Innovator Profiles

Id Summary Bio Answer 1 Answer 2 Answer 3 Answer 4 Answer 5 Leader Actions
7  <p>Chris Hummel has a 20+-year career in enterprise sales and marketing and is a globally-recognized thought&nbsp;leader and widely-respected senior executive in the technology industry. Chris Hummel is a true international executive, having lived, worked, and successfully led organizations around&nbsp;the globe, including the US, Germany, Eastern Europe and Asia.</p>  <p>Innovation is something you don&rsquo;t easily teach or even force on an organization.&nbsp; It requires fresh and unique perspectives gained from either pulling people out of their traditional roles and comfort zones or by bringing in outside perspectives through new talent acquisition or external expertise.&nbsp; At the same time, executive leaders must display and encourage a strong preference for thinking &lsquo;outside the box&rsquo; and a willingness to take risk to foster a change/innovation culture.&nbsp;</p>  <p>Innovation is stifled in companies that operate in silos, where leaders are inwardly focused, and where stakeholders have allowed business challenges, market dynamics or competitive pressures to dominate decision making and investment decisions.&nbsp; There is ample evidence of brands who have seen market leading positions deteriorate due to over-confidence and too much &ldquo;we know best&rdquo; mentality.&nbsp; Finally, companies whose research and development agendas are dominated by engineering or product focus rather than a market focus often fall behind peers from an innovation perspective.</p>  <p>A determined shift to a market-focused R&amp;D&nbsp; agenda is helping to drive an accelerated pace of innovation at my company.&nbsp; We have shifted away from investment decisions driven by the product portfolio or so-called &ldquo;long tail&rdquo; development projects toward a decision schema driven on careful analysis of industry trends and changing customer requirements.&nbsp;&nbsp; Those companies whose investment priorities are the result of market-facing analysis will have a faster time to value from innovation projects.</p>  <p>The emergence of improved collaboration and communications technologies will enable innovation workers to better come together as virtual teams and amplify the collective effort of today&rsquo;s &ldquo;anywhere workers.&rdquo;&nbsp; Such technologies will seamlessly combine voice, video, text, structured and unstructured content while also enabling a much improved collaborative environment that will drive not only higher levels of business performance but also accelerate the pace of innovation.</p>  <p>I admire Apple for what they have done for product design.&nbsp;&nbsp; Frog showed us the power of bringing customers into the conversation around innovation.&nbsp;&nbsp; In the end, I admire any company who has the courage to seek a better alternative when the &ldquo;good enough&rdquo; option won&rsquo;t do.</p>  Chris Hummel View Edit Delete
9  <p>Pieter de Villiers is responsible for establishing Clickatell as the world&rsquo;s leading mobile messaging provider, enabling tens of thousands of enterprises and millions of consumers to interact, communicate and benefit greatly via their mobile phone. De Villiers has led the organization through a decade of robust growth and innovation by providing high value, application-to-person (A2P) SMS services to banks and other financial services providers, governments, social communities, and a myriad of mobile developers in several additional vertical markets.</p>  <p>Building an organization or culture that embraces change is no easy task since both are a reflection of its people and most people do not like change -- we are, after all, &lsquo;creatures of habit&rsquo;. However, I&rsquo;ve found if the change or innovation is focused on efforts that improve, enhance, or simplify things you are already doing, it is generally accepted by smart organizations. You can then get those same smart people to innovate in areas outside of what you do today as long as you provide a clear &ldquo;Vision&rdquo; and &ldquo;Why&rdquo; to your people.</p>  <p>Not having a clear &ldquo;Why&rdquo; or &ldquo;Vision&rdquo; for the business that translates into relevance is a large impediment to enterprise innovation today. It is important for a company to know who and what it is and what is brings to the industry (example Kodak: Thinking of themselves as a paper or camera company instead of a company people associate with their most precious memories).</p> <p>Not having the courage to manage stakeholder expectations as you invest for change is another innovation impediment. Executive teams are measured on how well they meet quarterly earnings expectations, so it is understandable that many would prefer to just &ldquo;deliver the numbers&rdquo; than take risks. However, this does not produce an environment conducive to change and innovation. It is better to manage expectations and know that as your technology or company changes, the measurement and expectations need to change too.&nbsp;</p> <p>Organizational agility and management ability to &ldquo;re-tool&rdquo; for change is a must have. Managing people is difficult enough, adding in the complexity of &ldquo;re-tooling&rdquo; the organization with training and hiring creates an additional burden to an already complex role as a manager. A manager without the skills to handle these issues impedes effective change and innovation.</p>  <p>At Clickatell, we are thinking a lot about our &ldquo;Why&rdquo; and our relevance in order to update our thinking and match it with our customer&rsquo;s perspective. We have also allocated funding to new initiatives and products even though they only contribute to the bottom line in the &ldquo;out years.&rdquo; We have embraced new methodologies (agile/scrum) and tools/platforms as we design new solutions and optimize existing offers (Hadoop, Amazon- Cloud, etc.).</p>  <p>Two years is a short time frame, so it will have to be those technologies that have some level of &ldquo;mainstream&rdquo; acceptance already. This would include mobile technologies with their super-size reach, Cloud Computing which improves speed to market and reduces start-up costs and lastly Big Data &amp; Analytics which allows us to better understand our customer behavior and monetize in new ways.</p>  <p>People (typically product folks) that are very close to customers, engage them often and understand how they are using the product embody the innovation mindset. These are the same individuals who measure results frequently and are willing and/or able to iterate and invest in expanding/improving the organizations value proposition. I don&rsquo;t feel there is a specific company to name because for me, there is no singular company that gets this right all the time.</p>  Pieter de Villiers View Edit Delete
12  <p>Wendy Mayer is Vice President of Worldwide Innovation for Pfizer, responsible for driving ideas and fresh thinking across the organization through the identification of transformative and disruptive innovation platforms, and through the development of capabilities and a culture that will support continued innovation.</p>  <p>You have to have that enthusiasm and drive from the kind of grassroots level of the organization, but then they have to be supported and feel as if they have the ability to take action on those ideas from above. And so it's the combination of those two that really enables, I think, productive activity across an organization.</p>  <p>I think a big one that people very often talk about is the fear of failure. The best innovations have really iterated and require actually a lot of failure and learning from that failure in order to deliver successful innovation. And so, if people feel as if there is no tolerance for failure, or that that is a mark on their reputation or on their career path, that will kill innovation right in its tracks.</p> <p>The other thing I think is the funding aspect. If funding is only available for projects that have a demonstrated ROI, then that will also kill the ideas. If you're comparing new ideas to established proven tactics or strategies, the innovation and the new idea is going to lose every time. So depending on what sort of metrics or bar you're holding up as a success measure, that could very often, if you don't have the right one, be a barrier to innovation.</p>  <p>I think [CIO] titles vary across organizations. To me, the point is that there is an element of getting out from under the business and influencing strategy, even organization, at a senior level. And so, there's been a lot written about the importance of having [the] innovation function reporting high into the organization. I think you also need to be strategic around where you innovate. Organizations need to be thinking at a high level strategy standpoint, as to what's the innovation ambition. Do I think you need to be a chief innovation officer? No, not necessarily. Obviously that's not my title, but I think it's more to the point that it needs to be a high level role, and one that can influence and be comfortable amongst senior leaders within an organization.</p>  <p>[Big data] changes the game in a few ways. Internally as an organization, it presents a lot of information you have accessible to you, as well as new channels and new opportunities and ways in which you could use that data. So, it can become fodder for innovative ideas. The second thing is just the evolution of computing power and technology, and accessibility to data. This is the democratization of innovation where beyond the walls of expert organizations, this information is available, and people have the ability to use it to develop new products, to come up with insights and offer that up to some of the more traditional organizations.&nbsp;</p>  <p>Our CEO has been very active in the program that we're working on now, and has been extremely vocal in sharing across many forums across the organization to tell people: this is a priority capability for our organization, and this is going to be required for our future success.&nbsp;</p>  Wendy Mayer View Edit Delete
13  <p>Dr. Thomas J. Buckholtz, Ph.D., has served in many executive roles including Chief Information Officer for both corporate and governmental organizations. He has made key contributions to the business, technology, and governmental innovations. &nbsp;He has served as an advisor to many key startups, and works as a University Extension Professor guiding workshops on innovation.</p>  <p>Let people pursue their natural curiosity and good intensions.&nbsp; Nudge a person's curiosity, intensions, and pursuit toward outcomes that benefit the organization, its customers and other external constituencies, as well as the person's colleagues and self.&nbsp; Help people overcome shyness about trying to make a difference.</p>  <p>One impediment is a lack of broad-based, impactful thinking and action - both by individuals and at a societal level. This extends to&nbsp;enterprises, governments, suppliers of learning, and other components of society.&nbsp; People miss or misjudge key issues, opportunities, and problems.&nbsp; People overly focus on "yes or no?" regarding one possibility rather than on "to what extent?" regarding several possibilities.&nbsp; Problems outweigh opportunities.&nbsp; Busyness trumps business.</p>  <p>Organizations have opportunities to use various practices that people correlate with the word "innovation."&nbsp; I hope organizations look for, adopt, and adapt suitable innovation practices.&nbsp; I hope organizations avoid inappropriately immature or ossifying practices.</p>  <p>Positive change may occur based on people first focusing on useful opportunities, objectives, and endeavors and second involving appropriate thinking and useful resources - beyond and including technology.&nbsp; Some pivotal technology may correlate with helping people think more effectively. &nbsp;Others may correlate with people's choices of what to measure, how to measure, and what to do based on measurements. &nbsp;Still others may correlate with people's abilities to determine the extent to which people (and systems) rely on supposed information.</p>  <p>People who have "free time" and use it wisely.&nbsp; Organizations that foster creativity and the converting of creativity into innovation.&nbsp; Organizations that have adequately broad views of innovation and aspects of business, governance, and society for which innovation can be beneficial.&nbsp; Organizations that help people avoid undue busyness.&nbsp; Organizations that build society, customers, business practices, partners, suppliers, and relationships - along with lines of products and services. &nbsp;Organizations that reuse and teach - not just use - beneficial practices, processes, knowledge, and data.</p>  Thomas Buckholtz View Edit Delete
