Business Performance (BPI) Network: InnovatorProfiles

Innovator Profiles

Id	Summary Bio	Answer 1	Answer 2	Answer 3	Answer 4	Answer 5	Leader	Actions
25	<p>Kate Vitasek is an international authority for her award-winning research and Vested<sup>®</sup> business model for highly collaborative relationships. Vitasek, a Faculty member at the University of Tennessee, has been lauded by <em>World Trade Magazine</em> as one of the “Fabulous 50+1” most influential people impacting global commerce. Vitasek is internationally recognized for her for driving transformation and innovation through highly collaborative and strategic partnerships. She has appeared on Bloomberg radio multiple times, NPR, and on Fox Business News. Her work has been featured in over 300 articles in publications like <em>Forbes, Chief Executive Magazine, CIO Magazine, The Wall Street Journal, Journal of Commerce, World Trade Magazine</em>and<em> </em><em>Outsource Magazine.</em> </p>	<p>The University of Tennessee has been studying the nature of highly successful business relationships since 2003. Our research was originally funded by the United States Air Force with a goal to provide a pathway to long-term, collaborative success among business partners. We codified our findings into a methodology and business model that researchers coined as “Vested” or “Vested Outsourcing.” Our research first gained notoriety with the publication of <a href="http://www.vestedway.com/vested-outsourcing/"><em>Vested Outsourcing: Five Rules That Will Transform Outsourcing</em></a> in 2010. In a way that book began a movement that got people interested in learning how to work better with their strategic partners. The Vested methodology is based on five “rules” that when followed create a business model that fosters a high collaborative “win-win” relationship that purposely creates and shares value so that everyone achieves the win-win.</p> <p>The five rules are:</p> <p>- Focus on <em>outcomes</em>, not transactions: Flip the thinking from a focus on specific transactions to desired outcomes – instead of buying transactions, buy outcomes, which can include targets for availability, reliability, revenue generation, employee or customer satisfaction and the like.</p> <p>- Focus on the <em>what</em>, not the <em>how: </em>If a partnership is truly outcome-based it can no longer have a multiplicity of Service Level Agreements (SLAs) that the buyer is micromanaging. The outsource provider has won the contract because he is supposed to have the expertise that the buyer lacks. So the buyer has to trust the supplier to solve problems. </p> <p>- Agree on clearly defined and measurable outcomes: Make sure everyone is clear and on the same page about their desired outcomes. Ideally, there shouldn't be more than about five high-level metrics. All parties - which may of course include users and other stakeholders that aren't directly signing the contract - need to spend time collaboratively, during the outsourcing process and especially during the contract negotiations, to establish explicit definitions for how relationship success will be measured.</p> <p>- Pricing model with incentives that optimize the business: Vested does not guarantee higher profits for service providers - they are taking a calculated risk. But it does provide them with the tools, autonomy and authority to make strategic investments in processes that can generate a greater ROI and value over time, perhaps more than a conventional cost-plus or fixed price contract might produce over the same period.</p> <p>- Insight versus oversight governance structure: A flexible and credible governance framework makes all the rules work in sync. The structure governing an outsource agreement or business relationship should instill transparency and trust about how operations are developing and improving. And, of course, of where the next threats and challenges may occur, because business happens.</p>	<p>Simply put, the biggest impediments to innovation are old-school, transaction-based, and risk-averse thinking. I’ve found that waiting for the Aha! Moment when it comes to innovation generally means there will be a long wait…It’s much better to create a transparent, incentivized environment that encourages innovation both from within an organization and in conjunction with an organization’s partners.</p> <p>This is what P&G’s CEO, A.G. Lafley, did when he set out to reinvent the company’s innovation business model in radical and precedent-setting fashion. Questioning the sustainability of the conventional “in-house-do-it-ourselves” model, Lafley determined that looking beyond P&G’s walls could produce highly profitable innovations. In his book, <em>The Game Changer,</em> Lafley wrote about how P&G used innovation to spur company results. He wrote, “In an innovation-centered company, managers and employees have no fear of innovation since they have developed the know-how to manage its attendant risk; innovation builds their mental muscles, leading them to new core competencies.”  We studied P&G’s highly successful Vested relationship with Jones Lang LaSalle (JLL) for facilities and real estate management as part of our research. JLL has won P&G’s supplier of the year award three times and has won the International Association for Outsourcing Professionals GEO award for innovation in outsourcing for their progressive thinking in how they drive innovation through strategic outsourcing.</p>	<p>This is the million dollar question and why we actually put all of the effort into our research.  A Vested agreement is all about engraining innovation into the very fabric of business relationships. Our deep applied research helped us learn what the best were doing. Then our challenge became codifying our learning into a methodology that any organization could use. We’ve now got five books on the topic and seven courses that individuals and organizations can use to help them as they seek to embed an innovation culture into their business relationships.</p>	<p>I think the major trend will be the increasing realization that collaboration and transparent communication is a necessity in today’s technological and globalized business environment.</p> <p>Another trend that will continue to gain traction is the move away from transaction-based business models and the old-school emphasis on lowest cost and labor arbitrage. You’ll definitely see a rise in relational contracts that leverage a Vested or even a sound Performance-Based sourcing business model. Instilling collaboration through relational contracts will free everyone to do what they do best without constantly looking over their shoulder at the bean counters. The key is to make sure you craft these agreements properly. Far too many procurement professionals “say” collaboration and are beginning to shift to a relational contract mindset, yet they don’t have a clue what they are doing. We are working hard to make education accessible and have made five courses available as online courses –so they are widely available. This includes are Creating a Vested Agreement and Getting to We online courses, which both come with an excellent toolkit to help individuals not only learn – but “do.” </p>	<p>I’d refer once again to the P&G example and share some of their case study that’s profiled in the book <a href="http://www.vestedway.com/vested/"><em>Vested: How P&G, McDonald’s and Microsoft are Redefining Winning in Business Relationships</em></a> – which is related in chapter 2. P&G brought its focus on innovation to its facilities management relationship with JLL by challenging JLL to not just <em>take care</em> of its buildings, but to <em>take charge</em> of the buildings. The companies created a commercial agreement that was Vested in nature, meaning that they collaborated to produce win-win results by sharing and creating value through innovative, performance-based goals. Basically they flipped the conventional outsourcing approach on its head: P&G developed a business model around contracting for transformation and results instead of contracting for day-to-day work and transactions.</p>	Kate Vitasek	View Edit Delete
51	<p>Nancy Selph is the COO for Innovation and Data Governance at Deutsche Bank in New York. She manages the central team that supports the innovation function globally through labs in locations around the world. The labs collaborate with a global focus and share three principal goals: to help the bank evaluate and adopt emerging technologies, to develop a culture of innovation, and to contribute to the bank's digital strategy.</p> <p>The launch of the Deutsche Bank Innovation Lab New York in March marked the fourth lab in the iconic bank’s global initiative to create an ecosystem for Fintech innovation. Representing an integral component of the Frankfurt-based bank’s broader, growth-oriented digital strategy of enhancing products and service to clients, the labs explore and evaluate scores of start-ups and emerging technologies to unlock business benefits such as better risk management, tighter controls and enhanced client experience.</p> <p>The innovation labs were the brainchild of Kim Hammonds, Member of the Management Board and Group Chief Operating Officer, three years ago after she joined Deutsche Bank from Boeing. The labs are located near Deutsche Bank’s business and technology centers and embedded within top innovation ecosystems. The core function of labs teams are as innovation specialists representing the bank’s interests. They seek to understand the demand challenges of internal partners within the bank and then look to globally vet new and emerging technologies. They then explore if there is a match and conduct experimentation to see if the solution can work inside the bank.</p> <p>Among the technologies Deutsche Bank has adopted via the labs is a web-based financial risk analysis tool. The new service alerts credit risk officers so they can actively manage client ratings, thereby supporting better business decisions and liquidity for clients. Another tool helps analyze surveillance data harvested from multiple sources bank-wide.</p> <p>The labs help transform the bank through adopting emerging technologies and by working on the more complex process and technology themes the bank faces. Digital retail banking, Distributed Ledger and the future of international payments are some of the larger challenges they are exploring.</p> <p>“Some people believe innovation has to be instant and revolutionary. But all eureka moments come from years of hard work and evolutionary change. Global banks will evolve to where we want to be in this same way. We will utilize new technologies to solve challenges that will be rolled out incrementally across the bank.”</p> <p>Having worked for a Fintech pioneer in the early 1990s, Selph has the benefit of having both witnessed the impacts of several game-changing innovation generations in the finance sector, and of understanding changing expectations in an age of digitally empowered customers. In her career, she has held key operations and executive roles with five investment banks.</p> <p>“I joined a small company called Teknekron Software Systems in 1990, which revolutionized the way trading floors operated,” she recalls. “Teknekron developed the middleware which distributed digitized stock market data to trading floors. The company became TIBCO in 1994. That technology in the early ‘90s was game-changing. We knew more about technology than the people using the systems, which is typically not the case today. This is because most people working at Deutsche Bank, or any other enterprise, tend to have access to faster and cheaper consumer products than we can provide inside of the bank. Banks have merged and they have been acquired, and they have different systems for varied purposes. It is very challenging to fully integrate those systems. That is one of the challenges the bank has when adopting new technologies.”</p>	<p>The idea of the lab presence itself is about giving people a space to come and think differently and engage with us. We run demand sessions with our business teams to get to the root cause of their challenges and then find solutions to meet those needs. It is the applied adoption of new technologies with a return on investment by decreasing risk, simplifying the environment or increasing revenue. By the time we have introduced the technology into the bank, we are confident it will make a difference.</p>	<p>All large banks have challenges. The size, credentials and history of the bank reflects the complexity of the underlying systems and processes that need to be transformed. The labs have been created specifically to tackle these challenges on all fronts. Some are easier than others to solve, but the needs of our business and technology partners within the bank are always our focus. Something that helps overcome impediments is how well the labs have been embraced by the bank. There is huge support and engagement at the executive level to make Deutsche Bank great from a technology perspective. </p>	Innovation is one of the pillars of Deutsche Bank and at the cornerstone of everything the bank is doing. Our CEO, John Cryan, talks about the innovation labs often in his public speeches as a means to enable us to service our clients in a better fashion. It is a top-down imperative with a bottom-up implementation, making the lab accessible to everybody. The labs are for all Deutsche Bank employees. People come in and see the bank has invested in working differently. Everybody who has walked through our doors or spoken to one of us feels the excitement and takes it back to their desks.	<p>Over the next few years, technologies such as artificial intelligence, robotics, machine learning, and analytics will transform the banking industry. What these new technologies can do with analyzing and transforming vast amount of data is amazing.</p>	<p>I love how Panera Bread leveraged technology to change the ordering experience. The wait was long and the orders were not always right. They transformed their ordering process through in-store kiosks and a mobile app, so now it takes a minute instead of eight to order your food there. I’m always looking for ways to save time in my life, so this resonates with me.</p>	Nancy Selph	View Edit Delete
46	<p>CA Technologies has emerged as one of the world’s largest independent software companies, based on a mission to "create software that fuels transformation for companies.” Its consistent approach, across 40 countries of operation, is to remove obstacles in companies’ journey to success within the application economy, providing solutions on everything from digital transformation and security to customer experience and speed-to-market – and to bridge the gap between ideas and business outcomes. In March of this year, CA Technologies was recognized among software leaders as a “2017 World’s Most Ethical Company” by Ethisphere Institute.</p>	<p>The CA Technologies Business Analytics team is a global corporate team that provides business insights to stakeholders across the company, including sales, marketing, customer support, customer success, product engineering, HR, finance – you know: everybody.</p> <p>The charter of my team is to help improve the top line of the company by changing our culture so that decision-making is very data and insight-centric, enabled by analytics. We have been quite successful in that goal.</p> <p>Today my team is changing the game by influencing the strategy and operations of the company. We are helping personalize the customer experience at every touchpoint by injecting customer insights at every point of engagement. In that regard, especially when it comes to large enterprise software companies, we are unique. In fact, over the last year, Forrester has published 'best practice' reports that have cited what we are doing at CA.</p> <p>If you think about retailers like the Amazons, e-tailers, and Googles, they all have B2C models that have used analytics to propel their business forward. We are leveraging concepts from the B2C world and bringing them to B2B, specifically in an initiative to transform CA from a traditional B2B enterprise software company to what we call a B2I, or “business to individual.”</p> <p>This is a response to how buying software has changed drastically. Millennial buyers have a very different mindset, even when it comes to enterprise buying. They are higher risk takers as compared to the traditional CIOs and the baby boomer buyers, which means they will not sign very large enterprise deals. They want smaller scale deals that they can test and get in and out of quickly. For enterprise software, companies need to foster a better connection with millennial buyers and engage them continuously throughout the buyer’s journey. This means marketing and selling to them in the digital realm in a way that recognizes them as individuals and personalizes their experience.