Business Performance (BPI) Network: InnovatorProfiles

Innovator Profiles

Id	Summary Bio	Answer 1	Answer 2	Answer 3	Answer 4	Answer 5	Leader	Actions
9	<p>Pieter de Villiers is responsible for establishing Clickatell as the world’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, ‘creatures of habit’. However, I’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 “Vision” and “Why” to your people.</p>	<p>Not having a clear “Why” or “Vision” 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 “deliver the numbers” 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. </p> <p>Organizational agility and management ability to “re-tool” for change is a must have. Managing people is difficult enough, adding in the complexity of “re-tooling” 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 “Why” and our relevance in order to update our thinking and match it with our customer’s perspective. We have also allocated funding to new initiatives and products even though they only contribute to the bottom line in the “out years.” 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 “mainstream” 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 & 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’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
43	<p>Prith Banerjee is Group CTO of Schneider Electric, a global leader in energy management and automation, with operations in more than 100 countries. With an EcoStruxure platform that defines its “Innovation at Every Level” business philosophy, Schneider leverages the most advanced data technologies—and an open, standards-based innovation strategy—for next-generation solutions and efficiencies. Its commitment to innovation is illustrated in an R&D budget of 5 percent of revenue and a dedicated architecture for incremental, new-market, and disruptive innovation, defined as Horizon 1 (core or short-term), Horizon 2 (adjacent or medium-term), and Horizon 3 (disruptive or long-term). Historically, its disruptive initiatives include pioneering aspects of IoT itself in 1996, and with recent technologies like arc-fault detection and its new IoT-enabled M580 automation controller. Today, its connected circuit breakers, protection relays and variable speed drives are already reducing machine downtime for customers with remote reporting of actionable data, while pilot projects are underway to slash downtime even further, with asset performance management IoT systems predicting faults before they happen.</p> <p>Meanwhile, Schneider is now looking at business model transformations, in which guarantees of production outcomes can be sold as services. Seeing access to energy as a basic human right, the company’s “Life is On” vision is to ensure that energy is available to everyone in a safe, reliable, and sustainable manner. Anticipating global megatrends like rapid urbanization and digitization as the defining parameters for this vision, Schneider recruited Banerjee as Group CTO specifically to drive digital innovation and the transformation to IoT. Banerjee was previously MD for Global Technology R&D at Accenture, after serving as CTO for ABB and Senior VP for Research and Director of HP Labs at Hewlett Packard. In driving innovation and technology differentiation for these leading companies, he also leveraged significant academic experience. Banerjee has served as Dean of the College of Engineering at the University of Illinois at Chicago, and the Walter Murphy Professor and Chairman of Electrical and Computer Engineering at Northwestern University. He is also the author of 350 research papers.</p> <p>In an interview with BPI, Banerjee says that despite the massive strides already made with IoT-enabled solutions, the truly game-changing innovations will come from next-generation analytics on big data. And he says those leaps in efficiency are not only required for competitive advantage, but also for the macro challenges of demand and sustainability facing the industry. Banerjee also mentions a 300 percent increase in efficiency is required to deal with a 50 percent increase in global energy consumption in 40 years without significantly increasing carbon emissions. Fortunately, the company’s portfolio of innovative products has vast consumption efficiency gaps to eat into, including 50 percent energy inefficiencies in asset-intensive industries and a stunning rate of 80 percent inefficiencies in the world’s buildings.</p> <p>Banerjee says the bringing together of smart energy management, automation, and software could not only achieve the required efficiencies, but also lead to exciting new business models.</p>	<p>We deliver to our customers low and medium voltage products and automation systems that are all integrated in several end markets: buildings, data centers, asset intensive industries, and utilities. We have a host of innovations throughout those areas, and we invest 1.3 billion euros on R&D. It is about faster, cheaper, better, so why do we need that deep level of innovation?</p> <p>Over the next 10 years, the energy consumption in the world will increase by about 40 percent, and electricity consumption will increase 80 percent thanks to things like urbanization, industrialization, and digitalization; you must be three times more efficient to keep carbon emissions near neutral. We found that in the domain of buildings, only 18 percent are energy efficient, so there is an opportunity for 82 percent of untapped energy efficiency in buildings. Data centers are 30 percent energy efficient. Asset intensive industries such as oil and gas, mining, and metals are about 50 percent efficient. The grand problem we are trying to solve is making sure your energy efficiency is running close to 100 percent.</p> <p>I work with the five business CTOs to harness the innovations springing from that $1.3 billion investment. Connectivity is a major part of the solution. We are on the IoT journey, and our innovation chain is tied to IoT and digital transformation. Connectivity is about bringing value to our customers, and it can be cost reduction, efficiencies, performance, or all of the above. It also promotes safety, and safety has always been a core value in our customer proposition.</p> <p>We look at innovation in the portfolio approach. A large percentage of investment—about 70 percent—is on Horizon 1: short term innovations on our core products. With Horizon 2, we have products like Masterpact MTZ, which has an IoT and power monitoring capability. This is Horizon 2 or adjacent and medium-term innovations: bringing new technologies to the same product. H-2 also includes bringing the same product to a new geography, meaning bringing these circuit breakers to China or India with modifications. H-2 is about 20 percent of our innovation investment. Horizon 3 is truly disruptive and long-term innovations, and represents a lot of the stuff we are driving today, and is about 10 percent of our R&D spend. Some of them are seemingly crazy, but with huge potential to completely disrupt our industry.</p> <p>I am responsible for all innovation, not just the digital parts. We are on the journey of IoT and digital transformation, and almost all our products—from automation systems to circuit breakers—are integrated with digital technologies. We are absolutely the market leader.</p> <p>Our new products are taking the industry by storm, and I am completely proud.</p>	<p>We are moving toward IT/OT convergence, so all of a sudden engineers who had been very focused on the physics of arc breaking and switching in circuit breakers find themselves in the world of cyber security and cyber trends, of analytics, and machine learning. How do you bridge the gap from the old physics-based engineering to new world technologies or social media, machine learning and data analytics? That’s a challenge, and it needs a multi-disciplinary approach. Finding people who have knowledge in all areas is tough. Obviously, you do not need individuals fluent in all areas, but you do need individuals who can collaborate in large teams to solve customers’ problems effectively. The competency of people in our area is in the IT/OT convergence. We are an operational technology company, so we take care of the actual operations of the company—whether it is operating wells for Shell or what have you, whereas the IT companies like Oracle or SAP or Microsoft do the company back office.</p> <p>Siloes also present a problem, because in many organizations, each line of business is so focused on their own vertical that they don’t think about the broader ecosystem. Companies that don’t invest enough in innovation have an even greater challenge. If I had only the industry average of 2 percent of sales for R&D, I would not be able to compete with the Schneinders of this world!</p> <p>Also, with a risk-intolerant culture, you get only incremental innovation. The only way to get disruptive innovation is to create a culture of risk tolerance, where it is okay to try crazy things. We have a culture where it is okay to fail, and even encouraged to celebrate early failures—but only early failures, not just putting hundreds of millions of dollars into a stubborn mule project. We try to spend on lots of wacky things, knowing that most will fail, and when they do I give the team a pat on the back and say thanks for trying that, and what have we learned? Knowing something does not work also adds to our knowledge. Organizations who do not tolerate failure become very incremental.</p> <p>For IoT, there are three main challenges: cyber security; inter-operability, or standardization; and legacy systems. There are systems you build on that could be 30 years old (brownfield systems) or one day old (greenfield systems). I think data security is a very big problem. The perimeter for attack is increasing daily with the 50 billion connected devices in the world of IOT. Cyber terrorists can create more havoc with cyber attacks than with bombs. We are giving a lot of attention to cyber security.</p>	<p>One of the things we pride ourselves on is the concept of open innovation, and that is something I have been practicing and preaching for years. Open innovation is a very big part of what we do, and we try build solutions for our customers with partners. Before we open an R&D project, we always ask if there is any start-up in the world that is doing something related to what we are trying to do? If there is, lets investigate and possibly collaborate with or bring that start-up into our fold. We can innovate much faster with this approach. It took three years and 10 million dollars to bring a solution to customers before; now we can spend, say, one extra million and bring it to market in six months. That’s the value of open innovation.</p> <p>We have partnerships with the top 50 companies in Silicon Valley and relationships with top venture capital firms, and we ask all of them: “what are the top start-ups you are working with in the IoT space? In the sensor space? In the cyber space or in the drive space?” We ask them for their technology strategy—what is it they are trying to do? From this, we typically identify three or four start-ups, and we try to identify the technology that best matches with our system. Conferences are also helpful. A week ago, I gave a keynote in Barcelona at the IoT world congress. We tell the world, “this is where we are headed,” and then 15 start-up founders came to me and talked about possible synergies.</p>	<p>As Group CTO, I am driving IoT, and there are four pillars that are part of my organization. One is working with the five divisional CTOs on driving about 1.3 billion euros in R&D spend. The second is programs like open innovation. The third pillar is our corporate research center, where we look at Horizon-3—disruptive innovation. The fourth pillar is IoT. I was recruited at Schneider fundamentally to drive our IoT development, along three levels. One is connected products, which is fundamental, but not where the real value is.The next level is edge control, where in our application, our customers do not expect these IoT products to be connected and controlled from the cloud. We want to have local control. The third level is apps, analytics, and services, which we are building on top of the cloud.