14  <p class="p1">Robert David is Director of Corporate and Professional Programs at the University of California, Berkeley - UC Berkeley Extension. He has more than 20 years in key sales and business development operational roles inside several technology companies. He specializes in helping HR and Learning &amp; Development professionals bring Berkeley-quality curricula to their companies through custom on-site training, sponsored tuition enrollments and intensive course program development.</p>  <p class="p1">Within UC Berkeley Extension, education innovation is highly valued. We tend to look for examples outside the organization and compare those with opportunities inside the organization, and then try to create an innovative approach to solving our objectives.&nbsp; Then communicate the value internally and embrace the change. But that's all very theoretical until you consciously try to do new things or do the same things in a different, more efficient or more effective way. It's very important to work at it. We tend to do 'pilot projects' to prove the concept and see what the outcomes are from both a financial and student satisfaction perspective.</p> <p class="p1">It's also very important to recognize and encourage ideas for innovation from all levels of an organization. These ideas can be simple changes to business processes to large shifts in strategy involving relationships to customers or vendors. Don't underestimate the value of simple changes--in empowering the people who come up with them and in keeping the organization agile and welcome to change. We also like to use successful models or processes in one academic program area and try to apply it to completely different academic areas to see if it will work as a controlled experiment.&nbsp; Our Dean likes to share examples of how we innovate, or how we focus on quality of student experience, or work more collaboratively in all-staff meetings to inspire staff to bring about change.</p>  <p class="p1">Often it's fear of the unfamiliar or values that don't really welcome and encourage change. However, in today's economy, change and the need to innovate is practically a given.&nbsp;Given the shifts in communication technology that we have all experienced with cell phones, apps, social media, big data...it's hard to dodge the new. It's a way of life now and in many respects, that's an advantage. In higher education, business as usual mentality, highly bureaucratic processes, antiquated systems, risk adverse culture.&nbsp; In many cases, too, lower level staff often do not feel empowered to suggest changes, or to work across functional departments to streamline a process, or to do things differently.&nbsp;</p>  <p class="p1">My role was newly created last year, so basically everything I tackle requires the organization to respond in new ways. Sometimes it requires some arm-wrestling, but we're making good headway. &nbsp;Also, I work in education and it's a field that's experiencing tremendous innovation as we explore the opportunities and drawbacks of online corporate learning in all its various forms. &nbsp;&nbsp;Because we are getting real-time feedback from employers about workforce development needs, our organization is prioritizing the development of innovative 'intensive workshops' to spearhead new program development efforts.&nbsp;</p>  <p class="p1">We are at just the beginning of a wave of new technologies that will help people learn more, faster, and better. &nbsp; Mobile is a technology that educators are beginning to embrace as part of an overall blended learning experience for both traditional education as well as professional development and corporate training. &nbsp;It's hard to project what that will look like from here, but it is exciting. Data analytics will help to provide more real-time and better information to facilitate decision-making about course development and offerings.</p>  <p class="p1">Outside the field of education, firms in the biotech and high tech areas tend to best embody the innovation mindset. For higher ed, we can see big changes coming in corporate online education.&nbsp; The jury is still out as far as what the right business model should be, but we are clearly pushing the envelope as far as the use of online courses and flexibility of the delivery platform.&nbsp;</p>  Robert David View Edit Delete
15  <p class="p1">Innovation and creativity are at the core of Sam's practice and view of the legal profession, and he has for some time now been involved in projects which seek to use technology to change the way in which legal services are delivered and purchased. Sam is the founder of the pioneering online legal advice platforms,&nbsp;<a href="http:// www.virtuallawdirect.com">VirtualLawDirect</a>, and&nbsp;<a href="http://www.svperbar.com/"><span class="s1">SvPerbar</span></a>&nbsp;which use technology to make lawyers, legal advice and pricing more accessible, transparent and efficient, with an emphasis on standardizing legal advice and providing access to flat-fee legal products.</p>  <p class="p1">This is not an easy prospect by any means, particularly when working within an established and age-old profession. Change is seen as a threat to existing stakeholders in many cases, but law firms are beginning to realize that through pure market forces alone they will eventually be required to innovate in order to compete. I have found that having an international perspective on how things are done helps to instill a desire for change, not only in seeing how different work cultures operate, but also in appreciating the broad inter-connectivity that we now all experience, &nbsp;the need to keep ahead of the pack to serve clients' more diverse and ever more challenging expectations, and to compete effectively. Giving employees and partners the&nbsp;latitude&nbsp;to experiment with ideas and, perhaps more importantly instilling a culture of respect for different ideas and initiatives is a key element which law firms have traditionally struggled with given their&nbsp;hierarchical structures. To innovate, I believe that you need to &nbsp;instill&nbsp;a framework for acceptance of differing and new ideas and the creative potential of your people. This &nbsp;is a fundamental cornerstone, particularly for the legal profession, for building organizations which can successfully embrace change.</p>  <p class="p1"><span class="s1">I think it is traditional&nbsp;hierarchical,&nbsp;</span>command and control type management structures. &nbsp;It is the ability to instill a culture of acceptance and validation which largely produces growth and vitality: giving employees a feeling that they are valued and can make a difference to the firm, the work that it produces and to its clients leads to a 'buy-in' to the companies goals and objectives, and gives people the latitude to create and to produce efficiently. Stifling employees' creative visions by instilling fear, judgement and autocratic work structures and styles does not augur well for making and retaining creative and exceptional lawyers, particularly &nbsp;when the potential and tools for individual expression have never been more accessible.</p>  <p class="p1">There have been a number of changes within the legal profession, but lawyers are always few among early adopters. There has been a move to a more inclusive management style, but the profession still has the aura of authority which stifles the production and contribution capacity of newer entrants to the profession. It is not uncommon for associates in a law firm to feel isolated and directionless in what they are doing, which forces them to be less engaging or productive. A number of the potentially disruptive start-ups in the online legal space have provided an outlet for young associates &nbsp;to express their creativity by challenging the very structures that they studied for years to join. However, the profession &nbsp;itself remains tied to historical ways of doing things, preserved to a large extent by protective regulation, which restricts a lot of creativity in not only the way that legal services are offered, priced or accessed, but also in the way that law firms can grow and be funded. On the technology side, &nbsp;particularly the legal support or back office function, there has been a considerable degree of innovation, ranging from outsourcing more mundane or repetitive tasks such as due diligence and discovery, to document production and client access.</p>  <p class="p1">I would say mobile, and cloud infrastructures and systems, &nbsp;artificial intelligence and standardization technology. The latter two are particularly important in my profession, as they will serve to create &nbsp;extensive opportunities to limit the costs of legal services and to create more certainty in legal outcomes.</p>  <p class="p1">I don't believe that any one or more organizations&nbsp;have more of an innovation mindset than others. I think it is the people and their beliefs that are relevant here. &nbsp;Living in California today, you feel the innovation buzz all around you, whether it be in Silicon Beach &nbsp;or Valley, regardless of the enterprise or industry. There is a thirst for innovation which is hardly replicated elsewhere (with few exceptions, for example Israel). As an immigrant to the US, this is even more so apparent to me. A culture has been instilled and technology structures laid down allowing almost anyone to be a potential innovator if they put their minds to it, and which removes the older generation&nbsp;hierarchical structures which were premised upon limiting inclusiveness and a fear of failure. I believe that it is the fundamental American belief in freedom of expression and respect for the rights, and equal treatment of its people, mixed with access to technology, which has eventually resulted &nbsp;in such a fertile ground for innovation.&nbsp;</p>  Sam Miller View Edit Delete
16  <p>Lilach Felner is a marketing consultant and lecturer specializing in building customer trust. She helps companies and brands become trustworthy by injecting trust into their businesses. As a marketer of multinational consumer brands for over 15 years, Lilach has experienced first-hand the tsunami of consumer militancy towards companies and brands, social media escalation and the dramatic transition of power to consumers.&nbsp;Her Trustworthy Marketing Approach helps organizations and brands become more worthy of their customers&rsquo; trust in the age of open social communication.&nbsp;</p>  <p>First, the organization must be managed by strong leaders that know where the organization is heading, and have a clear purpose and clear goals. Second, in order to make the changes happen, the organization needs a management that "walks the walk", adheres to its values and lives by them. Essentially, an organization needs management that believes in the necessity of change, and is willing to be committed to the change and its implications. Third, rolling out the change depends on management's ability to lead and inspire its employees, to empower those who come up with ideas, nurture them and activate them as advocates.&nbsp; In order to execute change, the employees must be involved. This is why the management should have an "open door policy," encouraging an open flow of communication and demonstrating high levels of accessibility. Fourth, another critical parameter for rolling out innovation and change is trust. In an atmosphere of trust, innovation and speed reach their full potential.&nbsp;</p>  <p>Based on my experience, the biggest obstacles to change and innovation are as follows:</p> <p>Short term-ism: A short-term managerial attitude includes management that is focused on short-term gain rather than long-term growth, management that finds it difficult to balance the need for long-term strategy with short-term results demanded by the market, and management that doesn't communicate a long-term vision for the business.</p> <p>A continuously decreasing Chief Executive Officer tenure: CEOs and senior executives with short tenure seem to have few incentives to embrace long-term oriented behavior. They find themselves facing an intriguing ethical dilemma between optimizing their financial pay-off within their own tenure and securing the longer-term well-being of the organization. According to a 2014 report released by The Conference Board, the average tenure of a departing S&amp;P 500 company CEO has decreased in recent years, from roughly 10 years in 2000 to 8.1 years in 2012.</p>  <p>The innovation process should start from the CEO and the management team in order to give it the focus and the priority it deserves. A special committee for innovative change should be appointed with representatives from all relevant departments. Employees should feel they are involved as well. In order to examine the effectiveness and the results of the process, a 'before and after' survey should be conducted.&nbsp;It is recommended to plan a kick-off session with all relevant employees in order to create involvement and engagement and build their commitment.&nbsp;&nbsp;</p>  <p>Given the erosion in customer trust towards organizations and brands due to a history of over-promising and under-delivering, not only do we find more and more customers who arm themselves with as much unbiased information as possible but also more and more consumers who trust what their peers say. In this reality, I believe new technologies should focus on the 'social customers', those customers that are constantly engaging with one another in order to seek out advice and opinions from their peers. Engaging these powerful, trusted voices has become even more important considering that 92 percent of consumers around the world say they trust earned media, such as recommendations from friends and family (Nielsen&rsquo;s Global Trust in Advertising Report). &nbsp;Another area that challenges new technologies lies in the proliferation of communications channels. The challenge is to create a seamless, omni-channel solution that will provide a single, <em>seamless experience </em>for the customer across all channels. The customer views the company as being one company no matter how many channels it has. Each platform needs to have awareness of the other. This means a lot of coordination between IT and marketing.&nbsp;</p>  <p>I have two examples of trustworthy leaders who embody the innovation mindset in the way they lead.</p> <p>Tony Hsieh, the inspiring widely-admired founder and CEO of Zappos.How often do we see a company where most of its efforts towards customers happen after they&rsquo;ve made the sale? How often do we see a company that has reps who are trained so that when a customer is looking for a specific pair of shoes, if they&rsquo;re out of stock (for example, they don&rsquo;t have their size), they will look on at least three competitor web sites and refer the customer to that competitor if they find the shoe the customer is looking for? Hsieh has innovated the way Zappos treats its employees, its customers, and its suppliers. Hsieh is an inspiring example of a leader who believes that being true to your own values is fundamental to how others will perceive you.</p> <p>Peter Aceto, the President and CEO of Tangerine&mdash;formerly ING Direct Canada. How often do we see a CEO who measures his employees&rsquo; views about his leadership after his first year as CEO? After his first year as CEO, Peter Aceto decided to send a company-wide email, inviting everyone to vote on whether they wanted him to remain in charge. He was prepared to leave the position if the employees weren&rsquo;t inspired by his leadership. The response rate was 95% and of those who responded 97% said he should stay.&nbsp;</p>  Lilach Felner View Edit Delete
