakers find themselves in the world of cyber security and cyber trends, of analytics, and machine learning. How do you bridge the gap from the old physics-based engineering to new world technologies or social media, machine learning and data analytics? That’s a challenge, and it needs a multi-disciplinary approach. Finding people who have knowledge in all areas is tough. Obviously, you do not need individuals fluent in all areas, but you do need individuals who can collaborate in large teams to solve customers’ problems effectively. The competency of people in our area is in the IT/OT convergence. We are an operational technology company, so we take care of the actual operations of the company—whether it is operating wells for Shell or what have you, whereas the IT companies like Oracle or SAP or Microsoft do the company back office.</p> <p>Siloes also present a problem, because in many organizations, each line of business is so focused on their own vertical that they don’t think about the broader ecosystem. Companies that don’t invest enough in innovation have an even greater challenge. If I had only the industry average of 2 percent of sales for R&D, I would not be able to compete with the Schneinders of this world!</p> <p>Also, with a risk-intolerant culture, you get only incremental innovation. The only way to get disruptive innovation is to create a culture of risk tolerance, where it is okay to try crazy things. We have a culture where it is okay to fail, and even encouraged to celebrate early failures—but only early failures, not just putting hundreds of millions of dollars into a stubborn mule project. We try to spend on lots of wacky things, knowing that most will fail, and when they do I give the team a pat on the back and say thanks for trying that, and what have we learned? Knowing something does not work also adds to our knowledge. Organizations who do not tolerate failure become very incremental.</p> <p>For IoT, there are three main challenges: cyber security; inter-operability, or standardization; and legacy systems. There are systems you build on that could be 30 years old (brownfield systems) or one day old (greenfield systems). I think data security is a very big problem. The perimeter for attack is increasing daily with the 50 billion connected devices in the world of IOT. Cyber terrorists can create more havoc with cyber attacks than with bombs. We are giving a lot of attention to cyber security.</p>	<p>One of the things we pride ourselves on is the concept of open innovation, and that is something I have been practicing and preaching for years. Open innovation is a very big part of what we do, and we try build solutions for our customers with partners. Before we open an R&D project, we always ask if there is any start-up in the world that is doing something related to what we are trying to do? If there is, lets investigate and possibly collaborate with or bring that start-up into our fold. We can innovate much faster with this approach. It took three years and 10 million dollars to bring a solution to customers before; now we can spend, say, one extra million and bring it to market in six months. That’s the value of open innovation.</p> <p>We have partnerships with the top 50 companies in Silicon Valley and relationships with top venture capital firms, and we ask all of them: “what are the top start-ups you are working with in the IoT space? In the sensor space? In the cyber space or in the drive space?” We ask them for their technology strategy—what is it they are trying to do? From this, we typically identify three or four start-ups, and we try to identify the technology that best matches with our system. Conferences are also helpful. A week ago, I gave a keynote in Barcelona at the IoT world congress. We tell the world, “this is where we are headed,” and then 15 start-up founders came to me and talked about possible synergies.</p>	<p>As Group CTO, I am driving IoT, and there are four pillars that are part of my organization. One is working with the five divisional CTOs on driving about 1.3 billion euros in R&D spend. The second is programs like open innovation. The third pillar is our corporate research center, where we look at Horizon-3—disruptive innovation. The fourth pillar is IoT. I was recruited at Schneider fundamentally to drive our IoT development, along three levels. One is connected products, which is fundamental, but not where the real value is.The next level is edge control, where in our application, our customers do not expect these IoT products to be connected and controlled from the cloud. We want to have local control. The third level is apps, analytics, and services, which we are building on top of the cloud.</p> <p>The first value is in services. In the past, if a transformer failed, you as the customer would have to alert Schneider and ask if we can fix it. Today, we will tell you your transformer has failed, and ask if you would like me to fix it. Remote services are the low hanging fruit we are going after. But the next level is having the transformer give signals before it fails so we can inform the customer that the transformer will fail Thursday, and replace it Wednesday. Now there is no downtime. It is called asset performance management with predictive analytics, and we are doing it with a whole range of products. The cost of 15 minutes of downtime for an Amazon data center can be a hundred million, so the value is enormous. The third value is outcome-based services—if you can guarantee the outcome. If you’re making widgets in your factory, we can guarantee you will make 20,000 widgets per minute, no matter what. So rather than selling the 1,000-dollar transformer, we can sell the guarantee of 20,000 widgets per minute. You lease our products which we install for free, and you pay for the service of productivity. We are currently running pilots on this model. The IoT area will journey from products to connected products to services to guaranteed outcomes. We are increasingly moving toward a world where people will not own products, and instead will get services on demand where and when they need it.</p> <p>IoT also offers enormous benefits for continuous customer engagements. In the past, when we sold you a circuit breaker or panel that lasts seven years, the next time we would talk would be in seven years. With IoT, you have a 24/7 connection with the customer. We know exactly what is going on. Continuous engagement with customers is an amazing new opportunity for marketers, and the best thing you can do for your CMO. IoT is just the plumbing. The technology that will be truly disruptive will be the analytics on that big data you are collecting. How to use data is the most important question we discuss every day. Initially, you are collecting small data, but with data coming in 24/7 from 50 billion connected devices. How do you do artificial intelligence and machine learning on all that data? This is going to be the most exciting thing. Connectivity is the easier part; analytics on the big data is going to be the game changer.</p>	<p>I am very excited with some of the latest innovations in areas such as augmented reality/virtual reality, cognitive computing and machine learning, 3D printing, robotics and drone technology.</p>	Prith Banerjee	View Edit Delete
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
44	<p>As CEO of Modria—the pioneering Online Dispute Resolution (ODR) platform—Scott Carr provides businesses and government agencies globally with a transformational tool for fast and fair resolutions, customer service efficiency, and even brand loyalty. The model provides a unique pathway to justice and institutional trust for global consumers, and is rapidly growing beyond transactional disputes. After 15 years of development and technological enablement, ODR itself has surged beyond its initial brief of legal cost savings and eCommerce complaint solutions to become a game-changing catalyst for brand building, civil justice access, and marketing intelligence. Carr says that between one and three percent of all transactions go wrong each year, and that clogged Small Claims courts are unable to cope with either the volume or the cross-border jurisdictional nature of online disputes, while consumers have neither the time nor the resources to pursue them through traditional channels.</p>	<p>We have created an online platform for online dispute resolution (ODR) that can resolve disputes of all kinds from eCommerce to relational disputes, and we are available to companies, government agencies, and ADR organizations, to deliver fast and fair resolutions across these categories. We have done a couple of things that I think are unique. One is that we built a configurable platform that has all the modules of dispute resolution that can be snapped together in different ways to solve particular needs. No one else has built a platform like this. We think of online dispute resolution as a business process or a civil justice process, and it is kind of like how salesforce.com created the CRM category—we have not seen anyone else do that for DR; it is like this underserved business process. Secondly, we built a team with a unique composition of experts, mediators, arbitrators, and technologists. Some are experts in building technologies in start-up environments, some have done international Mediation and Arbitration work, and some are just experts in ODR. No one else has assembled a combination of talents like this. We design the resolution journey, and in that way, we bring people together.