</p> <p>The first value is in services. In the past, if a transformer failed, you as the customer would have to alert Schneider and ask if we can fix it. Today, we will tell you your transformer has failed, and ask if you would like me to fix it. Remote services are the low hanging fruit we are going after. But the next level is having the transformer give signals before it fails so we can inform the customer that the transformer will fail Thursday, and replace it Wednesday. Now there is no downtime. It is called asset performance management with predictive analytics, and we are doing it with a whole range of products. The cost of 15 minutes of downtime for an Amazon data center can be a hundred million, so the value is enormous. The third value is outcome-based services—if you can guarantee the outcome. If you’re making widgets in your factory, we can guarantee you will make 20,000 widgets per minute, no matter what. So rather than selling the 1,000-dollar transformer, we can sell the guarantee of 20,000 widgets per minute. You lease our products which we install for free, and you pay for the service of productivity. We are currently running pilots on this model. The IoT area will journey from products to connected products to services to guaranteed outcomes. We are increasingly moving toward a world where people will not own products, and instead will get services on demand where and when they need it.</p> <p>IoT also offers enormous benefits for continuous customer engagements. In the past, when we sold you a circuit breaker or panel that lasts seven years, the next time we would talk would be in seven years. With IoT, you have a 24/7 connection with the customer. We know exactly what is going on. Continuous engagement with customers is an amazing new opportunity for marketers, and the best thing you can do for your CMO. IoT is just the plumbing. The technology that will be truly disruptive will be the analytics on that big data you are collecting. How to use data is the most important question we discuss every day. Initially, you are collecting small data, but with data coming in 24/7 from 50 billion connected devices. How do you do artificial intelligence and machine learning on all that data? This is going to be the most exciting thing. Connectivity is the easier part; analytics on the big data is going to be the game changer.</p>	<p>I am very excited with some of the latest innovations in areas such as augmented reality/virtual reality, cognitive computing and machine learning, 3D printing, robotics and drone technology.</p>	Prith Banerjee	View Edit Delete
57	<p>Robert Novo is a director in the global services division of BT (British Telecom) where he leads a department responsible for various proactive ITIL functions that are an integral part of a managed services contract for a multi-national, Fortune 200 insurance company. He and his team are responsible for a network with tens of thousands of devices, serving hundreds of sites worldwide. The team provides management and planning of various functions including capacity, inventory, change, problem, release, and knowledge as well as managing and supporting the tools used in the day to day monitoring and operations of the network.</p> <p>Robert has 30+ years of experience in the industry, having worked with customers all over the world, published papers/articles, and presented at conferences on leading-edge technologies in both Spanish and English. Prior to joining BT, Robert has held a variety of senior leadership positions in the telecommunications networking industry, in areas including business strategy consulting, research and development, product/service management, complex data analysis and forecasting, and software tool support. Robert holds a Master of Engineering degree in electrical engineering from Cornell University and a Bachelor of Science in computer and systems engineering from Rensselaer Polytechnic Institute.</p> <p>He has spent almost his entire career in customer facing roles because of the satisfaction he gets of seeing innovations being put into practice, particularly when making strategic decisions. “Every day, we face complex problems that we are challenged to boil down to the right black and white, dollars and cents, decision point. Not enough depth in the analysis increases the risk of a sub-optimal decision. Too much can result in wasted effort and time or ‘paralysis by analysis.’ Understanding the problem statement and determining that sweet spot is essential.” He advocates innovation as early as possible in the problem definition process to maximize the potential benefit.</p> <p>Robert has developed telecommunications traffic projections for many customers worldwide, with forecasts ranging anywhere from 6 months to 15 years. “The level of detail in the analysis has to be tailored to the forecast window. Near term projections are more driven by trends in existing customers and applications. Longer term, we need to look more into industry disruptors and social, business, and technology trends. Fifteen years ago, Twitter, Instagram, and Snapchat weren’t around and Facebook was nascent. Fifteen years from now, the Internet may be dominated by a new generation of apps, but a constant will always be the people, companies, and machines behind them creating the traffic.”</p> <p>In his current position, Robert leads a team of experts located throughout Hungary, India, The United Kingdom, and The United States. Two areas he considers essential to keep his team thinking ahead of the curve are collaboration in the decision making process and customer centricity. “Innovation should not only be a personal objective. We should always look at ways to encourage and nurture it in others.”</p>	<p>BT has established an operational model for some of our key, complex, globally-managed services customers, where we have separated the Information Technology Infrastructure Library (ITIL) functions that are primarily proactive, such as capacity planning, RCA/problem management and inventory management from the more traditional day-to-day functions like maintenance and incident management. The latter functions are supported by the network operations (NOC) team, while the team that supports the proactive functions as well as the network management tools is referred to as TCAP (Tools, Capacity, Availability, Performance, Problem). Under this model, I lead the global TCAP team that is part of a managed services contract for a multi-national, Fortune 200 insurance company with hundreds of sites and tens of thousands of network elements.</p> <p>Because of this distributed operational model, BT is in a better position to engage in strategic planning discussions with our managed services customers; understanding their business plans and forecasts and their impact on the network. The team is better positioned to translate these business plans and forecasts into new requirements for analysis, reporting updates, and network monitoring and management tool features/capabilities.</p>	<p>One of the biggest impediments to innovation is inertia. While the objective of any innovation in the long run is a positive impact to the business, whether in savings or revenue, most innovations will require an upfront effort and investment to define a problem statement, hypothesize, test the hypothesis, measure the benefit and implement the solution. In particular, if it is an operational innovation, those who will use it will need to be trained and alter their daily working model to embrace it.</p> <p>It is an easy trap to focus solely on meeting day-to-day deliverables and obligations, thereby losing sight of the “big picture” and not dedicating enough time for problem analysis and planning of innovations. The challenge is in establishing a balance, and investing enough time in the short term for defining and analyzing key problems and subsequently planning and developing innovations to address them.</p> <p>The risk of organizational inertia emphasizes the need for effective and cascaded goal setting, both at the personal and organizational level; i.e., establishing, tracking and validating completion of relevant and SMART objectives yearly, monthly, weekly and in certain cases even daily, and ensuring appropriate targets for innovation are included in those goals.</p>	<p>The first part of the question is an interesting one. I would say that innovation has not become engrained in our organization’s culture, because it has been there all along. We have been thought leaders since 1846 when the Electric Telegraph Company was first formed in The United Kingdom. The founders were excited by the business applications of innovation, excited by the commercial potential of electricity and magnetism could offer for communications. And since 1984, we have become truly global, extending our presence with locations and customers all over the world.</p> <p>As a company, BT has a portfolio of approximately 5000 patents, and files over 100 new applications every year. Over the last five years, we have invested over £2.5B in R&D. We leverage substantial academic engagements with more than 30 elite universities around the world, including MIT, Cambridge University and Tshinghua University.</p> <p>Locally and more specifically to everyone on my team, innovation is essential to our day-to-day jobs. We optimize innovations through the goal and objective-setting process (see above) both on a team as well as on an individual basis, and we measure the impact of any potential innovations against the overall benefits to the business.</p>	<p>From a networking technology perspective, security is an ongoing concern where growth and change continue to happen. Unfortunately, it’s not just the “good guys” who are innovating. The threat landscape is rapidly changing. Every day we are hearing about new and creative ways people and companies are being put at risk, such as DDoS attacks, data theft and breaches and viruses, malware and ransomware. Hackers, with the backing of deep-pocketed organizations that provide endless resources are getting more and more sophisticated in their attacks. The industry has to constantly innovate by adapting its technologies and approach to stay ahead of the game in light of all these new cyber threats, designing services that are highly available and robust, and networks that are more resilient and making data more secure.</p> <p>From the point of view of process engineering, I expect automation to be the key game changer. As enterprises digitally transform further, automation will enable them to be more efficient, increasing agility and reducing costs. IoT, M2M and machine learning will be further catalysts for this automation.</p>	<p>I think that the best innovations occur in collaborative environments; when you are part of a wider ecosystem. Our research and innovation center in Adastral Park, near Ipswich, used to be a BT-only facility. However, it is now a collaborative, open community of close to 100 leading edge technology companies and 4000 employees between BT and its partners. Our strong track record of collaborating with many institutions, including our customers and partners, has led to many examples of mutual business benefits derived from the innovations that were jointly created.</p>	Robert Novo	View Edit Delete
