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    • InnovatorProfile
      • id45
      • linkedin_urlhttps://www.linkedin.com/in/aayad/
      • summary_bio<p>Ayad sees a trend in the retail landscape where the front end registers disappear, and where check-out lines are eliminated through predictive data analytics, sensors, and artificial intelligence – and, eventually, where self-driving shopping carts meet you at the entrance of the store with your shopping list already uploaded into the cart screen, and even direct you to the items you need. </p>
      • answer_1<p>I really don't know whether we are changing the game or the game is changing us. Success in business, today, is all about the optimal intersection of the physical and digitals worlds, and the interaction between humans and intelligent machines.</p> <p>If you really think about the retail industry, so many innovations have compelled companies to start to think different, to act different, and to plan for potentially different outcomes. Within workforce management, for example, the industry is going through tremendous shifts due to the expansion in internet selling coupled with rapidly changing demographics and regulations. Thus, brick and mortar stores are under a different type of pressure. And it is said that necessity is the mother of all inventions, so many organizations find the dynamics of the environment and the accelerated speed by which innovation is happening a threat and an opportunity leading to new strategies and innovations.</p> <p>I’m of the opinion that societies change slowly, and despite so many years in e-commerce rapid growth, e-commerce is still a fraction of the total retail and service industries. So, it is going to continue to be a combination of digital and physical for the retail industry. Many organizations are utilizing data - predictive modeling, advanced algorithms - to better forecast work in the stores. And once work is forecasted and measured, then it becomes easier to schedule people to be at the right places and times - either when the truck is coming to the store to deliver products, or when customers are coming to the stores to receive a service.</p> <p>You need optimizing software to help deliver efficiency. But no one platform is going to be the only and the ultimate solution. I think what's so clear, at least in my mind, is that the future is a blend of the digital and physical capabilities.</p> <p>Based on my academic and my industry knowledge, I can tell you that customers want to shop anytime and anywhere. Leading retailers, including Bed-Bath, want to serve customers wherever, whenever, and however they wish to be served.  Leading retailers want to be there for customers when they want to shop, the way they want to shop, and the way they want to complete the transaction, whether it is “ship it to my home” or “let me pick it from the store”, or a combination of both.</p> <p>What's exciting about the current technology is how friendly it is to everyone involved. For example, 10 years ago you had to go to the store to see your schedule as an employee. And the manager of the store ultimately decided who worked when. There was little freedom or flexibility. Today, technology allows you to see your schedule on your phone, and even to opt for available shifts. Employees can swap shifts with their coworkers if they need to, without disrupting operations. This is a significant win-win change.</p> <p>The technology is not only allowing organizations to respond better to customer needs, but also to employee's needs and situations. It's becoming more participatory versus top-down. And it is proven in research and in practice that happy employees create an environment of happiness for the customers. Efficient workforce management is beneficial to customers, and to the business. That's why companies invest in them.</p> <p>In terms of benefiting from customer insights, today, you can measure and map customers’ movement in the stores from the entry point to the exit point through sensors. Based on data, you would know exactly, or on average, know how long the customers will be shopping in your store. Eventually, you would know when they're going to get to the register. Ultimately, you will be able to know the number of employees that need to be at the front end to help the customers exit the building and pay for the merchandise. So, it is not just long-term predictive modeling, but on-time, live, as you go, so that there will be totally no long lines up front for customers who choose to interact with an employee, and managers would be able to respond faster to customers’ needs. </p>
      • answer_2<p>I’m very familiar with two industries: the retail industry and the academic industry. Luckily, both industries have adopted and encouraged innovation, perhaps because of the competitive nature of the retail industry, and the critical thinking nature of academia.</p> <p>Fear of failure and siloes are often common challenges.  Financial obstacles and opportunities are both drivers and blockers of embracing innovation. You might go after an innovation because it's financially rewarding, but then you may not embrace it fully because it's financially burdening on the short term.<br /><br />Some are short-sighted; they might think about the quarterly results, and not necessarily look at the long term. The other fascinating aspect is the speed of innovations. Some companies are hesitant to embrace innovation because today's innovative solutions may become obsolete quickly, which add burdens on the organization; especially from a change management perspective.  However, perhaps the biggest impediment lies is the culture of the organization; organizational culture is the make or break for innovation. </p>
      • answer_3<p>The retail industry was among the first industries to benefit from (disruptive) innovation. Take Walmart for example, it started with Sam Walton’s innovative ideas about the nature of the retail store - the role of transportation and logistics, and the mindset of trying new things. Walmart optimized innovation by supporting its people to become owners of the business and by techniques such as profit sharing and career planning. You see, employees are called associates, and associates call Walmart stores “my store”. A culture that's built on the idea that the employee is the owner of the business unit, not the keeper of the business unit, is positioned to benefit from the unlimited creativity of people.</p> <p>Another example from Walmart: They have a practice called VPI, or Value Producing Items, where employees compete and have fun adopting and promoting specific items. Employees get recognized on results. All this infuse tremendous amounts of energy, engagement, pride, and innovation into organizational culture.</p>
      • answer_4<p>The Internet of things, robots, artificial intelligence, brick and mortar store closure, regulations, and the entry of new organizations to the marketplace. For example, the entry of Lidl from Europe to USA.</p> <p>Lidl already has 10,000 stores in Europe, and they’re coming to the United States like Aldi did, and Aldi already has 1,600 stores in the US, and by some reports, in the 2018, they may have another 400 stores, reaching 2,000 stores. That's almost half the size of Walmart! Granted, the stores are smaller, but they are everyday low-price, because of their competitive pricing and their business model Walmart has to respond, and they are. Walmart recently announced drops in the price, and  Target - a couple of days ago - announced a significant investment in price. So that entry of new organizations, and new regulations will significantly impact the retail industry.</p>
      • answer_5<p>From my perspective, one of the innovative strategies that I find very compelling is the idea of underground delivery of freight, supported by drones and self-driven cars and robots. The idea of moving freight underground by a magnetic field that's created by electrified coils, when complemented by drones and self-driven cars seems fascinating and disruptive. Research is happening, especially in the UK, around the concept of underground fright delivery. Why not, water and electricity are delivered to homes underground; why not packages! Imagine that! </p>
      • leader_id206
      • modifier162
    • Leader
      • id206
      • nameAmine Ayad
      • job_titleHead of Workforce Management
      • companyBed Bath & Beyond
      • headshotrsz_screen_shot_2017-03-17_at_84533_am.png
      • company_logoBed-Bath-Beyond-edi (140 x 60).jpg
      • bio_full<p>As a leader of Workforce Management at Bed, Bath & Beyond, the leading home goods retailer, Dr Amine Ayad is a scholar-practitioner with 25 years’ experience in both performance and turn-around strategies for multi-billion dollar retail enterprises.</p> <p>As an Associate Professor at Colorado Technical University and an Adjunct Professor at Bellevue University, as well as the author of numerous books on leadership, he has been an influential thought leader in business strategy for two decades. And as a believer in “action-based research,” Ayad has harnessed academic and real-world insight for impact on both top and bottom line business results – and told BPI “In fact, I earned my doctorate degree while I was managing a multimillion dollar business leading to a half billion dollar business.”</p> <p>He says: “Personally, I believe that being a scholar-practitioner is the future of effective leadership. You can be an executive in the field, but you can also be close to new ideas and new energy that comes from students while also benefiting from new rigorous academic research. In my case, I see my work as my laboratory where I design, execute, and reflect on business strategies and tactics to develop theory in reality; not in abstract.”</p> <p>Ayad previously served as Senior Director of Strategy and Innovation at Walmart, after working in key roles at both Home Depot and Sears Holdings. At Bed, Bath & Beyond, Ayad says he is now operating in a technology-enabled environment that has not only transformed workforce management, but has also boosted the customer experience through their encounters with happier, more enabled employees.</p> <p>For instance: he says, "thanks to innovative technologies, the era where managers dictated shifts, based on employees submitted availability, has been replaced with one in which full-time and part-time employees can choose available shifts via their mobile devices, and even switch with other fellow employees at the last minute if they choose to do so. Technology also enabled managers to better plan and respond to the needs of both the business and the employees."</p> <p>Ayad sees a trend in the retail landscape where the front end registers disappear, and where check-out lines are eliminated through predictive data analytics, sensors, and artificial intelligence – and, eventually, where self-driving shopping carts meet you at the entrance of the store with your shopping list already uploaded into the cart screen, and even direct you to the items you need. </p>
      • summary(null)
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      • created2017-03-15 10:44:00
      • modified2017-04-19 11:36:23
      • modifier1345
  • 1
    • InnovatorProfile
      • id54
      • linkedin_url
      • summary_bio<p>“Innovation has become the fundamental aspect of all development; without it there can be no progress in the Property Industry,” says Leslie Fivaz, CFO for ALW Properties in Johannesburg, South Africa. Johannesburg is South Africa’s economic powerhouse and one of the fastest growing emerging market cities in the world.</p>
      • answer_1<p>ALW Properties is a small yet dynamic and innovative property management and development company with its head office based in Norwood, Johannesburg, South Africa. We are a team driven by a passion for environmental conscientiousness in the design and development of commercial office properties.</p> <p>Our latest flagship development, Atholl Towers, in Sandton Johannesburg is an environmentally innovative office building, offering world-class AAA-rated, 5 Star green office space for commercial property letting. Up to 50 percent savings are offered on energy and water costs, which is accomplished through:</p> <ul> <li>Recycled heating</li> <li>Energy efficient lighting and motion sensors</li> <li>Water saving fixtures and rain and ground water harvesting systems</li> <li>Waste recycling facilities</li> <li>Low volatile organic compound paints, adhesives and carpets</li> <li>Recycled and locally sourced building materials</li> <li>Energy efficient “REGEN” elevator facilities</li> <li>Cyclist facilities</li> </ul> <p>We are determined to be and to remain responsive to a rapidly changing industry dynamic.</p>
      • answer_2<p>South Africa’s commercial property market is facing many challenges. A number of factors are causing both local and international buyers to put off purchases until they have a clearer picture of where the country is headed. Factors include: Rand weakness, high inflation, weakening metal prices, ongoing violent strike action, a rising trade deficit, continuing uncertainty regarding property rights and land reform, high levels of crime, weak service delivery, and political in-fighting. Increasing input costs such as labour, electricity, water, property rates and taxes and raw materials, as well as skills shortages, and credit downgrades are further undermining South Africa’s social fabric and spooking investors.</p> Yet it is not all doom and gloom. Confidence in the real estate sector has improved; there are suburbs across South Africa which are performing well, and property values are improving. The Property Industry is an extremely innovative industry full of people with innovative ideas and entrepreneurial spirit who continually find ways to counter the challenges. Encouragingly, industry observers continue to state that there are good reasons to remain confident in South African properties as an asset class.
      • answer_3<p>There is no doubt that within the next few years the Real Estate Industry is likely to look very different from the way it does today. There is recognition that patterns of demand are changing and the most forward-thinking companies and people in the industry are creating products that cater to the changes. Companies like WeWork and Regus are taking service offices to the next level by building sophisticated collaborative workspaces for entrepreneurs and professionals. They understand that the shift toward online business has not downgraded the importance of social interaction, but that there is massive demand among companies and individuals for environments in which they can talk to each other, generate ideas, and innovate.</p> <p>Innovation is enabling the property industry to make the most of one of its most important characteristics: that it is a people industry. New technology and disruption are not leading to a depersonalisation of Real Estate; quite the opposite.</p> <p>Steve Jobs says that “Innovation distinguishes between a leader and a follower.”</p> <p>In Property, change and innovation are a given. In fact, they are key imperatives for any successful Real Estate company seeking to stay ahead in a rapidly evolving and consumer-driven marketplace.</p>
      • answer_4<p>New technologies are having a surprising amount of impact on the property industry.</p> <p>For commercial property owners, sustainability is more than a trend – it’s a glimpse into the future. Sustainability is one of the biggest drivers of innovation in today’s economy – and the commercial property sector is no exception. As the demand for green-friendly office spaces increases daily, particularly with millennials, building owners are embracing sustainable designs that lower monthly costs and reduce the building’s carbon footprint.</p> <p>With cities around the world growing fast as development spreads to almost every corner of the globe, resources are scarcer than ever. Building materials, water and electricity will need to be produced, consumed and recycled efficiently to support the planet’s growing population. The recent drought in South Africa, which brought water rationing in its wake, as well as the decade-long Eskom crisis with its annual electricity tariff increases, have inspired property owners and tenants to take action.</p> <p>Commercial buildings that feature independent power generation (through solar energy systems) and smart water recycling, are becoming increasingly popular with tenants – especially the younger generation of startup owners. Lower monthly utility bills are good for every company’s bottom line. At the same time, environmental stewardship is an essential part of prominent brands, from SMEs to large corporates.</p> <p>While Green Star ratings are typically given to new developments, it’s still possible for older buildings to shed their large carbon footprints and remain desirable. Many developers, including ourselves, are actively engaged with this process:</p> <ul> <li>Solar power systems and geysers can be retrofitted to some older buildings, as long as the building’s structure can accommodate them safely.</li> <li>Energy-efficient lighting, air conditioning and office equipment can be fitted to almost all older buildings, reducing monthly consumption and utility bills.</li> <li>Some older buildings in up-and-coming areas can be renovated and re-purposed using green designs, giving them a new lease on life.</li> </ul> <p>With years of load-shedding, double-digit increases in electricity prices and now a catastrophic drought, South Africans have come to appreciate green features the hard way. The demand for green features will continue to increase as the high cost of utilities, along with electricity and water supply issues, force this to become a key factor in buying decisions.</p> <p>Technology is definitely disrupting Real Estate economics as the demand for eco-efficient buildings rises. Technology is forcing developers to relook at the way they construct buildings. Today, buildings must be low-energy, sustainable, and able to respond to future changes in the climate, technology and regulation. Buildings of the future will all be “green.” The Global Real Estate Sustainability Benchmark, an industry-driven organisation, is committed to assessing the sustainability performance of Real Estate portfolios worldwide; and Europe’s Energy Directive is driving for near-to-zero energy buildings by 2020.</p>
      • answer_5<p>In addition to the call for green office innovation, collaborative workplace organizations such as WeWork and Regus are also knocking down the literal and figurative “walls” and changing commercial real estate dynamics. These flexible, shared office spaces provide various options for companies that either lack the capital or want to divest themselves of the real estate, furniture and services that were previously non-negotiable. These shared spaces are ideal for hosting meetings, and can also act as both on-demand and long-term space for satellite employees, mobile workers, and independent professionals.</p> <p>Many large corporates are realizing that they can dramatically reduce the office space required, not because of a fall-off in business, but rather as a result of technology innovation and changing human behavior, which have reduced the amount of required office space. Companies and employees are able to do more with less space – the very heart of innovation. Spurring this dynamic is the rapid growth in mobility technology, smartphones, tablets, laptops, Wi-Fi and exceptionally fast Internet connections, and cloud-based resources. These technologies have obliterated the need for file cabinets and server rooms – further reducing the need for dedicated IT space. The speed at which technology has evolved means that not only are business people able to take their work around the city as they hop from meeting to meeting, or home in the evening, but they are also able to carry out these tasks and remain cost-effectively and efficiently connected to their team and management.</p>
      • leader_id229
      • modifier1469
    • Leader
      • id229
      • nameLeslie Fivaz
      • job_titleChief Financial Officer
      • companyALW Properties
      • headshotLeslie140x140.jpeg
      • company_logoALW_140x60.png
      • bio_full“Innovation has become the fundamental aspect of all development; without it there can be no progress in the Property Industry,” says Leslie Fivaz, CFO for ALW Properties in Johannesburg, South Africa. <br /><br />Johannesburg is South Africa’s economic powerhouse and one of the fastest growing emerging market cities in the world. It is a magnet for a diverse range of people whose migration is accompanied by rapid urbanisation, which has brought with it both opportunity and difficulty in terms of sustainable development. <br /><br />Environmental issues are deeply intertwined with other challenges facing the city, such as the supply of essential urban infrastructure, which includes electricity, fresh water, sanitation, refuse collection, housing and transport infrastructure. Urbanisation has resulted in economic growth in Johannesburg but, in turn, the development of the economy has also caused urbanisation. <br /><br />Fivaz holds an accounting degree as well as an MBA from Oxford Brookes. He spent many years in the office automation industry before taking up this position in the Property Industry.