</p> <p>The platform is a click away on websites where you are transacting your business: an online marketplace, or a merchant’s website, and in some jurisdictions on an ombudsman site. We are increasingly working with ombuds organizations, especially in European jurisdictions. Europe has started to pass laws that require online businesses to provide online dispute resolution. In addition, we have innovated a SaaS-based business model focused on the value of making our customers’ customers happy. We deliver our platform as a service subscription, and the price depends on the number of disputes the customer runs through the platform. The more disputes you have, and the less you pay per dispute. We deliver value by making it more efficient for you to resolve a dispute—including resolving it through automate software—and making your customer happier.</p> <p>ODR is changing the traditional customer service role: Modria is reducing the number of customer contacts in the call center for a problem transaction, and freeing the agents up to do more account management, up-selling and outreach into the customer base. In customer service, for a typical US company, if I pick the phone up and call, and they answer my call and try get me a basic outcome, it is going to cost the company about 12 dollars for labor, technology, telecommunications, and overhead. That is before they pay me any compensation. Our system brings that cost down from 12 dollars to four dollars and eighty cents. We do that through the reduced contacts because we are resolving issues in software; for marketplaces, we resolve issues between buyers and sellers without CS having to get in the middle. We typically serve the space that you might classically think of as Small Claims. Our disputes usually involve 25,000 dollars or less, but resolutions are tailored and often involve solutions beyond dollars that might satisfy the customer. With an eCommerce site, the value is often 25 dollars to 150 dollars, but we also, for example, resolve insurance disputes. We have a large caseload in the state of New York, and with New York No Fault insurance those claims are higher because they are related to medical bills, but they are still not millions of dollars.</p> <p>We have spent a lot of time innovating the user experience, and trying to package up what we call resolution flows. What we see is that there are patterns of commerce and the disputes that arise from them. A typical problem we see from customers is that they didn’t get their item. Or they did get their item, but it was not the way it was described on the website. We innovate by pre-building the resolution process, so we give our customers a jump-start when it comes to deploying online dispute resolution. They do not have to start from a blank piece of paper. We synthesize decades of experience in this. We are working with major airline companies on delayed flight compensation, and so far it is working well. If your flight was six hours late, and you missed a meeting, how do you build that resolution flow and make it available to multiple jurisdictions?</p> <p>Most disputes are resolved in the diagnosis and negotiation phases, and then there is also a neutral party in the mediation module. Beyond that, there is the arbitration pathway that also sees resolution in a short time, relative to the courts. We are now in a regulated process; decisions are typically given by retired judges who are arbitrators. All their decisions are published online, and are searchable. In a lot of ways, it looks like an online court, and is legally binding—a process the injured party opts into.</p>	<p>I think there are two things that hold back innovation. One is that people look at disputes as just customer service—to answer the phone and quickly dispatch an answer—as opposed to realizing that when a transaction goes wrong, companies or government agencies need to provide a resolution process that’s not just giving them a return. We have a bit of resistance, and you need a change in people’s thinking to realize that what customers want are resolutions, not talking to customer service agents. When our customers shift our thinking in that simple way, we can suddenly use technology to deliver resolutions with benefits for both parties.</p> <p>Also, customer service is usually seen as a cost center. When we try to bring innovation here, customer service teams see how this can transform the customer journey, and they can see how the economics are aligned. Our service often reduces the number of contacts into the customer service center, because people just work it out, or our software provides a resolution for the customer without a customer agent having to interact. Part of the enterprise challenge is to get companies to realize this is a sales and marketing benefit. This goes directly to your brand, to your customer retention, and it goes to Net Promoter Score (NPS) or customer referral. You must think broadly, and that can be a challenge to adoption.</p>	<p>We always have a bit of R&D running, even though we are a young company. Innovation is encouraged within a framework we call “Listen, Learn and Innovate.” We drive innovation based on what our customers are telling us, and we use that to enhance the technology and the product. We aggregate data across the disputes platforms, in an anonymized fashion, for the benefit of all customers to improve the platform. What I have learned at Modria is that every time I turn to anther industry, I discover a category of disputes that have probably impacted my own life in the past, and that I wish I had had a mechanism to resolve.</p>	<p>Technology innovations you will see from us is the use of machine learning and AI to learn from our customer dispute volumes, and to tune policies to auto-resolve issues when we can. Based on the pattern and behavior our customer’s customer has shown via the platform, if we know what the answer is going to be, then why are we sending them to a customer service agent? Let’s say we are serving an online marketplace: when a customer clicks “I have a problem,” we ask them some questions. We take them through this diagnosis process. If in answering these questions, we realize 99 percent of the time the answer is going to be X, we can offer that solution right then and there. It might be as simple as telling them: “A replacement is on the way; it’ll be there overnight.”</p>	<p>I think this use of data and AI is changing our lives in ways we don’t even expect. I watch my granddaughter interact with technology, and people talking to their phones, and I watch Uber self-driving cars in San Francisco. The most interesting innovation to me is the way that software is going to become intelligent, and essentially become our companion as we travel through life. And it is sneaking up on us from a social perspective in ways people are not anticipating.</p>	Scott Carr	View Edit Delete
65	A distinguished engineer and technology leader, Paul McEnroe has played a central role in the development of a variety of industry-changing technologies. Most notably, he and a team he formed in 1969 while at IBM created the Universal Product Code (UPC), also known as the barcode, along with related products, that transformed the retail and grocery industry. McEnroe recently published his book, “<a href="https://www.amazon.com/Barcode-Created-Worlds-Ubiquitous-Technologies/dp/B0CBTW2WM5">The Barcode: How a Team Created One of the World's Most Ubiquitous Technologies</a>.”	<p>We started the bar code initiative because the CEO of IBM at the time, Frank Cary, wanted to expand the company beyond mainframe computers. At first, Frank wanted to find the best companies in Silicon Valley and buy them. But it was decided that no, if you buy small startup companies, the most important people would quit because they don’t want IBM culture. They don't want blue suits and white shirts and red ties and black wing tips, and all that garbage. Frank’s response was to try to find somebody within IBM and to get them to act like and treat them like they’re a startup. Luckily, they knocked on my door. We were able to decide what business we would go after. We wanted something that was going to generate data and decided to go after point of sale. We saw that at the point of sale, particularly for supermarkets but also major retailers, there was a big need for item identification, automatic inventory control and automatic checkout.