42	<p>Sebastian Herzog constantly moves between corporate culture and startup spirit. Herzog has more than 10 years of work experience within Lufthansa, including being the former executive assistant to the CEO of Lufthansa Group, while also founding his own fashion ecommerce startup OfficePunk.</p> <p>In 2014, Herzog finally bridged both worlds by becoming a true corporate entrepreneur, initiating and founding the Lufthansa Innovation Hub jointly with internal and external top talents as a separate legal entity. Asked about the focus fields of the Lufthansa Innovation Hub, Herzog explains that he is not a believer in focusing on specific trends or technologies. “If you really want to change things, you have to focus on a specific customer,” he says. “Innovation starts with empathy and only with understanding the needs of a customer, one will be able to derive real improvements and innovations. In that sense, our only focus is the traveler and his or her needs. In an exaggerated way, I would say, 'customer interest beats company interest.'”</p> <p>One very concrete example is the pain of travelers having to check-in for their flights manually. Instead of supporting the Lufthansa core business with state of the art self-check in solutions, the Lufthansa Innovation Hub built www.airlinecheckins.com-- an industry-wide solution that allows travelers to be checked automatically for more than 100 airlines based on their preferences. Herzog says, “While it might sound contra-intuitive in the beginning, we are now learning a lot about the traveler behavior when they use other airlines than Lufthansa. And of course, this knowledge helps Lufthansa as well.”</p> <p>Herzog is also advising and consulting other corporates on the topics of digital transformation and corporate entrepreneurship. He adds, “Regardless of the industry I am working for, they all struggle on how to cope with the incredible speed and rate of change out there. That is why corporations such as Lufthansa can fully exploit the full potential of an Innovation Hub by setting it up as a second operating system of the corporate that runs with a different speed, based on different talents and framed with a different set of budgeting rules. If you then develop the right links to the mothership – Innovation Hubs can become a major driver of commercial and strategic impact.”</p>	<p>Three main differentiating factors between the Lufthansa Innovation Hub and other corporate innovation activities are:</p> <p>1. Talent: Instead of “just relocating” existing line-managers to a fancy tech-location – we managed the challenge to get significant amount of entrepreneurial talent on board. Currently 80% of the Lufthansa Innovation Hub consists of people that have not worked for Lufthansa before.</p> <p>2. Tool set: Instead of being a pure incubator, accelerator, technology lab, or corporate VC, we are deeply linked with the Lufthansa Corporate Strategy and pursue whatever innovation setup that is suited to a specific challenge.</p> <p>3. Test-driven culture: Instead of writing five-year plans on whiteboards, we try to get instant market feedback, regardless if we are building prototypes and products or developing broader strategies.</p> <p>This unique combination really allows us to support and drive the digital transformation within Lufthansa by supporting the existing business with startup partnerships and new products, (“better business”) as well as pursuing topics out of current business boundaries (“new business”).</p>	<p>There are three levels one has to consider:</p> <p>First – The Innovation Team. In general, you often see innovation teams pursuing something they are passionate about but that customers do not really care about, or teams unwilling to kill off ideas that aren’t working. Within the Lufthansa Innovation Hub we try to rapidly kill our projects if they do not meet our initial hypotheses.</p> <p>Second – The Industry. You always have to consider the industry you are working in. The aviation industry for example highly relies on safety—we build systems to be backed up by systems to be backed up by systems. You don’t want us to do fail-fast. Fail early, when it comes to building or running aircraft or engines. Even within development, safety is drilled down with the manufacturers and airlines at a level only otherwise seen in nuclear energy. This is understandable, but it has implications for innovation potential. </p> <p>Third – The Corporate. Corporates in general have a lot of things to lose – for them it is so hard to innovate. Start-ups can fail fast, because you have no customers to lose, no brand to lose, no package to lose. At big corporates, you have everything to lose, and that keeps you from pushing the boundaries. That is where corporates have to find their own platforms where they can be explorative, and that is where we come in.</p>	<p>The history of the Lufthansa Innovation Hub is quite a unique one. In May 2014, a small group of internal Lufthansa colleagues convinced the Lufthansa Board about the relevance of travel tech startups as driver of innovation in our industry. That time, we were looking for the commitment to acknowledge those startups as a very relevant stakeholder for Lufthansa. Based on these very early and initial findings, I personally had the chance to set up a team of three internal and three external colleagues to move to Berlin for three months and try to figure out what is needed and what is suitable for Lufthansa.</p> <p>The six of us spent the time in a shared apartment in Berlin: meeting various startups, corporate entrepreneurs, building the first prototypes, and finally convincing Lufthansa to move this initiative to its next level with founding the Lufthansa Innovation Hub as a separate legal entity in January 2015. While we were equipped with an initial budget for one year, Lufthansa just recently increased their commitment with a three and a half-year funding and more resources focusing on commercial and strategic impact. To summarize, these intense 30 months since the days within the joint apartment one can say that the Lufthansa Innovation Hub moved from an internal experiment towards a fully integrated part of the digital transformation of Lufthansa. </p>	<p>Speaking of technologies, we live in a world with some very interesting technologies all with the ability to change major parts of our daily lives. For example, there is voice recognition, artificial intelligence, virtual and augmented reality, blockchain. One could name every fancy buzzword here, but the question I am really asking is, what´s the impact on business models and customer interaction?</p> <p>Take travel booking as an example. As the consumer, you are confronted with numerous choices from airline websites, meta-searches and online travel agencies. Whether you are on a leisure or business trip, you could spend endless hours comparing offers and trying to find the best deal. Even if you found what you are looking for, it is not convenient to book. You are forced to type in passport credentials and personal data over and over again. This high degree of inconvenience is a perfect open door when it comes to disruption.</p> <p>We see a change in the interface: travelers are very eager to use their existing communication channels such Email, Whatsapp, or Facebook, and rather deal with one travel-focused concierge service than with a broad set of various travel providers, each with his own communication. That observation and anticipation of customer behavior then led to the launch of www.hellomissioncontrol.com – a travel concierge built by the Lufthansa Innovation Hub.</p> <p>Talking about the future, will we still have airline booking websites around in five years? I don’t know. I literally cannot imagine people who still enter an airline website domain and manually type in where they want to go. I just don’t see it because there are so many trends towards much more convenient frontends with massive data-driven backend that actually can perform the task you want them to do.</p>	<p>I am impressed by innovation strategies that are able to adapt according to what is happening out there. Just as if you would be building a prototype: you build, you learn, you measure, you build again. Considering the uncertainty and speed we are living in, I am convinced that five year plans are not worth the paper they are written on. Strategy has to be as agile as product development.</p>	Sebastian Herzog	View Edit Delete
38	<p>Serving as Arla’s Head of Open Innovation, Barraza is a chemical engineer by training who is passionate about collaborations between enterprises, academia and entrepreneurs. He studied intellectual property law to arm himself with a tool that has since proved critical in his work on open innovation, both at Unilever and now at Arla.</p>	<p>Historically, an export mindset, the focus on quality and the embrace of innovation have been competitive advantages for Arla.  In general, a strong export focus in Sweden and Denmark was a big difference from co-operative movements in other countries. In Denmark, for example, one driver was exports to the UK of butter and bacon, which originated two of the biggest companies in Denmark today: Danish Crown and Arla</p> <p>I see the DNA of the company as not just being a co-op, but innovative in terms of product quality. That continues today – to be able to maintain our dominant position in markets like the UK, and bolster our ability to enter new markets in China and the Middle East and U.S. as well. Particularly in China and the Middle East, the credentials of being high quality about products really helps our exports  – stemming from the famously stringent laws we have (in Scandinavia and Europe).</p> <p>In addition to having strong dairy products, we are also manufacturers for other companies, so we also need to be competitive in technologies and efficiencies for production.</p> <p>What I do is often researching about research – how can we find new ways to interact with other types of research partners, such as academic partners and smaller companies, to unlock ecosystems of innovation. A big game changer for us has been the ability to translate the Scandinavian traditions of dairy products and foods to deepen appeal within diverse global markets. One of these products is Skyr, which is based on an old Nordic tradition: translating Skyr according to the taste of other parts of world, like the UK and Holland – that’s been a game changer. Another has been the change in formulation in some of our high protein products, which have allowed very successful recent launches in China.</p> <p>We are also moving toward more strategic partnerships with universities. Last year, we partnered with Copenhagen University and Aarhus University to launch the Arla Dairy Health and Nutrition Excellence Center. I believe dairy can unlock major global problems in terms of nutrition, and we have only begun to tap the potential applications of natural milk proteins. We actively seek out disruptive ideas from both internal and external sources; connecting with small companies and entrepreneurs. Our approach is based around ‘technology push; consumer pull” – so that potential new products must see a deep collaboration between from both scientists and marketers before launch.</p> <p>Last year, we put together the Arla Food Innovation Challenge, in partnership with the Creative Business Cup. This challenged entrepreneurial ideas in competition, and brought winners to Copenhagen – and we were able to see fantastic ideas from preexisting businesses as well as from early-stage entrepreneurs. Stimulating entrepreneurs in this way gives us a new way of thinking about our products – providing new insights from external sources. I am very passionate about working with small and medium enterprises, which is what we will be pushing going forward.</p>	<p>Innovating in the dairy products space may seem less sexy than creating the next digital app, so it is a challenge to attract top entrepreneurial talent to the industry. And yet we are doing so at Arla. Our goal – to create the future of dairy – offers the kind of ambition that interests young innovators. And our potential for positive impact on societies around the globe is immense, in terms of health and nutrition in particular. We are trying to raise the level of expectation of what we need from small companies in the food industry, and showing that we can create opportunities for innovation. We also challenge entrepreneurs directly through competitions like the Innovation Challenge.