17  <p>Steven Bowman is a noted author and business advisor.&nbsp;He&nbsp;has an extensive background in the nonprofit arena. He is one of the world&rsquo;s leading governance and senior executive team specialists, having previously held positions as national executive director of the Australasian Institute of Banking and Finance, CEO of the Finance and Treasury Association, general manager of ExpoHire (Australia) Pty Ltd, assistant director of the Australian Society of CPAs, and director of the American College of Health Care Administrators.</p>  <p class="p1">Your own personal leadership is essential. From our point of view, leadership is about strategic awareness, where you are willing to be aware of the future possibilities, are nimble enough to turn to advantage any of these possibilities, and wise enough to know that your personal points of view are what creates your reality. Leadership and innovation do not come from policies, procedures or structures. It all starts with you. In the case of any organization, the culture of innovation and change starts with the CEO. If the CEO thinks they can train innovation by external advisors, workshops, incentives and rah rah talks, and the CEO does not choose this him or herself, then the culture of innovation cannot be created. And the hallmark of any really good CEO is their willingness to be strategically aware.</p>  <p class="p1">The main reason why organizations and cultures do not embrace innovation and change is because they have already decided what innovation and change is and is not. They have already defined the elements of innovation and change, even if those definitions begin with &ldquo;I don&rsquo;t know how to innovate and I don&rsquo;t like change.&rdquo; These are just definitions. There is extensive misunderstanding and misapplication about what innovation is. Most think it is about the new and the funky. Rather, it should be more about a state of being, a constant state of curiosity. It is actually about being aware and being willing to be the change that is required. It is about being the question from a sense of intense curiosity, not as a business imperative. Innovation is just a point of view. A fixed point of view about having already got it right in terms of market share, services, products and innovation leads to examples such as HMV, Kodak and Blockbuster. Any enterprise that thinks it has got something right, and is not willing to see different possibilities, is destined for the same fate.</p>  <p class="p1">We have chosen to function from no definition of what innovation is. We look for possibility in everything. We don&rsquo;t just look for the now, we also look for the future. It is about sustainable future and sustainable reality. Over last few years we have started to embrace the philosophy of being Pragmatic Futurists. A Pragmatic Futurist is about creating future potential possibilities (<a href="http://nomorebusinessasusual.com/pragmatic-futurist/"><span class="s1">http://nomorebusinessasusual.com/pragmatic-futurist/</span></a>). Being a Pragmatic Futurist and expanding the power to shape your future is more important than ever in our world of accelerating transformation. We keep ourselves aware of the changes that are coming and how they will affect us and our business, as well as our clients' businesses. We develop strategies to thrive in the coming new environment. Our business now has a global reputation for being innovative and inspirational, when in fact we are being the question and being curious. Another innovation process we have been developing very recently has been the philosophy behind Benevolent Capitalism, where we put our attention on maximising possibility, not just maximizing profit. This has had a huge impact on growing our businesses and our profitability/wealth.</p>  <p class="p1">3D printing. 3D printing &ndash; also known as additive manufacturing &ndash; is part of a rapidly growing market whereby a print head deposits very thin layers of resin on top of each other in a specified fashion to create a 3D object based on a digital model.&nbsp;3D printers are already in use among many businesses, from manufacturing to pharmaceuticals to consumers goods, and have generated a diverse set of use cases.</p>  <p class="p1">It is always tempting to use iconic global organizations such as Apple, Virgin, etc. However, we often find that some of the most innovative organizations tend to fly under the rdar. I would nominate Bill Strickland, President and CEO of Manchester Bidwell Corporation and its subsidiaries, Manchester Craftsmen's Guild (MCG), and Bidwell Training Center (BTC). Strickland is nationally recognized as a visionary leader who authentically delivers educational and cultural opportunities to students and adults within an organizational culture that fosters innovation, creativity, responsibility and integrity.</p>  Steven Bowman View Edit Delete
18  <p class="p1">Thomas White is a co-founder and CEO of the C-Suite Network, which offers services and programs to connect business leaders. From invitation-only conferences, custom-tailored content, C-Suite Radio and C-Suite Television, to the educational programs from C-Suite Academy, the network aims to cover the diverse needs of high-performing professionals. Prior to C-Suite, Thomas started 10 companies in the fields of technology, publishing, market research and corporate consulting. He also holds four patents and is co-author of a book on business process technology, executive producer of radio programming and a speaker.</p>  <p>Leadership must allow people to take risks without fear of being fired. Companies only innovate when they are willing to go outside the box. Out-of-the-box thinking allows organizations to see new opportunities and execute against those opportunities. Change happens when leaders realize they can no longer maintain their vision through status quo.</p>  <p>Status quo. People hate getting out of their comfort zones unless their organizational culture challenges them to make improvements and strive for excellence. Status quo will kill innovation.&nbsp;</p>  <p>We&rsquo;re never satisfied with the way things are. That doesn&rsquo;t mean we don&rsquo;t celebrate our successes, but we recognize that each success is a milestone &ndash; 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.&nbsp; &nbsp;&nbsp;</p>  <p>First, changes in digital media allow everyone to tell their story through video and online storytelling. This flattens the playing field so large companies and small companies have the same opportunities. Second is the use of digital technology used to create more authentic relationships with customers. We now know so much about them and are able to connect with our customers without pigeonholing them into these big buckets of stereotypes. Big data allows companies to reverse the trend of depersonalization, which sends customer loyalty through the roof.</p>  <p>The obvious examples are Apple, Google, Amazon and Facebook, but innovation doesn&rsquo;t just happen in the venue of big companies. We&rsquo;re seeing businesses like Dropbox and DocuSign really take off and provide essential services to organizations around the globe. There are also startups like Uber and Fitbit that are changing our society and inspiring both entrepreneurs and larger organizations with their innovative technologies and solutions.</p>  Thomas White View Edit Delete
19  <p class="p1">Jorge is a global Innovation Insurgent and author of the innovation blog&nbsp;<a href="http://www.game-changer.net/"><span class="s1">Game-Changer</span></a>.&nbsp;</p> <p class="p1">Jorge is known as the Puzzle Builder and Pain Reliever by companies such as FedEx Ground, TelVista, The Jumpitz, Tuni&amp;G, IOS Offices and Chivas USA. This is because whether it's planning and executing strategies to improve processes, helping companies "wow" their customers, or creating new capabilities, products and services and launching them in the market; he's done it.</p> <p class="p1">He is the Co-founder and Chief Strategist of Blu Maya. Connect with Jorge on Twitter&nbsp;<a href="http://www.twitter.com/jorgebarba"><span class="s1">@jorgebarba</span></a>&nbsp;and&nbsp;<a href="http://www.linkedin.com/in/jorgebarba/"><span class="s1">LinkedIn</span></a>.</p>  <p>Leaders that want to build an organization that innovates consistently must provide three things to employees: freedom, support and challenge.&nbsp;Those are the key ingredients needed to accelerate innovation in any environment. In other words, you can put it like this: Have bold goals, get out of the way and reward people for trying. The last point is very important because when people see that getting rewarded for trying, not getting punished, is like a badge of honor; they will start giving a damn.&nbsp;Try it, you'll see.</p>  <p>Innovation is as much about attitude and perspective as it is about process. So, the impediment to innovation for large organizations, today and forever, is human nature. The fear of losing what one already has is probably the most pervasive bias of all, and it reflects itself in how enterprises behave in the marketplace.&nbsp;There are some forward-thinking organizations that deliberately keep biases at bay by doing specific activities that force people to expand their perspectives, experiment and try new things, and collaborate with people outside their domain.&nbsp;The activities themselves are not hard to do, what's hard is accepting that you have to make time for "assumption busting" activities and that they are priceless for the long-term existence of the enterprise.&nbsp;</p>  <p>I'm a proponent of organic over systematic innovation. Embracing organic change is when the mindset is being developed in a slow but deliberate process; rather than being dictated. &nbsp;Systematic innovation takes a more MBA approach, where the assumption is that you can manage and measure innovation. This is the approach that is sold by consultants to large organizations. I don't believe you see a lot of breakthrough comes from systematic innovation. Heck, look at any list of the most innovative companies and most are innovators because they live the ethos of the innovator rather than dictate it.</p> <p>I am also a proponent of speed, so experimenting to quickly eliminate assumptions we are making is key for me. Rapid prototyping can take many forms such as physical products, mock ups, storyboards, role playing, etc.. The point of rapid prototyping is speeding through your list of assumptions, changing and getting to "better" faster.&nbsp;</p>  <p>There are many that in combination will drive massive change across enterprises and all size of business. Specifically, I'm looking at artificial intelligence, big data, augmented reality, virtual reality, natural language processing, and speech recognition.&nbsp;Why these? Because in aggregate we will see them both in the consumer and enterprise domain; specifically in how we get stuff done, how we hire and how we collaborate.&nbsp;</p>  <p>Nike, Porsche, McLaren Automotive, Darpa, Google, Amazon, Apple, Pixar; to name a few. The reason? Simple: they have bold goals, they don't compromise on their values, and they constantly push boundaries to make things radically better.&nbsp;</p>  Jorge Barba View Edit Delete