</p> <p>The barcode had a tremendous impact on operational efficiency and business intelligence. For big retailers like Macy’s, it had a major influence on their purchase orders and their ability to see what sold quickly and what was effective. It really helped them with reordering and stocking their stores much more effectively and efficiently. For supermarkets it was a little different. Item prices were constantly changing, and there was a tremendous expense at price marking and remarking. But with the bar code, it could go back into the controller in the back room and look up the price. In addition, the scanner could read omnidirectionally so it wasn’t necessary to orient the item to read it. Clerks could pull items across the scanner very quickly, which sped up checkout dramatically. You could also run tests on where to position products to improve sales.</p>	<p>I would say the impediments we faced were in two major categories: technical and sociopolitical. The success of the barcode was not entirely due to the quality of the code, but its incorporation into an entire system. To build the scanner we had to use a new, bright light source, and that was the laser which had just been made available. Then there was a communication system. We had to send a lot of data from the check stand to the back room. Some stores in Europe had as many as 40 scanners at the front of the store. Each one was sending a signal back. They had to be high speed signals all going into a box at the back of the store, which had a disc file that recorded everything. We had to change not only the communication technology into what later became a local area network, but we had to change the magnetic recording. We were the first ones to use the Winchester file technology that IBM had perfected. We had to make this system fail proof because if it failed, a store would have to shut down. Because of this, we had to duplex the controller, adding another layer of technology. So we had leverage duplex controllers, new magnetics, new communications, new scanners, in addition to the code, in order to build the system.</p> <p>The second impediment was the sociopolitical part. We were set to open one of the first stores in Tyson's Corner, Virginia. The engineer I sent to supervise called to tell me the store couldn’t open. It wasn’t because of a system failure. There were union picket lines blocking the entry to the store. They were afraid they were going to lose checkout clerk positions. But what turned out to be a more serious problem was the concern of legislators and government administrators who were concerned that the price coming off the item would be bad for the consumer. Eighteen states passed laws against the scanner or passed laws that made it more difficult. I traveled around the country to meet with state legislators and explained the advantages of scanning and the fact that the price would be marked on the shelf. Supermarkets were usually paying about $10 to anybody who got a mis-scan. But our code was very effective and had very few errors.</p>	<p>It was quite different than it is today. Today, pick up a newspaper or go on the Internet, and innovation and entrepreneurship is discussed widely. That wasn't so much the case in the late fifties and early sixties, and even the seventies. Innovation came primarily from the engineering organizations. IBM was divided up between sales, marketing, services, and so on. Development was managed by engineers. In the early part of that period we had something like 15 laboratories increasing to 20 or so worldwide later down the road. The laboratory average size may have been a thousand engineers and other support people. The bigger laboratories were many times larger than that and they were managed by engineers, and engineers were thinking about new products. We hired the best people we could. So they were pretty forward thinking people, and they were very innovative.</p> <p>Frank Kerry, the CEO, decided we needed to get into some new business. And after he decided to build from within, he realized you couldn't be innovative and have a whole bunch of rules. Some of those rules said things like you have build everything within IBM. But we realized that wasn’t possible. A decade later, when IBM did the PC, the only PC part that was made in IBM was the keyboard. I wouldn’t say there was a top-down commitment to innovation so much a commitment to excellence. IBM wanted to do the right thing. The right thing for society. The right thing for shareholders. The right thing for employees. Leadership hired top quality people, and those people did the innovation. Of course, it's a little different today.</p>	<p>I think that the most interesting technology right now is AI. I was involved with it a little bit back at IBM. We built some machines that kind of used that technique. I think of it in a simplistic fashion as guessing. With a computer nowadays, you can guess a million answers possible to something, and then test them in a fraction of a second. Then you put that together in a more complex way, and you're writing essays, and it looks like you're John Steinbeck.</p> <p>There are things in the bar code that are going forward that I think are going to change even more. We have QR code, which is a 2 dimensional code, whereas our barcode is one dimensional. And that's an opportunity for more complex applications. I think it's growth will be bigger than the barcodes. But I don't think the barcode will go away. The companies that use it, make themselves more efficient. I think the bar code is going be around for decades. But things like the QR code, RFID and other applications are going to develop markets that require larger data in each transaction or each item.</p> <p>It's always hard to predict what's going to happen. But certainly the Internet has given us a new way of learning, and you can get answers to lots of questions that were hard to find 50 years ago. We just need to develop our minds in such a way that we can stay open and keep looking to the future.</p>	<p>There are a lot of high level people thinking about that question today. And they're coming up with better answers, and schools and universities are working on that, too.  And then we have the Internet to support these efforts. You can go on the Internet and get answers so fast, whereas before, the answer was stuck deep in a library. I think that all of the conversations taking place about how to go about this are very good. They help lead people in the right direction. I don't know which of those directions is exactly right, but I think it’s very encouraging that we have so many successful people thinking about it and young people just coming along who are using their minds in open ways.</p> <p>If you want to get into innovation and be successful, look at the world from the point of view of what people need. Then have a level of expertise in a certain set of fields. I’m looking at a flashlight on my desk. If you're in a company that's building lights, you need to think about everything from what are the materials that go into the product that you need to make? What do people need? How do they use lights? And then start thinking about different things and make proposals.</p> <p>Be sure that as you develop your capability to sell your ideas and to go meet with people and discuss these things and get them out into the open. I went to engineering school, but one of the things I did that was very important was being on the debate team at my university. Later, when I had to go to IBM managers to get money for my ideas, not unlike going to venture capitalists today, the skill to sell my ideas was really important.</p>	Paul McEnroe	View Edit Delete
29	<p>With both corporate wellness and elite staff retention increasingly critical for large enterprises, President Charles Lusk and his partners at On-Site Dental Solutions have pioneered a game-changing model that is solving multiple challenges at once. </p> <p>It turns out that in an economy where employee populations are best treated as treasured communities, an on-site dental suite offers far more value than an additional amenity to the gym and the company laundry. </p>	<p>We’re very proud of our title as the first fully dedicated provider of turn-key dental suites. We sought to create a care delivery model for dentistry that previously did not exist in the same form, quality and packaging for campus environments.  We wanted to bottle the magic of private dental practice and drop it into corporate settings in a way that is aesthetically pleasing, and customized to those settings. We love the way clinical settings of every kind are trending more towards aesthetically pleasing environments as opposed to sterile and impersonal settings as found in days gone by.  </p> <p>We like to think of ourselves as pioneers in this area.  Dentistry is perhaps the most interpersonal form of healthcare, since the services are provided “face-to-face.” While we are unable to eliminate every element of that experience, we strive hard to control the things within our reach to positively impact the clients senses. But the value-adds have been game changing too. We know that a filling today avoids a very costly crown tomorrow. But there is also a high correlation between a lack of routine dental care and large medical claims involving chronic disease later on.