</p> <p>Our strategy calls for analyzing our customers not just from a firmographics standpoint, but also demographics, psychographics, and technographics perspective. Many companies are thinking about this approach, but they haven't embarked on this path because this type of transformation is a very difficult thing to accomplish. It requires top leadership, a very thoughtful process, and the right team geared towards innovation.</p> <p>To deliver the value our internal customers have now come to expect, we put a significant emphasis behind educating people in the art of possible. Our stakeholders don’t always know what is possible with analytics. It is my job to show them. For example, last year we were able to pinpoint customers who will not renew contracts with a high degree of accuracy. This was a first in the company, and opened many eyes. Another example: Our chief customer support officer wanted to reduce the number of calls coming into his call center, and have more collaboration occur in the online communities where customers can discuss and solve their own problems. Essentially, he wanted to go into an omnichannel direction for support. With analytics, we were able to offer insights as to why people call the call center and suggest solutions to best leverage online communities. Calls have since been dropping, and engagement through online communities has increased.</p>	<p>Culture is the biggest barrier to innovation. If you are in a legacy company, there can be a certain mindset that I call the "not-invented-here" syndrome, or “this is how we do it because this is how it has always been done,” ideology. That to me is one of the biggest impediments, because it means that no matter how the world is changing, we are insular and we will keep doing things the same way. </p>	<p>The culture that I found when I arrived two and a half years ago is drastically different from what CA’s Business Analytics organization is today. Many companies are controlled by top-down policies, but I believe to foster innovation, you need to set people free; let them think. Senior leaders can establish aggressive goals, but then need to let employees go on their own. They will make mistakes, so leaders must provide the air cover. Of course, if somebody makes the same mistake again and again, then there is a problem. But if an organization wants to succeed in innovation, employees cannot be afraid to try new things and sometimes fail.</p> <p>In my opinion, innovation is a drug. Once people get used to that mindset, the feeling of moving fast and being creative thinkers, you can’t stop that, or people will actually leave.</p> <p>A start-up environment is a good example – they are free, they are innovative, they do cool stuff. You have to change the way an enterprise company operates to mimic that mindset and create an environment of innovation.</p> <p>So, we essentially created a start-up within CA’s Business Analytics organization. Innovation is key at CA, and our culture, as defined by our internal Mission & DNA, is one of innovation, customer-centricity, and collaboration. When it comes to hiring new employees, I look less at their technical skills because in our industry technology changes very fast. Instead, I ask: “Are they passionate about what they do? Are they customer-centric? Are they collaborative? Are they curious? And do they have the willingness to learn and grow?”</p>	<p>Artificial intelligence and robotics are the two things that will change the game in our industry and the world at large. In a succession planning discussion with my boss last year, he asked, "Who's your successor?" and I sent, in jest, a picture of a robot.</p> <p>I've been in technology for about 28 years now, and I have never seen a pace of change as rapid as I am seeing now. If you think back to the Hewlett-Packards and IBMs, why were they successful? Because they created something a customer valued. That measure of success hasn't changed.</p> <p>What has changed is the definition of value. We Baby Boomers used to value automation. There was a focus on productivity improvement, which was of value. But now, when I talk to my daughters, when I talk to the millennials, they value Snapchat or Instagram. The value system, and how long that value lasts, is fickle and rapidly changing.</p> <p>To be successful in this new millennial-driven market, companies must track their value system. It is not humanly possible to do that, due to our own internal biases. So, when it comes to artificial intelligence, it's not just about having data, analytics and insights - it’s about using that information to analyze: How are values changing, and thus how are buying patterns changing? How does that influence your products and services? The only way to do that is through artificial intelligence.</p>	<p>Start-ups are entirely focused on product innovation and creating products or services that solve people’s problems. Innovation is not an easy task, but it is simply easier to innovate when you are a start-up and don't have quarterly pressure to report performance to shareholders.</p> <p>Innovation must be customer-centric, and you should think about it as solving somebody's problem. To me, a perfect innovation strategy is when not only are you creating products and services that are absolutely moving the world in a new direction, but also satisfying shareholders and customers.</p> <p>I think two companies that are doing this successfully today are Tesla and Amazon. That is the magic sauce for innovation. </p>	Saum Mathur	View Edit Delete
60	<p>Mehdi Tabrizi is the CMO and General Manager of Innovation and Customer Experience for Moda Health. He says his role is about creating authentic connections,  the best possible customer experience, and meaningful innovation. Above all, it is about making a positive impact in people’s lives and the communities Moda serves.</p>	<p>Prior to coming to Moda Health, I worked for one of the world’s most renowned customer experience, innovation and brand consulting agencies for over a decade. I was fortunate to partner with a lot of different companies around the world, from global Fortune 500 businesses to startups and across a very broad range of industries. My observation in working with those companies is that a culture of innovation requires a commitment at the highest level. That commitment has to include the right structure, resources and investments. Without that you’re not going to succeed in creating a culture of innovation. You might have an innovation project, but then it goes away. Once you have a strong commitment, you must have a strategy that is closely aligned with the company’s DNA and vision. If you’re a technology laggard, you cannot suddenly become a technology disruptor. However, you might decide to become a fast follower. You really need to have a strategy that fits within the context of your business. You also need to understand where your innovation focus should be, which domain you’ll concentrate on. Is it on the operations side, the product side, or the customer experience side?  You also need to have the right structure and leadership that can build the necessary competencies in the organization and bring in the right staff and skill sets.  Creativity is key to innovation, and therefore you need to have people with a creative background. Your innovation leaders need to have a rich understanding of what innovation is, how you build a strategy and how you put in place the processes to get there. It’s important to find people who are both passionate and can drive the innovation process. Finally, you must have the appropriate systems in place to support them.</p>	<p>In the health care industry, governmental policies and regulations can be a real impediment. Innovation often requires a long-term view of the market. But if every four years or so there’s a change in regulatory policy, it makes it very difficult to think long term. Also, I think there is often a lack of true innovation culture in health care organizations. Many of the people in health care have only worked in the healthcare industry and therefore they don’t have experience in other industries where innovation is better practiced. So, in health care, some of the impediments have to do skills, culture, policy and, in some cases, a lack of true competition, which can spur innovation. The industry is also very fragmented. We have a lot of small operators who don’t have the resources to both drive and scale innovation. However, I do think things are going to change. We’ll see the larger players push significant innovations, and the smaller players will either have to innovate or partner with organizations that have developed new technologies and platforms. More generally, I believe there is also a lack of expertise about the practice of innovation. For example, organizations need to understand and appreciate that not every innovation is going to succeed. Failure is an important part of the innovation process. To be successful, companies need to have the right mindset.</p>	<p>Innovation needs to be inclusive. You have to empower people if you want to make innovation part of your culture. If companies want to make it part of their DNA, then everyone should take part. You need to celebrate your wins and understand that your failures are learning experiences that can also drive innovation forward. Another key factor is cognitive diversity. You need to celebrate diversity of people, backgrounds, thoughts and ideas. In organizations that are very hierarchical and top down, you often don’t have the flow of information and ideas. Innovation happens top to bottom, bottom to top and sideways.</p>	<p>Two of the big factors that are driving change in the health care industry are affordability and the consumer. The impact of Covid-19 has only increased the consumer dynamic. The virus has shown that it can affect any of us, no matter what our income, ethnicity or geographic location might be. And when it comes to safety and security, people want to be in control. To meet the needs of the consumer, health care needs digital transformation. Right now, it is behind most other industries. However, digital transformation is coming to health care and it will drive major changes at every level, whether its operations, experience, treatment, such as virtual care or remote care, or wellness, with things like wearables and remote devices. Another big trend is the shift to home care. Home and local care is going to become more prominent. The idea that every time you’re sick you go to a major hospital is changing. Something else we’ve seen coming for some time is the shift from fee-based to value-based reimbursement. That is an important trend that is changing our industry. Ultimately, in terms of technology, I think the confluence of data and digital will be a huge driver of change.</p>	There is a lot of innovation going on in health care. Innovation can be compelling at a lot of different levels. There’s the offering—the product and service side. There’s operational innovation in terms of the business model, the network, and the infrastructure. One area that a lot of companies are focused on is engagement, which is the service side, the channel and the overall experience.  On the product offering and experience side, an example of an exciting innovation is ultrasound-to-go, in which a pregnant woman is given an ultrasound she can take home and hook it up to her phone, so the doctor can do an ultrasound without the woman having to leave her home. From an operations perspective we’re seeing diligent robotics that can take over many of the tasks now performed by nurses. There are new patient monitoring systems that take advantage of artificial intelligence and vision technology, so that patients can be effectively monitored without nurses having to enter the room. In terms of wellness, you’re seeing new solutions that help people with aerobic fitness and conditioning. There is increasing amount of innovation starting to take place in health care across the spectrum. It is a great time to be in healthcare. And the most rewarding part is that you have an opportunity to make a real difference.	Mehdi Tabrizi	View Edit Delete
40	Schell is a Member of the Board of Directors of the German speaking SAP user group (DSAG), specializing in business processes and digital transformation. Beside this, he also runs the bi-yearly Globalization Symposium for international user communities.	<p>Others try to be on the political side; some try to be advisors, but what we really offer is the practice. What we can deliver on is the knowledge and experience of 3000 company members – both large and also midsized.</p> <p>We ask – are you prepared for 24/7? Are you prepared for changing from products to services? Are you really cyber-ready? I am talking a lot about IoT – we need to change in terms of its promise. How do we motivate this group of people who are doing IT business processes to adopt new business models to reflect these capabilities?</p> <p>Many leading companies are evaluating the importance of digitization, and new business models, and I see a responsibility with vendors such as SAP to inform and accompany them in their transition to a digital future. I want to ensure people are aware of what they need to think about – to get from digital to practice. We don’t know everything, but we do know there will be huge change. Companies will really be out of the game if they don’t change their business models. There are companies which do sensoric very well, but they don’t understand the business models, and there are those with good business models, but no clue about sensoric. We must bring those together.</p> <p>Business model development and innovation needs to have an iterative approach, not a sequential process. I think IoT will change asset-rich industries in a positive way – you’ll know the usage and change in your assets. You can add sensoric to 10 year-old assets and derive a longer lifecycle. The question is how you change your business model around it.</p> <p>In terms of the mix of skills sets companies will need, what we see going on in the European ecosystem, for example – universities; schools – is that there is a lot of momentum to embrace a positive attitude about change. The question is only how far to take this attack mode. It is difficult to understand what’s going on regarding China and India – they are so huge. Everyone in the west knew Amazon; not many knew Alibaba, and yet Alibaba is much bigger than Amazon ever will get.</p> <p>In Germany and Switzerland, and really Europe in general, there is nothing we can do anymore in terms of extracting materials from the ground. All we can provide is knowledge. In recent decades, our exports have been dominated by engineering; by producing the best machines. But knowledge is the future. Nevertheless, too many executives tend not to take the opportunity, and wait for others, which is a pitfall. More acting than (worrying) is the right thing to do.</p> <p>Some organizations still believe they can run with isolated strategies – with marketing/sales and production/purchasing in isolation. I firmly believe you can no longer do this alone. Companies need to have a clear glide path of where they want to go; they need clear buy-in that transformation is both top-down and bottom-up. What I think companies normally don’t do, and what they should do, is to really attack markets. Uber attacked.  Do you really believe that if Uber had entered the market in the normal, slow way, analyzing and checking everything – they would have succeeded?  They did not wait. Many other companies should also move away from a risk-awareness position to attack mode.</p> <p>They need to ask: How can I attack other areas where I am strong? Many companies believe they are world-leading, and then some company in China, or Korea, or India has already overhauled them from an income perspective.</p> <p>Executives must ask: are we ready for the shared economy? Are we truly cyber-ready? A lot of people talk about data analysis and big data, but at the end of the day its not about the big data – its about finding a pattern from the data which creates a new business model.</p> <p>Too often, this is not what companies do. We analyze to death; we prepare for a presentation, and we wait for someone to make a decision. And when the CEO makes the decision, they are not ready for that decision because they are too large. The way of working together needs to change.</p>	<p>Companies need to move away from risk aversion and towards attacking markets. Also, companies need to involve the youth and their perspectives into the discussion. There are cultural barriers. We cannot truly go into the digital world in healthcare – which I would like, certainly – if we don’t change the rules of engagement. We will never get 100% security, but we never had 100% security anyway.</p> <p>I see that some people are overloaded with what’s going on – take the most talented marketing people: they need to understand that CRM will completely change everything in that field. So it is most important that people stay open.</p> <p>Will people lose their jobs? Maybe – but there will also be new jobs, and there will be a bridge between old skills sets and the new skill sets.</p>	<p>Within our organization, the culture of innovation runs very deep – because we have been doing this for the past 30 years; we do business processes; we do transition management. This is our advantage – we are practiced at this.</p> <p>There is real excitement about how we can use assets in a different way. There is a passion about the business value being brought by digitalized business models. About smart cities and automated driving, and many others.</p> <p>Open minds are the key. Imagine you are at door of a supermarket: it will already recover your data from your smartphone, knowing your behavior and your previous buying patterns – and you will be guided. This will happen much faster than we expect – and the next generation already expects it, and does not fear these kinds of changes.</p> <p>When we order from Amazon – do we wonder about security and reliability?  No, we already know they are reliable. So trust in new technologies does not take decades, or even years.</p>	<p>Real Time. It will be a real-time world. You will get information in real time and make decisions in real time, because you have the capabilities and skills, and because consumers will expect it. You will be in front of a shop and they will know what you want.</p> <p>Business models will change – often, toward technology-enabled services. We had analytics before – just not this quickly. Now you have all this discussion about data, but what about business models? That is the next discussion.</p>	<p>What I find really cool is the potential in healthcare devices to actually do what we saw in Star Trek in the ‘70s. Remember that noise – <em>doo-da-doo</em> – when they would go over someone’s body with a handheld device to detect a defect? I think its great that that will happen. When I go to a doctor, I don’t want to answer questions about my age; what I’ve been eating and how much I have been exercising – I want them to know that already.</p> <p>As a consumer, I love to be recognized. I don’t worry about old notions of privacy, when there are such amazing benefits.</p>	Otto Schell	View Edit Delete