      • summary“Innovation has become the fundamental aspect of all development; without it there can be no progress in the Property Industry,” says Leslie Fivaz, CFO for ALW Properties in Johannesburg, South Africa. Fivaz holds an accounting degree as well as an MBA from Oxford Brookes. He spent many years in the office automation industry before taking up this position in the Property Industry.
      • category0
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      • created2018-07-09 16:13:07
      • modified2018-07-09 16:13:07
      • modifier1469
  • 2
    • InnovatorProfile
      • id25
      • linkedin_url
      • summary_bio<p>Kate Vitasek is an international authority for her award-winning research and Vested^® 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>
      • answer_1<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>
      • answer_2<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>
      • answer_3<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>
      • answer_4<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>
      • answer_5<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>
      • leader_id121
      • modifier162
    • Leader
      • id121
      • nameKate Vitasek
      • job_titleFaculty
      • companyUniversity of Tennessee
      • headshotKateV140x140.jpg
      • company_logoKate-Vitasek-sig-140x60.jpg
      • bio_full<p>Kate Vitasek is an international authority for her award-winning research and Vested^® 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.</p> <p>She is the lead faculty and researcher for Vested, including launching the University’s Certified Deal Architect program. Passionate in her quest to help companies transform their business relationships, Vitasek inspires and motivates business leaders in the University’s onsite and online courses and her popular keynote addresses at major industry events and conferences. </p> <p>Her pioneering work has led to 5 books, including: <strong><em>Vested Outsourcing: Five Rules That Will Transform Outsourcing, Vested: How P&G, McDonald’s and Microsoft Are Redefining Winning in Business Relationships </em></strong>and <strong><em>Getting to We: Negotiating Agreements for Highly Collaborative Relationships</em></strong>. Vitasek’s work also won the Supply Chain Council’s Academic Advancement award for its impact in advancing the business.</p> <p>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> Outsource Magazine.</em> </p> <p>Prior to joining the University of Tennessee, Vitasek’s storied career includes positions with P&G, Microsoft, Accenture, Stream International and founding Supply Chain Visions – a boutique-consulting firm recognized by ARC Advisory Group as one of the “10 Coolest” Boutique Consulting firms. </p>
      • summary(null)
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      • created2015-03-30 13:59:49
      • modified2015-04-15 08:36:09
      • modifier162
  • 3
    • InnovatorProfile
      • id62
      • linkedin_url
      • summary_bioRolf Unterberger, CEO of Cherry Group and founder/CEO of RMU CAPITAL, is an internationally accomplished executive Manager with over 25 years’ experience in different industries, countries and leadership positions.
      • answer_1<p>Innovation was actually part of our DNA from the very beginning. And change is also an integral part of our company history. We have reinvented ourselves again and again.</p> <p>CHERRY was founded in 1953 in the basement of a restaurant in Highland Park, Illinois, to produce electronic switches. The company quickly gained a reputation for the quality of its microswitches in particular, which became commonly referred to as “CHERRY switches.”</p> <p>In the early 1960s, CHERRY expanded to Germany, creating a global brand known for key switches and high-quality computer input devices. In 1973, we began manufacturing computer keyboards. Today we are the oldest manufacturer of computer keyboards and a pioneer in the computer hardware industry.</p> <p>In 1984, we filed a patent for the CHERRY MX switch. In 2008, CHERRY was sold off to a German firm called ZF Friedrichshafen, a company that specializes in parts for automobiles. In 2016, CHERRY was acquired by the private investment firm GENUI, and our focus shifted from automotive parts to computer input devices.</p> <p>These are just a few milestones to show that innovation and change have always been an integral part of CHERRY.</p> <p>To make sure this spirit doesn’t get lost nowadays, we are working and building innovation hubs internally as well as together with external people. Furthermore, we are running small innovation teams and projects outside the box or the so called comfort zone.</p>
      • answer_2<p>As a German company, we are subject to a whole host of legal regulations and provisions - at both national and European level. This goes so far that we have to comply with different governmental and environmental regulations for products in different European countries and have to prove a large number of certifications.</p> <p>Another problem is the fact that our products can easily be copied. These pirate copies then naturally fall far short of our high standards in terms of quality, environmental compatibility and safety. They damage our good reputation with all the unpleasant consequences.</p>
      • answer_3<p>To think around the corner, to always be one step ahead - that was already the motto of our founder, Walter Cherry. So it is not surprising, that the CHERRY brand stands for top quality, innovation, high-end design, technological expertise. This is what we still live every day.</p> <p>We are constantly working with innovation consultants. One of their tasks is to constantly challenge us in the development of new products and features. The basis for this is a clearly defined product development process that also includes milestones.</p> <p>To always be better than the competition is a tradition, a basic constant and our daily motivation! After all, we have a good name to defend. One way of achieving this is by setting up a review and approval meeting.</p>
      • answer_4<p>We, too, will continue to be strongly influenced by the major trends that have been emerging not just since today. First of all, there is the digital revolution, which is far from over and affects us in many ways.</p> <p>This starts quite trivially with the fact that many aspects of social life are digital and we therefore spend much more time in front of the computer - whether we shop online, deal with official business virtually, chat over the internet, play games, stream. All this requires high-quality input devices that are resilient and also meet expectations in terms of form and ergonomics.</p> <p>The world of work is also becoming increasingly digital, the forms of work more arbitrary if you like. More than ever before, people are working from where they want and when they want. The COVID-19 pandemic has made it clear to even the last home office refusenik that things actually work wonderfully. So in future, work will be much more hybrid and the home office will become a permanent feature. This, too, will undoubtedly have an impact on our business development.</p>
      • answer_5<p>Being innovative is virtually part of our DNA. This means that we actually see ourselves as early adopters. However, we are also self-critical and are very aware when we need to catch up in certain areas. Only recently we announced the acquisition Theobroma Systems Design and Consulting GmbH, an Austrian-based developer and trusted manufacturer of embedded systems. These support various industrial applications in the field of IoT and Industry 4.0. With this acquisition, CHERRY is specifically expanding its development and production capacities in the security sector.</p> <p>Furthermore, we partnered with Argand Partners to support Cherry’s next phase of growth. Our business has gone from strength to strength, and we look forward to continued investment in our people, research & development and manufacturing technology. The positive trends currently accelerating the adoption of PC gaming and the digitalization of healthcare make it an exciting time to be Cherry.</p>
      • leader_id237
      • modifier162
    • Leader
      • id237
      • nameRolf Unterberger
      • job_titleCEO
      • companyCherry
      • headshotunterberger_mittel.png
      • company_logoGC-Cherry logo.png
      • bio_fullRolf Unterberger, CEO of Cherry Group and founder/CEO of RMU CAPITAL, is an internationally accomplished executive Manager with over 25 years of experience in different industries, countries and leadership positions. Prior to his current role, most recently Rolf worked as a Board Member/ Executive Manager for Frequentis AG in Vienna/ Austria, as an Executive Partner/ Managing Director at Accenture in Munich/ Germany and for Siemens in Germany, Austria, China and Indonesia where he held different General Management positions. Rolf holds degrees in mechanical engineering and industrial engineering. Furthermore he attended executive programs at Stanford Graduate School of Business in California/ USA and London Business School in London/ UK.
      • summaryRolf Unterberger, CEO of Cherry Group and founder/CEO of RMU CAPITAL, is an internationally accomplished executive Manager with over 25 years of experience in different industries, countries and leadership positions.
      • category
      • featured(false)
      • program_only(false)
      • game_changer_only(true)
      • enable(true)
      • created2020-12-02 16:48:47
      • modified2020-12-02 17:25:28
      • modifier162
  • 4
    • InnovatorProfile
      • id34
      • linkedin_urlhttps://au.linkedin.com/pub/barry-money/a/0/b49
      • summary_bio<p>Barry Money insists that the Japanese innovation concepts of kaizen and kaikaku represent the twin competitive engines for a cramped automotive market. With Toyota already hailed as a classic model of both disruptive and incremental innovation, Money says the most urgent challenge is to direct disruptive strategies toward creating lifelong customers, and to transforming the used vehicle market.</p> <p>Scores of dealerships in Australia are already reaping the rewards of offering personalized benefits to repeat customers, driven by integrated big data tools, and a laser-focus on loyalty. While some brands are offering car sales directly online, Toyota is using digital resources to enrich person-to-person relationships throughout the dealer network, including an innovative sales and service collaboration.</p> <p>Money tells BPI that other connectivity technologies are also being piloted. However – having worked everywhere from the production line to the logistics desk at Toyota – Money believes that trust remains the one truly indispensable asset.</p>
      • answer_1<p>Toyota has the largest number of units in operation in the Australian automotive market. We have more owners on the road than any other brand. Our strong dealer network services many of these customers. With innovative service, finance and repurchase products, we have the ability to move customers from their existing vehicle into a newer vehicle – which provides the customers with that Oh What A Feeling emotion as well as great value.</p> <p>The specific innovation that my team has delivered is combining the best of our service and sales departments and assisting our customers to move from their current vehicle to a new vehicle. We call this sales and service collaboration. It’s been tried before in the market, but this time we have strong system support, combined with training, on site consulting, KPI management and follow up and most importantly segmentation and one-to-one marketing that tailors the offering to the needs of the customers.</p>
      • answer_2<p>The dealer network and the automotive franchises have a strong culture and process that has worked well for a long time. But with an increase in the competition in the market from new entrants such as newer manufacturers as well as newer technologies that facilitate the automotive buying process, plus the threat of policy changes by government, it is important that the industry continues to adapt and change in a dynamically changing economy and market. Therefore, the biggest issue is creating an innovative and dynamic culture that looks to new ideas, new ways, new opportunities and challenges the status quo head on. Risk is part of business and understanding and managing that risk is important. But progress in the face of risk is mandatory. Standing still is not an option.</p>
      • answer_3<p>Toyota is synonymous with kaizen – continuous improvement. After ten years in Japan, I saw with my own eyes the lengths to which Toyota goes in order to create even better products and services. I was captured as a young executive by the passion and intelligence of my kaizen mentors and I have tried to bring that to the Australian market. <br /><br />Toyota practices kaizen in every thing it does. However, sometimes, incremental improvements are not enough – that is when “kaikaku” or revolutionary innovation is required. As part of the Retail Development team at Toyota, we are trying new technologies and processes in order to transform the way we do business with our dealers and more importantly how we engage with and satisfy our customers.</p>
      • answer_4<p>Consumers shop across brands and industries. They expect to be able to experience the same levels of excellence in any category – they carry their expectations horizontally across different industries. This expectation has been facilitated through the internet.</p> <p>As the new vehicle market has plateau’d, the franchises will be looking to capitalize on their existing owners, the loyalty from these owners and products and services that optimize the customer experience for this segment of the franchise’s market. </p>
      • answer_5<p>Recently we have undertaken a study of various technology-based products in the market that would be useful for our dealer network. WIFI based customer tracking and profiling, sales process support technologies, MAC address tracking on handheld devices among others.</p> <p>While each technology has great merit in the right context, the key is not in the technology. It is in the connection to the consumer on a one-to-one basis. Technology that can support and facilitate that type of tailored connection with our customers is the next step for automotive franchises, in my opinion.</p>
      • leader_id158
      • modifier699
    • Leader
      • id158
      • nameBarry Money
      • job_titleGeneral Manager - Retail Development
      • companyToyota Australia
      • headshotBarry_moneyV2_140x140.jpg
      • company_logoToyota-logo_140x60.jpg
      • bio_full<p>Barry Money insists that the Japanese innovation concepts of kaizen and kaikaku represent the twin competitive engines for a cramped automotive market. With Toyota already hailed as a classic model of both disruptive and incremental innovation, Money says the most urgent challenge is to direct disruptive strategies toward creating lifelong customers, and to transforming the used vehicle market.</p> <p>Scores of dealerships in Australia are already reaping the rewards of offering personalized benefits to repeat customers, driven by integrated big data tools, and a laser-focus on loyalty. While some brands are offering car sales directly online, Toyota is using digital resources to enrich person-to-person relationships throughout the dealer network, including an innovative sales and service collaboration.<br /><br />Money tells BPI that other connectivity technologies are also being piloted. However – having worked everywhere from the production line to the logistics desk at Toyota – Money believes that trust remains the one truly indispensable asset.<br /><br />To learn more about how Toyota is embracing “kaikaku” innovation to transform car markets check out this <a href="../../../thought-leadership/views-commentary/401/how_toyota_is_again_embracing_kaikaku_innovation_to_transform_new_and_used_car_markets">feature commentary</a>.</p>
      • summary(null)
      • category0
      • featured(false)
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      • game_changer_only(false)
      • enable(false)
      • created2015-10-12 11:31:21
      • modified2017-04-17 08:39:58
      • modifier1345
  • 5
    • InnovatorProfile
      • id31
      • linkedin_urlhttps://www.linkedin.com/in/shannonglucas
      • summary_bio<p class="highlight">As the Director of Innovation at Vodafone Global Enterprise, Shannon Lucas focuses on empowering global Fortune 500 businesses to stay agile, competitive and sustainable.</p> <p class="highlight">One of the world’s largest telecoms companies, Vodafone has mobile operations in 26 countries; partners with networks in a further 55; and provides fixed broadband operations in 17 markets. As of June 2015, Vodafone had 449 million mobile customers.</p> <p class="highlight">Lucas is passionate about developing ecosystems which trigger collaborative innovation between multiple stakeholders, and has presented her game-changing vision at TedX.</p> <p class="highlight">Armed with the unique leadership and team lessons of having served as a mountain rescue volunteer, the Bay Area disruptor developed her career with cutting edge technology experience at companies like Microsoft and T-Mobile.</p> <p class="p1"><span class="s1">At Vodafone, she </span><span class="s2">is part of the core team that focuses on a global </span><span class="s1">program to generate innovative solutions by turning enterprise customers into collaborative partners.</span></p> Within the enterprise, Lucas has not only supported dynamic intrapreneurship and a broad culture of change, but has invited employees to take on the role of customers in a program which has generated transformative ideation and engagement models.