</p> <p>One of the most valuable commodities is time, and employers are measuring productivity in terms of not just absenteeism, but also “presenteeism”, which involves remarkably significant losses – the degree to which they don’t have fully engaged employees within the workplace. If you have toothache, it's probably a major reason why you’re not mentally engaged.</p> <p>Also, a lot of our clients are really interested in optimal recruitment and retention – and they know the millennial generation is looking closely at the work environment.</p> <p>Having a boutique dental office on-site goes a long way for clients in communicating the message that we really care about our community.  In fact, we do frequently have prospective employees come into our offices, because the employers are very proud of these amenities.</p>	<p>The “status-quo” is always an impediment.  We realize this isn’t unique to our organization but rather a consistent theme throughout organizations looking to meet needs in new and innovative ways. Both end users and employees have to embrace the bundling of traditional dental services in a non-traditional setting, the corporate or university campus environment.  Because the patient has gone out for dental services for so long; it can take some time to comprehend the dentist operating where the patient already is!</p>	<p>Our company was founded on the principle of change.  We have learned a lot about the need to build a culture that appreciates innovation and change. In interviews we describe “change” scenarios and ask those candidates as to whether those circumstances evoke feelings of comfort or discomfort.  Of course, the excitement and adventure that comes with climates of innovation are highlighted as well as the challenges. </p> <p>We ultimately want individuals and team members to be where they are supposed to be, whether it be with our growing organization or another that can offer more of a daily routine. We believe no single person has a monopoly on good ideas.  We love to celebrate the individual with a unique outlook on how to maximize our potential as an organization.  This begins with the patient experience and extends to our institutional “host” clients.  We try hard to craft each relationship with care and a certain level of customization.  </p>	<p>Already, we are able to provide client employers with new analytical HR tools– bringing population health statistics to the table, which the employer can reflect on and use to make key decisions around their populations. At our core, we are still a services organization.  Our product is our people.  Leaders in the dental field will be distinguished by the excellence with which they provide high quality and ethical dentistry.  Ultimately this comes down to the talent and ethos of the individual dentist and the care team that surrounds them. </p>	<p>I really like Spotify. You’d think that there were so many different ways already out there to package music, but their approach really resonated for so many people, including myself – to offer music that reflects your mood. Similarly, our company is not reinventing the wheel in our space; we’re just taking it down a path it hasn’t been before, which is perhaps comparable to the exceptional Spotify approach.</p>	Charles Lusk	View Edit Delete
28	Steve Hoffman is a virtual midwife to the future of humankind at Founders Space. “Captain Hoff” doesn’t just predict a world in which computers replace accountants and IOT chairs automatically adjust to your personal dimensions, but he actively selects and empowers the tech innovators who are shaping these kinds of revolutions.  Named a Top 10 incubator in its first year of active mentorship, the Silicon Valley-based and globally focused accelerator is helping to mature hyper-innovative tech companies which could change our lives.	<p>We've been innovating on the incubator/accelerator model.  Instead of just adopting the standard 'Y-Combinator' model, which is meeting start-ups once a week for 3 months followed by a “Demo Day,” we spent 18 months interviewing start-up founders and asking them what they'd like us to do differently.  Here's what we learned: </p> <p>a) Three months is a long time to wait for a Demo Day.  Most start-ups apply to their accelerator several months in advance, and then if they get accepted, it’s another 3 months until they actually get to pitch investors on Demo Day. That means that many start-ups must wait 6 months or so from the time they first apply until they are in front of investors. In half a year, everything changes: competitors, market conditions, funding trends, etc.  A start-up can miss their window by waiting.  Founders Space solves this problem by having Demo Day at the end of the first month. </p> <p>b)  The second issue founders have with the traditional model is being committed to stay in Silicon Valley for 3 months during a program. This is a big issue, especially if the start-up is coming from overseas and has employees, family and customers back home.  Founders Space solves this problem by having a more condensed, intensive program.  Instead of having mentoring and training sessions one or two days a week for three months, Founders Space has them every single weekday for four weeks, followed by Demo Day.  This way startup founders can move quicker and get the same benefits.</p> <p>c) Lastly, the Y-Combinator model ends after three months, leaving start-ups on their own.  It turns out start-up founders have more questions after Demo Day than they do before.  But most programs end after Demo Day.  Founders Space solves this issue by allowing startups to continue to attend all mentoring sessions and workshops for an entire year after Demo Day.  This way startups can receive on-going support when they need it most.  </p> <p>We work with a lot of corporations who say they are innovating, but when we ask them to sacrifice revenue, they recoil.  The one strategy that we propose to our partners is to reward innovation with virtual dollars.  These dollars count as real dollars, but they aren't actual revenue.  This way managers can justify spending time on innovative projects. </p>	<p>We often find that founders who have a good idea – but not a great one – will get too stuck on it and keep hammering on it, as rivals pass them by. Acceleration needs to be that, and we push them hard to identify the best ideas they have – and if they’re pushing a boulder up a hill, they should stop, and switch to something else. Also: Most people see a model or idea that works and then they copy it, making some incremental changes along the way.  True innovation means rethinking everything and challenging all the assumptions you have. </p> <p>You need to question every aspect of your business.  Why do we do it this way?  Why is this the model?  What if we tried this?  And then you have to take risks.  You have to be prepared to fail over and over until you discover a new way of doing it.  Most managers in large corporations are risk averse.  That's how they got to the position they are in.  They don't want a series of failures attached to their names, so naturally they go for the safe bets.  But safe bets don't transform a business. Risk does.</p>	<p>When we started Founders Space, we felt that we had to develop something new.  There are thousands of accelerators out there, and we didn't want to just follow the herd.  So we've been constantly experimenting and pushing ourselves to come up with new ideas that get better results for ourselves and our start-ups.  It's a continual learning process, as we change and improve our model and program every quarter.</p>	<p>The startup ecosystem is constantly changing.  Large corporations are now jumping into the startup game in a much bigger way with open innovation, intraprenuership, incubators and funding.  We are launching new services to partner with global corporations and help them collaborate with startups.  This is the biggest change we see on the horizon, and it's the biggest opportunity.  We just launched a new service called Founders Edge, which does exactly this: <a href="http://www.FoundersEdge.com">http://www.FoundersEdge.com</a>.</p>	<p>It’s simply inevitable that machines will replace the jobs we do – blue collar; white collar; every collar. Surgeons are going to be replaced by robots, which will do the procedure precisely the right way every time. The tax code is a system of laws to follow and optimize – so there is no reason an algorithm can’t do it far better than an accountant.  Legal contracts can all be written by computers. We will get to a very interesting point in society where people will have to ask themselves – what unique value can we provide? One wonderful impact will be in longevity. They are building nano-bots which we can put into our body to repair organs; and smart pills that can measure all the bacteria in your digestive tract, and tell you precisely what drugs or foods you need to take to be healthy and live longer. Ultimately, we will be upgrading our bodies; even our genetics.</p>	Steve Hoffman	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