20  <p>Nicole Alexander is a marketer and lecturer; the quintessential unconventional marketer who has an extensive background working in digital media with an enviable list of blue-chip brands. She leads the Innovation Practice for Nielsen China and in this role she advises clients on the importance of evolving consumer journeys to deliver stronger returns on investment while eliminating fragmentation of brand communication across channels.&nbsp;</p>  <p>It should start from both the top and the bottom of an organization. Where leadership enables a culture of inspiring teams to develop ideas around change, provoke them to act on that change and then develop a framework that supports test/pilots to scale innovations that can be successful.</p>  <p>Expertise. Even the best organizations believe they have the skills and expertise in-house or know how to access it in order to plan and make pivotal decisions. With today&rsquo;s digital landscape there is an access to a global network of creative minds with depth of knowledge across sectors. By utilizing Open Innovation to understand how to develop new solutions, evolve existing frameworks and plan for human capital they will need to change their mindsets in a changing environment.</p>  <p>Unilever has been successful in adopting innovation from the bottom up and top down and supporting it within their communications; their day-to-day planning and how their employees are measured. Their new Global SVP of Consumer &amp; 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 &ndash; particularly in D&amp;E markets &ndash; and leveraging those insights to not only innovate on existing products but develop new ones with an eye on their sustainable footprint.</p>  <p>Machine Learning (i.e. Big Data and AI) will be the largest drivers of technological changes in the coming years, particularly when those solutions can pair complex processing decision making with human-like judgment. In the short-term, the rise of Machine capabilities could increase productivity and economic growth, causing a shift in human capital and growth patterns particularly within D&amp;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&rsquo;t leave people behind and blend that with policy change, education, and a fundamental shift in how we view capitalism.</p>  <p>Firstly, I admire any company that challenges the good enough or &ldquo;this is how things have always been done&rdquo;, mindset. Uber &ndash; who brings drivers together with customers &ndash; has innovated the way we experience on-demand transportation while also allowing individuals with a vehicle to be entrepreneurs.&nbsp;</p>  Nicole Alexander View Edit Delete
21  <p>Diana Stepner is the VP of Innovation Partnerships &amp; Developer Relations at Pearson - a company which has been innovating since the Industrial Revolution. She helps business units accelerate digital innovation, drives global partnerships with startups, builds relationships with developer communities- including incubators and start ups- and runs the Pearson Catalyst for Education accelerator program. Diana's passion is to bring innovative user experiences, products, and partnerships to life by applying technologies that are not always ready for primetime.&nbsp;</p>  <p class="p1">We help teams across Pearson gain insight into emerging trends - what we call developments &ldquo;on the fringe.&rdquo; &nbsp;For example, over the last few years we have witnessed the consumerization of education. Students, teachers, and learners, for example, have similar expectations and behaviors in the classroom as they do outside. &nbsp;As a result, they crave rich digital experiences and believe learning can take place anywhere and at any time.&nbsp;</p> <p class="p1">Acknowledging that technology is helping to drive change in education to deliver on the expectations of learners and teachers. We have been able to quickly identify and connect Pearson teams with startups - particularly through connections with incubators and accelerators (<a href="http://rocket-space.com/"><span class="s1">RocketSpace</span></a>, <a href="http://www.1871.com/"><span class="s1">1871</span></a>, <a href="http://1776dc.com/"><span class="s1">1776</span></a>, <a href="http://www.marsdd.com/"><span class="s1">MaRS</span></a> and <a href="http://learnlaunch.com/"><span class="s1">LearnLaunch</span></a>). Then via <a href="http://catalyst.pearson.com/"><span class="s1">Catalyst</span></a>, Pearson&rsquo;s accelerator, we&rsquo;re able to build pilots collaboratively with the startups &ndash; all the while providing mentoring and insight that will help them grow and scale effectively.&nbsp; We&rsquo;re also championing the next wave of creators and makers by being involved with maker spaces where learners of all ages gain hands-on skills, whether it be in electronics, arts, science, or beyond. &nbsp;&nbsp;</p>  <p class="p1">It&rsquo;s human nature to gravitate towards the familiar - things that have already shown they are effective and work from a business perspective. But education is becoming increasingly consumerized, therefore, we need to deliver experiences that match the ones learners have outside of the classroom. This requires education companies to innovate more quickly, like other technology companies, while also ensuring that all products are delivering the expected outcomes.</p>  <p class="p1">Pearson has a history of innovation. The company&rsquo;s origins were in the construction business during the Industrial Revolution. In fact, the story goes&hellip; &ldquo;Pearson became one of the world's largest building contractors at a time when the industry controlled development of the transportation, trade and communication links that fuelled world economies.&rdquo; Pearson had a similar forward-thinking approach when deciding to focus on education, especially the shift to digital, recognizing that technology was changing the way people learn.&nbsp;</p> <p class="p2">We started a Future Technologies team in 2011 to explore emerging technological developments and create prototypes that could be shared across the business.&nbsp; A network of 150 digital thought leaders, called Champions, was created to help promote the sharing of best practices and increase visibility into new platforms and products across the business. &nbsp;</p> <p class="p2">We also introduced a developer platform to enable developers both inside and outside Pearson to experiment with our content.&nbsp; In 2012, the Pearson Catalyst accelerator program was introduced. It is an open innovation program that enables anyone from across the company to submit a real business challenge.&nbsp; We then make a selection of those challenges and publish them so that startups can apply to be part of the program. The startup most capable to address each challenge is selected and works alongside a Pearson team to build a pilot solution. &nbsp;Each of these initiatives encourages open innovation. The focus is on collaboration and sharing; breaking down the corporate walls. &nbsp;</p> <p class="p2">Other innovation activities also include a new product lifecycle program to help the company adopt agile product development methodologies and a corporate-wide efficacy statement.</p>  <p class="p1">I&rsquo;m actually hoping technology is going to take more of a back seat over the next two years. &nbsp;I don&rsquo;t mean that technology will lose importance. It will remain a critical factor. But it will become invisible and serve as an enabler. We&rsquo;re already seeing the emergence of this trend with the Internet of Things and the rise of data science.</p> <p class="p2">On business models, open and free is always going to be a contender &ndash; especially as quality continues to rise. Yet it&rsquo;s <em>how</em> the information is presented that will be the differentiator. In education, the increasing focus is on personalized and adaptive learning - that means ensuring the right content is presented to you at the right time and being able to quickly filter through the content to find the relevant information you need.&nbsp; I also don&rsquo;t think we&rsquo;re close to the end of the sharing economy.</p> <p class="p2">More on the &ldquo;fringe,&rdquo; I am intrigued to see how the bitcoin blockchain is applied in new ways, including in education.</p> <p class="p2">We are seeing the rise of competency-based learning, which introduces more flexibility and a focus on learning practical skills or competencies, especially those that apply in the 21<span class="s1">st</span> century.&nbsp; It&rsquo;s also important to have a global outlook. Mobile developments in Africa, digital experiences in China, and creative approaches to learning in Australia cannot be overlooked.</p>  <p class="p1">I&rsquo;m a big fan of Rallyteam. &nbsp;The company launched at TechCrunch Disrupt in San Francisco back in September 2014. The focus is on employee empowerment.&nbsp; Most companies have valuable side projects that don&rsquo;t get done simply because of lack of resources, funds, visibility or all three.&nbsp; With Rallyteam, a marketplace of projects is created.&nbsp; People in a company can submit a project or indicate they want to work on a specific type of project.&nbsp; Employees are able to gain and apply new skills all the while completing real, tangible projects for their employer.&nbsp; It&rsquo;s a really exciting model - one that can help keep employees engaged and enable learning.&nbsp;</p>  Diana Stepner View Edit Delete
22  <p>Mark Manney is the Founder and CEO of Infobeing.com - a website disrupting the forefront of human interaction and trade practices. Mark left his corporate life and Seattle roots to travel the world and study new ways of commerce. While practicing international customs and eCommerce abroad, Mark was able to identify a major issue in networking practices of the present. This led to his creation of an ideal People&rsquo;s Economy via Infobeing. Mark believes that&nbsp;through innovative networking and modern trade,&nbsp;the People&rsquo;s Economy will help lead the world to a more productive and healthier lifestyle.</p>  <p>It is tempting to say that there is no industry sector for what we&rsquo;re doing, but in fairness we might compare Infobeing.com to social media like Facebook, Ello, Tumblr, and LinkedIn. These sites offer a Web 2.0 experience that is becoming obsolete for a few reasons.</p> <p>Social media contributes to information overload by providing a massive amount of irrelevant information. This makes us feel physically ill. Information overload is becoming a real problem. Infobeing.com is different because it is designed so that users spend minimum time on the site and maximum time living, doing, and becoming.</p> <p>Another problem with today&rsquo;s social media is that there is no real mechanism to meet new people in order to easily form mutually-beneficial relationships. These sites are designed primarily for staying in touch with existing friends or, occasionally, meeting someone new in a random way. Infobeing is designed for the purpose of helping you meet the new people you need to know in order to move your life forward.</p> <p>Social media leads to stagnation and inaction. It is passive. Infobeing uses the potential of the network world to create a People economy where everyone is doing what they want, what they are good at, just as they live in freedom and maximize their earning potential. This isn&rsquo;t happening on Facebook.</p>  <p>Today people remain stuck in a &ldquo;corporate economy&rdquo; paradigm. Our most important economic relationships are with brands, corporations, and companies. The vast majority of our purchase of goods and services are with organizations.</p> <p>My view is radically different. I&rsquo;ve spent the past 10 years traveling the world and living mostly in Eastern Europe. Things are done a bit differently here. Relationships between people are valued most. If you need something fixed, need to hire someone for an odd job, or need some help&hellip;people look to other people. There is a massive person-to-person economy that is based on cash transactions or even &ldquo;favors for favors&rdquo;.</p> <p>The Infobeing People Economy replicates this in the online world. We provide a new option for people to form relationships and conduct transactions for goods and services with each other. This is a radically different paradigm where we begin to trust each other and work together based on mutual wants, needs, and skills.</p>  <p>As Founder and CEO of Infobeing, Innovation isn&rsquo;t a conscious focus of mine. I don&rsquo;t set out to innovate. I simply do what I think makes most sense, with essentially no regard for what anybody else is doing. This is one of the benefits of living abroad, away from conventional wisdom, for so many years.</p> <p>Beyond this, I think innovation is allowed to thrive, and will continue to thrive at Infobeing, because our goal is not only to maximize profit. We are founding Infobeing as Public Benefit Corporation.&nbsp; We will be auditing our performance against a charter that includes 5 requirements for serving the public good. We&rsquo;ll remain completely ad-free, we will improve the overall happiness of our users, we will help our users achieve greater freedom, we will strengthen the local community through direct-democracy, and we will aim to do no harm to the planet.</p>  <p>I don&rsquo;t care about changing an industry. I care about changing lives. People have access to amazing technology, but they don&rsquo;t know how to use it to live in a better way. Infobeing is concerned with improving your quality of life in both the online and off-line world by making it easy for you to meet all of the people you need to know.</p>  <p>Follow your intuition. Meditate. Listen to your inner-voice first and let it drown-out any voices of conventional wisdom. The purpose of your life is to bring your unique perspective to the world. Failure to innovate is failure to believe in yourself and act on those beliefs.</p>  Mark Manney View Edit Delete