32	<p>Described as “a Renaissance man of the digital age,” Pieter Nel – Senior Vice President of Operations at YouNow – is also a pilot, a yacht skipper, a mountain rescue volunteer, and a MIT-award-winning entrepreneur. Previously, the South African-born executive and engineer was the CTO who helped propel the massive early growth of Africa’s largest social network, Mxit – which, at one point, was larger than Twitter.</p> <p>A <a href="http://www.sablenetwork.com/inspirations/advancements-achievements/why-mxit-should-be-a-source-of-both-lessons-and-pride-for-south-africans">new profile</a> on Nel on BPI’s sister platform, the SABLE Accelerator, adds: “The 40-year-old is a key innovator in three of the most coveted fields of the new economy – virtual currencies, machine learning and monetization strategy – and he’s doing it all for YouNow: a platform which defines the social connectivity revolution.” This live video social network is even disrupting the cable TV space, having recorded average active user times for its millions of subscribers at almost 50 minutes every day.</p> <p>Nel positively boils with ideas for disruptive technologies – and told BPI that he has retained his passion to innovate on mobile platforms to empower African entrepreneurs. Is this Q&A, Nel also speaks about the potential for “smart farming” in Africa, enabled by drones and smart data. He has also harnessed his experiences of leading dozens of mountain rescues for a Thought Leadership project that principle tech founders and CEOs should use in navigating the fast-changing market landscape.</p>	<p>Open communication and easy interaction between people of different backgrounds always have a net positive impact on society. We saw this at Mxit where we allowed millions of users to interact and communicate at a mere fraction of the cost of an SMS. Once again at YouNow, we are using the video medium to allow users from all over the world to socialize, meet friends and exchange ideas.  It’s an extremely interactive platform – you are chatting directly with the broadcaster and fellow viewers, live. There is this powerful need for social interaction, to share ideas and opinions, and this is a fantastic channel for that impulse.</p>	<p>I believe very few American startups have an understanding of global markets and user bases and how to serve them well.  The Internet has moved to mobile and the potential markets in Brazil, Africa, India and South East Asia are far bigger than what you find in the US.  Understanding how to be successful in those markets early on in your growth is a key differentiating factor. In that respect, the Mxit experience was extremely advantageous, as we were in many respects years ahead of the curve in terms of building mobile-first global communities.  In general I find South Africans to be much more comfortable in a global context and within a culturally diverse environment.  </p>	<p>Innovation is a culture that is driven from the top. One needs to create an environment that allows for experimentation and failure. If your team is too afraid to fail, and not incentivized to experiment, they won't do it.  It actually requires a lot of discipline too - engineers are bound to continue tinkering with something for too long and one has to have the discipline to move on to try new things.  When Herman Heunis was running R&D at his Swist Group Technologies - the directive was to try 10 new things each year.  One of them ended up being Mxit.</p>	<p>It is going to become increasingly difficult for business leaders to be effective without the ability to engage deeply in analytical thinking and understanding data, complex systems and non-linear effects.  We live in an increasingly complex world, and it's all too easy to make bad decisions based on data that is not fully understood. Every business executive should have a basic understanding of data science and statistics. </p> <p>From a technology perspective, mobile video, virtual reality and the Internet of Things are of course the big trends that most analysts agree on. In the emerging market context I believe that there is a large potential for drones combined with smart data analysis to revolutionize smart farming in Africa. Africa has enormous potential in terms of agriculture and it unfortunately doesn't come to it's full right given all the strife, corruption and policy failures like we've seen in Zimbabwe.</p>	<p>One of the successful behaviors of innovators is to bounce their new ideas off of as many people as possible. MIT professor Hal Gregersen describes this as one of the 5 traits of successful innovators in "The Innovator's DNA." Steve Jobs was always talking about his ideas to everyone - and a diverse set of people too.  Innovators continually iterate and enhance their thinking in this fashion. The opportunity to do this is of course much better in dense environments like Silicon Valley, Cambridge, MA and NYC.  It's a behavior I try to imitate all the time.</p>	Pieter Nel	View Edit Delete
36	<p>Tim Gilchrist is a Fellow at The Health Innovation Technology LAB (HITLAB.org), which is part of Columbia University and conducts grant work in healthcare research and technology, consults to organizations, governments, startups, and hosts the Health Innovators summit (<a href="http://www.hitlabsummit.com/">hitlabsummit.com</a>). HITLAB helps organizations ideate, create, and evaluate innovative technologies to improve healthcare around the world. Tim's involvement with the Lab and Columbia stretches back to 1999 when he first started guest lecturing on health informatics.    </p>	<p>One of the areas I am most active in is the application of machine learning to health care, specifically interpreting individual’s social media feeds and determining their health status. This sounds odd but social media provides a unique environment where people openly discuss their personal lives: how they feel, what they eat, their activities, etc. Social solves a big problem in health data in that it is immediate where most health data are not immediate and often take months to gather and process. At the same time hospitals and individual physicians are moving from fee for service to quality based programs that place emphasis on health outcomes, not how many procedures were performed. This tectonic shift in health care creates a need for information regarding the health of people around; let’s say a hospital, not just the people who come in the front door, but the ones living miles away.</p> <p>To meet this challenge I developed a system that listens to social media posts within a certain geographically defined area and deconstructs the stream of posts to predict who displays signs of having diabetes. It works by looking for word patterns in the text of the post and then matching that information to the person’s profile information. In tests involving thousands of posts, it is 74% accurate. Some of the interesting patterns that emerge is that diabetics tend to have many friends on social media – over 1,900, but they don’t tend to status very often – less than 65 times in a year. They also tend to say really funny things regarding their disease. Actual tweet:</p> <p><strong>“Lets play a game called how many times will my relatives ask about my diabetes. #byyyyeeee”</strong></p> <p>This system could be helpful to health providers who are looking to engage with at risk populations as problems emerge, not just when patients end up in the ER.</p> <p>The HITLAB is also active internationally and is part of (<a href="http://www.grameenfoundation.org/what-we-do/technology/mobile-health">MOTECH</a>), the groundbreaking mHealth initiative designed to increase the quantity and quality of pre- and post-natal care in Ghana.</p> <p>MOTECH uses mobile phone technology to improve maternal and child health knowledge and health-seeking behavior in rural Ghana. The program’s Mobile Midwife Initiative provides pregnant women and new mothers with information on pregnancy and infant care, nutrition, malaria, maternal and childhood immunizations, and family planning, as well as reminders to seek timely health care. The initiative offers these services in either SMS or voice option, in multiple regional languages. MOTECH also helps community health workers identify women and newborns in their area who need healthcare services, while enabling these health workers to cut down on paperwork and increase accuracy by giving them the ability to enter patient data via their mobile phone.</p>	<p>Given the passage of the ACA and the increasing cultural focus on wellness, we are in a very supportive environment for our services. The major hurdle that remains is data. In the United States we just don’t have a standard format for health data or a central repository to keep it in. This is unlikely to change anytime soon so we use the data we have to fill in the gaps and create as accurate a picture of someone’s health as we can. Again, machine learning plays a big role here. </p>	<p>Many of us at HITLAB have classical training in the sciences (MDs, nurses, psychologists, statisticians) so we tend to approach challenges from the scientific point of view. You won’t find anyone at the HITLAB who believes there is an unsolvable problem in health.</p>	<p>As I mentioned earlier, access to a standard set of data is one of our limitations. The market is rushing in to fill this gap as more people create and share health data through cell phones, wearables and medical devices. Not only are these data real-time, they capture aspects of health that no one has ever seen before in such quality and quantity. For example, a detailed record of an individual’s movements and physical activity, the actual locations of where that activity took place. </p>	<p>When the HITLAB takes on a grant project or health study, the team always includes people from ‘outside’ healthcare. We include musicians, artists, HR people in solving some very deep technical health issues and it never ceases to amaze me how these people from varying backgrounds contribute so effectively to our work. This practice is actually codified in HITLAB procedures.</p> <p>I’ve also seen research on what motivates people to change and develop healthy habits. Traditionally, healthcare looked at people with a disease such as type II diabetes and immediately focused on their need to lose weight, which seems logical but ignores the root cause of the disease. The root cause may be something very different, the person may be lonely or depressed. To directly attack the root cause researchers offered pet adoption to type II diabetics. This may seem unorthodox but what’s the first thing you need to do with a puppy? Chase it around and walk it. Perfect! I would expect to see great progress in the field of behavior change through similar methods as the one above. </p>	Tim Gilchrist	View Edit Delete
24	<p>Mark is the Head of Innovation at News Corp Australia and a former executive at AOL and Yahoo. Drasutis is an established business leader and digital expert with 20 years of media and digital product experience. He is focused on defining and delivering digital leadership and innovative and creative user-centric solutions within market leading, global digital businesses. Delighting all customers of digital products is a passion Drasutis brings to his teams and organizations. He has continually driven the creative vision and customer focus of his teams. He has implemented innovative and strategic thinking, as well as thought leadership, internally and externally, within all his roles and evolved customer perceptions of the businesses. <br /><br /><br /></p>	<p>News Corp is actually where the customers are, and that’s the change. Its about innovating around the proposition that content is about “and,” not “or.” In the past, customers either bought a newspaper or consumed content on mobile, or on PC, or Tele, or listened to it on the radio. Now, they are consuming content in newspapers and on Twitter, YouTube, in their cars, and on Spotify, so if you take the “and” model, it becomes about curating great, relevant content and delivering it where and how the customer needs it.</p> <p>With declines of 15% circulation in Australia and 20% revenues on the newspaper side – you need to innovate yourself out of that bottle, but you need to innovate in the right way. We’ve embraced the reality that newspaper companies are never again going to own content and distribution and packaging. In fact, we don't see ourselves as a newspaper company; we are a content company.</p> <p>Habits for consuming content have changed, and we can shape those habits. Do people buy newspapers for breaking news? No they don’t: because news is broken on Twitter and Facebook and then on other platforms. Content habits have changed. But job of producing great content hasn’t changed. We are recombining content in new ways for customers. We are now producing multi-dimensional long-form story telling in digital; creating a rich immersive experience in video, audio, graphics, everything. The Captivate platform in Australia allows us to build those.</p> <p>For example, we produced a story around Cinderella Man: the amazing journey of an Australian man to becoming the country’s first heavyweight boxing champion. We’ve just done a great piece of footage for surfers for an angle of a surf break which you would never have seen before, using drone footage, and two surfers: one a leftie, one a rightie. So how do we get to surfers? We promote it on Facebook, we promote it on Twitter, we made a 15 second video for Instagram, and then we moved it to content for tablet.</p> <p>The Wall Street Journal is doing the same thing, with amazing footage from the Oracle boat for the America’s Cup. When we have these great stories involving multiple assets, we ‘re able to quickly build rich story telling elements now that we didn’t think we could do three years ago. So it’s a case of: We’re capable - lets do more of that.</p> <p>The reporters who do these pieces, like Trent Dalton, now know when they start looking at the yarn, they need a videographer, a photographer; he needs to understand how to work with a developer and designer to tell the story best via the digital channel. And that’s just one space.</p> <p>On the other extreme, we just launched in Australia – news.com.au and Foxsports - on Snapchat’s new Discover platform. Once again, here’s another area where we’re atomizing our content and saying we’re going to create an edition every day which is relevant to a Snapchat customer, which is more a teen, kind of funny, laugh-out-loud type of experience.