35	<p>With more than 15 years in R&D, Francois Ragnet specializes in successful transfer of innovation into Business. More recently, he focuses on pre-sales and is a technology evangelist, as well as managing an R&D group within Xerox Global Services in charge of transferring breakthrough innovation. Francois has spent almost his entire career at Xerox, and understands Xerox's innovation strategy from many angles. For the past 8 years, he has focused his innovation experience at Xerox Services, and received the Netherlands National Contact Centre Association (NCCS) Innovation Award for the technology developed & deployed by Raganets’ team in call centers in the Netherlands. He also currently holds 21 patents in the United States for various technologies he has developed since 2008 with various team members within Xerox. Francois holds a Masters in Telecommunications from the <a href="https://www.linkedin.com/edu/school?id=12465&trk=prof-edu-school-name">Institut national des Télécommunications</a> in France. </p>	<p>Xerox has a long, well-known innovation tradition; it’s widely known for producing game changing inventions in particularly the 70s and 80s, with light lens copiers for instance, and the mouse. But, historically, we were not always so effective in capitalizing on those innovations. But while the culture has been maintained, and deepened to all levels, Xerox has transformed dramatically in recent years. We are now the leading enterprise globally in BPO services in areas like healthcare, financial services, education and even transportation.</p> <p>In terms of traditional innovation and also blue sky research, we have 5000 scientists and engineers generating truly amazing things. The Xerox Innovation Group is a dynamic network of centers worldwide, including in the US, Canada, and France. We also have our major partnership in Japan with Fuji Xerox, and a center in India to capitalize on emerging markets.</p> <p>We have a strong innovation culture company-wide, making sure the blue sky research we have going in Xerox Innovation Group is repeated and amplified across our services business. Some of this work does not relate directly to our core business today, but we want to keep that flexibility of researchers to come up with totally new ideas.</p> <p>Innovation has been incremental in the BPO area, with profound results – you don’t have millions to spend on R&D in the service world, but the nice thing is that it is much more disruptive; you can innovate without multi-year projects. On the downside you have to be much quicker – you don’t have multiple years to develop those inventions.</p> <p>Recently I’ve been involved more in customer care – an area we’ve invested quite a lot in, and where we place a lot of our innovation focus. Evidence of this is the Call Centre Association Innovation Award that went to our Xerox Virtual Performance Indicator product in 2013 – which is now deploying across the corporation, and which we plan to sell to external customers.</p> <p>The indicator is really a small innovation, technically – but it does make a huge difference, once you make it right, you make 50,000 agents deployed more motivated, more productive, and more into their job. We have invested a lot in gamification – we’re motivating those agents by bringing an element of games and fun into their day-to-day work. They have key performance indicators, but we don’t want it to be a case of ‘Big Brother watching you’ – we want to use gamification in a positive way, and get people into their jobs. We are finding that agents are enjoying the spirit so much that they virtually belong to the customer company.</p> <p>Turnover rates can be 100% for traditional call centers, with people too stressed or bored. With these technologies, you ensure they stay longer; they are more competent; I suspect there is even less sick leave taken. We have created a real sense of community and engagement in the call centers.</p> <p>I believe we are able to make innovation work in a very difficult domain – Business Process Services - but are also able to deliver economies of scale, and even create potential new business for our customer.</p>	<p>The challenge the Business and Document Process Services sector is that it is a fast paced domain, which is constantly evolving with “mini” fixes – large, breakthrough innovation, although well needed, is not possible. Large corporations outsource largely to cut costs, and so “cost-down” is the primary driver for innovation. Reducing costs is a difficult driver for innovation – you start a project, put small fixes here and there; test and build successful innovations, and quickly drop those that aren’t working.</p> <p>There is also a danger of deploying technology for its own sake. So we have ethnographers and scientists who study how work is being done; to tell us where technology can help, and be effective; and not just be technology for its own sake.</p> <p>We increasingly have a mix of ethnography, user-centric design, research, and “Agile Innovation” - part of this was to learn to fail quickly. Furthermore, innovation models were quite rigid – planned, multi-year innovations which are focused on industrial design; not adapted to services.</p>	<p>Innovation has been part of Xerox’s DNA forever. Indeed, although Xerox has a long-standing tradition being focused on industrial products, the ACS acquisition in 2009 took us into a totally new world. We had to rethink processes - including innovation - totally.</p> <p>When we moved into Services and acquired Affiliated Computer Services we had to adapt drastically our vision for innovation – in ACS it was happening at a grass roots level, in small pockets. We have homogenized and built processes that touch just about everyone across the organization.</p> <p>Within our services business, it is important to have the right structures, so we have the office of the CIO for Services; we have executives in charge of bringing innovations to maturity. Each line of business has its own CIO, and each group proposes new innovation projects that make the whole company more agile, and the creative energy cascades down to everyone.</p> <p>We also like to be very customer-focused – so we have different ways of reaching out to and collaborating with our customers. For some of our top customers, we have Innovation Councils; we also have what we call “Dreaming Sessions”, where we bring customers out to our home in Grenoble (France), and show them some of our cutting edge research, and they talk to us about potential applications.</p> <p>Internally, we’ve got processes for IP generation and for ideation, which encourages just about anyone, from call center agents to executive, to provide inputs.</p>	<p>A lot of technologies / models are potential game changers – cloud, mobility, SOA, BPM - the buzzword list is long! But at the end of the day, in our business, work is performed by humans and agents. I personally think technology alone will not be sufficient – we need to find other biggest leverage for motivation is gamification.</p> <p>Another key technology area is automation – to understand business processes and automate as much as possible with technologies such as Robotic Process Automation.</p>	<p>We want to revolutionize the call center arena, and making machines ever more intelligent in satisfying a customers’ request is a worthwhile goal. We haven’t yet passed the “Turing test” – where, if you make a customer service call, you would not realize that you were talking to a machine. But we will be getting there someday hopefully -  and there might be times where you actually will prefer talking to a machine, in terms of the speed and accuracy of the solution. The key will be that Machines could detect when frustration is growing in the voice of the caller, and hand it over smoothly to a human.</p>	Francois Ragnet	View Edit Delete