23  <p>Les C. Meyer is a results-driven serial entrepreneur, global executive leader and MBA with extensive experience in mindful innovation and self-actualization. He has demonstrated creativity in transforming health and performance improvement through innovation leadership. He has worked with many organizations to help them achieve an optimal healthy workplace and workforce and achieve functional wellbeing outcomes via science-based mindfulness, resilience, vitality and sustainability next practices. He has also implemented game changer approaches to the creation of health care delivery, innovative health policies, advanced primary care systems, planned care coordination and proactive community health assurance initiatives. He has integrated meaningful enabling technologies and consumer-centric, integrative health services for a wide variety of worldwide stakeholders.</p>  <p>We guide clients toward viewing their organization, in all facets, with a mindful innovation (MI) approach. MI is a tuned in, creative-thinking leadership engagement process &mdash; coupled with a five-step systematic approach including assessment, culture, strategy, implementation and measurement &mdash; empowering CEOs to improve the health of the enterprise and its workforce, reduce costs, improve productivity and ultimately, profitability in a global economy.</p> <p>My idea of &ldquo;hard-wired MI&rdquo; emerged in mid-2009 as I watched CEOs working feverishly on getting their arms around their &ldquo;Big Idea.&rdquo;&nbsp; And then, watching them formulate strategic plans to transform their companies by advancing their breakthrough brainchild as a &ldquo;constructive, disruptive innovation.&rdquo; Over and over these leaders were relying on outdated &ldquo;thriving on chaos&rdquo; playbooks not recognizing the competitive imperfections in the marketplace.&nbsp;</p> <p>The MI approach prompts quick-response adaptation when CEOs drive the process top down and encourage their people to embrace &ldquo;imagining&rdquo; from the bottom up &mdash; with all stakeholders striving for the competitive advantage that lies in the health of their people.&nbsp;</p> <p>MI is moment-to-moment, surround-sound awareness of organization health achievement in action. It generates CEO imagination, ingenuity and creative execution in the boardroom. Most importantly, MI upholds the principles of disruptive innovation guru, Clayton Christensen, who introduced the criteria by which a product or service rooted in simple applications relentlessly moves up market, eventually displacing established competitors.</p> <p>MI is imagining what the future could look like, identifying mega-opportunities and building game-changing ways of delivering business value to all stakeholders. We do this by focusing our attention on next generation hard-wiring MI capabilities, technologies and learning system collective impact community collaboratives that provide MI solutions to the health industry in the short and long-term.</p>  <p>Health care costs are unsustainably high and health outcomes are suboptimal. To curb these trends, movement toward value-based care must be put into action.</p> <p>Colleagues at the Institute of Medicine (IOM) of the National Academies: Roundtable on Population Health Improvement, Health Enhancement Research Organization (HERO) Employer-Community Collaboration Committee recently noted two major impediments:</p> <p>1. Health care improvement underperformance, inefficiency and exorbitant costs continue in the U.S. health care system. Although biomedical knowledge, innovations in therapies and surgical procedures, and management of chronic conditions have substantially advanced, American health care has failed to significantly improve in many areas. They include modern medicine&rsquo;s complexity, the high cost of care and limited investment value to achieve the best care at lower cost. <br /> <br /> 2. Despite spending almost one-fifth of the economy&rsquo;s output on health care, the quality and safety of care remains uneven. Patient harm remains too common, care is frequently uncoordinated and fragmented, care quality varies significantly across the country and overall health outcomes are not commensurate with the extraordinary level of investment.<br /> <br /> Data is available to make the right decisions to transition into performance improvement incentives, patient-empowered self-care methods and consumer-centric optimal healing environments innovations.</p>  <p>Our focus is on game-changing ideas from independent leaders who create meaningful distinctions in the market and suggest an insightful exchange of information for sound decision making. Our cutting edge methods and innovations performance improvement process tackles the tough organization health challenges impacting enterprise-wide growth, profitability and customer experience optimization to help drive improving value on investment in health care through ground-breaking collective impact methods and sustainable MI leadership engagement innovations.</p> <p>Health innovation strategy is critical to an organization&rsquo;s success. It trumps everything else. MI is not a genomic-DNA capability we&rsquo;re born with per se but rather a hard-wiring self-actualization, performance improvement process, which helps CEOs reclaim their creative confidence.&nbsp; The innate ability for leaders to vision breakthrough ideas is strengthened through systems that encourage innovative prowess to move progressively from idea to collective-impact upsurge.</p> <p>MI has moved from a largely obscure practice to a mainstream organizational idea in some leading organizations around the world. Mindful innovators like Mark T. Bertolini, Chairman and CEO, Aetna are accelerating the awareness of &ldquo;mindfulness use&rdquo; in the board room and &ldquo;self-actualization creative execution&rdquo; in the C-Suite including workforce team member front line alignment to create an upsurge in economic development worldwide.</p> <p>Mindful &ldquo;organization health&rdquo; is defined as the ability of an organization to identify, engage, establish, elevate, achieve and renew itself faster than the competition to sustain stellar business performance. This <strong>MI </strong>strategy is among the most powerful an enterprise can execute to create value-based, optimal customer experiences and sustain the power of long-term, brand-equity.&nbsp;</p> <p>Aligning organization health leadership creative confidence and self-actualization is leadership at its best. Remarkable leaders conduct business in a new way &mdash; one that imagines a healthy workforce productive advantage, maximizes human potential and tethers the organization to a common set of principles. The task of highly effective leaders is to design high-impact business goals to attain organization health.</p> <p>Thriving organization health business models embed mindful collective impact stakeholder collaboration connections. This is done via a community-based, learning health care system and optimal healing environments that enable a user-friendly connectivity interface. What&rsquo;s important is that this interface is consistently reliable and seamlessly improves key components. They include population health promotion capabilities and functional wellbeing systems in which science, informatics, incentives and culture are aligned for continuous improvement and innovation. The approach must be aligned with best practices that are seamlessly embedded in the care process, as well as patients and new knowledge captured as an integral byproduct of the care experience to achieve the best care at lower cost.</p> <p>Our MI attitude to think the unthinkable&nbsp;with board chairs &mdash; and making the invisible visible with CEOs &mdash; continues to drives business success and provide a pathway to achieve competitive advantage and optimize commitments to accelerate organization health action plans and workforce health achievement.</p>  <p>MI is the final frontier to transforming health and performance improvement innovation leadership, achieving optimal healthy workplace realization and making healing as important as curing to sustain company-wide profits and competitive advantage while helping their organization&rsquo;s workforce evolve, achieve and thrive. &nbsp; &nbsp; &nbsp;</p> <p>The &ldquo;Masters of MI&rdquo; realize that creativity is essential to success and something you practice throughout the MI creative confidence, hard-wiring self-actualization achievement process. Bottom-line: Hard-wiring MI activates a cracking-the-code mindset for CEOs and their ability to stay ahead of the innovation curve and sustain company-wide profits and competitive advantage. &nbsp;</p> <p>We are working on other meaningful distinctive hard-wiring MI capabilities, technologies and learning system collective impact collaboratives that will drive the biggest changes in the health industry over the next two years. They include: <br /> <br /> <strong>Health date analytics technologies</strong>: MI approach to empowering organizations with better analytics and informed decision-making guidance to change the course of their organization health strategy and advance plan design action plans.<br /> <br /> <strong>Accountable health and wellbeing initiatives:</strong> MI approach to accountable health collaboratives and the Wellbeing Initiative for the Nation (WIN) via a public-private partnership for national prosperity to collaborate, coordinate and guide global organizational health innovation strategies enabling company-wide profits and competitive advantage, workforce effectiveness and community success.&nbsp;</p> <p><strong>Optimal healing environments:</strong> MI approach to transforming health and performance improvement innovation, achieving optimal healthy workplace realization and advancing healing as important as curing.</p> <p class="p1"><span class="s1"><strong>Living well invisible drivers of work-life health and economic wellbeing measurement:</strong>&nbsp; MI approach relates to commitment to be personally responsible, self-reliant and accountable to achieve better living and &ldquo;Vulnerability Index&rdquo; reporting which measures the balance of a population's or individual's mix of &ldquo;unmentionables&rdquo; &mdash; life-context conditions like financial stress or caring for an aging parent &mdash; and their ability to cope with these conditions.</span><span class="s2">&nbsp;</span></p> <p><strong>Healthy life expectancy:</strong> MI approach relates to improving health-related quality of life and wellbeing for all individuals and takes account of the number of years that a person at a given age can expect to live in good health taking into account age-specific mortality, morbidity, and functional health status. In other words, dying with as much vitality as possible. <br /> <br /> <strong>Oncology care improvement:</strong> MI approach to advancing oncology care best practices and improve the service experience of cancer patients and their families. <br /> <br /> <strong>Home hospice and palliative care:</strong> MI approach to optimal healing environments in home hospice and palliative care to achieve breakthrough improvements in relieving human suffering, including pain, anxiety, dyspnea and helplessness, as well as finding meaning in suffering. <br /> <br /> <strong>Precision medicine and genomic innovations in health: </strong>MI approach to precision medicine and genomics-driven diagnosis, complex and rare chronic disease testing and treatment alignment capabilities.</p> <p class="p1"><span class="s1"><strong>Enabling technologies, scientific discovery and telemedicine capabilities:</strong> MI approach to accelerate best care at lower cost via primary care and complex care management solutions; value-focused comparative effectiveness outcomes research and life sciences innovations; and advances in mindful use of center of excellence telemedicine capabilities via remote consults for appropriate individual medical, behavioral and population health promotion problems instead of visiting emergency rooms, urgent care centers, and physicians&rsquo; offices.</span><span class="s2">&nbsp;</span></p> <p><strong>Wearable computer technology and remote monitoring technologies:</strong> MI approach to wearable computer technologies and tracking devices and strategies to achieve meaningful behavior change.&nbsp;</p>  <p>Organizations worldwide see MI as essential to fortifying the fabric and culture of their enterprises. A commitment to MI, compelling ideas and the use of transformative MI is making mindful innovators constantly aware of their mindful intent to amass enterprise-wide economic well-being.