</p> <p>Another potential impediment to innovation in the industry is the traction of ideas between seniority levels. In some companies, just the fact that, say, a junior scientist comes up with an idea may mean that idea does not go forward. But while that is a barrier present in other companies, I see it as a big positive contrast for us. At Arla, everybody has a say, and the weighting is the same for good ideas, no matter where it comes from.</p> <p>I also think that having gurus on innovation does not suit our industry – it is more about what works. The ability for anyone to put forward a proposal leads to a broader source of internal ideas. On the flip side, there is a greater challenge to reach a consensus – you may think that breaking consensus would be a barrier to innovation in a conservative environment, but the way we try to address that is to harness external sources.</p> <p>I learned so much during my time at Unilever, which was one of the initial drivers worldwide of open innovation, together with Procter & Gamble. Unilever was creating new models of innovation before they appeared in textbooks. But the pace was such that there was time to experiment and develop iterations of prototypes. At Arla, open innovation is also a major feature, but the culture is a little different, partly because the speed at which things need to happen is greater. We try different things and must make almost instantaneous decisions on what works and what does not work, which, at times, may be a challenge.</p>	<p>Arla, of course, has a long history of innovation, but I think our roots in the Nordic countries really promotes this culture, and that culture itself also presents Arla with a big advantage in foreign markets.</p> <p>To be successful in the future, dairy companies will need to have strong credentials on sustainability. Consumers and customers in foreign markets know that the emphasis on sustainability in the Nordics is way ahead of other parts of the world. Already, Arla is the biggest organic milk producer in Europe, and those efforts in sustainability are being recognized abroad.</p> <p>Within the company, there is already a deeply collaborative culture, and part of my role is to try to bring Arla to working closer with SMEs and entrepreneurs, and finding new ways of approaching products and business models outside our own. We invite our large customers to come and innovate with us at the lab. We want to duplicate this more and more, and also to be involved in the incubation of start-ups.</p>	<p>I think the main driver for our business in the future will be people’s concern in living longer and healthier lives – health will be the big driver throughout the food industry. There are increasingly effective technologies being developed to measure your health and fitness, which will impact the type of products we introduce in the market.</p> <p>There will soon be constant monitoring of all of your vital signs – technology which may tell you: “this week, your calcium levels are lower and you may need x grams of cheese.” There is going to be a big connection between products with strong health credentials and the maintenance and self-reporting of heath. Arla is in the right place in terms of understanding consumption and health-monitoring technologies.</p> <p>3-D printing offers some interesting opportunities, linked to new digital challenges. One possibility which is interesting for me, for instance, is whether new technologies can bring back old traditions – such as the popular tradition in the UK, in particular, of having your dairy product and bottle of milk delivered by the milkman to your front step. These are things that might come back in the digital world, and we have some people researching in that space – but aerial drones delivery are not part of that research just yet!</p>	<p>Well, we saw a series of outstanding innovations at the Arla Food Innovation Challenge. The Challenge winner – Miss Can, from Portugal – was a great example of the importance of creative consumer-focused innovation in an industry that may not seem sexy for entrepreneurs; in this case, canned fish.</p> <p>I am also really inspired by the innovations Arla is creating in terms of producing products which are not only ‘nutrient dense’, as our scientists call it, but are also about enjoying your life. It is not just about counting calories – so butter for instance, can be enjoyed as part of the rich life experience, with the right formulation and balance.</p> <p>But top of my list might be Arla’s successful translation of Nordic products into markets and cultures from the U.S. to China.</p>	Harry Barraza	View Edit Delete
17	<p>Steven Bowman is a noted author and business advisor. He has an extensive background in the nonprofit arena. He is one of the world’s leading governance and senior executive team specialists, having previously held positions as national executive director of the Australasian Institute of Banking and Finance, CEO of the Finance and Treasury Association, general manager of ExpoHire (Australia) Pty Ltd, assistant director of the Australian Society of CPAs, and director of the American College of Health Care Administrators.</p>	<p class="p1">Your own personal leadership is essential. From our point of view, leadership is about strategic awareness, where you are willing to be aware of the future possibilities, are nimble enough to turn to advantage any of these possibilities, and wise enough to know that your personal points of view are what creates your reality. Leadership and innovation do not come from policies, procedures or structures. It all starts with you. In the case of any organization, the culture of innovation and change starts with the CEO. If the CEO thinks they can train innovation by external advisors, workshops, incentives and rah rah talks, and the CEO does not choose this him or herself, then the culture of innovation cannot be created. And the hallmark of any really good CEO is their willingness to be strategically aware.</p>	<p class="p1">The main reason why organizations and cultures do not embrace innovation and change is because they have already decided what innovation and change is and is not. They have already defined the elements of innovation and change, even if those definitions begin with “I don’t know how to innovate and I don’t like change.” These are just definitions. There is extensive misunderstanding and misapplication about what innovation is. Most think it is about the new and the funky. Rather, it should be more about a state of being, a constant state of curiosity. It is actually about being aware and being willing to be the change that is required. It is about being the question from a sense of intense curiosity, not as a business imperative. Innovation is just a point of view. A fixed point of view about having already got it right in terms of market share, services, products and innovation leads to examples such as HMV, Kodak and Blockbuster. Any enterprise that thinks it has got something right, and is not willing to see different possibilities, is destined for the same fate.</p>	<p class="p1">We have chosen to function from no definition of what innovation is. We look for possibility in everything. We don’t just look for the now, we also look for the future. It is about sustainable future and sustainable reality. Over last few years we have started to embrace the philosophy of being Pragmatic Futurists. A Pragmatic Futurist is about creating future potential possibilities (<a href="http://nomorebusinessasusual.com/pragmatic-futurist/"><span class="s1">http://nomorebusinessasusual.com/pragmatic-futurist/</span></a>). Being a Pragmatic Futurist and expanding the power to shape your future is more important than ever in our world of accelerating transformation. We keep ourselves aware of the changes that are coming and how they will affect us and our business, as well as our clients' businesses. We develop strategies to thrive in the coming new environment. Our business now has a global reputation for being innovative and inspirational, when in fact we are being the question and being curious. Another innovation process we have been developing very recently has been the philosophy behind Benevolent Capitalism, where we put our attention on maximising possibility, not just maximizing profit. This has had a huge impact on growing our businesses and our profitability/wealth.</p>	<p class="p1">3D printing. 3D printing – also known as additive manufacturing – is part of a rapidly growing market whereby a print head deposits very thin layers of resin on top of each other in a specified fashion to create a 3D object based on a digital model. 3D printers are already in use among many businesses, from manufacturing to pharmaceuticals to consumers goods, and have generated a diverse set of use cases.</p>	<p class="p1">It is always tempting to use iconic global organizations such as Apple, Virgin, etc. However, we often find that some of the most innovative organizations tend to fly under the rdar. I would nominate Bill Strickland, President and CEO of Manchester Bidwell Corporation and its subsidiaries, Manchester Craftsmen's Guild (MCG), and Bidwell Training Center (BTC). Strickland is nationally recognized as a visionary leader who authentically delivers educational and cultural opportunities to students and adults within an organizational culture that fosters innovation, creativity, responsibility and integrity.</p>	Steven Bowman	View Edit Delete
68	<p>Tanya Accone’s career has focused on helping international public and private sector organizations understand how to amplify their impact through the convergence of people, technology and innovation. She is committed to applying innovation for social impact and as a public good, especially with and for young people.</p> <p> </p>	<p>Life-saving innovation for children has always been part of UNICEF’s DNA. We’ve been changing the game in the international development and humanitarian sectors by innovating at scale for decades, introducing solutions like oral rehydration salts in 1975, considered one of the most significant lifesaving innovations of the 20th century, saving hundreds of millions of children's lives.</p> <p>Since 2015, UNICEF explicitly pursued innovation within a corporate strategy. We established the sector’s first Global Innovation Centre, launched the first Venture Fund, and introduced the first Crypto Fund. This has enabled us to push boundaries with frontier technologies such as AI, blockchain, drones, and machine learning, and develop a track record of effectively applying innovation for problem solving at scale.</p> <p>Building beyond this foundation, the Innovation Nodes work I lead focuses on possibility-led innovation to unlock the potential of previously unknown areas of innovation for children in underserved communities. Through a process of systematic discovery and initial knowledge-based derisking, Nodes allow us to investigate "known unknowns" and "unknown unknowns" in fields like precision health, next generation renewable energy, and biotechnology, as well as practices like emerging business models in social innovation. This transdisciplinary approach allows us to engage and equally inspire others to act along the new frontiers that can contribute to transformative change for children worldwide.</p>	<p>Every resource is precious in the development and humanitarian sectors, so it is more important than ever that innovation demonstrably delivers value to our core business. Measuring what truly matters and communicating impact effectively are therefore also more vital than ever.