      • answer_1<p>The Vodafone Innovation team is fortunate to be positioned at the intersection of the world’s leading total telecommunications company, innovation and relationships with the largest global enterprises. Mobility is the heartbeat of today’s innovation. While not every innovation is built on mobile, mobility is transforming the way the world operates. This gives us the freedom to embark on an innovation journey with our customers.</p> <p>We run approximately 100 customer innovation workshops each year and take the radical approach of having an open conversation without an agenda and ask big questions starting with, “What if?” We are confident that no matter what emerges, we can help our enterprise customers on their innovation journeys. This approach shifts the relationship from customer-vendor to collaborative partners. The conversation is focused on business transformation, not technology. Of course, we look at ways that technology is supporting an ever-changing world. But first we collaboratively develop the vision of, “Where do you want to be in 3 years?” At the end of the workshop, we collectively ideate solutions, refine and prioritize and then execute with a lean, agile approach. The innovation program is our think-and-do tank.</p> <p>Increasingly we see disruptive ideas or solutions emerge from our workshops that cannot be tackled alone. In response to this growing need for co-creation we launched the Enterprise Studio. It’s both a physical space in Silicon Valley and a global methodology. We pull from a variety of innovation frameworks like design thinking, lean, agile, etc., but as each project is wildly unique, we have to be willing to adapt our approach. The Studio is not an “app-factory.” We tackle problems such as user-based, real-time car insurance in the UK, to financing for smallholder farmers in Africa, to holistic analytics platforms to manage supply chains.</p> <p>We have a lot of experience to draw from having run so many workshops in the last few years. At the same time, we recognize this is an iterative process and we are always looking to learn from our own experiences as well as thought leaders from across the global innovation community.</p>
      • answer_2<p>One of the biggest challenges to driving innovation into large enterprises is the size and complexity of these organizations. The size and scale of large corporations can enable truly transformative solutions. They have access to human and financial resources, a global footprint, and infrastructure that allows for scale. However, the complexity of navigating stakeholders, competing project priorities and finding the appropriate subject matter experts can slow down innovation. Within Vodafone Global Enterprise we are fostering a culture that embraces lean and agile concepts to help navigate the accelerating speed of change that businesses are facing today.</p>
      • answer_3<p>Two years ago we started running Innovation Bootcamps in Vodafone offices globally. We replicate and condense a customer innovation workshop and invite Vodafone employees to take on the role of the customer. We bring to life concepts like design thinking, divergence/convergence and personas.  We have our employees ideate as if they were a customer. The experiential learning fosters a deeper understanding of the value of innovation as a tool for internal business transformation and as a differentiated engagement model with our customers. We have also started running workshops to generate new solutions or tackle business challenges internally.</p> <p>We don’t want people to just take our word about the impact of the Vodafone innovation program. We share data regarding opportunities created, new executive customer relationships established and highlight examples of how the program has demonstrated positive impact with our customers.</p> <p>Optimization is a constant journey. The innovation team is by definition always finding ways to improve.  We pause at the end of the year to reflect on what has worked well, where we need to improve, where we see innovation as a practice heading, and then create a plan for how to improve for the following year.</p> <p>This year we have a strong focus on scaling the program. The success of the workshops and co-creation engagements has generated a large number of opportunities that require a strong global bench of Innovation Champions (Vodafone employees) to help execute. We have created tiered certification programs for both the champions and the sales teams. We believe that the training opportunities we are creating for the Champions provide excellent personal and professional development. We know that a simple “Thank you” can go a long way, so we have also created a rewards and recognition program to highlight the efforts of these employees.</p>
      • answer_4<p>The ubiquity of connectivity cannot be overstated. As you look at the number of people joining the connected world in emerging markets as well as the number of connected things, the question becomes, “Why do you want to connect with someone or something?” not how.</p> <p>In our world of enterprise innovation, co-creation can be game changing. Organizations that successfully tackle big challenges will simultaneously create tremendous value for their company and for society. It’s our view that this takes a new type of business relationship, where new partnership models evolve based on open innovation and co-creation to build disruptive solutions.</p> <p>Co-creation uses two companies’ current capabilities as a foundation, while building a new solution on top, creating something disruptive that could not have been easily accomplished by one company on their own. Co-creation also allows the team to tap into the collective wisdom of both organizations, de-risks the project and strengthens the relationship between the two companies. We are seeing demand for this type of engagement and are excited about the possibilities that can emerge.</p>
      • answer_5<p>There is no magic formula for innovation. It’s a combination of openness (to new approaches, opinions, mindsets, partners), perfectionism (how do we make this better still?), collaboration (together is easier than alone), and hard work (good innovation takes practice!). Our program has embraced iteration as a key philosophy and we are always looking for ways to improve.</p> We have the found biggest determinant to our enterprise innovation program is employee empowerment. By providing a way for top employees to channel their passion, we create a win-win for the organization. The innovation program can have large impact with a very small core team, because we foster a global community of innovators who contribute their skills to the program. Those folks, in turn, get to participate in meaningful and exciting work while developing their professional skills and increasing their visibility within Vodafone. Because their voices are heard and their ideas acted upon, they are more likely to speak up and suggest ways to improve or help our customers. Not only that, but also they become key participants in building those solutions. They are the evangelists for new ways of thinking and doing business, which is what enables the innovation program to accelerate success. It’s a virtuous circle of enterprise innovation.
      • leader_id144
      • modifier162
    • Leader
      • id144
      • nameShannon Lucas
      • job_titleDirector of Innovation
      • companyVodafone Global Enterprise
      • headshotBPI-Game_Changer-Shannon_Lucas.jpg
      • company_logoVodafone Americas.jpg
      • bio_full<p class="highlight">As Director of Innovation at Vodafone Global Enterprise, Shannon Lucas focuses on empowering global Fortune 500 businesses to stay agile, competitive and sustainable.</p> <p class="highlight">One of the world’s largest telecoms companies, Vodafone has mobile operations in 26 countries; partners with networks in a further 55; and provides fixed broadband operations in 17 markets. As of June 2015, Vodafone had 449 million mobile customers.</p> <p class="highlight">Lucas is passionate about developing ecosystems which trigger collaborative innovation between multiple stakeholders, and has presented her game-changing vision at TedX.</p> <p class="highlight">Armed with the unique leadership and team lessons of having served as a mountain rescue volunteer, the Bay Area disruptor developed her career with cutting edge technology experience at companies like Microsoft and T-Mobile.</p> <p class="highlight">At Vodafone, she has embarked on a major program to generate innovative solutions by turning enterprise customers into collaborative partners.</p> Within the enterprise, Lucas has not only supported dynamic intrapreneurship and a broad culture of change, but has invited employees to take on the role of customers in a program which has generated transformative ideation and engagement models.
      • summary(null)
      • category
      • featured(false)
      • program_only(false)
      • game_changer_only(false)
      • enable(true)
      • created2015-07-31 10:40:12
      • modified2015-10-12 17:27:42
      • modifier162
  • 6
    • InnovatorProfile
      • id20
      • linkedin_urlwww.linkedin.com/in/nicolealexander
      • summary_bio<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>
      • answer_1<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>
      • answer_2<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>
      • answer_3<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>
      • answer_4<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>
      • answer_5<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>
      • leader_id101
      • modifier162
    • Leader
      • id101
      • nameNicole Alexander
      • job_titleVP of Innovation Practice
      • companyNielsen
      • headshotHeadshot_140x140.jpg
      • company_logoNielsen_logo (140 x 60).png
      • bio_full<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. Nicole also enjoys teaching Digital Analytics within the Master of Science in Integrated Marketing program as part of New York University’s adjunct faculty.</p> <p>With over 15 years of integrated marketing, client strategy, and analytics experience - from start-ups to global firms - Nicole has worked across multiple sectors with companies requiring dynamic insights and technology oriented solutions.</p> <p>Nicole holds a bachelor’s degree from New York University and a Global Executive MBA jointly issued by New York University Stern School of Business, London School of Economics and HEC Paris.</p>
      • summary
      • category
      • featured(false)
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      • enable(true)
      • created2014-11-10 09:15:15
      • modified2018-04-25 10:15:05
      • modifier1469
  • 7
    • InnovatorProfile
      • id44
      • linkedin_urlhttps://www.linkedin.com/in/jscottcarr?authType=OPENLINK&authToken=-Nfs&locale=en_US&srchid=4726463331483748052371&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A4726463331483748052371%2CVSRPtargetId%3A365811%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3AOPENLINK
      • summary_bio<p>As CEO of Modria—the pioneering Online Dispute Resolution (ODR) platform—Scott Carr provides businesses and government agencies globally with a transformational tool for fast and fair resolutions, customer service efficiency, and even brand loyalty. The model provides a unique pathway to justice and institutional trust for global consumers, and is rapidly growing beyond transactional disputes. After 15 years of development and technological enablement, ODR itself has surged beyond its initial brief of legal cost savings and eCommerce complaint solutions to become a game-changing catalyst for brand building, civil justice access, and marketing intelligence. Carr says that between one and three percent of all transactions go wrong each year, and that clogged Small Claims courts are unable to cope with either the volume or the cross-border jurisdictional nature of online disputes, while consumers have neither the time nor the resources to pursue them through traditional channels.</p>
      • answer_1<p>We have created an online platform for online dispute resolution (ODR) that can resolve disputes of all kinds from eCommerce to relational disputes, and we are available to companies, government agencies, and ADR organizations, to deliver fast and fair resolutions across these categories. We have done a couple of things that I think are unique. One is that we built a configurable platform that has all the modules of dispute resolution that can be snapped together in different ways to solve particular needs. No one else has built a platform like this. We think of online dispute resolution as a business process or a civil justice process, and it is kind of like how salesforce.com created the CRM category—we have not seen anyone else do that for DR; it is like this underserved business process. Secondly, we built a team with a unique composition of experts, mediators, arbitrators, and technologists. Some are experts in building technologies in start-up environments, some have done international Mediation and Arbitration work, and some are just experts in ODR. No one else has assembled a combination of talents like this. We design the resolution journey, and in that way, we bring people together.</p> <p>The platform is a click away on websites where you are transacting your business: an online marketplace, or a merchant’s website, and in some jurisdictions on an ombudsman site. We are increasingly working with ombuds organizations, especially in European jurisdictions. Europe has started to pass laws that require online businesses to provide online dispute resolution. In addition, we have innovated a SaaS-based business model focused on the value of making our customers’ customers happy. We deliver our platform as a service subscription, and the price depends on the number of disputes the customer runs through the platform. The more disputes you have, and the less you pay per dispute. We deliver value by making it more efficient for you to resolve a dispute—including resolving it through automate software—and making your customer happier.</p> <p>ODR is changing the traditional customer service role: Modria is reducing the number of customer contacts in the call center for a problem transaction, and freeing the agents up to do more account management, up-selling and outreach into the customer base. In customer service, for a typical US company, if I pick the phone up and call, and they answer my call and try get me a basic outcome, it is going to cost the company about 12 dollars for labor, technology, telecommunications, and overhead. That is before they pay me any compensation. Our system brings that cost down from 12 dollars to four dollars and eighty cents. We do that through the reduced contacts because we are resolving issues in software; for marketplaces, we resolve issues between buyers and sellers without CS having to get in the middle. We typically serve the space that you might classically think of as Small Claims. Our disputes usually involve 25,000 dollars or less, but resolutions are tailored and often involve solutions beyond dollars that might satisfy the customer. With an eCommerce site, the value is often 25 dollars to 150 dollars, but we also, for example, resolve insurance disputes. We have a large caseload in the state of New York, and with New York No Fault insurance those claims are higher because they are related to medical bills, but they are still not millions of dollars.</p> <p>We have spent a lot of time innovating the user experience, and trying to package up what we call resolution flows. What we see is that there are patterns of commerce and the disputes that arise from them. A typical problem we see from customers is that they didn’t get their item. Or they did get their item, but it was not the way it was described on the website. We innovate by pre-building the resolution process, so we give our customers a jump-start when it comes to deploying online dispute resolution. They do not have to start from a blank piece of paper. We synthesize decades of experience in this. We are working with major airline companies on delayed flight compensation, and so far it is working well. If your flight was six hours late, and you missed a meeting, how do you build that resolution flow and make it available to multiple jurisdictions?</p> <p>Most disputes are resolved in the diagnosis and negotiation phases, and then there is also a neutral party in the mediation module. Beyond that, there is the arbitration pathway that also sees resolution in a short time, relative to the courts. We are now in a regulated process; decisions are typically given by retired judges who are arbitrators. All their decisions are published online, and are searchable. In a lot of ways, it looks like an online court, and is legally binding—a process the injured party opts into.</p>
      • answer_2<p>I think there are two things that hold back innovation. One is that people look at disputes as just customer service—to answer the phone and quickly dispatch an answer—as opposed to realizing that when a transaction goes wrong, companies or government agencies need to provide a resolution process that’s not just giving them a return. We have a bit of resistance, and you need a change in people’s thinking to realize that what customers want are resolutions, not talking to customer service agents. When our customers shift our thinking in that simple way, we can suddenly use technology to deliver resolutions with benefits for both parties.</p> <p>Also, customer service is usually seen as a cost center. When we try to bring innovation here, customer service teams see how this can transform the customer journey, and they can see how the economics are aligned. Our service often reduces the number of contacts into the customer service center, because people just work it out, or our software provides a resolution for the customer without a customer agent having to interact. Part of the enterprise challenge is to get companies to realize this is a sales and marketing benefit. This goes directly to your brand, to your customer retention, and it goes to Net Promoter Score (NPS) or customer referral. You must think broadly, and that can be a challenge to adoption.</p>
      • answer_3<p>We always have a bit of R&D running, even though we are a young company. Innovation is encouraged within a framework we call “Listen, Learn and Innovate.” We drive innovation based on what our customers are telling us, and we use that to enhance the technology and the product. We aggregate data across the disputes platforms, in an anonymized fashion, for the benefit of all customers to improve the platform. What I have learned at Modria is that every time I turn to anther industry, I discover a category of disputes that have probably impacted my own life in the past, and that I wish I had had a mechanism to resolve.</p>
      • answer_4<p>Technology innovations you will see from us is the use of machine learning and AI to learn from our customer dispute volumes, and to tune policies to auto-resolve issues when we can. Based on the pattern and behavior our customer’s customer has shown via the platform, if we know what the answer is going to be, then why are we sending them to a customer service agent? Let’s say we are serving an online marketplace: when a customer clicks “I have a problem,” we ask them some questions. We take them through this diagnosis process. If in answering these questions, we realize 99 percent of the time the answer is going to be X, we can offer that solution right then and there. It might be as simple as telling them: “A replacement is on the way; it’ll be there overnight.”</p>
      • answer_5<p>I think this use of data and AI is changing our lives in ways we don’t even expect. I watch my granddaughter interact with technology, and people talking to their phones, and I watch Uber self-driving cars in San Francisco. The most interesting innovation to me is the way that software is going to become intelligent, and essentially become our companion as we travel through life. And it is sneaking up on us from a social perspective in ways people are not anticipating.</p>
      • leader_id203
      • modifier162
    • Leader
      • id203
      • nameScott Carr
      • job_titleCEO
      • companyModria
      • headshotHeadshot Scottcarr (140x140).png
      • company_logomodria_logo (140 x 60).png
      • bio_full<p>As CEO of Modria—the pioneering Online Dispute Resolution (ODR) platform—Scott Carr provides businesses and government agencies globally with a transformational tool for fast and fair resolutions, customer service efficiency, and even brand loyalty. The model provides a unique pathway to justice and institutional trust for global consumers, and is rapidly growing beyond transactional disputes. After 15 years of development and technological enablement, ODR itself has surged beyond its initial brief of legal cost savings and eCommerce complaint solutions to become a game-changing catalyst for brand building, civil justice access, and marketing intelligence. Carr says that between one and three percent of all transactions go wrong each year, and that clogged Small Claims courts are unable to cope with either the volume or the cross-border jurisdictional nature of online disputes, while consumers have neither the time nor the resources to pursue them through traditional channels.</p> <p>As Director of Dispute Resolution at eBay and PayPal between 2003 and 2011, Modria’s co-founder, Colin Rule, designed a system that resolved 90 percent of some 60 million annual disputes through a disruptive software system, and without the need for any human involvement in the resolution. While parties retained the right to appeal the outcome to court, the astonishing result was that 99.9 percent of the tens of millions of parties involved were sufficiently satisfied that they did not appeal—surely an outcome with profound implications for the future of global civil justice itself. Modria has since innovated a modular SaaS platform to resolve a wide variety disputes at scale—from relational disputes to insurance claim conflicts—where the company designs and manages a software-driven system involving diagnosis, negotiation, mediation, and, in rare cases, arbitration. Carr says, “Our innovation is in user experience, process design, and then using data to help create better experiences.”</p> <p>In terms of incremental innovation outcomes, cost savings for companies include the reduction of complaint contacts from 12 dollars for an average customer service call in the US to just four dollars and eighty cents for Modria ODR. This is partly because the platform significantly reduces the number of CS interactions. But the disruptive potential is revealed in another number: companies like online marketplace brands have found an 18 percent higher reactivation rate among customers who had gone through the ODR process—even if they considered the outcome unfavorable. Rather than slamming the phone down on a customer service agent when a purchased item or service arrives in the wrong form, or not at all, research found that customers appreciated the quick, fair, and easy access the resolution provided, and are rewarding those brands by renewing subscriptions. Carr says, “Back in the late ‘90s, Colin saw that the internet could be used to resolve conflicts in ways people had never considered, but also that there would be whole new categories of disputes that would come up from the digital age that traditional courts could never handle. Part of what is driving the acceleration of transformation to ODR is that courts were designed for a time when everything I did was face to face. The courts today in the US are clogged with Small Claims cases where I cannot get a date for two years; the time it takes is almost not worth the effort.”</p> <p>Beyond its commercial application and its marketing potential, Carr says ODR could ultimately transform access to justice for millions of people in the developing world. He also raises this profound question for marketers: how many millions of consumers drift away from brands without those companies knowing it—simply because those consumers are confrontation-averse, and don’t have the energy or desire to argue with a CS agent over the phone? Modria empowers those consumers to lodge their disputes and, if needed, evidence without the need for confrontation, often with checked boxes on a software platform that can anticipate their likely preferred outcome through AI, and the company’s decades of imported dispute experience. Meanwhile, since legal disputes uniquely cut through to the ultimate emotions and candid motives that move consumers to loyalty or boycott, ODR also presents marketers with their potential data holy grail. Carr says the combination of re-earned trust and these new insights are proving so valuable that many companies involved with high volume, low value transactions would even welcome higher claim numbers that might flow from the easy-to-use dispute resolution process.</p> <p>“A question we often get is: if I create an easy-to-use ODR process, will I have a sudden influx of disputes that will overwhelm me? What we often say is, if that happens, it means there were latent disputes in your customer base or community that you weren’t addressing. You had customers or citizens not getting access to justice or resolution, and you were therefore losing the loyalty of those customers. You want to surface that, because ultimate dissatisfaction is what erodes your customer base.”</p>
      • summary(null)
      • category0
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      • enable(true)
      • created2017-01-06 16:15:39
      • modified2017-04-20 16:36:35
      • modifier1345
  • 8
    • InnovatorProfile
      • id59
      • linkedin_urlhttps://www.linkedin.com/in/eugene-xiong-9110457/
      • summary_bio<p class="p1">Eugene Xiong's leadership as president and CEO has allowed Foxit Solutions to grow immensely and become a worldwide leader within the PDF industry.</p>
      • answer_1First we work with an organizational chart to make sure everyone has clear responsibilities and also has support from other colleagues. It’s important for people to understand their role in the company so they can feel empowered to make decisions, including some that might be  non-conventional. Secondly, we promote customer and market oriented evaluation of people’s performance, so they will treat outside input very seriously instead of looking inward all the time. This view allows for fresh ideas to flow into the company. Last but not least, we make a strong effort to encourage innovative work, including handing out recognition and awards.