12	<p>Wendy Mayer is Vice President of Worldwide Innovation for Pfizer, responsible for driving ideas and fresh thinking across the organization through the identification of transformative and disruptive innovation platforms, and through the development of capabilities and a culture that will support continued innovation.</p>	<p>You have to have that enthusiasm and drive from the kind of grassroots level of the organization, but then they have to be supported and feel as if they have the ability to take action on those ideas from above. And so it's the combination of those two that really enables, I think, productive activity across an organization.</p>	<p>I think a big one that people very often talk about is the fear of failure. The best innovations have really iterated and require actually a lot of failure and learning from that failure in order to deliver successful innovation. And so, if people feel as if there is no tolerance for failure, or that that is a mark on their reputation or on their career path, that will kill innovation right in its tracks.</p> <p>The other thing I think is the funding aspect. If funding is only available for projects that have a demonstrated ROI, then that will also kill the ideas. If you're comparing new ideas to established proven tactics or strategies, the innovation and the new idea is going to lose every time. So depending on what sort of metrics or bar you're holding up as a success measure, that could very often, if you don't have the right one, be a barrier to innovation.</p>	<p>I think [CIO] titles vary across organizations. To me, the point is that there is an element of getting out from under the business and influencing strategy, even organization, at a senior level. And so, there's been a lot written about the importance of having [the] innovation function reporting high into the organization. I think you also need to be strategic around where you innovate. Organizations need to be thinking at a high level strategy standpoint, as to what's the innovation ambition. Do I think you need to be a chief innovation officer? No, not necessarily. Obviously that's not my title, but I think it's more to the point that it needs to be a high level role, and one that can influence and be comfortable amongst senior leaders within an organization.</p>	<p>[Big data] changes the game in a few ways. Internally as an organization, it presents a lot of information you have accessible to you, as well as new channels and new opportunities and ways in which you could use that data. So, it can become fodder for innovative ideas. The second thing is just the evolution of computing power and technology, and accessibility to data. This is the democratization of innovation where beyond the walls of expert organizations, this information is available, and people have the ability to use it to develop new products, to come up with insights and offer that up to some of the more traditional organizations. </p>	<p>Our CEO has been very active in the program that we're working on now, and has been extremely vocal in sharing across many forums across the organization to tell people: this is a priority capability for our organization, and this is going to be required for our future success. </p>	Wendy Mayer	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
47	<p>Nic Vu, GM and SVP for Direct-to-Consumer for Adidas North America, discusses how building relationships is today's number one sales strategy. Through this game changer interview, he discusses what customer-centricity really means in today’s data-enabled, hyper-competitive brand environment, from the perspective of one of the premier performers in the global retail landscape.</p>	It's global change: our entire company worldwide, as well as the North American team. We specifically set out three major strategies, which include speed, cities, and open sourcing, and it really has changed the behavior and frankly the entire game in which we play. Before, we would create products and push them out and try to sell to customers, in the traditional model. But as we started to open source and invite our consumers to help us within our journey in a new innovative way, which has created a shift in the ecosystem that has been applied throughout the entire organization.<br /><br />We're obviously very well known for Kanye West, and co-creating products with his fashion, style and expertise. By leveraging our globally recognized brand and expertise with his product and personal brand, we are going to market with a tailored product that leverages the best of both sides.  We strategically made a choice that we would co-create with our key partners to deliver the best products to their consumers, and we are now leveraging that open source strategy with a variety of different key partners.<br /><br />We have opened up a product creation design house in Brooklyn called the Brooklyn Farm. We put our best designers there, and we are allowing customers – anybody who has a creative thought, anybody who wants to work with our brand – to walk in off the street and help us design products, give us new ideas; fresh thinking. We created an ecosystem internally with internal websites that allowed people to generate ideas, and their peers can vote it on their ideas. And that ultimately has driven thousands of ideas, including the very successful Avenue A initiative.<br /><br />With Avenue A, I have to give credit to Mark King, my boss, who's the CEO of North America. He is well known as a major innovator in the golf industry, and he has subsequently initiated and built this relentless innovation culture for Adidas North America in the past three years. In year one, we were all raising awareness, educating people on the process around innovation. In year two, we started to cultivate this ecosystem of openness. And now that we're in year three, you're seeing the net results organizationally, both within the North American marketplace but also on a global organizational level. At the same time, we launched the Innovation Academy, wherein we created an environment in which people can learn, get an education; effectively get an MBA in innovation.<br /><br />As the GM of Direct-to-Consumer for North America, I spend half of my time understanding consumer sentiment and listening to the ideas they have, and the other half of my time around merchandising and product.<br /><br />What's unique about Adidas Group is that we were born in sport, and we're sporting goods athletic apparel and footwear company. We can basically be an athlete’s entire wardrobe, on-court and on-pitch, or as soon as they get off: we're there to support them through their own style and fashion as well. And we're a brand that wants to co-create.	People need to be educated and aware that they have the ability to contribute within their own organization, and to try new things. You can't create an ecosystem organizationally that shuts that down. You need to allow votes on people’s ideas by their peers, not by their supervisors – so, their confidantes, if you will. And employees need to know that it is safe to fail, and they need to fail fast and frequently. Unfortunately, I would say the majority of organizations still penalize mistakes, despite the knowledge that innovation requires an ability to fail. <br /><br />Really, the impediment that I see within the industry is that, too often, people feel they have to have a 100% plan, ready-to-go, and that it has to be successful. Today, we have an innovation board within every single one of our brick-and-mortar stores and we invite not only our consumers to put ideas on there but we invite our own team members, our internal consumers, to give us ideas, and those ideas then are surfaced all the way up the "chain of command." Then, ultimately we create games that feature competition and collaborations, and then all of a sudden people feel like, "Wow. I'm a one-week-old employee internal to Adidas, and I submitted my idea and two months later, the top guy in the organization is reviewing my ideas! How cool is that?"	What I would say is we have to create a incentivized change-management process to induce innovation. I think you can't introduce innovation as a top-down mandate or even execute it in that form. I  think you have to win hearts and minds within the organization, and you have to start by developing a budget or resources that are dedicated to it.    <br /><br /> So our newsletter four or five years ago was driven by functional heads and it was kind of like this laborious mandate from the top – me, in this case – where every function gave and updated them, and we’d we post a static document and that would go out to the organization. We thought that was communication. Today, in contrast, the employees within each function, regardless of level, drive what content they want to express to the organization. And it's this living, breathing document that goes out every week now.	<p>Mobile technology will remain key – almost every consumer today has some level of smartphone in their hand, and the information that they can get via Google or other search engines is so quick and so fast that brands like us, Adidas Group, will need to make sure that we are there to help cultivate that experience for the consumer and answer those questions, or even anticipate those questions. So I would say mobile technology and all the apps that can be developed to connect the consumer's experience, is really the key in the future.</p> <p>We already have virtual reality in our stores today, which help educate and create a great experience for our consumers. So when we opened up our world flagship on Fifth Avenue, we had virtual reality in there wherein NBA superstar James Harden in a VR space was giving them – the consumers – the experience of a lifetime, because it felt like you were actually speaking with James Harden.</p> <p>Meanwhile, we’re leveraging technologies from 3D printing to AI, and I think the key is to make sure that our digital and social ecosystem remains connected for the end-user experience. We're starting to implement local market manufacturing wherein we can bring speed of product-to-market faster. And we're talking months and weeks, we're not talking years and months.</p>	<p>My personal favorites include Tesla and also Faraday Future, that just came out with an innovation where you can basically sit in the car, and it will self-drive, self-park, and you can talk on your social platforms. And ultimately what I learned from the car industry – in this case, electric car companies – is that they're chasing the very same thing we are: a connected experience for the consumer in which they can interact with your brand, any which way they like, and for us to be prepared to be able to interact with them any which way they like: digital communities, hubs, and apps.</p>	Nicholas Vu	View Edit Delete