</p> <p>Our work with the Samueli Institute&rsquo;s Wellbeing Initiative for the Nation (WIN) &mdash; a national effort that convenes CEOs, C-Suite executives and health policy thought leaders from the private, public and military sectors &mdash; is working to expedite the transformation of our health care system to one that enhances community health and fosters a flourishing society. <br /> <br /> Samueli Institute&rsquo;s vision and its WIN public-private partnership for national prosperity &mdash; includes a next level measuring social wellbeing collective impact approach &mdash; and advances a new system of currency that may seem like a fantasy, but it&rsquo;s this type of radical thinking that&rsquo;s needed in America to stop the progress of chronic disease and unhealthy living in its tracks.<strong><sup>1</sup><br /> <br /> </strong>Imagine that there was a Social Wellbeing Index (SWI). Alongside the Dow Jones stock market index and other reports of financial wellbeing, the state of social wellbeing would be announced each day, broadcast on television stations, streamed on the radio, and featured on financial market and Internet news sites.</p> <p>Imagine that this index was used as a metric for tracking the health of our society and could be reported for a city, state, county, country, community, company or for any organization. Imagine that policies and laws could be made to encourage the investment in increasing this social wellbeing index and that both tax incentives and profits were tied to it. Imagine that something of value such as a SWI currency, redeemable for physical or service resources or social appreciation and recognition, could be gained from those who boosted the SWI. The greater the contribution to the index the greater the value of the SWI currency, which could be accumulated, saved and spent.&nbsp;</p> <p>At its heart of the SWI would be a measure of the degree to which social engagement and bonding was being enhanced for the betterment of society as a whole. The value of the SWI currency could be weighted according to the degree to which collective wellbeing was arising from this social engagement. Activities such as investment in time would be considered a key resource and given value for the SWI.&nbsp;</p> <p>Surrounding this core SWI measure would be other more traditional measures of individual and collective flourishing in order to determine the impact on social wellbeing in the culture as a whole. These would likely be the parameters usually tracked such as morbidity and mortality, public health measures, health behaviors, education success, stress and happiness levels, disparities measures, environmental health, nutritional sustenance, levels of safety and violence, economic stress, and degrees of altruism and civic engagement.</p> <p>If simplified into a core index, reported daily and tied to both economic and social reward, the Social Wellbeing Index could become its own ongoing worldwide wellbeing driver and have multiple other uses, such as for the Wellbeing Initiative for the Nation (WIN) Challenge.</p> <p>In conclusion, we continue working with our colleagues to expedite the transformation of our health care system to one that enhances community health and fosters a flourishing society.</p> <p>1. <strong>Reference</strong><br /> <strong>Think Big for Social Wellbeing</strong><br /> Posted on December 4, 2014, by Wayne B Jonas, MD, President and CEO, Samueli Institute <br /> <a href="http://www.SamueliInstituteBlog.org">www.SamueliInstituteBlog.org</a> &nbsp; &nbsp;&nbsp;</p>  Les C. Meyer View Edit Delete
24  <p>Mark is the Head of Innovation at News Corp Australia&nbsp;and a former executive at AOL and Yahoo. Drasutis is&nbsp;an established business leader and digital expert with 20 years of media and digital product experience. He is focused on defining and delivering digital leadership and innovative and creative user-centric solutions within market leading, global digital businesses.&nbsp;Delighting all customers of digital products is a passion Drasutis brings to his teams and organizations. He has continually driven the creative vision and customer focus of his teams. He has implemented innovative and strategic thinking, as well as thought leadership, internally and externally, within all his roles and evolved customer perceptions of the businesses.&nbsp;<br /><br /><br /></p>  <p>News Corp is actually where the customers are, and that&rsquo;s the change. Its about innovating around the proposition that content is about &ldquo;and,&rdquo; not &ldquo;or.&rdquo; In the past, customers either bought a newspaper or consumed content on mobile, or on PC, or Tele, or listened to it on the radio. Now, they are consuming content in newspapers and on Twitter, YouTube, in their cars, and on Spotify, so if you take the &ldquo;and&rdquo; model, it becomes about curating great, relevant content and delivering it where and how the customer needs it.</p> <p>With declines of 15% circulation in Australia and 20% revenues on the newspaper side &ndash; you need to innovate yourself out of that bottle, but you need to innovate in the right way. We&rsquo;ve embraced the reality that newspaper companies are never again going to own content and distribution and packaging. In fact, we don't see ourselves as a newspaper company; we are a content company.</p> <p>Habits for consuming content have changed, and we can shape those habits. Do people buy newspapers for breaking news? No they don&rsquo;t: because news is broken on Twitter and Facebook and then on other platforms. Content habits have changed. But job of producing great content hasn&rsquo;t changed. We are recombining content in new ways for customers. We are now producing multi-dimensional long-form story telling in digital; creating a rich immersive experience in video, audio, graphics, everything. The Captivate platform in Australia allows us to build those.</p> <p>For example, we produced a story around Cinderella Man: the amazing journey of an Australian man to becoming the country&rsquo;s first heavyweight boxing champion. We&rsquo;ve just done a great piece of footage for surfers for an angle of a surf break which you would never have seen before, using drone footage, and two surfers: one a leftie, one a rightie. So how do we get to surfers? We promote it on Facebook, we promote it on Twitter, we made a 15 second video for Instagram, and then we moved it to content for tablet.</p> <p>The Wall Street Journal is doing the same thing, with amazing footage from the Oracle boat for the America&rsquo;s Cup. When we have these great stories involving multiple assets, we &lsquo;re able to quickly build rich story telling elements now that we didn&rsquo;t think we could do three years ago. So it&rsquo;s a case of: We&rsquo;re capable - lets do more of that.</p> <p>The reporters who do these pieces, like Trent Dalton, now know when they start looking at the yarn, they need a videographer, a photographer; he needs to understand how to work with a developer and designer to tell the story best via the digital channel. And that&rsquo;s just one space.</p> <p>On the other extreme, we just launched in Australia &ndash; news.com.au and Foxsports - on Snapchat&rsquo;s new Discover platform. Once again, here&rsquo;s another area where we&rsquo;re atomizing our content and saying we&rsquo;re going to create an edition every day which is relevant to a Snapchat customer, which is more a teen, kind of funny, laugh-out-loud type of experience.</p>  <p>FEAR of not knowing. If I don&rsquo;t know about it as a senior executive, I&rsquo;m not sure I want to unleash my team on something I don&rsquo;t understand. So, for instance, we built a digest App for <em>The Australian</em> and gave it to one of the lead editors to play with over Christmas. All it involved was his content recombined into an App, but now he understands what the power of that can be.</p> <p>Another challenge for innovation is fear of quarterly targets. The trick is to make innovation real in people&rsquo;s minds. Without that, people think that they wouldn&rsquo;t know how to execute the ideas they had; they don't have the confidence to ask for forgiveness, rather than permission. The key is to allow people to fail safe, and to lead with an approach where you show, not tell. Stop having meetings about meetings and show it to someone. They rightly say that a picture is worth a thousand words, and that a prototype is worth a hundred meetings.</p> <p>Its not technology that&rsquo;s the disruptor, it&rsquo;s talented employees thinking like entrepreneurs that is. This business had forgotten a little bit that it had an entrepreneurial spirit at his heart. Rupert Murdoch is one of the best entrepreneurs in the world: his three drivers are opportunism, innovation and intuition. As a staff member, you should be working on those three things. Go and do it. You still have to do the business casing &ndash; you can&rsquo;t work outside those processes. You still have to get new projects singed off by the finance departments and agreed by the board. So in essence, ideas are not a problem; timing and execution is the problem.</p>  <p>News Corp has had a couple of innovation efforts previously, but they were largely external, and my title didn&rsquo;t exist two years ago, which says something in itself. Certainly, there was recognition that the most expensive seven words in our business were &ldquo;But that&rsquo;s how we&rsquo;ve always done it.&rdquo; Though I wasn&rsquo;t here at the time, I&rsquo;d guess I might rate our innovation culture in 2005 at about 3 out of 10; now its perhaps around 6 out of 10, with our digital offerings, and now that people know they can do these things, and are less afraid of things not looking the same.</p> <p>When I joined, I remember someone commenting: &ldquo;Great &ndash; someone with all the answers.&rdquo; I countered with: &ldquo;You&rsquo;re already got the answers, and you&rsquo;ve got the employees &ndash; we just need to create innovation as part of their job and something they&rsquo;re not scared of.&rdquo; The words disruption and innovation kind of counter each other. I realized that news didn&rsquo;t have a clear definition of what innovation meant, and that&rsquo;s really key. For us, that definition is: &lsquo;Recombining content, people and processes in new ways for growth.&rsquo;</p> <p>That idea then resonated across the business &ndash; that it&rsquo;s not about drones or virtual reality or futuristic hardware. And changing the perception of News Corp in Australia was one of the key pieces &ndash; as a content company, not a newspaper company. We&rsquo;ve got an ideation platform we put in, which allows you to pop in and say &ldquo;that&rsquo;s a good idea&rdquo; or &ldquo;that&rsquo;s been done&rsquo;&rsquo; or &ldquo;actually that&rsquo;s something I&rsquo;m working on; lets work together.&rdquo; I&rsquo;m all for open innovation, most of our ideas we&rsquo;ve gotten are from outside the office. We sponsor a co-creation space for startups, called Fishburners &ndash; that&rsquo;s important; it opens peoples&rsquo; eyes to what entrepreneurs are doing.</p> <p>We are not afraid to experiment with different models &ndash; and we have a system where you can fail safe with experiments. We have an internal system called News Foundry &ndash; an internal fail-safe environment that allows people to come up with new ways of doing things. They come out with loads of ideas; one of them drives the kind of content on our Snapchat channel, for example. I&rsquo;m a big advocate for quiet change, which is that you show, don't tell; you take people on a journey; you plant seeds within the business.</p>  <p>Anticipation of content is something I think will become important&nbsp; &ndash; data signals will be there to anticipate a certain time of day you want a certain type of content &ndash; based on your location; based on your behavior; everything. Content about things you care about should come to you like a tap on the shoulder.</p> <p>I think there is an interesting move back to truth in the content space&nbsp; - where many customers don&rsquo;t want an oversimplification of news. People have a thirst for more knowledge than the snack they can see. Snacking news is relevant; as Twitter&rsquo;s 140 characters show, but consumers are already responding to the in depth background content we are providing, with lots of links.</p> <p>The disruption will be that people will be able to access as much content as they want quickly, but that they probably want a little more detail around the five areas they care about the most, and that&rsquo;s where media companies come into play. I never try to predict technology trends, but I look at connected cars, and I think there is something there for media; a space where we can play.&nbsp;</p>  <p>Paul Whittaker, editor of the Daily Telegraph in Australia, and his team are supportive of an app that gameifies news for commuters on buses here in Sydney. It allows you to play a game against others around beacon technology: it matches headlines to the pictures, which means you have to read the headlines &ndash; so you consume the news via a game. That&rsquo;s quite interesting as a model. I&rsquo;m not saying that&rsquo;s the future of news, but its interesting. I feel the same with Snapchat. They are both great ways of providing content to the consumer.</p>  Mark Drasutis View Edit Delete