</p>	<p>FEAR of not knowing. If I don’t know about it as a senior executive, I’m not sure I want to unleash my team on something I don’t understand. So, for instance, we built a digest App for <em>The Australian</em> and gave it to one of the lead editors to play with over Christmas. All it involved was his content recombined into an App, but now he understands what the power of that can be.</p> <p>Another challenge for innovation is fear of quarterly targets. The trick is to make innovation real in people’s minds. Without that, people think that they wouldn’t know how to execute the ideas they had; they don't have the confidence to ask for forgiveness, rather than permission. The key is to allow people to fail safe, and to lead with an approach where you show, not tell. Stop having meetings about meetings and show it to someone. They rightly say that a picture is worth a thousand words, and that a prototype is worth a hundred meetings.</p> <p>Its not technology that’s the disruptor, it’s talented employees thinking like entrepreneurs that is. This business had forgotten a little bit that it had an entrepreneurial spirit at his heart. Rupert Murdoch is one of the best entrepreneurs in the world: his three drivers are opportunism, innovation and intuition. As a staff member, you should be working on those three things. Go and do it. You still have to do the business casing – you can’t work outside those processes. You still have to get new projects singed off by the finance departments and agreed by the board. So in essence, ideas are not a problem; timing and execution is the problem.</p>	<p>News Corp has had a couple of innovation efforts previously, but they were largely external, and my title didn’t exist two years ago, which says something in itself. Certainly, there was recognition that the most expensive seven words in our business were “But that’s how we’ve always done it.” Though I wasn’t here at the time, I’d guess I might rate our innovation culture in 2005 at about 3 out of 10; now its perhaps around 6 out of 10, with our digital offerings, and now that people know they can do these things, and are less afraid of things not looking the same.</p> <p>When I joined, I remember someone commenting: “Great – someone with all the answers.” I countered with: “You’re already got the answers, and you’ve got the employees – we just need to create innovation as part of their job and something they’re not scared of.” The words disruption and innovation kind of counter each other. I realized that news didn’t have a clear definition of what innovation meant, and that’s really key. For us, that definition is: ‘Recombining content, people and processes in new ways for growth.’</p> <p>That idea then resonated across the business – that it’s not about drones or virtual reality or futuristic hardware. And changing the perception of News Corp in Australia was one of the key pieces – as a content company, not a newspaper company. We’ve got an ideation platform we put in, which allows you to pop in and say “that’s a good idea” or “that’s been done’’ or “actually that’s something I’m working on; lets work together.” I’m all for open innovation, most of our ideas we’ve gotten are from outside the office. We sponsor a co-creation space for startups, called Fishburners – that’s important; it opens peoples’ eyes to what entrepreneurs are doing.</p> <p>We are not afraid to experiment with different models – and we have a system where you can fail safe with experiments. We have an internal system called News Foundry – an internal fail-safe environment that allows people to come up with new ways of doing things. They come out with loads of ideas; one of them drives the kind of content on our Snapchat channel, for example. I’m a big advocate for quiet change, which is that you show, don't tell; you take people on a journey; you plant seeds within the business.</p>	<p>Anticipation of content is something I think will become important  – data signals will be there to anticipate a certain time of day you want a certain type of content – based on your location; based on your behavior; everything. Content about things you care about should come to you like a tap on the shoulder.</p> <p>I think there is an interesting move back to truth in the content space  - where many customers don’t want an oversimplification of news. People have a thirst for more knowledge than the snack they can see. Snacking news is relevant; as Twitter’s 140 characters show, but consumers are already responding to the in depth background content we are providing, with lots of links.</p> <p>The disruption will be that people will be able to access as much content as they want quickly, but that they probably want a little more detail around the five areas they care about the most, and that’s where media companies come into play. I never try to predict technology trends, but I look at connected cars, and I think there is something there for media; a space where we can play. </p>	<p>Paul Whittaker, editor of the Daily Telegraph in Australia, and his team are supportive of an app that gameifies news for commuters on buses here in Sydney. It allows you to play a game against others around beacon technology: it matches headlines to the pictures, which means you have to read the headlines – so you consume the news via a game. That’s quite interesting as a model. I’m not saying that’s the future of news, but its interesting. I feel the same with Snapchat. They are both great ways of providing content to the consumer.</p>	Mark Drasutis	View Edit Delete
50	<p class="p1"><span class="s1">Kim Smyth works for AstraZeneca, a global biopharmaceutical company, where she leads a Silicon-Valley-based Technology Innovation Lab. Kim’s team explores emerging trends, scouts new companies, and delivers innovative proof-of-concepts for stakeholders within AstraZeneca’s science and business units.</span></p> <p class="p1"><span class="s1">Kim has more than twenty years of broad cross-industry experience in consulting and operational roles, focused on how to help large companies take advantage of new technology to improve top and bottom lines. She joined AstraZeneca in Australia in 2010, where she led strategy, digital innovation and patient program functions. She moved to Silicon Valley in the office of the CTO to help accelerate technology innovation across the full company life cycle from discovery through clinical trials and commercialization.</span></p> <p>While Kim can’t yet speak in detail about the exciting new partnerships and initiatives her new team is spearheading, she says that the pace of technology change – driven by advances in computing, machine intelligence, data analytics, and connected devices – is creating many opportunities for life sciences companies and the healthcare delivery system. </p> <p>Smyth tells BPI:</p> <ul> <li>“I'm very excited about the potential to marry digital tools and approaches to support our therapies. I have seen a lot of great progress, especially in chronic disease, where behavioral aspects such as adhering to lifestyle, diet, and exercise changes are key..."</li> <li>“We have a broad mandate, looking for innovation that optimizes current processes, or re-imagines our industry. Because we’re looking to the future, we emphasize value potential vs immediate ROI. We follow our Company Values: putting patients first, following the science, and doing the right thing. If we get those things right, the business case and competitiveness will follow.”</li> </ul>	<p>My team operates in Silicon Valley with three goals: bring Silicon Valley perspective and knowledge into our company; find and incubate new partners (especially start-ups) to demonstrate the power of new technology and approaches, and build a West Coast presence that leverages technology as well as life science leadership.</p> <p>My team sits in IT, so we serve all therapy areas and functions. Technology is changing the game in many industries – or eating the world, as Marc Andreessen might say. We look for innovation that can bring medicines to market more quickly, or make therapies more effective. This could be re-imagining how we recruit or operate clinical trials, delivering mobile services that complement our medicines, or applying machine intelligence for clinical or patient support.</p> <p>Our industry is complex, so we work closely with internal teams for the necessary scientific, clinical, and business domain expertise. We are a catalyst, empowering innovation rather than trying to own it in our team. This requires new technology skills in areas such as data analytics or IoT, as well as soft skills in communication, influencing and teamwork. We prioritize based on the importance that differentiating new technology plays in the opportunity, whether the potential value is incremental or transformational, and how closely the company matches our current needs and therapy area focus. </p>	<p>Healthcare and drug development are highly regulated environments, with enormous - often literally life-and-death – impact on people’s lives. This makes innovation all the more important, but it has to be done carefully and respectfully.</p> <p>Regulators have a very difficult job to keep up with impending changes, and sometimes lag the “state of the art” in areas like social media, or machine learning. How will a regulator assess a machine learning algorithm that doesn’t offer a clear rationale for a diagnosis, for example?</p> <p>Another challenge is the complexity and deep specialization required across multiple scientific and technological domains. We need people with deep knowledge in both technology and science or clinical areas – or who have exceptional ability to work with together. </p> <p>The healthcare environment is a complex and fragmented system with many regional variants, and even though we are a large multinational, our impact on the overall system can be limited. People like to say it is easy to pilot a healthcare innovation, but hard to scale it.</p> Finally, we have a very successful core business. It can be hard to convince highly accomplished people of the need to change - especially when many aspects of digital health are still generating clinical evidence, or have very different operating models.	<p>One of the hardest parts about embedding innovation is moving from a successful proof-of-concept into widespread adoption. </p> <p>Ideally, at a grass-roots level, we work jointly with highly motivated internal stakeholders at a very early stage, so that if we are successful there is a home for the project to land and grow. This is a balancing act – at times, we need to push the envelope too!</p> <p>However, top down executive visibility and endorsement is critical. When our leaders understand technology trends and potential impact on our business, they provide invaluable recognition and support of projects that might otherwise “fly under the radar” or be seen as optional. Executive support has also helped to embed innovation objectives for employees more broadly – moving everyone from innovation “if and when I have time” to “a core part of my job, which I’m accountable to deliver.”  </p>	<p>There are huge advances in the way we store, transfer, use, and think about data, software and devices. The real change is driven not by a single technology, but by the combination of several: cloud computing, increasing digitization of healthcare, more personal and linked data, connected devices in the hands of patients, and changes in the ways we interact with computers.</p> <p>We are arriving at a new class of data-empowered healthcare tools. Formerly invisible factors involving behavior, diet, environment, genetics, omics, or early cancer risk can now be measured and assist in risk assessment and diagnosis support. The cost of sensors and medical grade devices is decreasing, improving our ability to monitor continuously. Machine intelligence is exceeding human ability to recognize patterns in medical images and data. This opens possibilities to identify patients at risk, understanding disease progression, and analyzing historical and real time data and making appropriate recommendations.   </p> <p>At the same time, issues like cybersecurity, privacy and cost sustainability must be addressed if we’re to realize these benefits without introducing unacceptable risks.  </p>	<p>I am most excited by companies that surprise me and challenge the way I think – bringing fresh approaches to some of our industry’s longstanding challenges. I believe there is huge potential in combining the rigor of science with the power of human-centered design. One company is using sensors and data analytics to quantify the degree of control in asthma patients, which could help predict an attack days before it would otherwise have happened. I’m also fascinated by “doctors on demand” services and the degree to which smart logistics, advanced teleconferencing, conversational UI and machine learning-enabled clinical support could improve the experience of healthcare while dramatically lowering costs. And I am excited about companies who are thinking about the whole ecosystem – for example, one that is looking to create an “app store” for genomics, challenging potential partners to offer value at a very personal level to their customer base. </p> <p>The variety and impact these companies will have is part of what makes my role such an exciting and rewarding one!</p>	Kim Smyth	View Edit Delete
26	<p>Voted one of Houston’s “40 under 40” business stars by Houston Business Journal, Phillips has founded and grown a company which is changing the game for consumers in the healthcare field. In fact, in September 2014, PBS named 2nd.MD one of the Most Innovative US companies. Whether solving the most complex medical case, serving the poorest in Africa, or speaking at MIT, he is determined to make healthcare ridiculously easier, and more effective, for millions of families.</p>	<p>Medical knowledge is doubling every two years and most people are receiving poor, conflicted medical information. 2nd.MD's first goal is to make the ability to reach medical specialists more easily accessible. For example, our members can now enjoy a video consultation with a top specialist from home within three days, getting remarkable clarity and up-to-date information regarding their condition. We are combining high-tech with high-touch, and the marriage is beautiful. Healthcare gets faster, easier and more personal.</p>	<p>One of the biggest impediments to innovation in our industry is simply being in the healthcare business. Things have been so bad for so long that organizations have stopped trying to improve. Large organizations control a lot of the industry, making big changes difficult, even if it would help everyone.</p> <p>A second impediment is that everyone is concerned about their data being shared or stolen. Healthcare data is incredibly sensitive, but unless you can understand and access someone’s healthcare data, how can you help them? </p> <p>A third is the fear of the unknown. When speaking to a top doctor via video for a second opinion, doctors worry they might lose a patient; members worry they might offend their doctor by seeking a second opinion; hospitals worry that a procedure might be cancelled. Like most of our fears, they don’t come true, but you can still expect resistance.</p>	<p>Our team is a group of people so unsatisfied with the current limitations and frustrations of healthcare that we cannot stop thinking about how we can improve it. Changing lives is the fuel that lets us know we are headed in the right direction. Our team continually reviews new apps and companies to evaluate if there is something we can learn and improve upon. We look over our shoulder constantly, knowing that our success can be shadowed by a new or current player improving on our model. Frustration, fear, and faith are three equal motivators that drive us to improve.</p>	<p>Being able to prick your finger and monitor 100 markers in your blood on your smartphone is particularly exciting to me. We trademarked 'hospital in your hand' as we see how the smartphone could become the center of healthcare. Having most of your medical encounters with medical professionals be from home will save tremendous time, cost, and frustration of sitting in a medical suite for an hour reading old magazines. Also, the ability to instantly access your medical records from various places will allow progress in our treatments and lessen waste, which will be a game-changer in its own right.</p>	<p>I honestly cannot think of a more compelling innovation than one which saves lives through linking people in need to right doctors when they need it most. And what industry requires innovation more urgently than healthcare, where our members remind us daily of the lack of clarity, unnecessary paperwork, unjustifiable cost, and rough edges of our healthcare system. </p> <p>This week at a managers meeting for a famous company, an employee stood up and told us how 2nd.MD changed their child's life. They had been to see 40 specialists and were not sure of their baby’s future. Today they have a plan and a new hope after a single video consultation with a top doctor. No innovation has driven customer engagement like stories people share with one another when a life has been changed. </p> <p>Of note, my son will never know the healthcare we all struggled with. He will simply pick up his tablet, ask to speak to a doctor, video consult with a perfectly matched doctor who is looking at his records, diagnose his blood, and then, following doctors orders, will roll over and go back to sleep. That’s what we are building.</p>	Clinton Phillips	View Edit Delete