64	Anne Schlösser is founder and CEO of <a title="http://www.studiomem.com/" href="http://www.studiomem.com/">studiomem</a>, an innovation company and <a href="http://www.memoratio.com/">Memoratio</a>, a data driven venture builder. She has spent her career in solving innovation and design challenges for start-ups, mid-sized businesses and large corporations in Europe, the US and China. As a business designer and entrepreneur she discovers customer or market need, builds innovative offers and defines innovation strategy along the value chain of an organization. A lot of her work has been in transitioning product manufacturers into becoming service providers, and specifying the right digital product or business offer in a given environment. She studied Product Design at Art Center College of Design in California, and worked in consultancies in the US and Europe, before becoming a founder. She is at home close to Munich in the south of Germany, from where she collaborates with clients worldwide.	The ability to change is fundamental to the survival of any organism.  Organizations, like organisms, are subject to the same type of darwinistic rules to evolve under. Finding a fit to the environment is key to survival. Successful organisms strive, unsuccessful ones wither. Beyond the ability to change and adapt, organizations need to innovate to anticipate the next critical adaptation. Digital Innovation, oftentimes is a disruption if not a successful evolution of an existing analog system. Digitalization is penetrating all areas of life. As much as the ability to change, successful companies have to find their right fit in the digital environment. For manufacturers of physical products it means to become digital service providers, just as much as service providers can  “product-ize” their offer to remain relevant.	I personally believe “unlucky opportunism” is a big impediment to innovation, no matter what sector or organization. Things done opportunistically, not following overall culture or strategy will hinder change and adaptation. Managing opportunism across an organization can only be done with a strong evolving and guiding culture. Sometimes, however, opportunistic events, will turn into an adaptation, or even an innovation strategy, that’s “lucky opportunism.” Both, agility and foresight are needed to navigate opportunism.	studiomem is a strategic innovation and design company, with a 12 year history of delivering innovation services from strategy to implementation to start-ups, mid sized businesses and global fortune 500 clients. We constantly ask ourselves: what is the future of our business, dedicate time to gain foresight and innovate our offer. The paradox is, that selling innovation services, does not make you innovative yourself. You’ll have to eat your own medicine and dedicate as much time to innovate for your own business, as you expect from your clients. Earlier I mentioned that service providers will have to productize to be successful in a globally digitalized world. That’s what we are driving forward now. Two years ago we co-founded the data driven venture builder, Memoratio. A logical consequence of our experience as an innovation company, ultimate proof of expertise in innovation means venturing into entrepreneurialism. Besides venture building, Memoratio and studiomem are productizing our services by offering our clients<span class="apple-converted-space"> </span><a href="http://studiomem.com/data-driven-innovation">Data Driven Innovation formats</a><span class="apple-converted-space"> </span>or our<span class="apple-converted-space"> </span><a href="http://www.studiomem.com/visioneering">foresight format ‘Visioneering’</a>. In these formats, we are combining design thinking methodology with Big Data and AI - our clients benefit by gaining never-before-seen precision in finding opportunity and in understanding their audience in the future.	It is March 2021, we are in the midst of the third wave of the pandemic in Germany. Countries are getting ready to start-up again. The post-pandemic world feels within reach. Right now, everybody is asking themselves, how will it be different? What will change, what will stay or come back, what will be gone forever? Technologies driving the next two years will be anything, which is enabling rapid advancement and the evolution of digitalisation. During the Covid Crisis the world has became smaller as we collaborate and compete across organizations, societies, continents digitally. The given circumstances delivered the need to adapt to new environments. Within these new environments customers demand and businesses will deliver a new fit. The post-pandemic world however will by no means be less troubled. The climate crisis is here and now, more than ever, radical transparency, boosted by global digitalization will drive forward environmental, social and governance criteria. Change and adaptation will be crucial, not only for the survival of the individual organism but this time for the survival of the species.	Our current transition is driven by the pandemic, digitalization and climate change. Organizations are trying to understand how the post pandemic world will be different, how climate change will impact their business model, and how they can use technology to drive forward these changes to create positive impact. We utilize our <a href="http://www.studiomem.com/visioneering">foresight format Visioneering</a> to support organizations in finding ways to deal with these changes and uncertainties. Visioneering is based on forecasting plausible future scenarios, based on technology, social, environmental and business trends. We help our clients to think forward 20-30 years into the future and imagine their organization’s brand, products and services. We then sketch a roadmap backwards, giving them a long term innovation strategy and future purpose to work with. Our clients tell us, that besides the strategic outcome, their organizational cultures are deeply impacted by becoming more future-focussed and more aware of thinking long term.	Anne Schlösser	View Edit Delete

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Nr	Query	Affected	Num. rows	Took (ms)
1	SELECT `Menu`.`id`, `Menu`.`slug`, `Menu`.`referrer`, `Menu`.`url`, `Menu`.`report_id`, `Menu`.`other`, `Menu`.`created`, `Menu`.`modified` FROM `bpinorg_dev`.`tracking_routes` AS `Menu` WHERE 1 = 1	15	15	0
2	SELECT `Article`.`id`, `Article`.`date`, `Article`.`title`, `Article`.`author`, `Article`.`publisher`, `Article`.`description`, `Article`.`url`, `Article`.`program_only`, `Article`.`innovator_news`, `Article`.`created`, `Article`.`modified`, `Article`.`modifier` FROM `bpinorg_dev`.`articles` AS `Article` WHERE `Article`.`program_only` = '0' ORDER BY `Article`.`date` DESC LIMIT 8	8	8	0
3	SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `ArticlesProgram`.`id`, `ArticlesProgram`.`program_id`, `ArticlesProgram`.`article_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`articles_programs` AS `ArticlesProgram` ON (`ArticlesProgram`.`article_id` IN (1365, 1361, 1359, 1360, 1358, 1363, 1354, 1355) AND `ArticlesProgram`.`program_id` = `Program`.`id`)	4	4	0
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5	SELECT `Tag`.`id`, `Tag`.`tag`, `Tag`.`created`, `Tag`.`modified`, `ArticlesTag`.`id`, `ArticlesTag`.`article_id`, `ArticlesTag`.`tag_id` FROM `bpinorg_dev`.`tags` AS `Tag` JOIN `bpinorg_dev`.`articles_tags` AS `ArticlesTag` ON (`ArticlesTag`.`article_id` IN (1365, 1361, 1359, 1360, 1358, 1363, 1354, 1355) AND `ArticlesTag`.`tag_id` = `Tag`.`id`)	0	0	0
6	SELECT `Article`.`id`, `Article`.`date`, `Article`.`title`, `Article`.`author`, `Article`.`publisher`, `Article`.`description`, `Article`.`url`, `Article`.`program_only`, `Article`.`innovator_news`, `Article`.`created`, `Article`.`modified`, `Article`.`modifier` FROM `bpinorg_dev`.`articles` AS `Article` WHERE `Article`.`innovator_news` = '1' AND `Article`.`program_only` = '0' ORDER BY `Article`.`date` DESC LIMIT 4	4	4	0
7	SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `ArticlesProgram`.`id`, `ArticlesProgram`.`program_id`, `ArticlesProgram`.`article_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`articles_programs` AS `ArticlesProgram` ON (`ArticlesProgram`.`article_id` IN (1247, 1245, 1244, 1217) AND `ArticlesProgram`.`program_id` = `Program`.`id`)	0	0	0