      • answer_2<p>As organizations grow, it takes more and more people to change processes in order to implement an idea. with each added personal layer or filter, it becomes a little more difficult to move an idea forward. Also, innovative ideas often don’t bring in short term results.</p>
      • answer_3<p>We are introducing the Baldrige Excellence Framework to Foxit, a big perspective of this framework is innovation. We are associating innovation with every aspect of our operation, including strategy, customer relationships, process management, valuation, improvement, and of course, results.</p>
      • answer_4We believe cloud technologies will the biggest driver in our industry for the near term. Not only are people moving data onto the cloud, they will move all applications on the cloud as well. Also, a lot of new use cases will arise because of cloud adoption. In the longer-term future, we also believe AI will drive very big changes to our industry as well, allowing applications and services to help people working with their documents more efficiently, and do more.
      • answer_5Foxit implemented a web-based PDF engine and through continuous innovation we made it very efficient. Right now we have the most efficient PDF engine on the web, and based on this engine, we have built web-based PDF applications that can be deployed and managed within enterprises easily. This also supports our innovative ConnectedPDF technology, which allows documents to be protected, tracked and managed across all use cases.
      • leader_id234
      • modifier1325
    • Leader
      • id234
      • nameEugene Xiong
      • job_titleFounder and Chairman of the Board
      • companyFoxit Software
      • headshotBPI_Headshot.png
      • company_logoFoxit Logo.png
      • bio_full<p class="p1">Eugene founded Foxit Software Incorporated in 2001 and has been the company's president and CEO. Under Eugene's leadership, the company is growing rapidly, employs hundreds of employees worldwide, and has become a worldwide leader in PDF and electronic document technology and solutions. Before founding Foxit, Eugene worked at Bexcom Corporation and at China's National Astronomical Observatory, where he participated in building one of the first Internet nodes in China. Eugene earned his BS in Computer Science at the University of Science and Technology of China.</p>
      • summary<p class="p1">Eugene Xiong's leadership as president and CEO has allowed Foxit Solutions to grow immensely and become a worldwide leader within the PDF industry.</p>
      • category0
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      • created2020-03-06 21:53:47
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  • 9
    • InnovatorProfile
      • id52
      • linkedin_urlhttps://www.linkedin.com/in/hichamsabir/
      • summary_bio<p class="p1"><span class="s1">Hicham Sabir is the Open Innovation Leader for North America at Philips Lighting. He holds an Engineering Degree from French Engineering School <em>Arts et Métiers</em> and a Master of Science in Applied Physics from <em>Chalmers University of Technology</em> in Sweden. Prior to his current position, Sabir worked in Philips Lighting’s R&D and venture teams to build up Philips’ LED Lamps portfolio, professional systems and connectivity solutions. Sabir says the iconic global brand is responding to a profound disruption – connectivity – not only with leading connected solutions and optimized illumination but also with transformative new business models.</span></p> <p>In addition to its market-leading suite of lighting products for both B2B and B2C environments, Philips Lighting offers data-enabled solutions in an extraordinary diversity of applications – from helping building managers optimize their office spaces, to guiding retail shoppers to sale items with game-changing accuracy, to improving safety and livability for smart cities.</p> <p>“Lighting is ubiquitous,” says Sabir. “It’s everywhere people are. Imagine connecting even a small percentage of this lighting, you will end up with the largest connected IoT network in the physical space. Our ambition for Philips Lighting is to be the lighting company for the Internet of Things, turning light sources into data points to connect more devices, places and people through light.”</p> <p>Sabir says the company is achieving transformation through a collaborative approach to innovation that includes partnerships with expert vendors in new technologies and use case applications to achieve their maximum potential through lighting infrastructure.</p> <p>He told BPI that the applications and value emerging from its data-enabled services are such that it is no longer optimal for traditional procurement or lighting executive teams to explore partnerships on their own – because other departments’ stakeholders, from IT and finance to sustainability and marketing, stand to benefit directly from the data-enabled solutions. </p> <p>“From our <a href="http://www.lighting.philips.com/main/systems/connected-lighting/citytouch">Philips CityTouch</a> connected street lighting solution to the category leader for connected home lighting, <a href="http://www2.meethue.com/en-us/">Philips Hue</a>,– connectivity is driving innovation use cases throughout the entire Philips Lighting portfolio,” he says.</p>
      • answer_1<p>There are two significant trends driving the growth of the lighting industry and new innovations in lighting technology.</p> <p>The first is increasing demand for more energy-efficient light. According to the US Energy Information Association, <a href="https://www.eia.gov/energyexplained/index.cfm?page=electricity_use">lighting accounts for 10% of total electricity consumption in the US</a>. Switching to LED enables light-related energy savings up to 50% - and that number jumps to 80% when paired with smart controls. There is a tremendous retrofit opportunity as a significant portion of light points in the US still need to be converted to LED.</p> <p>The second is the increasing potential of lighting systems and services that harness the power of digital light. Lighting infrastructure already exists everywhere that people live, work, travel, shop, dine and interact. From cities and stores to offices and homes, lighting systems are being transformed into information pathways with the capacity to collect and share data, and offer new insights that enable, and really drive, the Internet of Things. These lighting systems become a conduit to exciting new services, enabled by data, that make people’s lives more safe, inspired, and comfortable, make businesses more productive and profitable, make cities more efficient and livable, and make the world more sustainable and prosperous.</p> <p>Connectivity will continue to proliferate as technology evolves and volumes drive costs down. The smart city is a great example of growth potential for connectivity. Globally, just 2 percent of installed street lighting systems are connected today, but this number is set to reach 35 percent by 2025, according to a recent market analysis from Philips Lighting. This represents a huge opportunity to help enable smart cities in order to improve public safety and services.</p> <p>In retail, our visible light communication technology enables customers to have precise positioning of devices to help them navigate the retails stores and find sales, while at the same time providing the store with detailed analytics on what the shoppers are doing. In commercial buildings, connected lighting systems can collect, share and analyze data that uncover insights into new capabilities such as space optimization and employee experience. With technology that exists today, we can equip every light with a sensor that can collect all kinds of data points about the office environment and its uses. With these insights, there is so much more value that a building can afford its tenants, or companies offer to its employees, beyond illumination.</p> <p>The Open Innovation team is responsible for the identification of disrupting trends and the selection of the startups and partners that will help us respond to those disruptions. My approach with the open innovation team is to be vocal about what we are trying to do and find the right partners within the greater innovation ecosystem who specialize in areas of technology that are complementary. Our overall innovation strategy is to grow the company in data-enabled services and build partnerships with organizations who we may not otherwise have dealt with – those with higher risk profiles, or larger companies within verticals we would not normally engage.</p>
      • answer_2<p>The benefits of our connected systems go far beyond the lighting itself. When we talk to a city, we talk to the lighting and infrastructure and utility guys. They know all about lighting and energy savings, but when you start talking about acoustic sensing, or lighting that can help improve traffic safety, you need a discussion with additional departments. Those applications will trigger further innovation for both parties. We are starting to see cities hiring Chief Innovation Officers and CTOs, precisely to bridge the gap between technology , city operations and public services.</p>
      • answer_3<p>We have a long history of innovation, and we are well positioned on awareness on the need for innovation. Our 125-year legacy of innovation is core to our business and to meeting our customers’ needs.</p> <p>We are pioneering breakthrough innovations in products, system architectures and services – making bold investments in sensors, cloud-based controls platforms, connected lighting, indoor positioning technology and consumer-based personal wirelessly controlled home lighting systems.</p> <p>We invest approximately 5% of sales revenue in R&D to ensure we remain at the forefront of lighting technological developments.</p> <p>Our culture was formerly structured around large internal R&D teams. Over the past five or six years, we became more structured toward partnerships for external innovation. We recognize that there are partners that have complementary areas of expertise and experience. By sharing, learning and working with one another, we can explore new ideas and open new opportunities.</p> <p>There is no comparison with the current speed of innovation compared to ten years ago. There is a sense of urgency where a typical innovation project today will take three to six months, while that might have lasted two years prior to the LED revolution.</p> <p>Internally, we have a number of innovation challenges within and between our R&D teams. For example, every few months, there will be a challenge for sourcing ideas from engineers on how new approaches can be applied elsewhere in the portfolio. We try to bridge this gap by involving additional stakeholders in the organization. One of the things that has been most instrumental is connecting with marketing. Meetings with our marketing teams on what they are seeing outside help us to make more informed decisions about how to improve our products or create new solutions. </p>
      • answer_4<p>We want to become a data-enabled services company. Technologies like AI and IoT are all critical to delivering services based on data insights, so they are vital for our continued success and innovation.</p> <p>We need to have connected systems and sensors to extract information from the physical space. We also need to make sense of unstructured data, which is where artificial intelligence comes in. And we need to be able to commercialize and offer services, including exciting new business models.</p> <p>In the professional space, in some of the smart cities and smart building projects we do, the customers are paying for lighting services, not for the light system itself. This is what we call light-as-a-service. Our revenue depends on the performance of the system, so it is vital to ensure the system is operating as efficiently and effectively as possible.</p> <p>With IoT, you can optimize maintenance contracts. If I send people to repair three street lights, they will have the right diagnosis and the right parts. If I see there are ten nearby lights that will fail in a month or two, I can make the decision to replace them all now to reduce my overall maintenance costs. The ideal scenario will send someone to fix the problem before the customer notices there is something wrong.</p>
      • answer_5<p>I am a big fan of innovative products like our Philips Hue connected home lighting system. When paired with smart home platforms, particularly voice assistants like Amazon Alexa, Apple HomeKit and Google Assistant, Philips Hue is transforming the way consumers experience and interact with light at home. Finally, I am intrigued by the autonomous driving revolution and the scaling-up of electric vehicles.</p>
      • leader_id221
      • modifier1469
    • Leader
      • id221
      • nameHicham Sabir
      • job_titleOpen Innovation Leader for North America
      • companyPhilips Lighting
      • headshotnewnewhicham.jpg
      • company_logoPhillips Logo Resize.png
      • bio_full<p class="p1"><span class="s1">Hicham Sabir is the Open Innovation Leader for North America at Philips Lighting. He holds an Engineering Degree from French Engineering School <em>Arts et Métiers</em> and a Master of Science in Applied Physics from <em>Chalmers University of Technology</em> in Sweden. Prior to his current position, Sabir worked in Philips Lighting’s R&D and venture teams to build up Philips’ LED Lamps portfolio, professional systems and connectivity solutions. Sabir says the iconic global brand is responding to a profound disruption – connectivity – not only with leading connected solutions and optimized illumination but also with transformative new business models.</span></p> <p>In addition to its market-leading suite of lighting products for both B2B and B2C environments, Philips Lighting offers data-enabled solutions in an extraordinary diversity of applications – from helping building managers optimize their office spaces, to guiding retail shoppers to sale items with game-changing accuracy, to improving safety and livability for smart cities.</p> <p>“Lighting is ubiquitous,” says Sabir. “It’s everywhere people are. Imagine connecting even a small percentage of this lighting, you will end up with the largest connected IoT network in the physical space. Our ambition for Philips Lighting is to be the lighting company for the Internet of Things, turning light sources into data points to connect more devices, places and people through light.”</p> <p>Sabir says the company is achieving transformation through a collaborative approach to innovation that includes partnerships with expert vendors in new technologies and use case applications to achieve their maximum potential through lighting infrastructure.</p> <p>He told BPI that the applications and value emerging from its data-enabled services are such that it is no longer optimal for traditional procurement or lighting executive teams to explore partnerships on their own – because other departments’ stakeholders, from IT and finance to sustainability and marketing, stand to benefit directly from the data-enabled solutions. </p> <p>“From our <a href="http://www.lighting.philips.com/main/systems/connected-lighting/citytouch">Philips CityTouch</a> connected street lighting solution to the category leader for connected home lighting, <a href="http://www2.meethue.com/en-us/">Philips Hue</a>,– connectivity is driving innovation use cases throughout the entire Philips Lighting portfolio,” he says.</p>
      • summary<p class="p1"><span class="s1">Hicham Sabir is the Open Innovation Leader for North America at Philips Lighting. He holds an Engineering Degree from French Engineering School <em>Arts et Métiers</em> and a Master of Science in Applied Physics from <em>Chalmers University of Technology</em> in Sweden. Prior to his current position, Sabir worked in Philips Lighting’s R&D and venture teams to build up Philips’ LED Lamps portfolio, professional systems and connectivity solutions. Sabir says the iconic global brand is responding to a profound disruption – connectivity – not only with leading connected solutions and optimized illumination but also with transformative new business models.</span></p>
      • category0
      • featured(false)
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      • enable(true)
      • created2017-07-28 09:40:25
      • modified2017-07-31 08:48:54
      • modifier1469
  • 10
    • InnovatorProfile
      • id18
      • linkedin_url
      • summary_bio<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>
      • answer_1<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>
      • answer_2<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>
      • answer_3<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>
      • answer_4<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>
      • answer_5<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>
      • leader_id97
      • modifier129
    • Leader
      • id97
      • nameThomas White
      • job_titleCo-Founder & CEO
      • companyC-Suite Network
      • headshotheadshot-resized.jpg
      • company_logoC-suite network logo 140x60.jpg
      • bio_full<p>Thomas White is the 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>
      • summary(null)
      • category
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      • created2014-09-22 11:14:50
      • modified2016-06-01 10:05:25
      • modifier1325
  • 11
    • InnovatorProfile
      • id30
      • linkedin_urlhttps://www.linkedin.com/pub/greg-smith/97/74a/2b
      • summary_bio<p>In 2012, Greg Smith became an overnight game-changer in the debate for Wall Street reform, with his sensational public resignation in the New York Times: “Why I am leaving Goldman Sachs.” The former Goldman equities vice president is again tackling systemic inefficiencies and predatory practices in the financial world, but this time it’s in the retirement savings sector. Smith recently accepted the role as President of Blooom, a Midwest startup which was named a Word Top 10 Innovative Company (2015) in the personal finance space by <em>Fast Company.</em></p> <p>The South African expatriate was motivated to move due to the realization that technology innovation had yet to be harnessed to bring down costs for consumers in the financial services sector – and his conviction that, in a gridlocked legislative environment, only innovation could trigger rapid reform.The company was created in response to these astonishing research findings: that four out of every five 401K plans are incorrectly invested, and that the average American unknowingly pays 0,000 in investment fees over their lifetime – the bulk of which are entirely needless. Also, its products were innovated on the basis of these twin conclusions: that 401K plans simply cannot be efficiently managed on a DIY basis, and that only the wealthy can afford financial advisers who can customize and maximize the investments while minimizing their costs.</p> <p>Just a year after its official launch, Blooom has already taken over management of 401K plans for clients in 48 states, using smart software which automatically rebalances investments, while lowering fees. Blooom manages close to 0 million of retirement assets, and employees at half of the Fortune 50 have already signed up as clients of Blooom.</p> <p>Blooom is also disrupting the competition with its flat fee business model charging individuals as little as per month to manage and update their portfolios. Additionally, an essay was published in Time magazine this month exposing the astonishing inefficiencies in the 401k system. Smith is again giving a public jolt to conventional thinking. And his mission is nothing less than to see an entire generation of Americans harness smart technologies to secure their retirement future.</p>