</p> <p>Urgent and immediate needs take priority and the challenges facing children tend to overwhelm the available resources. It’s not surprising that time poverty Is another challenge, and its implications on an operating environment that can nurture testing, learning and iteration. Innovation and the time to engage in are fundamental parts of core work where the concrete results are evident.</p> These factors place pressure on time horizons for innovation to evolve and mature, and especially to deliver at scale. “At scale” has truly global meaning for an organization like UNICEF, which works in more than 160 countries and territories. Ground-breaking innovations will struggle to emerge or deliver profound social impact for children if we’re unsuccessful in addressing these impediments	<p>Innovation is an explicit part of UNICEF's organizational strategy, competency framework and accountability and governance structures. It is also an implicit part of organizational culture -- not being the preserve of the few, but the business of all, with relevance and value across every function and level of the organisation.</p> <p>Opportunities to innovate to deliver results are integrated in so many aspects -- from orientation and professional development opportunities, to incentivized innovation challenges for intrapreneurs, and structured programmes to support business units in integrating innovation into their strategies and plans</p> <p>We also recognize that our innovation culture drives not only our organisational success but also influences broader global ecosystems of which we are a part.</p>	<p>Our Innovation Nodes work is entirely future-focused, looking at a 3-10 year time horizon. There are a number of possibility spaces that we are excited about, but the two I’m might be surprising if you were expecting me be typical and choose among emerging technologies.</p> <p>One is unlocking greater value from existing innovation investments than is currently being realized by reducing the gap in science-policy-society interfaces. This is about unlocking new markets, novel applications and use cases. Currently, researchers may not fully grasp the potential applications of their technologies in unfamiliar contexts. Policymakers may lack access to expertise on emerging technologies and be less effective in their policies, incentives and regulation. Development practitioners may struggle to explore unknown domains of emerging science and connect these to the challenges and contexts they know well. Young people may not be meaningfully engaged in exploring the implications of science, technology and innovation on their lives. We’re working on closing these gaps.</p> <p>The other aspect is new and emerging business models for innovation for sustainable development. We are particularly interested in financially sustainable models that can continuously deliver social impact without depending on extended charitable funding. Understanding and applying these models to create and capture value so that that transformative impact for children can be sustained would be significant in our industry.</p>	<p>The terms interdisciplinary and multidisciplinary are frequently used, but it is transdisciplinary approaches that evidence shows are particularly well-suited to addressing complexity and complex sustainability challenges. No matter what industry you’re in, the world is increasingly complex and so this is a particularly useful strategic approach.</p> <p>By “transdisciplinary,” we mean taking a purposeful approach to drive sustainability by working across different fields, collaborating, integrating, and jointly creating knowledge in a diverse and multi-directional way. Not without its challenges, a transdisciplinary approach helps with the sweet spot of investigating how emerging technologies can meet future challenges effectively while considering the unique and changing variables of different communities, markets and contexts.</p>	Tanya Accone	View Edit Delete
36	<p>Tim Gilchrist is a Fellow at The Health Innovation Technology LAB (HITLAB.org), which is part of Columbia University and conducts grant work in healthcare research and technology, consults to organizations, governments, startups, and hosts the Health Innovators summit (<a href="http://www.hitlabsummit.com/">hitlabsummit.com</a>). HITLAB helps organizations ideate, create, and evaluate innovative technologies to improve healthcare around the world. Tim's involvement with the Lab and Columbia stretches back to 1999 when he first started guest lecturing on health informatics.    </p>	<p>One of the areas I am most active in is the application of machine learning to health care, specifically interpreting individual’s social media feeds and determining their health status. This sounds odd but social media provides a unique environment where people openly discuss their personal lives: how they feel, what they eat, their activities, etc. Social solves a big problem in health data in that it is immediate where most health data are not immediate and often take months to gather and process. At the same time hospitals and individual physicians are moving from fee for service to quality based programs that place emphasis on health outcomes, not how many procedures were performed. This tectonic shift in health care creates a need for information regarding the health of people around; let’s say a hospital, not just the people who come in the front door, but the ones living miles away.</p> <p>To meet this challenge I developed a system that listens to social media posts within a certain geographically defined area and deconstructs the stream of posts to predict who displays signs of having diabetes. It works by looking for word patterns in the text of the post and then matching that information to the person’s profile information. In tests involving thousands of posts, it is 74% accurate. Some of the interesting patterns that emerge is that diabetics tend to have many friends on social media – over 1,900, but they don’t tend to status very often – less than 65 times in a year. They also tend to say really funny things regarding their disease. Actual tweet:</p> <p><strong>“Lets play a game called how many times will my relatives ask about my diabetes. #byyyyeeee”</strong></p> <p>This system could be helpful to health providers who are looking to engage with at risk populations as problems emerge, not just when patients end up in the ER.</p> <p>The HITLAB is also active internationally and is part of (<a href="http://www.grameenfoundation.org/what-we-do/technology/mobile-health">MOTECH</a>), the groundbreaking mHealth initiative designed to increase the quantity and quality of pre- and post-natal care in Ghana.</p> <p>MOTECH uses mobile phone technology to improve maternal and child health knowledge and health-seeking behavior in rural Ghana. The program’s Mobile Midwife Initiative provides pregnant women and new mothers with information on pregnancy and infant care, nutrition, malaria, maternal and childhood immunizations, and family planning, as well as reminders to seek timely health care. The initiative offers these services in either SMS or voice option, in multiple regional languages. MOTECH also helps community health workers identify women and newborns in their area who need healthcare services, while enabling these health workers to cut down on paperwork and increase accuracy by giving them the ability to enter patient data via their mobile phone.</p>	<p>Given the passage of the ACA and the increasing cultural focus on wellness, we are in a very supportive environment for our services. The major hurdle that remains is data. In the United States we just don’t have a standard format for health data or a central repository to keep it in. This is unlikely to change anytime soon so we use the data we have to fill in the gaps and create as accurate a picture of someone’s health as we can. Again, machine learning plays a big role here. </p>	<p>Many of us at HITLAB have classical training in the sciences (MDs, nurses, psychologists, statisticians) so we tend to approach challenges from the scientific point of view. You won’t find anyone at the HITLAB who believes there is an unsolvable problem in health.</p>	<p>As I mentioned earlier, access to a standard set of data is one of our limitations. The market is rushing in to fill this gap as more people create and share health data through cell phones, wearables and medical devices. Not only are these data real-time, they capture aspects of health that no one has ever seen before in such quality and quantity. For example, a detailed record of an individual’s movements and physical activity, the actual locations of where that activity took place. </p>	<p>When the HITLAB takes on a grant project or health study, the team always includes people from ‘outside’ healthcare. We include musicians, artists, HR people in solving some very deep technical health issues and it never ceases to amaze me how these people from varying backgrounds contribute so effectively to our work. This practice is actually codified in HITLAB procedures.</p> <p>I’ve also seen research on what motivates people to change and develop healthy habits. Traditionally, healthcare looked at people with a disease such as type II diabetes and immediately focused on their need to lose weight, which seems logical but ignores the root cause of the disease. The root cause may be something very different, the person may be lonely or depressed. To directly attack the root cause researchers offered pet adoption to type II diabetics. This may seem unorthodox but what’s the first thing you need to do with a puppy? Chase it around and walk it. Perfect! I would expect to see great progress in the field of behavior change through similar methods as the one above. </p>	Tim Gilchrist	View Edit Delete
26	<p>Voted one of Houston’s “40 under 40” business stars by Houston Business Journal, Phillips has founded and grown a company which is changing the game for consumers in the healthcare field. In fact, in September 2014, PBS named 2nd.MD one of the Most Innovative US companies. Whether solving the most complex medical case, serving the poorest in Africa, or speaking at MIT, he is determined to make healthcare ridiculously easier, and more effective, for millions of families.</p>	<p>Medical knowledge is doubling every two years and most people are receiving poor, conflicted medical information. 2nd.MD's first goal is to make the ability to reach medical specialists more easily accessible. For example, our members can now enjoy a video consultation with a top specialist from home within three days, getting remarkable clarity and up-to-date information regarding their condition. We are combining high-tech with high-touch, and the marriage is beautiful. Healthcare gets faster, easier and more personal.</p>	<p>One of the biggest impediments to innovation in our industry is simply being in the healthcare business. Things have been so bad for so long that organizations have stopped trying to improve. Large organizations control a lot of the industry, making big changes difficult, even if it would help everyone.</p> <p>A second impediment is that everyone is concerned about their data being shared or stolen. Healthcare data is incredibly sensitive, but unless you can understand and access someone’s healthcare data, how can you help them? </p> <p>A third is the fear of the unknown. When speaking to a top doctor via video for a second opinion, doctors worry they might lose a patient; members worry they might offend their doctor by seeking a second opinion; hospitals worry that a procedure might be cancelled. Like most of our fears, they don’t come true, but you can still expect resistance.</p>	<p>Our team is a group of people so unsatisfied with the current limitations and frustrations of healthcare that we cannot stop thinking about how we can improve it. Changing lives is the fuel that lets us know we are headed in the right direction. Our team continually reviews new apps and companies to evaluate if there is something we can learn and improve upon. We look over our shoulder constantly, knowing that our success can be shadowed by a new or current player improving on our model. Frustration, fear, and faith are three equal motivators that drive us to improve.