68	<p>Tanya Accone’s career has focused on helping international public and private sector organizations understand how to amplify their impact through the convergence of people, technology and innovation. She is committed to applying innovation for social impact and as a public good, especially with and for young people.</p> <p> </p>	<p>Life-saving innovation for children has always been part of UNICEF’s DNA. We’ve been changing the game in the international development and humanitarian sectors by innovating at scale for decades, introducing solutions like oral rehydration salts in 1975, considered one of the most significant lifesaving innovations of the 20th century, saving hundreds of millions of children's lives.</p> <p>Since 2015, UNICEF explicitly pursued innovation within a corporate strategy. We established the sector’s first Global Innovation Centre, launched the first Venture Fund, and introduced the first Crypto Fund. This has enabled us to push boundaries with frontier technologies such as AI, blockchain, drones, and machine learning, and develop a track record of effectively applying innovation for problem solving at scale.</p> <p>Building beyond this foundation, the Innovation Nodes work I lead focuses on possibility-led innovation to unlock the potential of previously unknown areas of innovation for children in underserved communities. Through a process of systematic discovery and initial knowledge-based derisking, Nodes allow us to investigate "known unknowns" and "unknown unknowns" in fields like precision health, next generation renewable energy, and biotechnology, as well as practices like emerging business models in social innovation. This transdisciplinary approach allows us to engage and equally inspire others to act along the new frontiers that can contribute to transformative change for children worldwide.</p>	<p>Every resource is precious in the development and humanitarian sectors, so it is more important than ever that innovation demonstrably delivers value to our core business. Measuring what truly matters and communicating impact effectively are therefore also more vital than ever.</p> <p>Urgent and immediate needs take priority and the challenges facing children tend to overwhelm the available resources. It’s not surprising that time poverty Is another challenge, and its implications on an operating environment that can nurture testing, learning and iteration. Innovation and the time to engage in are fundamental parts of core work where the concrete results are evident.</p> These factors place pressure on time horizons for innovation to evolve and mature, and especially to deliver at scale. “At scale” has truly global meaning for an organization like UNICEF, which works in more than 160 countries and territories. Ground-breaking innovations will struggle to emerge or deliver profound social impact for children if we’re unsuccessful in addressing these impediments	<p>Innovation is an explicit part of UNICEF's organizational strategy, competency framework and accountability and governance structures. It is also an implicit part of organizational culture -- not being the preserve of the few, but the business of all, with relevance and value across every function and level of the organisation.</p> <p>Opportunities to innovate to deliver results are integrated in so many aspects -- from orientation and professional development opportunities, to incentivized innovation challenges for intrapreneurs, and structured programmes to support business units in integrating innovation into their strategies and plans</p> <p>We also recognize that our innovation culture drives not only our organisational success but also influences broader global ecosystems of which we are a part.</p>	<p>Our Innovation Nodes work is entirely future-focused, looking at a 3-10 year time horizon. There are a number of possibility spaces that we are excited about, but the two I’m might be surprising if you were expecting me be typical and choose among emerging technologies.</p> <p>One is unlocking greater value from existing innovation investments than is currently being realized by reducing the gap in science-policy-society interfaces. This is about unlocking new markets, novel applications and use cases. Currently, researchers may not fully grasp the potential applications of their technologies in unfamiliar contexts. Policymakers may lack access to expertise on emerging technologies and be less effective in their policies, incentives and regulation. Development practitioners may struggle to explore unknown domains of emerging science and connect these to the challenges and contexts they know well. Young people may not be meaningfully engaged in exploring the implications of science, technology and innovation on their lives. We’re working on closing these gaps.</p> <p>The other aspect is new and emerging business models for innovation for sustainable development. We are particularly interested in financially sustainable models that can continuously deliver social impact without depending on extended charitable funding. Understanding and applying these models to create and capture value so that that transformative impact for children can be sustained would be significant in our industry.</p>	<p>The terms interdisciplinary and multidisciplinary are frequently used, but it is transdisciplinary approaches that evidence shows are particularly well-suited to addressing complexity and complex sustainability challenges. No matter what industry you’re in, the world is increasingly complex and so this is a particularly useful strategic approach.</p> <p>By “transdisciplinary,” we mean taking a purposeful approach to drive sustainability by working across different fields, collaborating, integrating, and jointly creating knowledge in a diverse and multi-directional way. Not without its challenges, a transdisciplinary approach helps with the sweet spot of investigating how emerging technologies can meet future challenges effectively while considering the unique and changing variables of different communities, markets and contexts.</p>	Tanya Accone	View Edit Delete
56	<p class="p1"><span class="s1">Andre</span><span class="s2"> Fredericks is a get-things-done strategist exploiting design and technology to solve complex business problems. Learn how his organization is changing the game in life insurance by taking a complicated, uncomfortable product and making it appealing.</span></p>	<p>Life Insurance is a complicated product. It’s typically a grudge purchase made mostly because an agent convinced you that you needed it and assisted you over the purchase line. This in itself can be a complicated and drawn out process which could take a few weeks to complete, with underwriting and medical tests that need to be conducted. Life insurers also typically struggle in attracting younger clients which places pressure on long term business sustainability.</p> <p>Indie has rewritten the narrative of purchasing Life Insurance away from “Protecting your loved ones when you pass on,” to “Not just insuring your life, but Creating Wealth." We do this by matching up to 100% of your monthly premium and placing it into an investment that generates wealth over time. It's all tax-free and costs our clients nothing.</p> <p>We’ve been successful in attracting a younger audience with our fresh messaging and honest content. We don’t just want clients to buy our product, we want them to be financially savvy and make the right financial choices. That is why we keep on producing content to educate - not only for our clients but for everyone.</p> <p>We view the entire customer experience and engagement as ‘The Product,’ which is contrary to the traditional view that only the Financial Product is ‘The Product.’ We actively leverage design and technology to deliver it in a seamless and cost-effective manner. With us, you can purchase underwritten Life Cover in as little as 10 minutes, or if you prefer, save and resume later, or chat with a live customer success agent for assistance.</p> <p>We truly place our clients in the center of everything that we do. We view them as the true heroes of the story, which is their financial journey. We are only their guide. Our aim is to equip them with the knowledge and tools that will assist them in making the right financial choices and pave their way to financial freedom.</p>	<p>Large incumbents have been around for many years. As an example, our Parent Group has been a going concern for 100 years. During that time, you develop a significant portfolio of legacy technology systems which inhibits your ability to change. This effect is compounded as the financial products those systems support have a very long lifespan and continued platform renewal is not always viable.</p> <p>Mature businesses are also geared for continuous optimisation in order to remain profitable. Halting or impeding operations to experiment with a new business model introduces risk and creates tension between short and long term goals.</p> <p>Our industry is also still largely intermediated where agents have relationships with the clients and insurance companies provide products. This separation makes it difficult for companies to get closer to clients and build real empathy required to deliver on their needs.</p> <p>We have been set up as a new business with the freedom to experiment with new business models and technology whilst leveraging the scale that comes from our parent company. This scale comes in the form of intellectual property, financial licenses and access to capital. So really, the best of both worlds.</p>	<p>Having the luxury of building an organisation from the ground up ensured we made it a foundational principle and baked it into our DNA. We try and keep our structure as flat as possible and communication as transparent as possible.</p> <p>No one person has a monopoly on ideas or innovation. Everyone is encouraged to contribute and participate in identifying opportunities or brainstorming ideas to problems. Work in progress solutions are shared and everyone has the opportunity to engage, ask questions and make suggestions.</p> <p>We also hired people who did not have experience in our industry and we valued the diverse opinions they brought to the table. Many times their “naivety” unlocked some insight where we were stuck in our old paradigm of “this is how that is supposed to work”.</p> <p>We also have a bias towards action, as we truly believe that doing, and shopping our product is the only way you really learn. We are client driven and embrace feedback. It is the only way you refine your value proposition and assist your clients in achieving their desired outcomes.</p>	<p>As the core financial products become more commoditised, companies will adopt a more personalised approach focusing on client engagement. Companies will have to deal with two major issues here, 1) typical Life Insurance services and products don’t lend themselves to frequent engagement and 2) as the industry is mostly intermediated, the client relationship typically resides with the agent.</p> <p>We can expect to see regulation, affecting how agents are remunerated, create an advice-gap where agents opt to serve higher-income clients, leaving lower-income clients unserved. This is where Robo-Advice is able to play a role by automating financial advice processes. Agents could also leverage the type of tools we see remote teams use for collaboration, to attend to more clients, thus removing geographic barriers and saving time.</p> <p>Effective distribution will remain key and I expect to see the continued experimentation with alternative distribution and partnership models.</p> <p>Technologies like Cloud can assist in driving down operational costs and unlock new capabilities, while investments in AI and Analytics can offer better client and market insight, and also help optimise front- and back-end processes such as underwriting, improved pricing, risk- and capital management.</p> The key is not which technologies or trends are the latest, but how the intersection of these technologies and trends can be utilised to unlock more utility value for their clients. Companies who really understand and engage their clients will reap benefits.	<p>I am a big proponent of Design Thinking as it provides a mechanism to really understand clients, identify their pain points and latent needs. Spending time with clients and building empathy really allows you to build solutions that matter. Beyond the Design Thinking process, having the right mindset is important such as reframing, asking questions, keeping an open mind, deferring judgement, and continued learning.</p> <p>I also love innovations that bring to life that which seems to be futuristic in a way that hides all the technical complexity, whilst delivering a seamless client experience.</p> <p>Amazon Go is a great example of this. Using computer vision, machine learning and IoT together to redefine the shopping and checkout experience. You simply scan your app’s code on the way in, select what you want from the shelves and just walk out. The technology detects what you’ve selected to buy and charges your card on the way out.</p> <p>Each piece of technology already existed in its own right, but Amazon Go used the intersection of those technologies to develop a customer experience with enhanced utility value i.e. instant checkout.</p>	Andre Fredericks	View Edit Delete
13	<p>Dr. Thomas J. Buckholtz, Ph.D., has served in many executive roles including Chief Information Officer for both corporate and governmental organizations. He has made key contributions to the business, technology, and governmental innovations.  He has served as an advisor to many key startups, and works as a University Extension Professor guiding workshops on innovation.</p>	<p>Let people pursue their natural curiosity and good intensions.  Nudge a person's curiosity, intensions, and pursuit toward outcomes that benefit the organization, its customers and other external constituencies, as well as the person's colleagues and self.  Help people overcome shyness about trying to make a difference.</p>	<p>One impediment is a lack of broad-based, impactful thinking and action - both by individuals and at a societal level. This extends to enterprises, governments, suppliers of learning, and other components of society.  People miss or misjudge key issues, opportunities, and problems.  People overly focus on "yes or no?" regarding one possibility rather than on "to what extent?" regarding several possibilities.  Problems outweigh opportunities.  Busyness trumps business.</p>	<p>Organizations have opportunities to use various practices that people correlate with the word "innovation."  I hope organizations look for, adopt, and adapt suitable innovation practices.  I hope organizations avoid inappropriately immature or ossifying practices.</p>	<p>Positive change may occur based on people first focusing on useful opportunities, objectives, and endeavors and second involving appropriate thinking and useful resources - beyond and including technology.  Some pivotal technology may correlate with helping people think more effectively.  Others may correlate with people's choices of what to measure, how to measure, and what to do based on measurements.  Still others may correlate with people's abilities to determine the extent to which people (and systems) rely on supposed information.</p>	<p>People who have "free time" and use it wisely.  Organizations that foster creativity and the converting of creativity into innovation.  Organizations that have adequately broad views of innovation and aspects of business, governance, and society for which innovation can be beneficial.  Organizations that help people avoid undue busyness.  Organizations that build society, customers, business practices, partners, suppliers, and relationships - along with lines of products and services.  Organizations that reuse and teach - not just use - beneficial practices, processes, knowledge, and data.</p>	Thomas Buckholtz	View Edit Delete