      • answer_1<p>The US retirement space has changed significantly over the last few decades. People of a previous generation were more likely to receive a guaranteed pension either from their employer or the government. Today, Social Security is not enough to provide a stable retirement, and guaranteed pensions have largely disappeared. So Americans have to fend for themselves and are left with a legacy 401k system that was never designed for the middle class.</p> <p>It has an overwhelming amount of choice, often high fees, and often poor selections of index funds. Many people are bewildered and overwhelmed by this complexity, and make no choice, often missing out on a decade of compounding returns. Others can make bad choices and pay away up to a third of their nest egg in fees, often without knowing it. </p> <p>Blooom is the first company that has a completely fresh approach to the 401k space. We are an online service that analyzes any 401k, no matter where someone works. We then recommend the necessary changes. Finally, if the client hires us, we completely take over the management of their 401k – we make the changes for them, we keep an eye on the accounts, and we rebalance it over time. We are not a 'Do-It-Yourself' Solution. We are a 'Do-It-For-You' Solution. All for a Netflix-like subscription fee of /month or less.</p> <p>We use the image of a flower (hence blooom!) to represent the health of the 401k, instead of complicated jargon or charts or graphs that no one understands. Clients love the simplicity and we have grown quicker than anyone else in the automated advisory space in the first year since formal launch. We manage 401k’s for people in 48 states, from age 22 to 67. Our mission is to fix broken 401k’s for millions of Americans.</p>
      • answer_2<p>There are a few impediments that have really kept 401k’s in the 1980’s, despite the advancement of technology. Firstly, 401k’s and retirement are seen as an HR function in the benefits department. Therefore the executives making the decisions on 401k’s have ten other benefits to worry about and are not finance people. So the 401k’s have often been littered with poor fund selections that end up being egregiously expensive for their own employees. There was even a time when the corporation would get kick-backs or part of the very mutual fund fees that their own employees were paying for their retirement.</p> <p>Paradoxically, retirement became a profit center for the very corporation that was supposed to be providing you with benefits. The second major issue is that government largely thinks of the savings problem as a tax issue instead of a complexity issue. I.e. Government thinks if they can just offer you more attractive tax deferrals in your Roth IRA, that tens of millions more Americans will save more money. But behavioral economist after behavioral economist has told the Senate that it is not about taxes. The overwhelming majority of Americans don’t understand the complex tax system. What they need is a very simple system, without jargon, that makes making the “right” choice an easy proposition. There is no innovation, use of technology, or simplicity in the 401k system. This needs to change.</p>
      • answer_3<p>Well I am quite new to Blooom, but am not new to its mission. I think we try to think of every decision we make through a human lens. Finance is complicated – often purposefully – so no one can understand it and so that lots of people can continue to make lots of money off an unsuspecting general public. Our view is that anything we do needs to be understandable to someone who knows nothing about finance.</p> <p>That’s why we charge people a transparent, monthly subscription fee instead of the industry standard of “basis points” or “expense ratios” that get deducted out of people’s accounts without them knowing it. That’s why we use simple imagery to explain one’s 401k instead of a complicated chart. Because of this drive to make everything human, we are forced to keep things really simple. And in finance, keeping things extremely simple turns out to very innovative, and something that people love.</p>
      • answer_4<p>The biggest change will come within 5 years, when the millennial generation will constitute half the global workforce. People underestimate how differently millennials think about money versus baby boomers. Millennials like simplicity, transparency, the predictability of software, the ability to tap the wisdom of their peers and crowdsource an answer instead of paying an expensive advisor for the answer. And that advisor had to deal with lots of paperwork that also runs up the costs. All of this is going away in the investment management business. I think costs will come down and transparency will hopefully go up.</p>
      • answer_5<p>I think much of what is going on in the mobile banking space in developing countries around the world has been truly extraordinary. Examples like M-Pesa that started in Africa, which allows those who don’t have access to a bank to perform much of the basics of banking – sending money, paying people, saving small amounts of money. Why doesn’t the developed world follow this example and make it easier for everyone to be banked? </p> <p>I also think some of the “Nudge" practices going on around the world in national savings systems is good. For example, we know that the only proven way to make people save money is to make it easy for them. I think the 401k system for example should move in an opt-out/nudge direction. For example, when a new person joins a company, start taking some small amount out of their salary and putting it away for them in a low cost, appropriate investment. This will then escalate this percentage over time or when the person gets a raise. And the employee can absolutely opt-out. But what economists find, is that few people do opt out, and ultimately are happy that this inertia set in.<br /><br />Companies<em> are </em>allowed to automatically enroll their employees to 401k plans, yet only about half of corporate CEO’s choose to do so. This is very sad, since many people could be contributing to a nest egg, and often getting free matching from their company, yet they don’t do so because they never get over the hurdle of signing up for their 401k in the first place.</p>
      • leader_id141
      • modifier1469
    • Leader
      • id141
      • nameGreg Smith
      • job_titlePresident
      • companyBlooom
      • headshotgreg smith resize.jpg
      • company_logobloom resize copy.jpg
      • bio_full<p>In 2012, Greg Smith became an overnight game-changer in the debate for Wall Street reform, with his sensational public resignation in the New York Times: “Why I am leaving Goldman Sachs.” The former Goldman equities vice president is again tackling systemic inefficiencies and predatory practices in the financial world, but this time it’s in the retirement savings sector.</p> <p>Smith recently accepted the role as President of Blooom, a Midwest startup which was named a Word Top 10 Innovative Company (2015) in the personal finance space by <em>Fast Company.</em></p> <p>The South African expatriate was motivated to move due to the realization that technology innovation had yet to be harnessed to bring down costs for consumers in the financial services sector – and his conviction that, in a gridlocked legislative environment, only innovation could trigger rapid reform. The company was created in response to these astonishing research findings: that four out of every five 401K plans are incorrectly invested, and that the average American unknowingly pays 0,000 in investment fees over their lifetime – the bulk of which are entirely needless. Also, its products were innovated on the basis of these twin conclusions: that 401K plans simply cannot be efficiently managed on a DIY basis, and that only the wealthy can afford financial advisers who can customize and maximize the investments while minimizing their costs.</p> <p>Just a year after its official launch, Blooom has already taken over management of 401K plans for clients in 48 states, using smart software which automatically rebalances investments, while lowering fees. Blooom manages close to 0 million of retirement assets, and employees at half of the Fortune 50 have already signed up as clients of Blooom.</p> <p>Blooom is also disrupting the competition with its flat fee business model charging individuals as little as per month to manage and update their portfolios. Additionally, an essay was published in Time magazine this month exposing the astonishing inefficiencies in the 401k system. Smith is again giving a public jolt to conventional thinking. And his mission is nothing less than to see an entire generation of Americans harness smart technologies to secure their retirement future.</p>
      • summary<p>In 2012, Greg Smith became an overnight game-changer in the debate for Wall Street reform, with his sensational public resignation in the New York Times: “Why I am leaving Goldman Sachs.” The former Goldman equities vice president is again tackling systemic inefficiencies and predatory practices in the financial world, but this time it’s in the retirement savings sector. Smith recently accepted the role as President of Blooom, a Midwest startup which was named a Word Top 10 Innovative Company (2015) in the personal finance space by Fast Company. </p>
      • category
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      • created2015-07-13 10:58:36
      • modified2017-05-05 15:21:14
      • modifier1469
  • 12
    • InnovatorProfile
      • id28
      • linkedin_url
      • summary_bioSteve Hoffman is a virtual midwife to the future of humankind at Founders Space. “Captain Hoff” doesn’t just predict a world in which computers replace accountants and IOT chairs automatically adjust to your personal dimensions, but he actively selects and empowers the tech innovators who are shaping these kinds of revolutions.  Named a Top 10 incubator in its first year of active mentorship, the Silicon Valley-based and globally focused accelerator is helping to mature hyper-innovative tech companies which could change our lives.
      • answer_1<p>We've been innovating on the incubator/accelerator model.  Instead of just adopting the standard 'Y-Combinator' model, which is meeting start-ups once a week for 3 months followed by a “Demo Day,” we spent 18 months interviewing start-up founders and asking them what they'd like us to do differently.  Here's what we learned: </p> <p>a) Three months is a long time to wait for a Demo Day.  Most start-ups apply to their accelerator several months in advance, and then if they get accepted, it’s another 3 months until they actually get to pitch investors on Demo Day. That means that many start-ups must wait 6 months or so from the time they first apply until they are in front of investors. In half a year, everything changes: competitors, market conditions, funding trends, etc.  A start-up can miss their window by waiting.  Founders Space solves this problem by having Demo Day at the end of the first month. </p> <p>b)  The second issue founders have with the traditional model is being committed to stay in Silicon Valley for 3 months during a program. This is a big issue, especially if the start-up is coming from overseas and has employees, family and customers back home.  Founders Space solves this problem by having a more condensed, intensive program.  Instead of having mentoring and training sessions one or two days a week for three months, Founders Space has them every single weekday for four weeks, followed by Demo Day.  This way startup founders can move quicker and get the same benefits.</p> <p>c) Lastly, the Y-Combinator model ends after three months, leaving start-ups on their own.  It turns out start-up founders have more questions after Demo Day than they do before.  But most programs end after Demo Day.  Founders Space solves this issue by allowing startups to continue to attend all mentoring sessions and workshops for an entire year after Demo Day.  This way startups can receive on-going support when they need it most.  </p> <p>We work with a lot of corporations who say they are innovating, but when we ask them to sacrifice revenue, they recoil.  The one strategy that we propose to our partners is to reward innovation with virtual dollars.  These dollars count as real dollars, but they aren't actual revenue.  This way managers can justify spending time on innovative projects. </p>
      • answer_2<p>We often find that founders who have a good idea – but not a great one – will get too stuck on it and keep hammering on it, as rivals pass them by. Acceleration needs to be that, and we push them hard to identify the best ideas they have – and if they’re pushing a boulder up a hill, they should stop, and switch to something else. Also: Most people see a model or idea that works and then they copy it, making some incremental changes along the way.  True innovation means rethinking everything and challenging all the assumptions you have. </p> <p>You need to question every aspect of your business.  Why do we do it this way?  Why is this the model?  What if we tried this?  And then you have to take risks.  You have to be prepared to fail over and over until you discover a new way of doing it.  Most managers in large corporations are risk averse.  That's how they got to the position they are in.  They don't want a series of failures attached to their names, so naturally they go for the safe bets.  But safe bets don't transform a business. Risk does.</p>
      • answer_3<p>When we started Founders Space, we felt that we had to develop something new.  There are thousands of accelerators out there, and we didn't want to just follow the herd.  So we've been constantly experimenting and pushing ourselves to come up with new ideas that get better results for ourselves and our start-ups.  It's a continual learning process, as we change and improve our model and program every quarter.</p>
      • answer_4<p>The startup ecosystem is constantly changing.  Large corporations are now jumping into the startup game in a much bigger way with open innovation, intraprenuership, incubators and funding.  We are launching new services to partner with global corporations and help them collaborate with startups.  This is the biggest change we see on the horizon, and it's the biggest opportunity.  We just launched a new service called Founders Edge, which does exactly this: <a href="http://www.FoundersEdge.com">http://www.FoundersEdge.com</a>.</p>
      • answer_5<p>It’s simply inevitable that machines will replace the jobs we do – blue collar; white collar; every collar. Surgeons are going to be replaced by robots, which will do the procedure precisely the right way every time. The tax code is a system of laws to follow and optimize – so there is no reason an algorithm can’t do it far better than an accountant.  Legal contracts can all be written by computers. We will get to a very interesting point in society where people will have to ask themselves – what unique value can we provide? One wonderful impact will be in longevity. They are building nano-bots which we can put into our body to repair organs; and smart pills that can measure all the bacteria in your digestive tract, and tell you precisely what drugs or foods you need to take to be healthy and live longer. Ultimately, we will be upgrading our bodies; even our genetics.</p>
      • leader_id129
      • modifier162
    • Leader
      • id129
      • nameSteve Hoffman
      • job_titleCo-Founder & Captain
      • companyFounders Space
      • headshotheadshot-140x140-Steven Hoffman.jpg
      • company_logoFounders Space Logo 140x60.jpg
      • bio_full<p>Steve Hoffman is a virtual midwife to the future of humankind at Founders Space. “Captain Hoff” doesn’t just predict a world in which computers replace accountants and IOT chairs automatically adjust to your personal dimensions, but he actively selects and empowers the tech innovators who are shaping these kinds of revolutions. Named a Top 10 incubator in its first year of active mentorship, the Silicon Valley-based and globally focused accelerator is helping to mature hyper-innovative tech companies which could change our lives. One of them is developing an augmented reality contact lens; another is writing a new version of MPEG to make 4K video mainstream; another is revolutionizing the world of diagnostics – and security – by chemically analyzing human sweat.</p> <p>In addition to grooming an in-house “class” of elite start-ups each quarter, Founders Space is also helping thousands of entrepreneurs and dozens of incubators around the world via its online program. Recognizing that 6 months is simply too much time to wait before pitching to venture capitalists, Hoffman and his partners are changing the game for business owners by slashing the time-to-demo by two months. Speaking with the pride of a foster parent, he talks about the rapid growth of graduating start-ups, thanks largely to the brilliance of their innovations – but also to mentorship tweaks to their business plans or go-to-market strategies, which have often sparked key venture capitalist funding.</p> <p>The father-of-two presents start-ups with the benefit of an extraordinarily varied personal experience: he has been a Hollywood filmmaker; a computer engineer; a serial entrepreneur; a game designer; an educator; a TV voice actor; and an angel investor to startups like Videopixie and Tablelist. Like a top Hollywood story-teller, he helps start-ups to rapidly identify the “unique story” behind their offerings – and to have the courage to discard merely good ideas in favor of great ones.</p>
      • summary(null)
      • category
      • featured(false)
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      • created2015-06-08 14:02:14
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  • 13
    • InnovatorProfile
      • id40
      • linkedin_url
      • summary_bioSchell 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.