25  <p>Kate Vitasek is an international authority for her award-winning research and Vested<sup>&reg;</sup>&nbsp;business model for highly collaborative relationships. Vitasek, a Faculty member at the University of Tennessee, has been lauded by&nbsp;<em>World Trade Magazine</em>&nbsp;as one of the &ldquo;Fabulous 50+1&rdquo; 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&nbsp;<em>Forbes, Chief Executive Magazine, CIO Magazine, The Wall Street Journal, Journal of Commerce, World Trade Magazine</em>and<em>&nbsp;</em><em>Outsource Magazine.</em>&nbsp;</p>  <p>The University of Tennessee has been studying the nature of highly successful business relationships since 2003. Our research was originally funded by the United States Air Force with a goal to provide a pathway to long-term, collaborative success among business partners. We codified our findings into a methodology and business model that researchers coined as &ldquo;Vested&rdquo; or &ldquo;Vested Outsourcing.&rdquo; 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 &ldquo;rules&rdquo; that when followed create a business model that fosters a high collaborative &ldquo;win-win&rdquo; 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 &ndash; 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.&nbsp;</p> <p>- Agree on clearly defined and measurable outcomes: Make sure everyone is clear and on the same page about their desired outcomes. Ideally, there shouldn't be more than about five high-level metrics. All parties - which may of course include users and other stakeholders that aren't directly signing the contract - need to spend time collaboratively, during the outsourcing process and especially during the contract negotiations, to establish explicit definitions for how relationship success will be measured.</p> <p>- Pricing model with incentives that optimize the business: Vested does not guarantee higher profits for service providers - they are taking a calculated risk. But it does provide them with the tools, autonomy and authority to make strategic investments in processes that can generate a greater ROI and value over time, perhaps more than a conventional cost-plus or fixed price contract might produce over the same period.</p> <p>- Insight versus oversight governance structure: A flexible and credible governance framework makes all the rules work in sync. The structure governing an outsource agreement or business relationship should instill transparency and trust about how operations are developing and improving. And, of course, of where the next threats and challenges may occur, because business happens.</p>  <p>Simply put, the biggest impediments to innovation are old-school, transaction-based, and risk-averse thinking. I&rsquo;ve found that waiting for the Aha! Moment when it comes to innovation generally means there will be a long wait&hellip;It&rsquo;s much better to create a transparent, incentivized environment that encourages innovation both from within an organization and in conjunction with an organization&rsquo;s partners.</p> <p>This is what P&amp;G&rsquo;s CEO, A.G. Lafley, did when he set out to reinvent the company&rsquo;s innovation business model in radical and precedent-setting fashion. Questioning the sustainability of the conventional &ldquo;in-house-do-it-ourselves&rdquo; model, Lafley determined that looking beyond P&amp;G&rsquo;s walls could produce highly profitable innovations. In his book, <em>The Game Changer,</em> Lafley wrote about how P&amp;G used innovation to spur company results. He wrote, &ldquo;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.&rdquo; &nbsp;We studied P&amp;G&rsquo;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&amp;G&rsquo;s supplier of the year award three times and has won the International Association for Outsourcing Professionals GEO award for innovation in outsourcing for their progressive thinking in how they drive innovation through strategic outsourcing.</p>  <p>This is the million dollar question and why we actually put all of the effort into our research.&nbsp; 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&rsquo;ve now got five books on the topic and seven courses that individuals and organizations can use to help them as they seek to embed an innovation culture into their business relationships.</p>  <p>I think the major trend will be the increasing realization that collaboration and transparent communication is a necessity in today&rsquo;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&rsquo;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 &ldquo;say&rdquo; collaboration and are beginning to shift to a relational contract mindset, yet they don&rsquo;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 &ndash;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 &ndash; but &ldquo;do.&rdquo;&nbsp;</p>  <p>I&rsquo;d refer once again to the P&amp;G example and share some of their case study that&rsquo;s profiled in the book <a href="http://www.vestedway.com/vested/"><em>Vested: How P&amp;G, McDonald&rsquo;s and Microsoft are Redefining Winning in Business Relationships</em></a> &ndash; which is related in chapter 2. P&amp;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&amp;G developed a business model around contracting for transformation and results instead of contracting for day-to-day work and transactions.</p>  Kate Vitasek View Edit Delete
26  <p>Voted one of Houston&rsquo;s &ldquo;40 under 40&rdquo; business stars by Houston Business Journal, Phillips has founded and grown a company which is changing the game for consumers in the healthcare field. In fact, in September 2014, PBS named 2nd.MD one of the Most Innovative US companies.&nbsp;Whether solving the most complex medical case, serving the poorest in Africa, or speaking at MIT, he is determined to make healthcare ridiculously easier, and more effective, for millions of families.</p>  <p>Medical knowledge is doubling every two years and most people are receiving poor, conflicted medical information. 2nd.MD's first goal is to make the ability to reach medical specialists more easily accessible.&nbsp;For example, our member​s can now&nbsp;​enjoy a video consultation with&nbsp;a top specialist from ho​me ​within three days,&nbsp;getting remarkable clarity and up-to-date information regarding their condition. ​We are combining high-tech with high-touch, and the marriage is beautiful. Healthcare gets faster, easier and more personal.​</p>  <p>One of the biggest impediments to innovation in our industry is simply being in the&nbsp;healthcare&nbsp;business. Things have been so bad for so long ​that organizations have stopped trying to improve. Large organizations control a lot of the industry, making big changes difficult, even if it would help everyone.</p> <p>A second impediment is that everyone is concerned about their&nbsp;data&nbsp;being shared or stolen. Healthcare data is incredibly sensitive, but unless you can understand and access someone&rsquo;s healthcare data, how can you help them?&nbsp;</p> <p>A third is the&nbsp;fear&nbsp;of the unknown. When speaking to a top doctor via video for a second opinion, doctors worry they might lose a patient; members worry they might offend their doctor by seeking a second opinion; hospitals worry that a procedure might be cancelled. Like most of our fears, they don&rsquo;t come true, but you can still expect resistance.</p>  <p>Our team is a group of people so unsatisfied with the current limitations and frustrations of healthcare that we cannot stop thinking about how we can improve it.​ Changing lives is the fuel that lets us know we are headed in the right direction. Our team continually reviews new apps and companies to evaluate if there is something we can learn and improve upon. We look over our shoulder constantly, knowing that our success can be shadowed by a new or current player improving on our model. Frustration, fear, and faith are three equal motivators that drive us to improve.</p>  <p>Being able to prick your finger and monitor 100 markers in your blood on your smartphone is particularly exciting to me. We trademarked 'hospital in your hand' as we see how the smartphone could become the center of healthcare.​ Having most of your medical encounters with medical professionals be from home will save tremendous time, cost, and frustration of sitting in a medical suite for an hour reading old magazines. Also, the ability to instantly access your medical records from various places will allow progress in our treatments and lessen waste, which will be a game-changer in its own right.</p>  <p>I honestly cannot think of a more compelling innovation than one which saves lives through linking people in need to right doctors when they need it most. And what industry requires innovation more urgently than healthcare, where our members remind us daily of the lack of clarity, unnecessary paperwork, unjustifiable cost, and rough edges of our healthcare system.​&nbsp;</p> <p>This week at a managers meeting for a famous company, an employee stood up and told us how 2nd.MD changed their child's life. They had been to see 40 specialists and were not sure of their baby&rsquo;s future. Today they have a plan and a new hope after a single video consultation with a top doctor.​ No innovation has driven customer engagement like stories people share with one another when a life has been changed.​&nbsp;</p> <p>Of note, my son will never know the healthcare we all struggled with. He will simply pick up his tablet, ask to speak to a doctor, video consult with a perfectly matched doctor who is looking at his records, diagnose his blood, and then, following doctors orders, will roll over and go back to sleep. That&rsquo;s what we are building.</p>  Clinton Phillips View Edit Delete
27  <p>As COO and Chief Information Officer at NutriSavings, Niraj Jetly and his team have pioneered a way to make healthy food both affordable and understandable, and are building a new ecosystem which is changing the game for corporate health costs and employee productivity in the process. A spin-off from corporate services giant Edenred, Nutrisavings has harnessed data technologies, nationwide grocery partnerships, research, and innovative thinking around food choices to save costs for large employers and health plans, while boosting productivity and even life longevity for tens of thousands of users.</p>  <p>When we launched, there were several research sources which showed that the health of employees depends far more on what you eat than on how often you work out - yet there were very few solutions, if any, based on nutrition. You could attend seminars on how to cook healthier; you could get recipe books; you could be coached by dieticians. But you&rsquo;d generally need to leave your workspace to attend those sessions, they weren&rsquo;t scalable; and they asked people to do something they were not doing already. They also did not address the fundamental problems of affordability and confusion for the consumer.<br /><br />Several research papers showed that the average American finds it much easier to file their own taxes than comprehend the nutritional fact panel of a food item in a grocery store. Go and pick up any food item; I bet you will not have heard half of those words in your life.&nbsp; We know that sugar is generally bad for us &ndash; but it turns out that there are about 200 different words for sugar. Meanwhile, we found that there was a perception that certain brands were healthy, and certain brands were unhealthy &ndash; but that just isn&rsquo;t true. There is in fact a wide range of nutritional value across the products offered by the same brand.</p> <p><br />To decipher this confusion, we recruited a panel of dietitians, and we created an algorithm based on prior research which takes into account all food items and all nutritional information on the packaging. We were able to generate a nutritional score between zero and hundred; the higher number, the healthier the item.So for instance, our participants in the NutriSavings program can download our mobile app, scan the bar code of any food items in grocery store with their smart phone, and get the nutritional score right then and there.Using input from our panel of dietitians, users can also immediately learn what it is about that item that is good for you, and what you should watch out for.</p> <p>But we do not tell someone not to buy this or that. Instead, the app will also show you healthier alternatives; foods with a similar taste, but with higher nutritional scores, as a gentle nudge in the right direction. But we also recognized that the absolute nutrition score of any food item was not as important as the change in score over time for participants, so incremental behavior change, and the ability to track that change, is the exciting game changer for large employers.</p> <p>Many people do want to diet, but to do it they need to log their food intake &ndash; and who has the time to log 1000 meals per year? We can actually manage an individual&rsquo;s pantry, and provide the log and the trends for them. We had to figure out a way that is scalable- so we built a network grocery stores &ndash; 10,000 nationwide - which we actually built connectivity with. Once we have permission from participants to reach out to grocery stores, we can use their rewards cards as unique identifiers and track the items they&rsquo;ve actually bought. In addition to the primary benefits of health, we are passing along discounts from those stores to the members for items which show good nutritional scores &ndash; so healthy food has become more affordable.