</p>	<p>Being able to prick your finger and monitor 100 markers in your blood on your smartphone is particularly exciting to me. We trademarked 'hospital in your hand' as we see how the smartphone could become the center of healthcare. Having most of your medical encounters with medical professionals be from home will save tremendous time, cost, and frustration of sitting in a medical suite for an hour reading old magazines. Also, the ability to instantly access your medical records from various places will allow progress in our treatments and lessen waste, which will be a game-changer in its own right.</p>	<p>I honestly cannot think of a more compelling innovation than one which saves lives through linking people in need to right doctors when they need it most. And what industry requires innovation more urgently than healthcare, where our members remind us daily of the lack of clarity, unnecessary paperwork, unjustifiable cost, and rough edges of our healthcare system. </p> <p>This week at a managers meeting for a famous company, an employee stood up and told us how 2nd.MD changed their child's life. They had been to see 40 specialists and were not sure of their baby’s future. Today they have a plan and a new hope after a single video consultation with a top doctor. No innovation has driven customer engagement like stories people share with one another when a life has been changed. </p> <p>Of note, my son will never know the healthcare we all struggled with. He will simply pick up his tablet, ask to speak to a doctor, video consult with a perfectly matched doctor who is looking at his records, diagnose his blood, and then, following doctors orders, will roll over and go back to sleep. That’s what we are building.</p>	Clinton Phillips	View Edit Delete
58	<p>Wai is Founder, President and Chief Executive Officer of Serviceaide. A serial entrepreneur, he has been in the high-tech industry for 36 years. Wai held executive leadership roles at BEA where he was the EVP and Global Chief Product Officer and at CA Technologies where he was the SVP and GM of the Unicenter brand, SVP and GM of WW Services, and SVP and GM of interBiz.<br /><br />Wai received his Master’s and Bachelor’s degrees in computer science focusing on AI and Systems Architecture from Columbia University in NY.</p>	<p>It starts with the fundamental belief that we all have responsibilities to our customers, partners, shareholders and fellow employees. We have to believe that what we do is valuable to our customers and to the market as a whole.  This is the foundation of why we have to keep innovating, changing and doing better.<br /><br />I have found that some people that are incredibly innovative in one area (ex: technology, operational processes, business model, etc.) can be very resistant to change in other dimensions.  Individual and collective mental inertia and the organizational mandates that reinforce the inertia are what makes change hard.  However, if an organization takes things to the extreme on the other end of the spectrum, people often revert to becoming cautious and hesitant in fear of doing the wrong thing because there is no clear set path.  Finding the middle ground by creating an environment with a foundation that is multiple faceted enough to stand even when major pieces are being modified is key to innovation. This allows people to support change to get to a better place with the understanding that the pain of change is a prelude to something better.</p>	Standards and processes can be great, but when organizations go overboard it can lead to a checkbox mentality that isn’t well suited for innovation. At the same time, if solutions are not thought out fully, and they predictably fail – this can greatly impact the trust in innovation and change.  The key is to focus on the value of results, keeping innovations practical, when implementing new ideas.  Of course, research is also important in determining which ideas are worth major efforts and which are not.	I believe that we should never say NO, immediately.  Accept ideas as worthy of some mental investment and at least one discussion to tease out how it can create value for your constituents (customers, partners, shareholders and fellow employees). Of course, if it comes from any of the constituents, the likelihood of it being impactful is even better.  The cycle of idealization to feedback to implementation back to idealization is an implicit optimization loop.	The AI model, based around insights and encoded knowledge, will be extremely impactful in the coming years.	There are many areas where an organization can innovate: technologically, operational processes and business models, etc. I see compelling innovation put to use constantly - the highly diversified technology threads of Google, the use of SaaS as a business model by ServiceNow, the full iphone consumer all-in-one experience by Apple, or IBM’s Watson AI initiative.  They are all industry changing from the value they have created.  In many cases (like in AI), innovation in pure technology also makes possible innovation using the technology in operational processes and business models. That is where we at Serviceaide are making our own small contribution for Service and Support use cases.	Wai Wong	View Edit Delete
12	<p>Wendy Mayer is Vice President of Worldwide Innovation for Pfizer, responsible for driving ideas and fresh thinking across the organization through the identification of transformative and disruptive innovation platforms, and through the development of capabilities and a culture that will support continued innovation.</p>	<p>You have to have that enthusiasm and drive from the kind of grassroots level of the organization, but then they have to be supported and feel as if they have the ability to take action on those ideas from above. And so it's the combination of those two that really enables, I think, productive activity across an organization.</p>	<p>I think a big one that people very often talk about is the fear of failure. The best innovations have really iterated and require actually a lot of failure and learning from that failure in order to deliver successful innovation. And so, if people feel as if there is no tolerance for failure, or that that is a mark on their reputation or on their career path, that will kill innovation right in its tracks.</p> <p>The other thing I think is the funding aspect. If funding is only available for projects that have a demonstrated ROI, then that will also kill the ideas. If you're comparing new ideas to established proven tactics or strategies, the innovation and the new idea is going to lose every time. So depending on what sort of metrics or bar you're holding up as a success measure, that could very often, if you don't have the right one, be a barrier to innovation.</p>	<p>I think [CIO] titles vary across organizations. To me, the point is that there is an element of getting out from under the business and influencing strategy, even organization, at a senior level. And so, there's been a lot written about the importance of having [the] innovation function reporting high into the organization. I think you also need to be strategic around where you innovate. Organizations need to be thinking at a high level strategy standpoint, as to what's the innovation ambition. Do I think you need to be a chief innovation officer? No, not necessarily. Obviously that's not my title, but I think it's more to the point that it needs to be a high level role, and one that can influence and be comfortable amongst senior leaders within an organization.</p>	<p>[Big data] changes the game in a few ways. Internally as an organization, it presents a lot of information you have accessible to you, as well as new channels and new opportunities and ways in which you could use that data. So, it can become fodder for innovative ideas. The second thing is just the evolution of computing power and technology, and accessibility to data. This is the democratization of innovation where beyond the walls of expert organizations, this information is available, and people have the ability to use it to develop new products, to come up with insights and offer that up to some of the more traditional organizations. </p>	<p>Our CEO has been very active in the program that we're working on now, and has been extremely vocal in sharing across many forums across the organization to tell people: this is a priority capability for our organization, and this is going to be required for our future success. </p>	Wendy Mayer	View Edit Delete
29	<p>With both corporate wellness and elite staff retention increasingly critical for large enterprises, President Charles Lusk and his partners at On-Site Dental Solutions have pioneered a game-changing model that is solving multiple challenges at once. </p> <p>It turns out that in an economy where employee populations are best treated as treasured communities, an on-site dental suite offers far more value than an additional amenity to the gym and the company laundry. </p>	<p>We’re very proud of our title as the first fully dedicated provider of turn-key dental suites. We sought to create a care delivery model for dentistry that previously did not exist in the same form, quality and packaging for campus environments.  We wanted to bottle the magic of private dental practice and drop it into corporate settings in a way that is aesthetically pleasing, and customized to those settings. We love the way clinical settings of every kind are trending more towards aesthetically pleasing environments as opposed to sterile and impersonal settings as found in days gone by.  </p> <p>We like to think of ourselves as pioneers in this area.  Dentistry is perhaps the most interpersonal form of healthcare, since the services are provided “face-to-face.” While we are unable to eliminate every element of that experience, we strive hard to control the things within our reach to positively impact the clients senses. But the value-adds have been game changing too. We know that a filling today avoids a very costly crown tomorrow. But there is also a high correlation between a lack of routine dental care and large medical claims involving chronic disease later on.</p> <p>One of the most valuable commodities is time, and employers are measuring productivity in terms of not just absenteeism, but also “presenteeism”, which involves remarkably significant losses – the degree to which they don’t have fully engaged employees within the workplace. If you have toothache, it's probably a major reason why you’re not mentally engaged.</p> <p>Also, a lot of our clients are really interested in optimal recruitment and retention – and they know the millennial generation is looking closely at the work environment.</p> <p>Having a boutique dental office on-site goes a long way for clients in communicating the message that we really care about our community.  In fact, we do frequently have prospective employees come into our offices, because the employers are very proud of these amenities.</p>	<p>The “status-quo” is always an impediment.  We realize this isn’t unique to our organization but rather a consistent theme throughout organizations looking to meet needs in new and innovative ways. Both end users and employees have to embrace the bundling of traditional dental services in a non-traditional setting, the corporate or university campus environment.  Because the patient has gone out for dental services for so long; it can take some time to comprehend the dentist operating where the patient already is!</p>	<p>Our company was founded on the principle of change.  We have learned a lot about the need to build a culture that appreciates innovation and change. In interviews we describe “change” scenarios and ask those candidates as to whether those circumstances evoke feelings of comfort or discomfort.  Of course, the excitement and adventure that comes with climates of innovation are highlighted as well as the challenges. </p> <p>We ultimately want individuals and team members to be where they are supposed to be, whether it be with our growing organization or another that can offer more of a daily routine. We believe no single person has a monopoly on good ideas.  We love to celebrate the individual with a unique outlook on how to maximize our potential as an organization.  This begins with the patient experience and extends to our institutional “host” clients.  We try hard to craft each relationship with care and a certain level of customization.  </p>	<p>Already, we are able to provide client employers with new analytical HR tools– bringing population health statistics to the table, which the employer can reflect on and use to make key decisions around their populations. At our core, we are still a services organization.  Our product is our people.  Leaders in the dental field will be distinguished by the excellence with which they provide high quality and ethical dentistry.  Ultimately this comes down to the talent and ethos of the individual dentist and the care team that surrounds them. </p>	<p>I really like Spotify. You’d think that there were so many different ways already out there to package music, but their approach really resonated for so many people, including myself – to offer music that reflects your mood. Similarly, our company is not reinventing the wheel in our space; we’re just taking it down a path it hasn’t been before, which is perhaps comparable to the exceptional Spotify approach.</p>	Charles Lusk	View Edit Delete