      • answer_1<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>
      • answer_2<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>
      • answer_3<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>
      • answer_4<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>
      • answer_5<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>
      • leader_id181
      • modifier162
    • Leader
      • id181
      • nameOtto Schell
      • job_titleMember of the Board of Directors
      • companyDSAG
      • headshotOtto(140x140).jpg
      • company_logoDSAG (140x60).png
      • bio_full<p>Otto Schell is helping to redefine the true meaning of agility and speed for executives, based on his observation that “the world is no longer a globe; it is flat – with IoT you can see everyone, everywhere. Information is everywhere – agility is our new challenge.” Arguing that there will often be too little time even for data analysis and innovation measurement, the German thought leader advocates for “real-time, all the time” business agility – and that, increasingly, companies need to attack markets.</p> <p>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. The leading advocacy group for optimized SAP solutions globally, DSAG represents more than 3,000 large and mid-size companies, and 55,000 individuals. Schell is also chair of international relations for the UN-accredited Diplomatic Council, where he helps define the meaning of technological and market changes from a cultural perspective, between states and nations.</p> <p>In a major recent presentation on “The skillset of tomorrow,” he plots the business value path on X and Y-axes defined by Agility and Relevance. Schell states that merely 'in time' will need to become 'real-time', and that business agility will require 'on demand' models. Centrally, he challenges fears of change – and points out that any early fears of reliability behind services like Amazon and Uber were quickly extinguished. He states that “Digital transformation and IoT acceleration require speed while retaining trust.”</p> <p>Schell describes the benefits of “Automation through sensoric networks – and digitalization of business models,” but warns that it is a “one-time opportunity for all of us; if you try to measure, you are too late!” Pointing out that the current generation of business readers represent the "roll-out model” of the new digital economy, this keynote thinker is helping companies understand the fundamentally different expectations held by Generation Y, and of Millennials – where even a desire to own products cannot be assumed.</p> <p>His team is unearthing the ongoing value of whole species of underused physical assets, by revealing how smart and integrated sensors can be harnessed to optimize their use, maintenance and performance. Above all, Schell argues for the leveraging of new technologies to adopt new business models – typically, away from the sale of products and toward real-time services, noting that “Different players or a disruptive play is the task I’m giving (executives) to think about.”</p> <p>In an interview with BPI, he cited the TotalCare business model innovation at power systems company Rolls Royce as a prime example of the needed change – where that company no longer sells engines and, later, spare parts, but rather provides customers with power by the hour, enabled by sensoric maintenance.</p> <p>“Does Rolls Royce sell their turbines or do they sell the service of the turbines? They sell the service. They no longer go to an aircraft maker and say, here’s a turbine. They say – we will monitor our turbines 24/7, and intervene before something happens. It’s a complete different business model, which would not have been possible without the new technology.</p> <p>“There is a general pattern toward service which companies need to think about. There is an Italian railway company which repairs its equipment on the fly – no longer does the train need to go to the station every 2 months and sit for three weeks. The idea is optimal asset life cycle usage – and that has urgent implications for business models.”</p>
      • summary(null)
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      • created2016-06-22 09:58:22
      • modified2017-04-20 16:39:34
      • modifier1345
  • 14
    • InnovatorProfile
      • id58
      • linkedin_urlhttps://www.linkedin.com/in/waimwong/
      • summary_bio<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>
      • answer_1<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>
      • answer_2Standards 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.
      • answer_3I 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.
      • answer_4The AI model, based around insights and encoded knowledge, will be extremely impactful in the coming years.
      • answer_5There 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.
      • leader_id233
      • modifier1325
    • Leader
      • id233
      • nameWai Wong
      • job_titleCEO and Founder
      • companyServiceaide
      • headshotWai Wong Headshot Picture.png
      • company_logoservice aide logo New.png
      • bio_full<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>
      • summary<p>Wai Wong, the Founder, President and CEO of Serviceaide, brings 36 years of experience from the high-tech industry into his current role. </p>
      • category0
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  • 15
    • InnovatorProfile
      • id51
      • linkedin_urlhttps://www.linkedin.com/in/nancyselph/
      • summary_bio<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>
      • answer_1<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>
      • answer_2<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>
      • answer_3Innovation 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.    
      • answer_4<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>
      • answer_5<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>
      • leader_id220
      • modifier1469
    • Leader
      • id220
      • nameNancy Selph
      • job_titleCOO of Innovation & Data Governance
      • companyDeutsche Bank
      • headshotnancy headshot(140x140).png
      • company_logoDB Logo (140x60).png
      • bio_full<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>
      • summary<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>
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  • 16
    • InnovatorProfile
      • id64
      • linkedin_url
      • summary_bioAnne Schlösser is founder and CEO of <a title="http://www.studiomem.com/" href="http://www.studiomem.com/">studiomem</a>, an innovation company and <a href="http://www.memoratio.com/">Memoratio</a>, a data driven venture builder. She has spent her career in solving innovation and design challenges for start-ups, mid-sized businesses and large corporations in Europe, the US and China. As a business designer and entrepreneur she discovers customer or market need, builds innovative offers and defines innovation strategy along the value chain of an organization. A lot of her work has been in transitioning product manufacturers into becoming service providers, and specifying the right digital product or business offer in a given environment. She studied Product Design at Art Center College of Design in California, and worked in consultancies in the US and Europe, before becoming a founder. She is at home close to Munich in the south of Germany, from where she collaborates with clients worldwide.
      • answer_1The ability to change is fundamental to the survival of any organism.  Organizations, like organisms, are subject to the same type of darwinistic rules to evolve under. Finding a fit to the environment is key to survival. Successful organisms strive, unsuccessful ones wither. Beyond the ability to change and adapt, organizations need to innovate to anticipate the next critical adaptation. Digital Innovation, oftentimes is a disruption if not a successful evolution of an existing analog system. Digitalization is penetrating all areas of life. As much as the ability to change, successful companies have to find their right fit in the digital environment. For manufacturers of physical products it means to become digital service providers, just as much as service providers can  “product-ize” their offer to remain relevant.
      • answer_2I personally believe “unlucky opportunism” is a big impediment to innovation, no matter what sector or organization. Things done opportunistically, not following overall culture or strategy will hinder change and adaptation. Managing opportunism across an organization can only be done with a strong evolving and guiding culture. Sometimes, however, opportunistic events, will turn into an adaptation, or even an innovation strategy, that’s “lucky opportunism.” Both, agility and foresight are needed to navigate opportunism.
      • answer_3studiomem is a strategic innovation and design company, with a 12 year history of delivering innovation services from strategy to implementation to start-ups, mid sized businesses and global fortune 500 clients. We constantly ask ourselves: what is the future of our business, dedicate time to gain foresight and innovate our offer. The paradox is, that selling innovation services, does not make you innovative yourself. You’ll have to eat your own medicine and dedicate as much time to innovate for your own business, as you expect from your clients. Earlier I mentioned that service providers will have to productize to be successful in a globally digitalized world. That’s what we are driving forward now. Two years ago we co-founded the data driven venture builder, Memoratio. A logical consequence of our experience as an innovation company, ultimate proof of expertise in innovation means venturing into entrepreneurialism. Besides venture building, Memoratio and studiomem are productizing our services by offering our clients<span class="apple-converted-space"> </span><a href="http://studiomem.com/data-driven-innovation">Data Driven Innovation formats</a><span class="apple-converted-space"> </span>or our<span class="apple-converted-space"> </span><a href="http://www.studiomem.com/visioneering">foresight format ‘Visioneering’</a>. In these formats, we are combining design thinking methodology with Big Data and AI - our clients benefit by gaining never-before-seen precision in finding opportunity and in understanding their audience in the future.
      • answer_4It is March 2021, we are in the midst of the third wave of the pandemic in Germany. Countries are getting ready to start-up again. The post-pandemic world feels within reach. Right now, everybody is asking themselves, how will it be different? What will change, what will stay or come back, what will be gone forever? Technologies driving the next two years will be anything, which is enabling rapid advancement and the evolution of digitalisation. During the Covid Crisis the world has became smaller as we collaborate and compete across organizations, societies, continents digitally. The given circumstances delivered the need to adapt to new environments. Within these new environments customers demand and businesses will deliver a new fit. The post-pandemic world however will by no means be less troubled. The climate crisis is here and now, more than ever, radical transparency, boosted by global digitalization will drive forward environmental, social and governance criteria. Change and adaptation will be crucial, not only for the survival of the individual organism but this time for the survival of the species.
      • answer_5Our current transition is driven by the pandemic, digitalization and climate change. Organizations are trying to understand how the post pandemic world will be different, how climate change will impact their business model, and how they can use technology to drive forward these changes to create positive impact. We utilize our <a href="http://www.studiomem.com/visioneering">foresight format Visioneering</a> to support organizations in finding ways to deal with these changes and uncertainties. Visioneering is based on forecasting plausible future scenarios, based on technology, social, environmental and business trends. We help our clients to think forward 20-30 years into the future and imagine their organization’s brand, products and services. We then sketch a roadmap backwards, giving them a long term innovation strategy and future purpose to work with. Our clients tell us, that besides the strategic outcome, their organizational cultures are deeply impacted by becoming more future-focussed and more aware of thinking long term.
      • leader_id239
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    • Leader
      • id239
      • nameAnne Schlösser
      • job_titleCEO and Founder
      • companystudiomem
      • headshotGameChangeranne-schloesser–studiomem-memoratio.png
      • company_logostudiomem logo.png
      • bio_full<strong><a title="https://www.linkedin.com/in/anne-schloesser-studiomem/" href="https://www.linkedin.com/in/anne-schloesser-studiomem/">Anne Schlösser</a></strong> is founder and CEO of <a title="http://www.studiomem.com/" href="http://www.studiomem.com/">studiomem</a>, an innovation company and <a href="http://www.memoratio.com/">Memoratio</a>, a data driven venture builder. She has spent her career in solving innovation and design challenges for start-ups, mid-sized businesses and large corporations in Europe, the US and China. As a business designer and entrepreneur she discovers customer or market need, builds innovative offers and defines innovation strategy along the value chain of an organization. A lot of her work has been in transitioning product manufacturers into becoming service providers, and specifying the right digital product or business offer in a given environment. She studied Product Design at Art Center College of Design in California, and worked in consultancies in the US and Europe, before becoming a founder. She is at home close to Munich in the south of Germany, from where she collaborates with clients worldwide.
      • summaryAnne Schlösser has spent her career in solving innovation and design challenges for start-ups, mid-sized businesses and large corporations in Europe, the US and China.
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  • 17
    • InnovatorProfile
      • id47
      • linkedin_url
      • summary_bio<p>Nic Vu, GM and SVP for Direct-to-Consumer for Adidas North America, discusses how building relationships is today's number one sales strategy. Through this game changer interview, he discusses what customer-centricity really means in today’s data-enabled, hyper-competitive brand environment, from the perspective of one of the premier performers in the global retail landscape.</p>
      • answer_1It's global change: our entire company worldwide, as well as the North American team. We specifically set out three major strategies, which include speed, cities, and open sourcing, and it really has changed the behavior and frankly the entire game in which we play. Before, we would create products and push them out and try to sell to customers, in the traditional model. But as we started to open source and invite our consumers to help us within our journey in a new innovative way, which has created a shift in the ecosystem that has been applied throughout the entire organization.<br /><br />We're obviously very well known for Kanye West, and co-creating products with his fashion, style and expertise. By leveraging our globally recognized brand and expertise with his product and personal brand, we are going to market with a tailored product that leverages the best of both sides.  We strategically made a choice that we would co-create with our key partners to deliver the best products to their consumers, and we are now leveraging that open source strategy with a variety of different key partners.<br /><br />We have opened up a product creation design house in Brooklyn called the Brooklyn Farm. We put our best designers there, and we are allowing customers – anybody who has a creative thought, anybody who wants to work with our brand – to walk in off the street and help us design products, give us new ideas; fresh thinking. We created an ecosystem internally with internal websites that allowed people to generate ideas, and their peers can vote it on their ideas. And that ultimately has driven thousands of ideas, including the very successful Avenue A initiative.<br /><br />With Avenue A, I have to give credit to Mark King, my boss, who's the CEO of North America. He is well known as a major innovator in the golf industry, and he has subsequently initiated and built this relentless innovation culture for Adidas North America in the past three years. In year one, we were all raising awareness, educating people on the process around innovation. In year two, we started to cultivate this ecosystem of openness. And now that we're in year three, you're seeing the net results organizationally, both within the North American marketplace but also on a global organizational level. At the same time, we launched the Innovation Academy, wherein we created an environment in which people can learn, get an education; effectively get an MBA in innovation.<br /><br />As the GM of Direct-to-Consumer for North America, I spend half of my time understanding consumer sentiment and listening to the ideas they have, and the other half of my time around merchandising and product.<br /><br />What's unique about Adidas Group is that we were born in sport, and we're sporting goods athletic apparel and footwear company. We can basically be an athlete’s entire wardrobe, on-court and on-pitch, or as soon as they get off: we're there to support them through their own style and fashion as well. And we're a brand that wants to co-create.
      • answer_2People need to be educated and aware that they have the ability to contribute within their own organization, and to try new things. You can't create an ecosystem organizationally that shuts that down. You need to allow votes on people’s ideas by their peers, not by their supervisors – so, their confidantes, if you will. And employees need to know that it is safe to fail, and they need to fail fast and frequently. Unfortunately, I would say the majority of organizations still penalize mistakes, despite the knowledge that innovation requires an ability to fail. <br /><br />Really, the impediment that I see within the industry is that, too often, people feel they have to have a 100% plan, ready-to-go, and that it has to be successful. Today, we have an innovation board within every single one of our brick-and-mortar stores and we invite not only our consumers to put ideas on there but we invite our own team members, our internal consumers, to give us ideas, and those ideas then are surfaced all the way up the "chain of command." Then, ultimately we create games that feature competition and collaborations, and then all of a sudden people feel like, "Wow. I'm a one-week-old employee internal to Adidas, and I submitted my idea and two months later, the top guy in the organization is reviewing my ideas! How cool is that?"
      • answer_3What I would say is we have to create a incentivized change-management process to induce innovation. I think you can't introduce innovation as a top-down mandate or even execute it in that form. I  think you have to win hearts and minds within the organization, and you have to start by developing a budget or resources that are dedicated to it.    <br /><br /> So our newsletter four or five years ago was driven by functional heads and it was kind of like this laborious mandate from the top – me, in this case – where every function gave and updated them, and we’d we post a static document and that would go out to the organization. We thought that was communication. Today, in contrast, the employees within each function, regardless of level, drive what content they want to express to the organization. And it's this living, breathing document that goes out every week now.