</p>  <p>Food is very diverse; very fragmented; and hard to comprehend for many people &ndash; it&rsquo;s also very politically driven. So fear of taking risks is one of the biggest challenges to innovating in this industry. Fear of failure in general is the broader challenge &ndash; its human nature; you don&rsquo;t want to be on wrong end of decision making process.<br /><br />The scale of the problem of unhealthy eating, and the confusion and lack of education surrounding it, is intimidating for companies. So we took the challenge and broke it down into small boxes.&nbsp; People are surprised to hear that I did not use new data technologies when we started NutriSavings; but what we did was use them in different ways. It was the business model we needed to primarily solve, so we used technologies my team was familiar with.</p>  <p>Nutrisavings is a spinoff from a large parent company, Edenred, and the innovation culture is very different. When you&rsquo;re a publically held company you tend to be more conservative. For me, there are two kinds of innovation &ndash; technology-driven, and customer-focused. Edenred has a strong innovation philosophy called &ldquo;Customer Inside,&rdquo; and we have built on the idea of focusing on a customer&rsquo;s journey, and focusing on it step by step to figure out how to improve it.<br /><br />I believe innovation requires one more attribute in your teams &ndash; not taking &lsquo;no&rsquo; for an answer. &lsquo;No&rsquo; is just the beginning of a discussion at Nutrisavings. But a key to being disruptive for us is going with your gut. I like that famous story about Henry Ford, where he was asked: &ldquo;Before you built you automobile, did you go and ask what people wanted?&rdquo;, and Ford responded to the effect of, &ldquo;No, because people would have said they wanted faster horses." At some point you need to stop asking and use your gut feeling. If you, as my business partner or client come with a question, I will not say I have all the answers&ndash; but we will tell you we will figure out answers together. The mindset is more important than the tools.</p>  <p>Big data and personalization. Eventually, our nutritional scores for the same food item will be different for different individuals, depending on their unique needs. If any of us has prior conditions or allergies, the recommendations change. The cloud is helpful because it gives you scale, but I&rsquo;m not looking for analytical technologies which can process large amounts of data which can create actionable personalized content for my audience. Keep in mind we are trying to create a scalable model scaled throughout the country &ndash; so if you are buying spinach or eggs or chicken, I need to give you relevant and easy to understand content.</p>  <p>The pace of technology innovation is breathtaking. I&rsquo;m scared to go to bed because, I know when I am sleeping, the world around me is constantly changing. And I don&rsquo;t want to miss it! This is best time to be in technology. And there are so many exciting new business models; such wonderful applications for things like crowdsourcing.<br /><br />What Tesla has done with its battery technology and its open innovation approach is very interesting. Patents create turf wars, which can put constraints on innovation, but we&rsquo;re seeing the end of turf control in some industries. With the approach Tesla is taking with open innovation, imagine the multiplier factor we&rsquo;re going to see; it&rsquo;s mind-boggling.</p>  Niraj Jetly View Edit Delete
28  Steve Hoffman is a virtual midwife to the future of humankind at Founders Space. &ldquo;Captain Hoff&rdquo; doesn&rsquo;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.&nbsp; Named a Top 10 incubator in its first year of active mentorship, the Silicon Valley-based and globally focused accelerator is helping to mature hyper-innovative tech companies which could change our lives.   <p>We've been innovating on the incubator/accelerator model.&nbsp; Instead of just adopting the standard 'Y-Combinator' model, which is meeting start-ups once a week for 3 months followed by a &ldquo;Demo Day,&rdquo; we spent 18 months interviewing start-up founders and asking them what they'd like us to do differently.&nbsp; Here's what we learned:&nbsp;</p> <p>a) Three months is a long time to wait for a Demo Day.&nbsp; Most start-ups apply to their accelerator several months in advance, and then if they get accepted, it&rsquo;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.&nbsp; A start-up can miss their window by waiting.&nbsp; Founders Space solves this problem by having Demo Day at the end of the first month.&nbsp;</p> <p>b) &nbsp;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.&nbsp; Founders Space solves this problem by having a more condensed, intensive program.&nbsp; 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.&nbsp; 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.&nbsp; It turns out start-up founders have more questions after Demo Day than they do before.&nbsp; But most programs end after Demo Day.&nbsp; Founders Space solves this issue by allowing startups to continue to attend all mentoring sessions and workshops for an entire year after Demo Day.&nbsp; This way startups can receive&nbsp;on-going support when they need it most. &nbsp;</p> <p>We work with a lot of corporations who say they are innovating, but when we ask them to sacrifice revenue, they recoil.&nbsp; The one strategy that we propose to our partners is to reward innovation with virtual dollars.&nbsp; These dollars count as real dollars, but they aren't actual revenue.&nbsp; This way managers can justify spending time on innovative projects.&nbsp;</p>  <p>We often find that founders who have a good idea &ndash; but not a great one &ndash; 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 &ndash; and if they&rsquo;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.&nbsp; True innovation means rethinking everything and challenging all the assumptions you have.&nbsp;</p> <p>You need to question every aspect of your business.&nbsp; Why do we do it this way? &nbsp;Why is this the model?&nbsp; What if we tried this? &nbsp;And then you have to take risks.&nbsp; You have to be prepared to fail over and over until you discover a new way of doing it.&nbsp; Most managers in large corporations are risk averse.&nbsp; That's how they got to the position they are in.&nbsp; They don't want a series of failures attached to their names, so naturally they go for the safe bets.&nbsp; But safe bets don't transform a business.&nbsp;Risk does.</p>  <p>When we started Founders Space, we felt that we had to develop something new.&nbsp; There are thousands of accelerators out there, and we didn't want to just follow the herd.&nbsp; 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.&nbsp; It's a continual learning process, as we change and improve our model and program every quarter.</p>  <p>The startup ecosystem is constantly changing.&nbsp; Large corporations are now jumping into the startup game in a much bigger way with open innovation, intraprenuership, incubators and funding. &nbsp;We are launching new services to partner with global corporations and help them collaborate with startups.&nbsp; This is the biggest change we see on the horizon, and it's the biggest opportunity.&nbsp; We just launched a new service called Founders Edge, which does exactly this: <a href="http://www.FoundersEdge.com">http://www.FoundersEdge.com</a>.</p>  <p>It&rsquo;s simply inevitable that machines will replace the jobs we do &ndash; 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 &ndash; so there is no reason an algorithm can&rsquo;t do it far better than an accountant.&nbsp; 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 &ndash; what unique value can we provide? One wonderful impact will be in longevity. They are building nano-bots which we can put into our body to repair organs; and smart pills that can measure all the bacteria in your digestive tract, and tell you precisely what drugs or foods you need to take to be healthy and live longer. Ultimately, we will be upgrading our bodies; even our genetics.</p>  Steve Hoffman View Edit Delete
29  <p>With both corporate wellness and elite staff retention increasingly critical for large enterprises, President Charles Lusk and his partners at On-Site Dental Solutions have pioneered a game-changing model that is solving multiple challenges at once.&nbsp;</p> <p>It turns out that in an economy where employee populations are best treated as treasured communities, an on-site dental suite offers far more value than an additional amenity to the gym and the company laundry.&nbsp;</p>  <p>We&rsquo;re very proud of our title as the first fully dedicated provider of turn-key dental suites. We sought to create a care delivery model for dentistry that previously did not exist in the same form, quality and packaging for campus environments.&nbsp; We wanted to bottle the magic of private dental practice and drop it into corporate settings in a way that is aesthetically pleasing, and customized to those settings. We love the way clinical settings of every kind are trending more towards aesthetically pleasing environments as opposed to sterile and impersonal settings as found in days gone by. &nbsp;</p> <p>We like to think of ourselves as pioneers in this area.&nbsp; Dentistry is perhaps the most interpersonal form of healthcare, since the services are provided &ldquo;face-to-face.&rdquo; While we are unable to eliminate every element of that experience, we strive hard to control the things within our reach to positively impact the clients senses.&nbsp;But the value-adds have been game changing too. We know that a filling today avoids a very costly crown tomorrow. But there is also a high correlation between a lack of routine dental care and large medical claims involving chronic disease later on.</p> <p>One of the most valuable commodities is time, and employers are measuring productivity in terms of not just absenteeism, but also &ldquo;presenteeism&rdquo;, which involves remarkably significant losses &ndash; the degree to which they don&rsquo;t have fully engaged employees within the workplace. If you have toothache, it's probably a major reason why you&rsquo;re not mentally engaged.</p> <p>Also, a lot of our clients are really interested in optimal recruitment and retention &ndash; and they know the millennial generation is looking closely at the work environment.</p> <p>Having a boutique dental office on-site goes a long way for clients in communicating the message that we really care about our community.&nbsp; In fact, we do frequently have prospective employees come into our offices, because the employers are very proud of these amenities.</p>  <p>The &ldquo;status-quo&rdquo; is always an impediment.&nbsp; We realize this isn&rsquo;t unique to our organization but rather a consistent theme throughout organizations looking to meet needs in new and innovative ways.&nbsp;Both end users and employees have to embrace the bundling of traditional dental services in a non-traditional setting, the corporate or university campus environment.&nbsp; Because the patient has gone out for dental services for so long; it can take some time to comprehend the dentist operating where the patient already is!</p>  <p>Our company was founded on the principle of change.&nbsp; We have learned a lot about the need to build a culture that appreciates innovation and change. In interviews we describe &ldquo;change&rdquo; scenarios and ask those candidates as to whether those circumstances evoke feelings of comfort or discomfort.&nbsp; Of course, the excitement and adventure that comes with climates of innovation are highlighted as well as the challenges.&nbsp;</p> <p>We ultimately want individuals and team members to be where they are supposed to be, whether it be with our growing organization or another that can offer more of a daily routine. We believe no single person has a monopoly on good ideas.&nbsp; We love to celebrate the individual with a unique outlook on how to maximize our potential as an organization.&nbsp; This begins with the patient experience and extends to our institutional &ldquo;host&rdquo; clients.&nbsp; We try hard to craft each relationship with care and a certain level of customization. &nbsp;</p>  <p>Already, we are able to provide client employers with new analytical HR tools&ndash; bringing population health statistics to the table, which the employer can reflect on and use to make key decisions around their populations. At our core, we are still a services organization.&nbsp; Our product is our people.&nbsp; Leaders in the dental field will be distinguished by the excellence with which they provide high quality and ethical dentistry.&nbsp; Ultimately this comes down to the talent and ethos of the individual dentist and the care team that surrounds them.&nbsp;</p>  <p>I really like Spotify. You&rsquo;d think that there were so many different ways already out there to package music, but their approach really resonated for so many people, including myself &ndash; to offer music that reflects your mood. Similarly, our company is not reinventing the wheel in our space; we&rsquo;re just taking it down a path it hasn&rsquo;t been before, which is perhaps comparable to the exceptional Spotify approach.</p>  Charles Lusk View Edit Delete

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