35	<p>With more than 15 years in R&D, Francois Ragnet specializes in successful transfer of innovation into Business. More recently, he focuses on pre-sales and is a technology evangelist, as well as managing an R&D group within Xerox Global Services in charge of transferring breakthrough innovation. Francois has spent almost his entire career at Xerox, and understands Xerox's innovation strategy from many angles. For the past 8 years, he has focused his innovation experience at Xerox Services, and received the Netherlands National Contact Centre Association (NCCS) Innovation Award for the technology developed & deployed by Raganets’ team in call centers in the Netherlands. He also currently holds 21 patents in the United States for various technologies he has developed since 2008 with various team members within Xerox. Francois holds a Masters in Telecommunications from the <a href="https://www.linkedin.com/edu/school?id=12465&trk=prof-edu-school-name">Institut national des Télécommunications</a> in France. </p>	<p>Xerox has a long, well-known innovation tradition; it’s widely known for producing game changing inventions in particularly the 70s and 80s, with light lens copiers for instance, and the mouse. But, historically, we were not always so effective in capitalizing on those innovations. But while the culture has been maintained, and deepened to all levels, Xerox has transformed dramatically in recent years. We are now the leading enterprise globally in BPO services in areas like healthcare, financial services, education and even transportation.</p> <p>In terms of traditional innovation and also blue sky research, we have 5000 scientists and engineers generating truly amazing things. The Xerox Innovation Group is a dynamic network of centers worldwide, including in the US, Canada, and France. We also have our major partnership in Japan with Fuji Xerox, and a center in India to capitalize on emerging markets.</p> <p>We have a strong innovation culture company-wide, making sure the blue sky research we have going in Xerox Innovation Group is repeated and amplified across our services business. Some of this work does not relate directly to our core business today, but we want to keep that flexibility of researchers to come up with totally new ideas.</p> <p>Innovation has been incremental in the BPO area, with profound results – you don’t have millions to spend on R&D in the service world, but the nice thing is that it is much more disruptive; you can innovate without multi-year projects. On the downside you have to be much quicker – you don’t have multiple years to develop those inventions.</p> <p>Recently I’ve been involved more in customer care – an area we’ve invested quite a lot in, and where we place a lot of our innovation focus. Evidence of this is the Call Centre Association Innovation Award that went to our Xerox Virtual Performance Indicator product in 2013 – which is now deploying across the corporation, and which we plan to sell to external customers.</p> <p>The indicator is really a small innovation, technically – but it does make a huge difference, once you make it right, you make 50,000 agents deployed more motivated, more productive, and more into their job. We have invested a lot in gamification – we’re motivating those agents by bringing an element of games and fun into their day-to-day work. They have key performance indicators, but we don’t want it to be a case of ‘Big Brother watching you’ – we want to use gamification in a positive way, and get people into their jobs. We are finding that agents are enjoying the spirit so much that they virtually belong to the customer company.</p> <p>Turnover rates can be 100% for traditional call centers, with people too stressed or bored. With these technologies, you ensure they stay longer; they are more competent; I suspect there is even less sick leave taken. We have created a real sense of community and engagement in the call centers.</p> <p>I believe we are able to make innovation work in a very difficult domain – Business Process Services - but are also able to deliver economies of scale, and even create potential new business for our customer.</p>	<p>The challenge the Business and Document Process Services sector is that it is a fast paced domain, which is constantly evolving with “mini” fixes – large, breakthrough innovation, although well needed, is not possible. Large corporations outsource largely to cut costs, and so “cost-down” is the primary driver for innovation. Reducing costs is a difficult driver for innovation – you start a project, put small fixes here and there; test and build successful innovations, and quickly drop those that aren’t working.</p> <p>There is also a danger of deploying technology for its own sake. So we have ethnographers and scientists who study how work is being done; to tell us where technology can help, and be effective; and not just be technology for its own sake.</p> <p>We increasingly have a mix of ethnography, user-centric design, research, and “Agile Innovation” - part of this was to learn to fail quickly. Furthermore, innovation models were quite rigid – planned, multi-year innovations which are focused on industrial design; not adapted to services.</p>	<p>Innovation has been part of Xerox’s DNA forever. Indeed, although Xerox has a long-standing tradition being focused on industrial products, the ACS acquisition in 2009 took us into a totally new world. We had to rethink processes - including innovation - totally.</p> <p>When we moved into Services and acquired Affiliated Computer Services we had to adapt drastically our vision for innovation – in ACS it was happening at a grass roots level, in small pockets. We have homogenized and built processes that touch just about everyone across the organization.</p> <p>Within our services business, it is important to have the right structures, so we have the office of the CIO for Services; we have executives in charge of bringing innovations to maturity. Each line of business has its own CIO, and each group proposes new innovation projects that make the whole company more agile, and the creative energy cascades down to everyone.</p> <p>We also like to be very customer-focused – so we have different ways of reaching out to and collaborating with our customers. For some of our top customers, we have Innovation Councils; we also have what we call “Dreaming Sessions”, where we bring customers out to our home in Grenoble (France), and show them some of our cutting edge research, and they talk to us about potential applications.</p> <p>Internally, we’ve got processes for IP generation and for ideation, which encourages just about anyone, from call center agents to executive, to provide inputs.</p>	<p>A lot of technologies / models are potential game changers – cloud, mobility, SOA, BPM - the buzzword list is long! But at the end of the day, in our business, work is performed by humans and agents. I personally think technology alone will not be sufficient – we need to find other biggest leverage for motivation is gamification.</p> <p>Another key technology area is automation – to understand business processes and automate as much as possible with technologies such as Robotic Process Automation.</p>	<p>We want to revolutionize the call center arena, and making machines ever more intelligent in satisfying a customers’ request is a worthwhile goal. We haven’t yet passed the “Turing test” – where, if you make a customer service call, you would not realize that you were talking to a machine. But we will be getting there someday hopefully -  and there might be times where you actually will prefer talking to a machine, in terms of the speed and accuracy of the solution. The key will be that Machines could detect when frustration is growing in the voice of the caller, and hand it over smoothly to a human.</p>	Francois Ragnet	View Edit Delete
65	A distinguished engineer and technology leader, Paul McEnroe has played a central role in the development of a variety of industry-changing technologies. Most notably, he and a team he formed in 1969 while at IBM created the Universal Product Code (UPC), also known as the barcode, along with related products, that transformed the retail and grocery industry. McEnroe recently published his book, “<a href="https://www.amazon.com/Barcode-Created-Worlds-Ubiquitous-Technologies/dp/B0CBTW2WM5">The Barcode: How a Team Created One of the World's Most Ubiquitous Technologies</a>.”	<p>We started the bar code initiative because the CEO of IBM at the time, Frank Cary, wanted to expand the company beyond mainframe computers. At first, Frank wanted to find the best companies in Silicon Valley and buy them. But it was decided that no, if you buy small startup companies, the most important people would quit because they don’t want IBM culture. They don't want blue suits and white shirts and red ties and black wing tips, and all that garbage. Frank’s response was to try to find somebody within IBM and to get them to act like and treat them like they’re a startup. Luckily, they knocked on my door. We were able to decide what business we would go after. We wanted something that was going to generate data and decided to go after point of sale. We saw that at the point of sale, particularly for supermarkets but also major retailers, there was a big need for item identification, automatic inventory control and automatic checkout.</p> <p>The barcode had a tremendous impact on operational efficiency and business intelligence. For big retailers like Macy’s, it had a major influence on their purchase orders and their ability to see what sold quickly and what was effective. It really helped them with reordering and stocking their stores much more effectively and efficiently. For supermarkets it was a little different. Item prices were constantly changing, and there was a tremendous expense at price marking and remarking. But with the bar code, it could go back into the controller in the back room and look up the price. In addition, the scanner could read omnidirectionally so it wasn’t necessary to orient the item to read it. Clerks could pull items across the scanner very quickly, which sped up checkout dramatically. You could also run tests on where to position products to improve sales.