      • answer_4<p>Mobile technology will remain key – almost every consumer today has some level of smartphone in their hand, and the information that they can get via Google or other search engines is so quick and so fast that brands like us, Adidas Group, will need to make sure that we are there to help cultivate that experience for the consumer and answer those questions, or even anticipate those questions. So I would say mobile technology and all the apps that can be developed to connect the consumer's experience, is really the key in the future.</p> <p>We already have virtual reality in our stores today, which help educate and create a great experience for our consumers. So when we opened up our world flagship on Fifth Avenue, we had virtual reality in there wherein NBA superstar James Harden in a VR space was giving them – the consumers – the experience of a lifetime, because it felt like you were actually speaking with James Harden.</p> <p>Meanwhile, we’re leveraging technologies from 3D printing to AI, and I think the key is to make sure that our digital and social ecosystem remains connected for the end-user experience. We're starting to implement local market manufacturing wherein we can bring speed of product-to-market faster. And we're talking months and weeks, we're not talking years and months.</p>
      • answer_5<p>My personal favorites include Tesla and also Faraday Future, that just came out with an innovation where you can basically sit in the car, and it will self-drive, self-park, and you can talk on your social platforms. And ultimately what I learned from the car industry – in this case, electric car companies – is that they're chasing the very same thing we are: a connected experience for the consumer in which they can interact with your brand, any which way they like, and for us to be prepared to be able to interact with them any which way they like: digital communities, hubs, and apps.</p>
      • leader_id209
      • modifier162
    • Leader
      • id209
      • nameNicholas Vu
      • job_titleGM & SVP for Direct-to-Consumer
      • companyAdidas
      • headshotNicVu (140x140).png
      • company_logoadidas-equipment-logo (140 x 60).png
      • bio_full<p>It’s hard to think of a more perfect illustration of the recent transformation in retail brand thinking than this revelation by Nic Vu, GM and SVP for Direct-to-Consumer North America, to BPI:</p> <p>“Three years ago, if somebody came to our stores and tied up one of our sales associates for 60 minutes without buying, I might be concerned, to be honest,” he says. “Today, I'm <em>hoping</em> the consumer walks into our store and spends 60 minutes with the salesperson, even if they don’t purchase a thing – in fact, I’m actually incentivizing my team to spend that time to help customers build that relationship with our brand.”</p> <p>This stunningly clear insight illustrates what customer-centricity really means in today’s data-enabled, hyper-competitive brand environment – and it comes from one of the premier performers in the global retail landscape.</p> <p>Going beyond the extraordinary fact that the sporting goods industry is growing faster even than consumer electronics, net sales for Adidas Group North America grew an astonishing 24% in 2016.</p> <p>Vu says: “The growth stems from a combination of things, but certainly I would attribute much of it to our global and our regional North American thinking around innovation, bringing new products faster, fresher, and more frequently, and then making our consumers part of the journey.”</p> <p>And where other brands might speak of leveraging social media “feedback” from consumers, Adidas Group literally welcomes ordinary people – you or me, off the street – to physically walk in to their “Brooklyn Farm” ideation warehouse to directly share their innovative ideas with design staff.</p> <p>Vu says much of the local growth stems from scaling innovation throughout the global Adidas Group – which has outperformed competitors since its recent return to its original sports focus – and from open source engagement with consumers in the U.S. market, driven by North America CEO Mark King.</p> <p>Vu is responsible for Direct to Consumer responsibilities for the U.S. and Canada, with functional areas like merchandising and marketing, and covering the core Adidas and Reebok brands, as well as NBA, NHL, MLS, Mitchell & Ness, Retail Event Operations, and CrossFit Games Retail. </p>
      • summary
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      • created2017-04-13 14:26:44
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• sidebarInnovationHeadlines
  • 0
    • Article
      • id1365
      • date2023-01-04
      • titleIs Your Company Mistaking Technology For Digital Transformation?
      • author(null)
      • publisherForbes
      • description(null)
      • urlhttps://www.forbes.com/sites/sap/2023/01/24/is-your-company-mistaking-technology-for-digital-transformation/?sh=4eb4bfa771e9
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      • created2023-06-06 23:19:46
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  • 1
    • Article
      • id1361
      • date2020-08-10
      • titleA Cornucopia Of Cloud Storage Solutions
      • author
      • publisherForbes
      • description
      • urlhttps://www.forbes.com/sites/tomcoughlin/2020/08/10/a-cornucopia-of-cloud-storage-solutions/#66c77bb76938
      • program_only(false)
      • innovator_news(false)
      • created2020-08-12 17:48:21
      • modified2020-08-12 17:48:21
      • modifier1325
    • Program
      • 0
        • id31
        • titleBringing Simplicity To Multi-Cloud Complexity
        • subtitleAdvancing Data Connectivity, Logistics and Value
        • summaryThis initiative aims to explore the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world.
        • description<p><strong>Overview</strong></p> <p>The Business Performance Innovation (BPI) Network, in partnership with DBM Cloud Systems and the CMO Council, is undertaking research into the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world. Global enterprises are seeking to integrate vast repositories of data across multiple public and private clouds and on-premise systems to extract more value, use and return on these assets. In particular, this relates to decision-support analytics, product and service delivery, customer intelligence and personalized engagement, operational improvement, business compliance, and continuity.</p> <p>While multi-cloud and hybrid cloud environments provide major advantages, they also increase the complexity of managing, translating, processing and moving data. Chief Data Officers, infrastructure IT executives and others in the enterprise are now seeking new and innovative ways to gain greater control, visibility, performance and efficiency in the way they manage data to optimize its value.</p> <p>The program will engage data and IT executives from major companies, as well as leading system integrators, consulting firms and solution providers to understand needs, requirements and best practices in optimizing data economics, protection and logistics in today’s multi-cloud, mega-data world.</p> <p><strong> </strong></p> <p><strong>Background</strong></p> <p>The growing importance of the Chief Data Officer underscores widespread recognition of the essential role and value of data and analytics in the modern, agile customer-centric enterprise. This is further compounded by the significant cost, challenge and complexity of unifying, migrating, replicating, protecting, storing and governing data “ponds, lakes and dams” in today’s multi-cloud and hybrid cloud computing environments.</p> <p>Data has become one of the chief engines of value creation. Its role in improving analytical decision making, enhancing our ability to understand, reach and engage customers, and increasing the value of both existing and new products and services has made data a highly valued currency and asset base for enterprises operating digitally across data borders, ramparts and fences.</p> <p>Fueled by an explosive proliferation of new data sources—from mobile computing, social media and rich media applications and services, to the advent of the Internet of Things, which will generate some 50 million connected sensors by the end of 2020—the amount and variety of data being stored is growing exponentially.  According Seagate Technology, the amount of data generated worldwide will increase to 163 zettabytes by 2025 from 12 zettabytes in 2015.</p> <p>In today’s multi-cloud, mega-data world, better Data Logistics and Performance Management (DLPM) has become essential to competing in the Data Economy. According to 451 Research, some 80 percent of companies are now utilizing two or more clouds. Three-quarters of companies say they are pursuing a hybrid/multi-cloud strategy.</p> <p>In this highly distributed compute environment, the requirements to understand where data resides across multiple public clouds and on-premise systems and cost-effectively store, protect and move data to its optimal location becomes critical. With the coming rise of edge computing and micro-data centers designed to bring data and applications closer to users to reduce latency and thereby improve application and workload performance, data management and logistics become even more complex. The edge is creating even more data, with increased data volumes having to be transmitted across networks and between clouds.</p> <p>Object-based data storage is now the dominant storage architecture globally, particularly in the cloud, and will be used to store 85 percent of the world’s data by 2025. Developed initially to handle the explosive growth of unstructured data, such as video, images, web pages, log files and IoT data, object storage saves data along with associated metadata in blocks as objects that can contain multiple information formats.</p> <p>It has a variety of advantages over file and block storage, including massive scalability, greater flexibility via metadata for analytics, better governance, faster retrieval, and improved cost efficiencies. In addition, continued technical advances are improving both the performance and the applicability of object storage for new use cases. A major challenge, however, is that the object-based storage systems used my various cloud providers are all different, making data synchronization and translation a challenge.</p> <p> </p> <p><strong>The Data Logistics Mandate</strong></p> <p>In this new world, Chief Data Officers and CIOs must optimize how they manage vast volumes of data across multiple clouds and data environments through better data logistics. There are more data silos, greater distribution of data, vast increases in volume, and a growing demand to understand, protect and exploit data for business growth and optimization while holding down costs.</p> <p>Among those logistical challenges are the need to keep track of where data resides, and cost-effectively synchronize, replicate and move data to optimize value, efficiency, security and governance based on cost differences, processing and analytics capabilities, performance advantages, and regulatory requirements.</p> <p>Organizations need to be able to be able to identify what data needs to be replicated and effectively transmitted and synchronized across different clouds and on-premise locations to improve the availability, security and value of data.</p> <p>For example, organizations increasingly need to move data to specific service providers to conduct analytics or take advantage of specific vendor technologies, lower processing and storage costs, or meet geographic requirements. Particularly when data replication and synchronization is a continuous activity, organizations need to automate this process based on established rules and policies to improve cost efficiency, eliminate errors and reduce management complexity.</p> <p>For object storage data, the capacity to fully utilize metadata to identify location, type and value is now a critical aspect of data logistics, as is the ability to transfer data with a minimum amount of performance degradation and data corruption. New solutions that can handle replication outside of the data path are delivering improved visibility, performance and data quality.</p> <p>Advancing data logistics is a major imperative for today’s data-driven organizations and their chief data officers. The mandate to improve data availability, performance, value and cost-efficiency will be a critical competitive differentiator in a multi-cloud, mega-data world.<br /><br /><strong>To get involved in this initiative, please reach out to <a href="mailto:dmurray@bpinetwork.org">Dave Murray</a>. </strong></p>
        • imageBringing Simplicity to MultiCloud Complexity Logo-BPI.png
        • thumbnailBringing Simplicity to MultiCloud Complexity ICON-BPI.png
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  • 2
    • Article
      • id1359
      • date2020-07-22
      • titleHybrid Cloud Security: Benefits and Challenges
      • author
      • publisherBusiness2Community
      • description
      • urlhttps://www.business2community.com/cloud-computing/hybrid-cloud-security-benefits-and-challenges-02329045
      • program_only(false)
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      • created2020-08-12 17:47:17
      • modified2020-08-12 17:47:17
      • modifier1325
    • Program
      • 0
        • id31
        • titleBringing Simplicity To Multi-Cloud Complexity
        • subtitleAdvancing Data Connectivity, Logistics and Value
        • summaryThis initiative aims to explore the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world.
        • description<p><strong>Overview</strong></p> <p>The Business Performance Innovation (BPI) Network, in partnership with DBM Cloud Systems and the CMO Council, is undertaking research into the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world. Global enterprises are seeking to integrate vast repositories of data across multiple public and private clouds and on-premise systems to extract more value, use and return on these assets. In particular, this relates to decision-support analytics, product and service delivery, customer intelligence and personalized engagement, operational improvement, business compliance, and continuity.</p> <p>While multi-cloud and hybrid cloud environments provide major advantages, they also increase the complexity of managing, translating, processing and moving data. Chief Data Officers, infrastructure IT executives and others in the enterprise are now seeking new and innovative ways to gain greater control, visibility, performance and efficiency in the way they manage data to optimize its value.</p> <p>The program will engage data and IT executives from major companies, as well as leading system integrators, consulting firms and solution providers to understand needs, requirements and best practices in optimizing data economics, protection and logistics in today’s multi-cloud, mega-data world.</p> <p><strong> </strong></p> <p><strong>Background</strong></p> <p>The growing importance of the Chief Data Officer underscores widespread recognition of the essential role and value of data and analytics in the modern, agile customer-centric enterprise. This is further compounded by the significant cost, challenge and complexity of unifying, migrating, replicating, protecting, storing and governing data “ponds, lakes and dams” in today’s multi-cloud and hybrid cloud computing environments.</p> <p>Data has become one of the chief engines of value creation. Its role in improving analytical decision making, enhancing our ability to understand, reach and engage customers, and increasing the value of both existing and new products and services has made data a highly valued currency and asset base for enterprises operating digitally across data borders, ramparts and fences.</p> <p>Fueled by an explosive proliferation of new data sources—from mobile computing, social media and rich media applications and services, to the advent of the Internet of Things, which will generate some 50 million connected sensors by the end of 2020—the amount and variety of data being stored is growing exponentially.  According Seagate Technology, the amount of data generated worldwide will increase to 163 zettabytes by 2025 from 12 zettabytes in 2015.</p> <p>In today’s multi-cloud, mega-data world, better Data Logistics and Performance Management (DLPM) has become essential to competing in the Data Economy. According to 451 Research, some 80 percent of companies are now utilizing two or more clouds. Three-quarters of companies say they are pursuing a hybrid/multi-cloud strategy.</p> <p>In this highly distributed compute environment, the requirements to understand where data resides across multiple public clouds and on-premise systems and cost-effectively store, protect and move data to its optimal location becomes critical. With the coming rise of edge computing and micro-data centers designed to bring data and applications closer to users to reduce latency and thereby improve application and workload performance, data management and logistics become even more complex. The edge is creating even more data, with increased data volumes having to be transmitted across networks and between clouds.</p> <p>Object-based data storage is now the dominant storage architecture globally, particularly in the cloud, and will be used to store 85 percent of the world’s data by 2025. Developed initially to handle the explosive growth of unstructured data, such as video, images, web pages, log files and IoT data, object storage saves data along with associated metadata in blocks as objects that can contain multiple information formats.</p> <p>It has a variety of advantages over file and block storage, including massive scalability, greater flexibility via metadata for analytics, better governance, faster retrieval, and improved cost efficiencies. In addition, continued technical advances are improving both the performance and the applicability of object storage for new use cases. A major challenge, however, is that the object-based storage systems used my various cloud providers are all different, making data synchronization and translation a challenge.</p> <p> </p> <p><strong>The Data Logistics Mandate</strong></p> <p>In this new world, Chief Data Officers and CIOs must optimize how they manage vast volumes of data across multiple clouds and data environments through better data logistics. There are more data silos, greater distribution of data, vast increases in volume, and a growing demand to understand, protect and exploit data for business growth and optimization while holding down costs.</p> <p>Among those logistical challenges are the need to keep track of where data resides, and cost-effectively synchronize, replicate and move data to optimize value, efficiency, security and governance based on cost differences, processing and analytics capabilities, performance advantages, and regulatory requirements.</p> <p>Organizations need to be able to be able to identify what data needs to be replicated and effectively transmitted and synchronized across different clouds and on-premise locations to improve the availability, security and value of data.</p> <p>For example, organizations increasingly need to move data to specific service providers to conduct analytics or take advantage of specific vendor technologies, lower processing and storage costs, or meet geographic requirements. Particularly when data replication and synchronization is a continuous activity, organizations need to automate this process based on established rules and policies to improve cost efficiency, eliminate errors and reduce management complexity.</p> <p>For object storage data, the capacity to fully utilize metadata to identify location, type and value is now a critical aspect of data logistics, as is the ability to transfer data with a minimum amount of performance degradation and data corruption. New solutions that can handle replication outside of the data path are delivering improved visibility, performance and data quality.</p> <p>Advancing data logistics is a major imperative for today’s data-driven organizations and their chief data officers. The mandate to improve data availability, performance, value and cost-efficiency will be a critical competitive differentiator in a multi-cloud, mega-data world.<br /><br /><strong>To get involved in this initiative, please reach out to <a href="mailto:dmurray@bpinetwork.org">Dave Murray</a>. </strong></p>
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      • date2020-07-22
      • titleIt’s Time To Rethink How To Get More From Your Data
      • author
      • publisherForbes
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      • urlhttps://www.forbes.com/sites/forbestechcouncil/2020/07/22/its-time-to-rethink-how-to-get-more-from-your-data/#3117717c6762
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        • id31
        • titleBringing Simplicity To Multi-Cloud Complexity
        • subtitleAdvancing Data Connectivity, Logistics and Value
        • summaryThis initiative aims to explore the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world.