18	<p class="p1">Thomas White is a co-founder and CEO of the C-Suite Network, which offers services and programs to connect business leaders. From invitation-only conferences, custom-tailored content, C-Suite Radio and C-Suite Television, to the educational programs from C-Suite Academy, the network aims to cover the diverse needs of high-performing professionals. Prior to C-Suite, Thomas started 10 companies in the fields of technology, publishing, market research and corporate consulting. He also holds four patents and is co-author of a book on business process technology, executive producer of radio programming and a speaker.</p>	<p>Leadership must allow people to take risks without fear of being fired. Companies only innovate when they are willing to go outside the box. Out-of-the-box thinking allows organizations to see new opportunities and execute against those opportunities. Change happens when leaders realize they can no longer maintain their vision through status quo.</p>	<p>Status quo. People hate getting out of their comfort zones unless their organizational culture challenges them to make improvements and strive for excellence. Status quo will kill innovation. </p>	<p>We’re never satisfied with the way things are. That doesn’t mean we don’t celebrate our successes, but we recognize that each success is a milestone – not the destination. The day after the celebration, we get back to new challenges that bring us to the next level of innovation and change.    </p>	<p>First, changes in digital media allow everyone to tell their story through video and online storytelling. This flattens the playing field so large companies and small companies have the same opportunities. Second is the use of digital technology used to create more authentic relationships with customers. We now know so much about them and are able to connect with our customers without pigeonholing them into these big buckets of stereotypes. Big data allows companies to reverse the trend of depersonalization, which sends customer loyalty through the roof.</p>	<p>The obvious examples are Apple, Google, Amazon and Facebook, but innovation doesn’t just happen in the venue of big companies. We’re seeing businesses like Dropbox and DocuSign really take off and provide essential services to organizations around the globe. There are also startups like Uber and Fitbit that are changing our society and inspiring both entrepreneurs and larger organizations with their innovative technologies and solutions.</p>	Thomas White	View Edit Delete
19	<p class="p1">Jorge is a global Innovation Insurgent and author of the innovation blog <a href="http://www.game-changer.net/"><span class="s1">Game-Changer</span></a>. </p> <p class="p1">Jorge is known as the Puzzle Builder and Pain Reliever by companies such as FedEx Ground, TelVista, The Jumpitz, Tuni&G, IOS Offices and Chivas USA. This is because whether it's planning and executing strategies to improve processes, helping companies "wow" their customers, or creating new capabilities, products and services and launching them in the market; he's done it.</p> <p class="p1">He is the Co-founder and Chief Strategist of Blu Maya. Connect with Jorge on Twitter <a href="http://www.twitter.com/jorgebarba"><span class="s1">@jorgebarba</span></a> and <a href="http://www.linkedin.com/in/jorgebarba/"><span class="s1">LinkedIn</span></a>.</p>	<p>Leaders that want to build an organization that innovates consistently must provide three things to employees: freedom, support and challenge. Those are the key ingredients needed to accelerate innovation in any environment. In other words, you can put it like this: Have bold goals, get out of the way and reward people for trying. The last point is very important because when people see that getting rewarded for trying, not getting punished, is like a badge of honor; they will start giving a damn. Try it, you'll see.</p>	<p>Innovation is as much about attitude and perspective as it is about process. So, the impediment to innovation for large organizations, today and forever, is human nature. The fear of losing what one already has is probably the most pervasive bias of all, and it reflects itself in how enterprises behave in the marketplace. There are some forward-thinking organizations that deliberately keep biases at bay by doing specific activities that force people to expand their perspectives, experiment and try new things, and collaborate with people outside their domain. The activities themselves are not hard to do, what's hard is accepting that you have to make time for "assumption busting" activities and that they are priceless for the long-term existence of the enterprise. </p>	<p>I'm a proponent of organic over systematic innovation. Embracing organic change is when the mindset is being developed in a slow but deliberate process; rather than being dictated.  Systematic innovation takes a more MBA approach, where the assumption is that you can manage and measure innovation. This is the approach that is sold by consultants to large organizations. I don't believe you see a lot of breakthrough comes from systematic innovation. Heck, look at any list of the most innovative companies and most are innovators because they live the ethos of the innovator rather than dictate it.</p> <p>I am also a proponent of speed, so experimenting to quickly eliminate assumptions we are making is key for me. Rapid prototyping can take many forms such as physical products, mock ups, storyboards, role playing, etc.. The point of rapid prototyping is speeding through your list of assumptions, changing and getting to "better" faster. </p>	<p>There are many that in combination will drive massive change across enterprises and all size of business. Specifically, I'm looking at artificial intelligence, big data, augmented reality, virtual reality, natural language processing, and speech recognition. Why these? Because in aggregate we will see them both in the consumer and enterprise domain; specifically in how we get stuff done, how we hire and how we collaborate. </p>	<p>Nike, Porsche, McLaren Automotive, Darpa, Google, Amazon, Apple, Pixar; to name a few. The reason? Simple: they have bold goals, they don't compromise on their values, and they constantly push boundaries to make things radically better. </p>	Jorge Barba	View Edit Delete
53	<p>Michael McCarthy is a serial entrepreneur, an executive coach at Harvard and MIT, and a strategy consultant to scores of start-ups around the world. Having founded six start-ups, McCarthy now guides some of the world’s most talented business minds at Harvard’s Advanced Leadership Initiative.</p>	<p>Just last week, I had a healthcare company from Tennessee wanting to know how to do intrapreneurship pitches in-house; how to pitch things like app ideas that might be approved by upper management.</p> <p>There are the important basics for the intrapreneur process, like knowing who you’re pitching to, and what their needs and criteria are; what <em>they </em>say – pre-pitch – would lead to their green lights and their red lights.</p> <p>But for the brainstorm phase, I coach a mastermind process designed to remove negativity.</p> <p>First, we gather five to six people from very different walks of life – different genders and ages and backgrounds and business units.</p> <p>The (originator) is asked to take three minutes to describe the idea or the dilemma or the challenge, and they have to describe the kind of solution they’re looking for – like “I am looking for a solution in the form of an app, not a new business division.” You have to be clear on the kind of solution you want. Then there is three minutes of Q&A, just to clarify the challenge or the problem. Then, the person with the challenge or dilemma has to physically leave the room and they take their self-limiting beliefs with them.</p> <p>It’s important they leave because what they tend to do is interrupt too much – and say “oh, I tried that; that won’t work.”  When they’re not there, people will be free to say the bad idea, and then leapfrog to a better idea.</p> <p>The format we use in the brainstorming session is “yes, and,” where the response must literally begin with “yes, and,” which makes the shy people and the introverts feel safe. You can still disagree, but it needs to be in a positive way – one person can say “I think it should be purple,” and another can say “yes, and I think it should be any color but purple; but I might agree to maybe a shade of purple, like lavender.”</p> <p>The person with the dilemma then returns to the room and just listens.</p> <p>Recently, in Boston, for instance, this method led to a challenge for finding sufficient recharging stations for shared electric scooters being entirely reframed with this total solution: that pre-charged scooter batteries simply be swapped out by users at the scooter racks, and forget about recharging altogether.</p> <p>And in Armenia – one of several developing countries where I have coached – the mastermind method provided an employment solution for returning refugees on either side of traditional working age, in an interesting social entrepreneurship challenge. The young refugees had few skills; and the seniors had skills but not the vigor to use them directly. So the group came up with the Armenian Shopping Network – based on the Home Shopping Network concept in the U.S. – with the returning Millennial refugees doing YouTube videos of the seniors teaching traditional Armenian cooking classes, and selling the products by mail. It turns out from the discussion that keeping the culture, the food and the language alive was particularly important in the diaspora. The young people do the social media, the baking and the shipping; the older people set up the recipes and the use cases.</p> <p>When I coach start-ups, the first thing I do is to encourage them to consider doing a service business rather than using a manufacturing model. If there is a way to offer a product  as a service, it eliminates so many problems, and you don’t have to worry that much about  attracting venture capital and angel investment. Simply framing a business model around service stimulates innovation.</p> <p>My second fundamental piece of advice is to make it a need, not a want.</p> <p>The base challenges for startups in developing countries are quite different from those in the U.S. In Armenia, I observed that founders had a huge challenge with trust and personal cynicism.</p> <p>People told me there’s no point in trying to start a successful business because the government is corrupt and they’ll just steal your business, so why bother. So, I had to overcome this very negative attitude that everyone is a crook. In an auditorium of 200 people, about half were incredibly cynical – that negative iron curtain mindset is a killer for start-up development. A lot of developing world entrepreneurs have a challenge around shyness, and the need to learn American style pitching – right down to the humor, and dealing with the apparent meanness of venture capitalists. They need to learn how to keep their self-esteem intact after rejection.</p> <p>I must have talked to 1,000 would-be start-up founders, through my Harvard course on entrepreneurship, MIT Launch, Babson College and the $1 million Hult Prize.</p> <p>In the start-up world, I think there is way too much focus on making a ton of money as a motivation to start a business. Just paying your own bills through your idea, not having a boss and doing what you want, when you want – could be immensely rewarding. Most start-ups don’t need to be focused on whether they’ll become a unicorn for the idea to be viable. Starting the Budi Foods business made me happy to be alive.</p> Just focus on the life that you want.	<p>Self-limiting beliefs and negative thinking are the biggest inhibitors to innovation. If I have a brainstorming session and someone says, “that won’t work,” I kick them out…literally. I’d rather have someone with limited intelligence in a good mood than a brilliant person in a bad mood. They take all the shy people off the ideas board.</p> Also, being in your silo, or putting a ceiling on your business model, inhibits innovation. Saying, “Oh, we only do apps; we only do things in the U.S.; or we’re only in the food business” will prevent innovation.	<p>One key element is that the CEO must believe in innovation, and that belief needs to trickle down. It needs to be embraced, not just tolerated –  it can’t be just “Innovation Day” for one day a year.</p> <p>Also, they need to set aside dedicated, respected time for innovation. Companies should not cancel out innovation time; that innovation time needs to be ring-fenced, irrespective of other events, like end-of-quarter. The clear sense must be: innovation is how we stay alive and relevant 100 years from now.</p> <p>When I had a chocolate company a few years ago, and we had our first commercial run at a new location in Ohio, I was on the production line on the first day. And I ended up involved with making a part for the chocolate machine, because they weren’t coming out right. I absolutely recommend that C-suite executives spend time on the production floor. If I was the CEO of FedEx, I’d go undercover as a FedEx driver for a day each month, and experience what it’s like, and learn from customers. You will discover so much as a lower-end employee, or if you drop into different departments, especially if something is not working in that department.</p>	<p>The clear answer there is Blockchain – primarily because it benefits the consumer massively. Soon, consumers are going to see that certain services are much cheaper and faster. For example, when you want to buy an apartment, the commission will be cheaper because there are fewer middlemen, and it will be a much faster experience. Your references will be up in the Blockchain, instead of having humans reverify what was verified ten times before. It brings a lot of efficiency that trickles down directly to the consumer. Yes, Blockchain is in its early days, and I have yet to speak to someone who says they’re making money directly from the technology. But they are starting to use it. You’ll first see the benefits in financial services, like when you buy stocks or mutual funds – it will settle in minutes; you’ll see funds and checks clearing immediately into your account; you’ll be able to wire funds without a bank in the middle.</p> <p>You’ll also see Blockchain efficiencies in supply chains, with shipping and tracking.</p>	<p>What I love is fractional real estate ownership, where you can buy a fraction of someone’s house in another city; you can buy $1000 of someone’s mortgage. You become a mini bank because you want the upside of the market exploding. You can resell that portion to someone else.  Its already started in Australia with a company called Brickx.com. I love that it gets rid of the banks. </p> <p>And I’ll tell you something that someone should be doing, but that doesn’t exist yet to my knowledge. I think people’s identity and records that prove what they’ve done can be put on the Blockchain. So, for instance, if you become a refugee – something people don’t plan for – you’ll be able to get out of that refugee camp faster by proving that, yes you do have a PhD or engineering degree; yes you do have funds sitting in Vanguard to pay for a flight out. A lot of experienced teachers from Puerto Rico are now having to work as teaching assistants in Florida because the records showing their teaching certificates have been destroyed in the hurricane.</p>	Michael McCarthy	View Edit Delete