8	SELECT `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier`, `ArticlesLeader`.`id`, `ArticlesLeader`.`article_id`, `ArticlesLeader`.`leader_id` FROM `bpinorg_dev`.`leaders` AS `Leader` JOIN `bpinorg_dev`.`articles_leaders` AS `ArticlesLeader` ON (`ArticlesLeader`.`article_id` IN (1247, 1245, 1244, 1217) AND `ArticlesLeader`.`leader_id` = `Leader`.`id`)	0	0	0
9	SELECT `Tag`.`id`, `Tag`.`tag`, `Tag`.`created`, `Tag`.`modified`, `ArticlesTag`.`id`, `ArticlesTag`.`article_id`, `ArticlesTag`.`tag_id` FROM `bpinorg_dev`.`tags` AS `Tag` JOIN `bpinorg_dev`.`articles_tags` AS `ArticlesTag` ON (`ArticlesTag`.`article_id` IN (1247, 1245, 1244, 1217) AND `ArticlesTag`.`tag_id` = `Tag`.`id`)	0	0	0
10	SELECT `Event`.`id`, `Event`.`name`, `Event`.`date_start`, `Event`.`date_end`, `Event`.`date`, `Event`.`not_exact_date`, `Event`.`location`, `Event`.`description`, `Event`.`url`, `Event`.`image`, `Event`.`category`, `Event`.`event_type`, `Event`.`created`, `Event`.`modified`, `Event`.`modifier` FROM `bpinorg_dev`.`events` AS `Event` WHERE `Event`.`category` = 1 ORDER BY `Event`.`date_start` DESC LIMIT 3	3	3	0
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12	SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `EventsProgram`.`id`, `EventsProgram`.`event_id`, `EventsProgram`.`program_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`events_programs` AS `EventsProgram` ON (`EventsProgram`.`event_id` IN (129, 127, 53) AND `EventsProgram`.`program_id` = `Program`.`id`)	1	1	0
13	SELECT `Event`.`id`, `Event`.`name`, `Event`.`date_start`, `Event`.`date_end`, `Event`.`date`, `Event`.`not_exact_date`, `Event`.`location`, `Event`.`description`, `Event`.`url`, `Event`.`image`, `Event`.`category`, `Event`.`event_type`, `Event`.`created`, `Event`.`modified`, `Event`.`modifier` FROM `bpinorg_dev`.`events` AS `Event` WHERE `Event`.`category` = 0 AND `Event`.`date_end` >= '2025-04-29' ORDER BY `Event`.`date_start` asc LIMIT 3	0	0	0
14	SELECT `Report`.`id`, `Report`.`date`, `Report`.`title`, `Report`.`subtitle`, `Report`.`summary`, `Report`.`author`, `Report`.`body`, `Report`.`upload`, `Report`.`image`, `Report`.`internal`, `Report`.`url`, `Report`.`featured`, `Report`.`program_only`, `Report`.`related`, `Report`.`enable`, `Report`.`created`, `Report`.`modified`, `Report`.`modifier` FROM `bpinorg_dev`.`reports` AS `Report` WHERE `Report`.`id` IN (3, 5)	2	2	0
15	SELECT `Tracking`.`id`, `Tracking`.`referrer`, `Tracking`.`user_id`, `Tracking`.`non_member_id`, `Tracking`.`report_id`, `Tracking`.`report_download`, `Tracking`.`other`, `Tracking`.`date` FROM `bpinorg_dev`.`tracking` AS `Tracking` WHERE `Tracking`.`report_id` IN (3, 5)	0	0	0
16	SELECT `Download`.`id`, `Download`.`user_id`, `Download`.`non_member_id`, `Download`.`report_id`, `Download`.`tracking_id`, `Download`.`date` FROM `bpinorg_dev`.`reports_download` AS `Download` WHERE `Download`.`report_id` IN (3, 5)	32	32	0
17	SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `ProgramsReport`.`id`, `ProgramsReport`.`report_id`, `ProgramsReport`.`program_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`programs_reports` AS `ProgramsReport` ON (`ProgramsReport`.`report_id` IN (3, 5) AND `ProgramsReport`.`program_id` = `Program`.`id`)	1	1	0
18	SELECT `Tag`.`id`, `Tag`.`tag`, `Tag`.`created`, `Tag`.`modified`, `ReportsTag`.`id`, `ReportsTag`.`report_id`, `ReportsTag`.`tag_id` FROM `bpinorg_dev`.`tags` AS `Tag` JOIN `bpinorg_dev`.`reports_tags` AS `ReportsTag` ON (`ReportsTag`.`report_id` IN (3, 5) AND `ReportsTag`.`tag_id` = `Tag`.`id`)	0	0	0
19	SELECT `MediaCoverage`.`id`, `MediaCoverage`.`date`, `MediaCoverage`.`title`, `MediaCoverage`.`author`, `MediaCoverage`.`summary`, `MediaCoverage`.`publisher`, `MediaCoverage`.`url`, `MediaCoverage`.`created`, `MediaCoverage`.`modified`, `MediaCoverage`.`modifier`, `MediaCoverageReport`.`id`, `MediaCoverageReport`.`media_coverage_id`, `MediaCoverageReport`.`report_id` FROM `bpinorg_dev`.`media_coverage` AS `MediaCoverage` JOIN `bpinorg_dev`.`media_coverage_reports` AS `MediaCoverageReport` ON (`MediaCoverageReport`.`report_id` IN (3, 5) AND `MediaCoverageReport`.`media_coverage_id` = `MediaCoverage`.`id`)	0	0	0
20	SELECT `Brainwafe`.`id`, `Brainwafe`.`issue`, `Brainwafe`.`ednote_title`, `Brainwafe`.`ednote_content`, `Brainwafe`.`feature_headshot`, `Brainwafe`.`feature_logo`, `Brainwafe`.`feature_logo_url`, `Brainwafe`.`feature_title`, `Brainwafe`.`feature_subtitle`, `Brainwafe`.`feature_content`, `Brainwafe`.`interview_headshot`, `Brainwafe`.`interview_logo`, `Brainwafe`.`interview_logo_url`, `Brainwafe`.`interview_title`, `Brainwafe`.`interview_subtitle`, `Brainwafe`.`interview_content`, `Brainwafe`.`contributed_title`, `Brainwafe`.`contributed_subtitle`, `Brainwafe`.`contributed_content`, `Brainwafe`.`enable`, `Brainwafe`.`current`, `Brainwafe`.`url_hash`, `Brainwafe`.`modifier`, `BrainwavesReport`.`id`, `BrainwavesReport`.`brainwafe_id`, `BrainwavesReport`.`report_id` FROM `bpinorg_dev`.`brainwaves` AS `Brainwafe` JOIN `bpinorg_dev`.`brainwaves_reports` AS `BrainwavesReport` ON (`BrainwavesReport`.`report_id` IN (3, 5) AND `BrainwavesReport`.`brainwafe_id` = `Brainwafe`.`id`)	0	0	0
21	SELECT `InnovatorProfile`.`id`, `InnovatorProfile`.`linkedin_url`, `InnovatorProfile`.`summary_bio`, `InnovatorProfile`.`answer_1`, `InnovatorProfile`.`answer_2`, `InnovatorProfile`.`answer_3`, `InnovatorProfile`.`answer_4`, `InnovatorProfile`.`answer_5`, `InnovatorProfile`.`leader_id`, `InnovatorProfile`.`modifier`, `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier` FROM `bpinorg_dev`.`innovator_profiles` AS `InnovatorProfile` LEFT JOIN `bpinorg_dev`.`leaders` AS `Leader` ON (`InnovatorProfile`.`leader_id` = `Leader`.`id`) WHERE 1 = 1 ORDER BY `InnovatorProfile`.`answer_1` asc LIMIT 40, 20	18	18	1
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

(default) 22 queries took 1 ms

Query

Error

Affected

Num. rows

Took (ms)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

SELECT `InnovatorProfile`.`id`, `InnovatorProfile`.`linkedin_url`, `InnovatorProfile`.`summary_bio`, `InnovatorProfile`.`answer_1`, `InnovatorProfile`.`answer_2`, `InnovatorProfile`.`answer_3`, `InnovatorProfile`.`answer_4`, `InnovatorProfile`.`answer_5`, `InnovatorProfile`.`leader_id`, `InnovatorProfile`.`modifier`, `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier` FROM `bpinorg_dev`.`innovator_profiles` AS `InnovatorProfile` LEFT JOIN `bpinorg_dev`.`leaders` AS `Leader` ON (`InnovatorProfile`.`leader_id` = `Leader`.`id`) WHERE 1 = 1 ORDER BY `InnovatorProfile`.`answer_1` asc 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	4.51 MB
View render complete	5.32 MB

Message	Time in ms	Graph
Core Processing (Derived from $_SERVER["REQUEST_TIME"])	13.39
Event: Controller.initialize	18.21
Event: Controller.startup	0.18
Controller action	2.44
Event: Controller.beforeRender	1.98
» Processing toolbar data	1.13
Rendering View	29.67
» Event: View.beforeRender	0.02
» Rendering APP/View/InnovatorProfiles/index.ctp	28.49
» Event: View.afterRender	0.02
» Event: View.beforeLayout	0.01
» Rendering APP/View/Layouts/default.ctp	0.75
» » Rendering CORE/Cake/View/Elements/sql_dump.ctp	0.26
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	aBAs6wC0BTER2MJyBRLAygABQgQ
Redirect Redirect Script Url	/innovator_profiles/index/sort:answer_1/direction:asc/page:3
Redirect Redirect Script Uri	https://bpinetwork.org/innovator_profiles/index/sort:answer_1/direction:asc/page:3
Redirect Redirect Https	on
Redirect Redirect Ssl Tls Sni	bpinetwork.org
Redirect Redirect Http2	on
Redirect Redirect H2push	off
Redirect Redirect H2 Push	off
Redirect Redirect H2 Pushed
Redirect Redirect H2 Pushed On
Redirect Redirect H2 Stream Id	9
Redirect Redirect H2 Stream Tag	9291-16-9
Redirect Redirect Status	200
Redirect Unique Id	aBAs6wC0BTER2MJyBRLAygABQgQ
Redirect Script Url	/innovator_profiles/index/sort:answer_1/direction:asc/page:3
Redirect Script Uri	https://bpinetwork.org/innovator_profiles/index/sort:answer_1/direction:asc/page:3
Redirect Https	on
Redirect Ssl Tls Sni	bpinetwork.org
Redirect Http2	on
Redirect H2push	off
Redirect H2 Push	off
Redirect H2 Pushed
Redirect H2 Pushed On
Redirect H2 Stream Id	9
Redirect H2 Stream Tag	9291-16-9
Redirect Status	200
Unique Id	aBAs6wC0BTER2MJyBRLAygABQgQ
Script Url	/innovator_profiles/index/sort:answer_1/direction:asc/page:3
Script Uri	https://bpinetwork.org/innovator_profiles/index/sort:answer_1/direction:asc/page:3
Https	on
Ssl Tls Sni	bpinetwork.org
Http2	on
H2push	off
H2 Push	off
H2 Pushed
H2 Pushed On
H2 Stream Id	9
H2 Stream Tag	9291-16-9
Proxy-nokeepalive	1
Http Accept	/
Http User Agent	Mozilla/5.0 AppleWebKit/537.36 (KHTML, like Gecko; compatible; ClaudeBot/1.0; +claudebot@anthropic.com)
Http Cookie	CAKEPHP=tlp9mij810ambpe5m5l87peda3
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	18.222.24.23
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	65311
Redirect Url	/app/webroot/innovator_profiles/index/sort:answer_1/direction:asc/page:3
Gateway Interface	CGI/1.1
Server Protocol	HTTP/2.0
Request Method	GET
Query String
Request Uri	/innovator_profiles/index/sort:answer_1/direction:asc/page:3
Script Name	/app/webroot/index.php
Php Self	/app/webroot/index.php
Request Time Float	1745890539.2627
Request Time	1745890539
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