        • description<p><strong>Overview</strong></p> <p>The Business Performance Innovation (BPI) Network, in partnership with DBM Cloud Systems and the CMO Council, is undertaking research into the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world. Global enterprises are seeking to integrate vast repositories of data across multiple public and private clouds and on-premise systems to extract more value, use and return on these assets. In particular, this relates to decision-support analytics, product and service delivery, customer intelligence and personalized engagement, operational improvement, business compliance, and continuity.</p> <p>While multi-cloud and hybrid cloud environments provide major advantages, they also increase the complexity of managing, translating, processing and moving data. Chief Data Officers, infrastructure IT executives and others in the enterprise are now seeking new and innovative ways to gain greater control, visibility, performance and efficiency in the way they manage data to optimize its value.</p> <p>The program will engage data and IT executives from major companies, as well as leading system integrators, consulting firms and solution providers to understand needs, requirements and best practices in optimizing data economics, protection and logistics in today’s multi-cloud, mega-data world.</p> <p><strong> </strong></p> <p><strong>Background</strong></p> <p>The growing importance of the Chief Data Officer underscores widespread recognition of the essential role and value of data and analytics in the modern, agile customer-centric enterprise. This is further compounded by the significant cost, challenge and complexity of unifying, migrating, replicating, protecting, storing and governing data “ponds, lakes and dams” in today’s multi-cloud and hybrid cloud computing environments.</p> <p>Data has become one of the chief engines of value creation. Its role in improving analytical decision making, enhancing our ability to understand, reach and engage customers, and increasing the value of both existing and new products and services has made data a highly valued currency and asset base for enterprises operating digitally across data borders, ramparts and fences.</p> <p>Fueled by an explosive proliferation of new data sources—from mobile computing, social media and rich media applications and services, to the advent of the Internet of Things, which will generate some 50 million connected sensors by the end of 2020—the amount and variety of data being stored is growing exponentially.  According Seagate Technology, the amount of data generated worldwide will increase to 163 zettabytes by 2025 from 12 zettabytes in 2015.</p> <p>In today’s multi-cloud, mega-data world, better Data Logistics and Performance Management (DLPM) has become essential to competing in the Data Economy. According to 451 Research, some 80 percent of companies are now utilizing two or more clouds. Three-quarters of companies say they are pursuing a hybrid/multi-cloud strategy.</p> <p>In this highly distributed compute environment, the requirements to understand where data resides across multiple public clouds and on-premise systems and cost-effectively store, protect and move data to its optimal location becomes critical. With the coming rise of edge computing and micro-data centers designed to bring data and applications closer to users to reduce latency and thereby improve application and workload performance, data management and logistics become even more complex. The edge is creating even more data, with increased data volumes having to be transmitted across networks and between clouds.</p> <p>Object-based data storage is now the dominant storage architecture globally, particularly in the cloud, and will be used to store 85 percent of the world’s data by 2025. Developed initially to handle the explosive growth of unstructured data, such as video, images, web pages, log files and IoT data, object storage saves data along with associated metadata in blocks as objects that can contain multiple information formats.</p> <p>It has a variety of advantages over file and block storage, including massive scalability, greater flexibility via metadata for analytics, better governance, faster retrieval, and improved cost efficiencies. In addition, continued technical advances are improving both the performance and the applicability of object storage for new use cases. A major challenge, however, is that the object-based storage systems used my various cloud providers are all different, making data synchronization and translation a challenge.</p> <p> </p> <p><strong>The Data Logistics Mandate</strong></p> <p>In this new world, Chief Data Officers and CIOs must optimize how they manage vast volumes of data across multiple clouds and data environments through better data logistics. There are more data silos, greater distribution of data, vast increases in volume, and a growing demand to understand, protect and exploit data for business growth and optimization while holding down costs.</p> <p>Among those logistical challenges are the need to keep track of where data resides, and cost-effectively synchronize, replicate and move data to optimize value, efficiency, security and governance based on cost differences, processing and analytics capabilities, performance advantages, and regulatory requirements.</p> <p>Organizations need to be able to be able to identify what data needs to be replicated and effectively transmitted and synchronized across different clouds and on-premise locations to improve the availability, security and value of data.</p> <p>For example, organizations increasingly need to move data to specific service providers to conduct analytics or take advantage of specific vendor technologies, lower processing and storage costs, or meet geographic requirements. Particularly when data replication and synchronization is a continuous activity, organizations need to automate this process based on established rules and policies to improve cost efficiency, eliminate errors and reduce management complexity.</p> <p>For object storage data, the capacity to fully utilize metadata to identify location, type and value is now a critical aspect of data logistics, as is the ability to transfer data with a minimum amount of performance degradation and data corruption. New solutions that can handle replication outside of the data path are delivering improved visibility, performance and data quality.</p> <p>Advancing data logistics is a major imperative for today’s data-driven organizations and their chief data officers. The mandate to improve data availability, performance, value and cost-efficiency will be a critical competitive differentiator in a multi-cloud, mega-data world.<br /><br /><strong>To get involved in this initiative, please reach out to <a href="mailto:dmurray@bpinetwork.org">Dave Murray</a>. </strong></p>
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      • date2020-07-21
      • title8 Innovation Trends Cultivating the 'Next Normal' Post COVID-19
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      • publisherBecker's Health IT
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      • urlhttps://www.beckershospitalreview.com/digital-transformation/providence-8-innovation-trends-cultivating-the-next-normal-post-covid-19.html
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      • date2020-07-21
      • titleThe power of emerging technologies: Finding value through data
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      • publisherMckinsey Digital
      • description
      • urlhttps://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/tech-forward/the-power-of-emerging-technologies-finding-value-through-data
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        • id31
        • titleBringing Simplicity To Multi-Cloud Complexity
        • subtitleAdvancing Data Connectivity, Logistics and Value
        • summaryThis initiative aims to explore the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world.
        • description<p><strong>Overview</strong></p> <p>The Business Performance Innovation (BPI) Network, in partnership with DBM Cloud Systems and the CMO Council, is undertaking research into the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world. Global enterprises are seeking to integrate vast repositories of data across multiple public and private clouds and on-premise systems to extract more value, use and return on these assets. In particular, this relates to decision-support analytics, product and service delivery, customer intelligence and personalized engagement, operational improvement, business compliance, and continuity.</p> <p>While multi-cloud and hybrid cloud environments provide major advantages, they also increase the complexity of managing, translating, processing and moving data. Chief Data Officers, infrastructure IT executives and others in the enterprise are now seeking new and innovative ways to gain greater control, visibility, performance and efficiency in the way they manage data to optimize its value.</p> <p>The program will engage data and IT executives from major companies, as well as leading system integrators, consulting firms and solution providers to understand needs, requirements and best practices in optimizing data economics, protection and logistics in today’s multi-cloud, mega-data world.</p> <p><strong> </strong></p> <p><strong>Background</strong></p> <p>The growing importance of the Chief Data Officer underscores widespread recognition of the essential role and value of data and analytics in the modern, agile customer-centric enterprise. This is further compounded by the significant cost, challenge and complexity of unifying, migrating, replicating, protecting, storing and governing data “ponds, lakes and dams” in today’s multi-cloud and hybrid cloud computing environments.</p> <p>Data has become one of the chief engines of value creation. Its role in improving analytical decision making, enhancing our ability to understand, reach and engage customers, and increasing the value of both existing and new products and services has made data a highly valued currency and asset base for enterprises operating digitally across data borders, ramparts and fences.</p> <p>Fueled by an explosive proliferation of new data sources—from mobile computing, social media and rich media applications and services, to the advent of the Internet of Things, which will generate some 50 million connected sensors by the end of 2020—the amount and variety of data being stored is growing exponentially.  According Seagate Technology, the amount of data generated worldwide will increase to 163 zettabytes by 2025 from 12 zettabytes in 2015.</p> <p>In today’s multi-cloud, mega-data world, better Data Logistics and Performance Management (DLPM) has become essential to competing in the Data Economy. According to 451 Research, some 80 percent of companies are now utilizing two or more clouds. Three-quarters of companies say they are pursuing a hybrid/multi-cloud strategy.</p> <p>In this highly distributed compute environment, the requirements to understand where data resides across multiple public clouds and on-premise systems and cost-effectively store, protect and move data to its optimal location becomes critical. With the coming rise of edge computing and micro-data centers designed to bring data and applications closer to users to reduce latency and thereby improve application and workload performance, data management and logistics become even more complex. The edge is creating even more data, with increased data volumes having to be transmitted across networks and between clouds.</p> <p>Object-based data storage is now the dominant storage architecture globally, particularly in the cloud, and will be used to store 85 percent of the world’s data by 2025. Developed initially to handle the explosive growth of unstructured data, such as video, images, web pages, log files and IoT data, object storage saves data along with associated metadata in blocks as objects that can contain multiple information formats.</p> <p>It has a variety of advantages over file and block storage, including massive scalability, greater flexibility via metadata for analytics, better governance, faster retrieval, and improved cost efficiencies. In addition, continued technical advances are improving both the performance and the applicability of object storage for new use cases. A major challenge, however, is that the object-based storage systems used my various cloud providers are all different, making data synchronization and translation a challenge.</p> <p> </p> <p><strong>The Data Logistics Mandate</strong></p> <p>In this new world, Chief Data Officers and CIOs must optimize how they manage vast volumes of data across multiple clouds and data environments through better data logistics. There are more data silos, greater distribution of data, vast increases in volume, and a growing demand to understand, protect and exploit data for business growth and optimization while holding down costs.</p> <p>Among those logistical challenges are the need to keep track of where data resides, and cost-effectively synchronize, replicate and move data to optimize value, efficiency, security and governance based on cost differences, processing and analytics capabilities, performance advantages, and regulatory requirements.</p> <p>Organizations need to be able to be able to identify what data needs to be replicated and effectively transmitted and synchronized across different clouds and on-premise locations to improve the availability, security and value of data.</p> <p>For example, organizations increasingly need to move data to specific service providers to conduct analytics or take advantage of specific vendor technologies, lower processing and storage costs, or meet geographic requirements. Particularly when data replication and synchronization is a continuous activity, organizations need to automate this process based on established rules and policies to improve cost efficiency, eliminate errors and reduce management complexity.</p> <p>For object storage data, the capacity to fully utilize metadata to identify location, type and value is now a critical aspect of data logistics, as is the ability to transfer data with a minimum amount of performance degradation and data corruption. New solutions that can handle replication outside of the data path are delivering improved visibility, performance and data quality.</p> <p>Advancing data logistics is a major imperative for today’s data-driven organizations and their chief data officers. The mandate to improve data availability, performance, value and cost-efficiency will be a critical competitive differentiator in a multi-cloud, mega-data world.<br /><br /><strong>To get involved in this initiative, please reach out to <a href="mailto:dmurray@bpinetwork.org">Dave Murray</a>. </strong></p>
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      • date2020-07-15
      • titleBanks Must Leverage 5G, AI, and Cloud to Meet Post-COVID-19 Challenges
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      • publisherCIO
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      • urlhttps://www.cio.com/article/3566699/banks-must-leverage-5g-ai-and-cloud-to-meet-post-covid-19-challenges.html
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      • date2020-07-15
      • titleSmall Business Owners Optimistic About Economic Recovery Post-COVID
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      • publisherDigital Boom
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      • urlhttps://adigitalboom.com/facebook-wb-and-oecd-survey-small-business-owners-optimistic-about-economic-recovery-post-covid/
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      • date2018-03-22
      • titleCyber Security Is A Business Strategic Function
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      • publisherIT Web South Africa
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      • urlhttps://www.itweb.co.za/content/LPp6VMr4JyzvDKQz
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      • date2018-03-12
      • titleSXSW 2018: Why Emulating a Self-Driving Car Might Be the Best Way to Plan for Them
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      • urlhttp://www.govtech.com/products/SXSW-2018-Why-Emulating-a-Self-Driving-Car-Might-Be-the-Best-Way-to-Plan-for-Them.html
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      • date2018-03-09
      • titleProcessors Must Overcome Fear to Drive Innovation
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      • publisherFood Engineering
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      • urlhttps://www.foodengineeringmag.com/articles/97358-processors-must-overcome-fear-to-drive-innovation
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      • date2017-10-16
      • titleFirst Petroleum Business Network Launches In Lebanon
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      • id129
      • nameTransform To Better Perform CIO Roundtable
      • date_start2015-07-30
      • date_end2015-07-30
      • date
      • not_exact_date(false)
      • locationSan Fransisco Marriot Marquis
      • descriptionThis exclusive Transform to Better Perform CIO Roundtable has been organized by the Business Performance Innovation (BPI) Network to generate fresh thinking and best practice ideas around an emerging, new scorecard for IT. Being held in conjunction with DatacenterDynamics’ Internet Event at the San Francisco Marriot Marquis, the noon roundtable will bring together a small group of top executives to discuss the new demands and requirements on IT to advance competitive differentiation, build business value and engage customer markets.  The discussion will draw on new BPI Network research and provide ideas and content for a new global report. Participating IT executives are also invited to attend the DatacenterDynamics conference as VIP guests if they choose. To enroll, email Sally: <a href="mailto:squigley@bpinetwork.org">squigley@bpinetwork.org</a>.
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      • id127
      • nameTransform the Data Center Into an Innovation Engine
      • date_start2015-06-18
      • date_end2015-06-18
      • date
      • not_exact_date(false)
      • locationOnline Podcast
      • description<p>An <a href="http://reinventdatacenters.com/advocacy/report">in-depth, global report</a> from the <a href="http://bpinetwork.org/">BPI Network</a> explains how this major shift is already changing the nature of IT, enhancing security and increasing reliability for many companies – and why those who wait will be left behind. Join BPI Editorial Director <strong>Tom Murphy</strong> and <strong>Richard Garratt</strong>, director of data center solutions at Dimension Data, in an important <a href="https://www.apqc.org/knowledge-base/documents/using-data-center-drive-innovation">APQC podcast</a> as they analyze the cause and explore how this transformation will improve the quality of services to consumers while positioning businesses to grow with far greater cost-efficiencies.  </p>
      • urlhttps://www.apqc.org/knowledge-base/documents/using-data-center-drive-innovation
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      • id53
      • nameKeeping Business in Balance
      • date_start2014-07-30
      • date_end2014-07-30
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      • description<p>Today’s senior FP&A executives are facing a critical need to provide a more responsive, flexible and continuous planning, budgeting and forecasting process that will allow them to adapt to changing market conditions and opportunities, which will enable their financial planning to become more relevant and valuable to business outcomes. In this thought leadership webinar we will look at the organizational roadblocks and challenges that are keeping the financial planning function from delivering greater business and decision-making value across the organization and hear from leading executives on how to implement new thinking and processes.</p>
      • urlhttp://www.bpinetwork.org/keeping-business-in-balance-webcast
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        • id8
        • titlePredictability Through Planning Agility
        • subtitleBest Practices in Collaborative Budgeting and Continuous Business Rebalancing
        • summary<p>Through the “Predictability Through Planning Agility” program, the Business Performance Innovation Network will investigate how organizations can make financial processes more relevant in driving organizational excellence, efficiency and decision dexterity, while improving forecasting and budgeting accuracy.  </p>
        • description<p>Improving the accuracy, value and efficiency of financial planning, forecasting and budgeting should be an important goal for any organization.  Research shows companies that are adept in these processes outperform their competition. Yet financial processes and systems frequently lack the agility and responsiveness to keep pace with changing business needs and developments.  Budgeting is often excessively time-consuming and arduous, while the final product is typically out-of-date on arrival.  Financial planning processes should, but often do not, motivate and drive organizational performance. There is a real need for greater timeliness and frequency in budgeting and forecasting with new systems and processes that can improve planning flexibility, speed, and accuracy. Companies need to determine how they can increase collaboration and the value of financial planning across the entire organization.</p> <p><a title="Download Report Now" href="../../../thought-leadership/studies/49/download-report-predictability-through-planning-agility">Download Report Now »</a></p> <p>Through the “Predictability Through Planning Agility” program, the Business Performance Innovation Network will investigate how organizations can make financial processes more relevant in driving organizational excellence, efficiency and decision dexterity, while improving forecasting and budgeting accuracy.  The program will look at the value and limitations of corporate financial forecasting and budgeting processes and discuss the right practices and approaches for improving the performance management aspects of financial processes.  </p>
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      • date2013-09-16
      • titleBusiness Traction From Better Decision Action
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      • summary<p>In today’s environment of accelerated business cycles, non-traditional global competitiveness and financial accountability, making good decisions is one of the most important functions of a business. However, decision making may be one of the least understood or defined processes within the organization. Executive decisions have become more costly and complex, and yet are critical to a company’s success.</p>
      • authorBPI
      • body<p>In today’s environment of accelerated business cycles, non-traditional global competitiveness and financial accountability, making good decisions is one of the most important functions of a business. However, decision making may be one of the least understood or defined processes within the organization. Executive decisions have become more costly and complex, and yet are critical to a company’s success.</p>
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App Constants

No application environment available.

CakePHP Constants

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APP_DIR	app
APPLIBS	/home/bpinorg/public_html/app/Lib/
CACHE	/home/bpinorg/public_html/app/tmp/cache/
CAKE	/home/bpinorg/public_html/lib/Cake/
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DS	/
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Server Port	443
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Script Filename	/home/bpinorg/public_html/app/webroot/index.php
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