67	<p>Antony (Tony) White is Executive Chairman, enChoice. He has extensive experience in launching, developing, and managing technology-based start-up companies. He was instrumental in founding both of the predecessor companies to enChoice, namely ICI Solutions, Inc. and en technologies corporation. Tony is a pioneer in the ECM industry, having been active in the segment since 1989. His prior career included 15 years with IBM, where he advanced to a senior position before leaving to launch a start-up.</p> <p>Hidden in plain sight as unstructured content, a treasure trove of information lies in corporate repositories just waiting to be unleashed. If AI can discover, search and interrogate this content, then it will be able to deliver key business insights — and, ultimately, a powerful competitive advantage.</p> <p>But companies still need convincing.</p> <p>“Every organization has a natural resistance to change, especially when it comes to investing in something that’s not yet proven,” says Tony White, executive chairman at enChoice. “But today, you need to be technically innovative to be competitive.”</p>	<p>It’s a great question, because it really goes to perhaps the most important aspect. I just have one word to address that question: belief. You have to find something that you buy into, believe in, and then make. So what does that belief comprise? It’s a belief that must be acceptable for the business, in terms of market innovation and acceptance, and something that your people can really buy into.</p> <p>In our case — we’re a 30-year-old organization — our strong belief was that there was just too much paper in the world. The key to the future was to digitize paper and employ it in business processes. While we weren’t the first to believe in that, we were one of the very early companies that commercialized this area in the mid-market. It was a critical component of how we started.</p> <p>Although it took an awfully long time, this belief turned out to be very accurate in that it developed into unstructured content. All the various kinds of content in an email, e-business, social media videos comprise unstructured content, which is 80% to 90% of all the key information in any organization. In those days we just called it imaging, which was converting paper documents to electronic content.</p> <p>With AI emerging, unstructured content emerged as a key resource for AI. We sort of got into a sweet spot. So that's how I believe we validated  our belief and culture.</p>	<p>We have to convince our customers to believe that unstructured content is definitely a component for AI and business processes, which changes the way organizations do business. It’s easy to establish the principle, but the the how has to be convincing.</p> <p>It’s impossible for any organization to have the skill sets across all the components needed to make any company technologically self-sufficient. This is a real challenge for our customers but also where enChoice can provide the solution..</p> <p>One of the things that every organization faces is a natural resistance to change. No one likes it when something new comes out. Yet we’re asking people to completely uproot traditional ways of doing business and invest in something new that, in their eyes, is not proven.</p> <p>To me the biggest impediment is, how do you convince people to spend a lot of money — to do it properly doesn't come cheaply — and make that change. It’s a challenge because there have been past failures of key technology projects and often someone gets fired. Everybody wants to hang on to their job.</p> <p>But you still need to innovate if you want the benefit.</p>	<p>Innovation has always been part of our life, part of our culture, because we’re in a rapidly developing industry. Our people want to be on the forefront and constantly bring us new ideas, especially the new generation who are extremely digitally aware.</p> <p>In our case, we got into the right area but it was very painful for a long time. Very slow adoption. Then recognition emerged that digital automation is a necessity for the future of every organization to be competitive.</p> <p>Imagine a cake where AI is the frosting on top. Your cake is your massive, unstructured content. It is not easy to manage and leverage it. So there’s a huge pool of unrealized resource — unstructured content — that we've been fortunate enough to get into. We still have the problem of convincing organizationsthat the risk can be managed and the payoff is huge.</p> <p>Now we can honestly say it's key. Our expertise in unstructured content fuels the AI journey, and we hang our hat on it.</p>	<p>We deal with large companies that know AI is critical to be competitive but don’t know what to do about it. We have the capability to get the unstructured data needed for AI, and big companies partner with us because of this.</p> <p>Anybody can use Chat GPT to write an essay, but how do you apply AI to your business? It’s a much more complex question. The reality is there's a lot of work and a lot of preparation and understanding needed.</p> <p>But process innovation, like I said earlier, runs into resistance to change. Companies cancel projects because they can’t get users to accept the new technology and new way of working. Successful projects happen when top management buys in and insists on the change. While this may be a little painful, it almost always pays off in the long run with improved competitiveness and efficiency, higher profitability and employee morale.</p> <p>One of the ways companies can ease cultural change is to tie the new technology, new way of doing things, new innovation to something that benefits society or, if you like, the planet.</p> <p>For instance, we’re involved in helping threatened species. We provide technical support for a project called SPARK, or Sentinel Protection Against Rhino Killing, aimed at keeping rhinos from extinction. The project leverages the Internet of Things and AI. It’s a good, positive thing. Our employees love it, and our customers love seeing us doing something outside of selling.</p>	<p>Strategy is changing the cost benefit equation. How do you show what is worth doing? That's the challenge for all of us. The good news is that the current availability of tools and technologies, from the cloud, containerization and subscription pricing, has changed the equation for so many companies and projects. Everything is more feasible and effective, and so we can do things that we couldn’t do before.</p> <p>We know technology has made things more efficient. Just take a look at workflow in insurance. Paper documents used to float around, and it would take two weeks to process a claim. With digitized content, it takes only two days. Now we have pictures showing how many filing cabinets we’ve saved just among our current customers. You couldn’t fit them in a room.</p> <p>We still scan paper documents and manually enter them in the right place, but now we can start using AI to pull a lot of the information off a document.</p> <p>These are the things that take away the drudgery, drive innovation, and help you become more competitive in a challenging marketplace. It’s absolutely worth doing. Now you have to take the leap and do it.</p>	Tony White	View Edit Delete
58	<p>Wai is Founder, President and Chief Executive Officer of Serviceaide. A serial entrepreneur, he has been in the high-tech industry for 36 years. Wai held executive leadership roles at BEA where he was the EVP and Global Chief Product Officer and at CA Technologies where he was the SVP and GM of the Unicenter brand, SVP and GM of WW Services, and SVP and GM of interBiz.<br /><br />Wai received his Master’s and Bachelor’s degrees in computer science focusing on AI and Systems Architecture from Columbia University in NY.</p>	<p>It starts with the fundamental belief that we all have responsibilities to our customers, partners, shareholders and fellow employees. We have to believe that what we do is valuable to our customers and to the market as a whole.  This is the foundation of why we have to keep innovating, changing and doing better.<br /><br />I have found that some people that are incredibly innovative in one area (ex: technology, operational processes, business model, etc.) can be very resistant to change in other dimensions.  Individual and collective mental inertia and the organizational mandates that reinforce the inertia are what makes change hard.  However, if an organization takes things to the extreme on the other end of the spectrum, people often revert to becoming cautious and hesitant in fear of doing the wrong thing because there is no clear set path.  Finding the middle ground by creating an environment with a foundation that is multiple faceted enough to stand even when major pieces are being modified is key to innovation. This allows people to support change to get to a better place with the understanding that the pain of change is a prelude to something better.</p>	Standards and processes can be great, but when organizations go overboard it can lead to a checkbox mentality that isn’t well suited for innovation. At the same time, if solutions are not thought out fully, and they predictably fail – this can greatly impact the trust in innovation and change.  The key is to focus on the value of results, keeping innovations practical, when implementing new ideas.  Of course, research is also important in determining which ideas are worth major efforts and which are not.	I believe that we should never say NO, immediately.  Accept ideas as worthy of some mental investment and at least one discussion to tease out how it can create value for your constituents (customers, partners, shareholders and fellow employees). Of course, if it comes from any of the constituents, the likelihood of it being impactful is even better.  The cycle of idealization to feedback to implementation back to idealization is an implicit optimization loop.	The AI model, based around insights and encoded knowledge, will be extremely impactful in the coming years.	There are many areas where an organization can innovate: technologically, operational processes and business models, etc. I see compelling innovation put to use constantly - the highly diversified technology threads of Google, the use of SaaS as a business model by ServiceNow, the full iphone consumer all-in-one experience by Apple, or IBM’s Watson AI initiative.  They are all industry changing from the value they have created.  In many cases (like in AI), innovation in pure technology also makes possible innovation using the technology in operational processes and business models. That is where we at Serviceaide are making our own small contribution for Service and Support use cases.	Wai Wong	View Edit Delete
20	<p>Nicole Alexander is a marketer and lecturer; the quintessential unconventional marketer who has an extensive background working in digital media with an enviable list of blue-chip brands. She leads the Innovation Practice for Nielsen China and in this role she advises clients on the importance of evolving consumer journeys to deliver stronger returns on investment while eliminating fragmentation of brand communication across channels. </p>	<p>It should start from both the top and the bottom of an organization. Where leadership enables a culture of inspiring teams to develop ideas around change, provoke them to act on that change and then develop a framework that supports test/pilots to scale innovations that can be successful.</p>	<p>Expertise. Even the best organizations believe they have the skills and expertise in-house or know how to access it in order to plan and make pivotal decisions. With today’s digital landscape there is an access to a global network of creative minds with depth of knowledge across sectors. By utilizing Open Innovation to understand how to develop new solutions, evolve existing frameworks and plan for human capital they will need to change their mindsets in a changing environment.</p>	<p>Unilever has been successful in adopting innovation from the bottom up and top down and supporting it within their communications; their day-to-day planning and how their employees are measured. Their new Global SVP of Consumer & Market Insights, Stan Sthanunathan, has been the mastermind behind this transformation supporting and provoking the organization to think differently from developing Innovation Centers to leveraging integrated data and insight globally. They are looking at consumerization today and in the future – particularly in D&E markets – and leveraging those insights to not only innovate on existing products but develop new ones with an eye on their sustainable footprint.</p>	<p>Machine Learning (i.e. Big Data and AI) will be the largest drivers of technological changes in the coming years, particularly when those solutions can pair complex processing decision making with human-like judgment. In the short-term, the rise of Machine capabilities could increase productivity and economic growth, causing a shift in human capital and growth patterns particularly within D&E markets. We currently see signs of this across medical, research, agriculture and transportation areas. In the longer-term, if Machines exceed human capabilities we will see a devaluation of labor, increase in income disparities paired with increasing GDP. The great challenge will be how we ensure that this rapid technological shift doesn’t leave people behind and blend that with policy change, education, and a fundamental shift in how we view capitalism.</p>	<p>Firstly, I admire any company that challenges the good enough or “this is how things have always been done”, mindset. Uber – who brings drivers together with customers – has innovated the way we experience on-demand transportation while also allowing individuals with a vehicle to be entrepreneurs. </p>	Nicole Alexander	View Edit Delete
22	<p>Mark Manney is the Founder and CEO of Infobeing.com - a website disrupting the forefront of human interaction and trade practices. Mark left his corporate life and Seattle roots to travel the world and study new ways of commerce. While practicing international customs and eCommerce abroad, Mark was able to identify a major issue in networking practices of the present. This led to his creation of an ideal People’s Economy via Infobeing. Mark believes that through innovative networking and modern trade, the People’s Economy will help lead the world to a more productive and healthier lifestyle.</p>	<p>It is tempting to say that there is no industry sector for what we’re doing, but in fairness we might compare Infobeing.com to social media like Facebook, Ello, Tumblr, and LinkedIn. These sites offer a Web 2.0 experience that is becoming obsolete for a few reasons.</p> <p>Social media contributes to information overload by providing a massive amount of irrelevant information. This makes us feel physically ill. Information overload is becoming a real problem. Infobeing.com is different because it is designed so that users spend minimum time on the site and maximum time living, doing, and becoming.</p> <p>Another problem with today’s social media is that there is no real mechanism to meet new people in order to easily form mutually-beneficial relationships. These sites are designed primarily for staying in touch with existing friends or, occasionally, meeting someone new in a random way. Infobeing is designed for the purpose of helping you meet the new people you need to know in order to move your life forward.</p> <p>Social media leads to stagnation and inaction. It is passive. Infobeing uses the potential of the network world to create a People economy where everyone is doing what they want, what they are good at, just as they live in freedom and maximize their earning potential. This isn’t happening on Facebook.</p>	<p>Today people remain stuck in a “corporate economy” paradigm. Our most important economic relationships are with brands, corporations, and companies. The vast majority of our purchase of goods and services are with organizations.</p> <p>My view is radically different. I’ve spent the past 10 years traveling the world and living mostly in Eastern Europe. Things are done a bit differently here. Relationships between people are valued most. If you need something fixed, need to hire someone for an odd job, or need some help…people look to other people. There is a massive person-to-person economy that is based on cash transactions or even “favors for favors”.</p> <p>The Infobeing People Economy replicates this in the online world. We provide a new option for people to form relationships and conduct transactions for goods and services with each other. This is a radically different paradigm where we begin to trust each other and work together based on mutual wants, needs, and skills.</p>	<p>As Founder and CEO of Infobeing, Innovation isn’t a conscious focus of mine. I don’t set out to innovate. I simply do what I think makes most sense, with essentially no regard for what anybody else is doing. This is one of the benefits of living abroad, away from conventional wisdom, for so many years.</p> <p>Beyond this, I think innovation is allowed to thrive, and will continue to thrive at Infobeing, because our goal is not only to maximize profit. We are founding Infobeing as Public Benefit Corporation.  We will be auditing our performance against a charter that includes 5 requirements for serving the public good. We’ll remain completely ad-free, we will improve the overall happiness of our users, we will help our users achieve greater freedom, we will strengthen the local community through direct-democracy, and we will aim to do no harm to the planet.</p>	<p>I don’t care about changing an industry. I care about changing lives. People have access to amazing technology, but they don’t know how to use it to live in a better way. Infobeing is concerned with improving your quality of life in both the online and off-line world by making it easy for you to meet all of the people you need to know.</p>	<p>Follow your intuition. Meditate. Listen to your inner-voice first and let it drown-out any voices of conventional wisdom. The purpose of your life is to bring your unique perspective to the world. Failure to innovate is failure to believe in yourself and act on those beliefs.</p>	Mark Manney	View Edit Delete

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

(default) 22 queries took 0 ms

Query

Error

Affected

Num. rows

Took (ms)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

SELECT `InnovatorProfile`.`id`, `InnovatorProfile`.`linkedin_url`, `InnovatorProfile`.`summary_bio`, `InnovatorProfile`.`answer_1`, `InnovatorProfile`.`answer_2`, `InnovatorProfile`.`answer_3`, `InnovatorProfile`.`answer_4`, `InnovatorProfile`.`answer_5`, `InnovatorProfile`.`leader_id`, `InnovatorProfile`.`modifier`, `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier` FROM `bpinorg_dev`.`innovator_profiles` AS `InnovatorProfile` LEFT JOIN `bpinorg_dev`.`leaders` AS `Leader` ON (`InnovatorProfile`.`leader_id` = `Leader`.`id`) WHERE 1 = 1 ORDER BY `InnovatorProfile`.`answer_1` desc LIMIT 20, 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	4.46 MB
View render complete	5.19 MB

Message	Time in ms	Graph
Core Processing (Derived from $_SERVER["REQUEST_TIME"])	27.73
Event: Controller.initialize	28.51
Event: Controller.startup	0.22
Controller action	1.90
Event: Controller.beforeRender	17.83
» Processing toolbar data	1.02
Rendering View	32.83
» Event: View.beforeRender	0.08
» Rendering APP/View/InnovatorProfiles/index.ctp	31.23
» Event: View.afterRender	0.02
» Event: View.beforeLayout	0.01
» Rendering APP/View/Layouts/default.ctp	0.67
» » Rendering CORE/Cake/View/Elements/sql_dump.ctp	0.23
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	aBEkvK5iIxQPK5Eianl-ZAAARwo
Redirect Redirect Script Url	/innovator_profiles/index/sort:answer_1/direction:desc/page:2
Redirect Redirect Script Uri	https://bpinetwork.org/innovator_profiles/index/sort:answer_1/direction:desc/page:2
Redirect Redirect Https	on
Redirect Redirect Ssl Tls Sni	bpinetwork.org
Redirect Redirect Http2	on
Redirect Redirect H2push	off
Redirect Redirect H2 Push	off
Redirect Redirect H2 Pushed
Redirect Redirect H2 Pushed On
Redirect Redirect H2 Stream Id	1
Redirect Redirect H2 Stream Tag	10832-4-1
Redirect Redirect Status	200
Redirect Unique Id	aBEkvK5iIxQPK5Eianl-ZAAARwo
Redirect Script Url	/innovator_profiles/index/sort:answer_1/direction:desc/page:2
Redirect Script Uri	https://bpinetwork.org/innovator_profiles/index/sort:answer_1/direction:desc/page:2
Redirect Https	on
Redirect Ssl Tls Sni	bpinetwork.org
Redirect Http2	on
Redirect H2push	off
Redirect H2 Push	off
Redirect H2 Pushed
Redirect H2 Pushed On
Redirect H2 Stream Id	1
Redirect H2 Stream Tag	10832-4-1
Redirect Status	200
Unique Id	aBEkvK5iIxQPK5Eianl-ZAAARwo
Script Url	/innovator_profiles/index/sort:answer_1/direction:desc/page:2
Script Uri	https://bpinetwork.org/innovator_profiles/index/sort:answer_1/direction:desc/page:2
Https	on
Ssl Tls Sni	bpinetwork.org
Http2	on
H2push	off
H2 Push	off
H2 Pushed
H2 Pushed On
H2 Stream Id	1
H2 Stream Tag	10832-4-1
Proxy-nokeepalive	1
Http Accept	/
Http User Agent	Mozilla/5.0 AppleWebKit/537.36 (KHTML, like Gecko; compatible; ClaudeBot/1.0; +claudebot@anthropic.com)
Http Accept Encoding	gzip, br, zstd, deflate
Http Host	bpinetwork.org
Http X Https	1
Path	/usr/local/jdk/bin:/usr/kerberos/sbin:/usr/kerberos/bin:/usr/local/sbin:/usr/local/bin:/sbin:/bin:/usr/sbin:/usr/bin:/usr/X11R6/bin:/usr/local/bin:/usr/X11R6/bin:/root/bin:/opt/bin
Server Signature
Server Software	Apache
Server Name	bpinetwork.org
Server Addr	173.231.198.134
Server Port	443
Remote Addr	13.59.203.127
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	24631
Redirect Url	/app/webroot/innovator_profiles/index/sort:answer_1/direction:desc/page:2
Gateway Interface	CGI/1.1
Server Protocol	HTTP/2.0
Request Method	GET
Query String
Request Uri	/innovator_profiles/index/sort:answer_1/direction:desc/page:2
Script Name	/app/webroot/index.php
Php Self	/app/webroot/index.php
Request Time Float	1745953980.4216
Request Time	1745953980
Argc	0

Business Performance (BPI) Network

Innovator Profiles

Actions

default

Total Time: 0 ms
Total Queries: 22 queries

Query Explain:

Memory

Timers

Business Performance (BPI) Network

Innovator Profiles

Actions

Request History

Session

Request

Cake Params

Post data

Query string

Cookie

Current Route

Sql Logs

default

Total Time: 0 ms Total Queries: 22 queries

Query Explain:

Memory

Timers

Logs

View Variables

App Constants

CakePHP Constants

PHP Environment

Included Files

Include Paths

Included Files

Total Time: 0 ms
Total Queries: 22 queries