</p>	<p>I would say the impediments we faced were in two major categories: technical and sociopolitical. The success of the barcode was not entirely due to the quality of the code, but its incorporation into an entire system. To build the scanner we had to use a new, bright light source, and that was the laser which had just been made available. Then there was a communication system. We had to send a lot of data from the check stand to the back room. Some stores in Europe had as many as 40 scanners at the front of the store. Each one was sending a signal back. They had to be high speed signals all going into a box at the back of the store, which had a disc file that recorded everything. We had to change not only the communication technology into what later became a local area network, but we had to change the magnetic recording. We were the first ones to use the Winchester file technology that IBM had perfected. We had to make this system fail proof because if it failed, a store would have to shut down. Because of this, we had to duplex the controller, adding another layer of technology. So we had leverage duplex controllers, new magnetics, new communications, new scanners, in addition to the code, in order to build the system.</p> <p>The second impediment was the sociopolitical part. We were set to open one of the first stores in Tyson's Corner, Virginia. The engineer I sent to supervise called to tell me the store couldn’t open. It wasn’t because of a system failure. There were union picket lines blocking the entry to the store. They were afraid they were going to lose checkout clerk positions. But what turned out to be a more serious problem was the concern of legislators and government administrators who were concerned that the price coming off the item would be bad for the consumer. Eighteen states passed laws against the scanner or passed laws that made it more difficult. I traveled around the country to meet with state legislators and explained the advantages of scanning and the fact that the price would be marked on the shelf. Supermarkets were usually paying about $10 to anybody who got a mis-scan. But our code was very effective and had very few errors.</p>	<p>It was quite different than it is today. Today, pick up a newspaper or go on the Internet, and innovation and entrepreneurship is discussed widely. That wasn't so much the case in the late fifties and early sixties, and even the seventies. Innovation came primarily from the engineering organizations. IBM was divided up between sales, marketing, services, and so on. Development was managed by engineers. In the early part of that period we had something like 15 laboratories increasing to 20 or so worldwide later down the road. The laboratory average size may have been a thousand engineers and other support people. The bigger laboratories were many times larger than that and they were managed by engineers, and engineers were thinking about new products. We hired the best people we could. So they were pretty forward thinking people, and they were very innovative.</p> <p>Frank Kerry, the CEO, decided we needed to get into some new business. And after he decided to build from within, he realized you couldn't be innovative and have a whole bunch of rules. Some of those rules said things like you have build everything within IBM. But we realized that wasn’t possible. A decade later, when IBM did the PC, the only PC part that was made in IBM was the keyboard. I wouldn’t say there was a top-down commitment to innovation so much a commitment to excellence. IBM wanted to do the right thing. The right thing for society. The right thing for shareholders. The right thing for employees. Leadership hired top quality people, and those people did the innovation. Of course, it's a little different today.</p>	<p>I think that the most interesting technology right now is AI. I was involved with it a little bit back at IBM. We built some machines that kind of used that technique. I think of it in a simplistic fashion as guessing. With a computer nowadays, you can guess a million answers possible to something, and then test them in a fraction of a second. Then you put that together in a more complex way, and you're writing essays, and it looks like you're John Steinbeck.</p> <p>There are things in the bar code that are going forward that I think are going to change even more. We have QR code, which is a 2 dimensional code, whereas our barcode is one dimensional. And that's an opportunity for more complex applications. I think it's growth will be bigger than the barcodes. But I don't think the barcode will go away. The companies that use it, make themselves more efficient. I think the bar code is going be around for decades. But things like the QR code, RFID and other applications are going to develop markets that require larger data in each transaction or each item.</p> <p>It's always hard to predict what's going to happen. But certainly the Internet has given us a new way of learning, and you can get answers to lots of questions that were hard to find 50 years ago. We just need to develop our minds in such a way that we can stay open and keep looking to the future.</p>	<p>There are a lot of high level people thinking about that question today. And they're coming up with better answers, and schools and universities are working on that, too.  And then we have the Internet to support these efforts. You can go on the Internet and get answers so fast, whereas before, the answer was stuck deep in a library. I think that all of the conversations taking place about how to go about this are very good. They help lead people in the right direction. I don't know which of those directions is exactly right, but I think it’s very encouraging that we have so many successful people thinking about it and young people just coming along who are using their minds in open ways.</p> <p>If you want to get into innovation and be successful, look at the world from the point of view of what people need. Then have a level of expertise in a certain set of fields. I’m looking at a flashlight on my desk. If you're in a company that's building lights, you need to think about everything from what are the materials that go into the product that you need to make? What do people need? How do they use lights? And then start thinking about different things and make proposals.</p> <p>Be sure that as you develop your capability to sell your ideas and to go meet with people and discuss these things and get them out into the open. I went to engineering school, but one of the things I did that was very important was being on the debate team at my university. Later, when I had to go to IBM managers to get money for my ideas, not unlike going to venture capitalists today, the skill to sell my ideas was really important.</p>	Paul McEnroe	View Edit Delete
64	Anne Schlösser is founder and CEO of <a title="http://www.studiomem.com/" href="http://www.studiomem.com/">studiomem</a>, an innovation company and <a href="http://www.memoratio.com/">Memoratio</a>, a data driven venture builder. She has spent her career in solving innovation and design challenges for start-ups, mid-sized businesses and large corporations in Europe, the US and China. As a business designer and entrepreneur she discovers customer or market need, builds innovative offers and defines innovation strategy along the value chain of an organization. A lot of her work has been in transitioning product manufacturers into becoming service providers, and specifying the right digital product or business offer in a given environment. She studied Product Design at Art Center College of Design in California, and worked in consultancies in the US and Europe, before becoming a founder. She is at home close to Munich in the south of Germany, from where she collaborates with clients worldwide.	The ability to change is fundamental to the survival of any organism.  Organizations, like organisms, are subject to the same type of darwinistic rules to evolve under. Finding a fit to the environment is key to survival. Successful organisms strive, unsuccessful ones wither. Beyond the ability to change and adapt, organizations need to innovate to anticipate the next critical adaptation. Digital Innovation, oftentimes is a disruption if not a successful evolution of an existing analog system. Digitalization is penetrating all areas of life. As much as the ability to change, successful companies have to find their right fit in the digital environment. For manufacturers of physical products it means to become digital service providers, just as much as service providers can  “product-ize” their offer to remain relevant.	I personally believe “unlucky opportunism” is a big impediment to innovation, no matter what sector or organization. Things done opportunistically, not following overall culture or strategy will hinder change and adaptation. Managing opportunism across an organization can only be done with a strong evolving and guiding culture. Sometimes, however, opportunistic events, will turn into an adaptation, or even an innovation strategy, that’s “lucky opportunism.” Both, agility and foresight are needed to navigate opportunism.	studiomem is a strategic innovation and design company, with a 12 year history of delivering innovation services from strategy to implementation to start-ups, mid sized businesses and global fortune 500 clients. We constantly ask ourselves: what is the future of our business, dedicate time to gain foresight and innovate our offer. The paradox is, that selling innovation services, does not make you innovative yourself. You’ll have to eat your own medicine and dedicate as much time to innovate for your own business, as you expect from your clients. Earlier I mentioned that service providers will have to productize to be successful in a globally digitalized world. That’s what we are driving forward now. Two years ago we co-founded the data driven venture builder, Memoratio. A logical consequence of our experience as an innovation company, ultimate proof of expertise in innovation means venturing into entrepreneurialism. Besides venture building, Memoratio and studiomem are productizing our services by offering our clients<span class="apple-converted-space"> </span><a href="http://studiomem.com/data-driven-innovation">Data Driven Innovation formats</a><span class="apple-converted-space"> </span>or our<span class="apple-converted-space"> </span><a href="http://www.studiomem.com/visioneering">foresight format ‘Visioneering’</a>. In these formats, we are combining design thinking methodology with Big Data and AI - our clients benefit by gaining never-before-seen precision in finding opportunity and in understanding their audience in the future.	It is March 2021, we are in the midst of the third wave of the pandemic in Germany. Countries are getting ready to start-up again. The post-pandemic world feels within reach. Right now, everybody is asking themselves, how will it be different? What will change, what will stay or come back, what will be gone forever? Technologies driving the next two years will be anything, which is enabling rapid advancement and the evolution of digitalisation. During the Covid Crisis the world has became smaller as we collaborate and compete across organizations, societies, continents digitally. The given circumstances delivered the need to adapt to new environments. Within these new environments customers demand and businesses will deliver a new fit. The post-pandemic world however will by no means be less troubled. The climate crisis is here and now, more than ever, radical transparency, boosted by global digitalization will drive forward environmental, social and governance criteria. Change and adaptation will be crucial, not only for the survival of the individual organism but this time for the survival of the species.	Our current transition is driven by the pandemic, digitalization and climate change. Organizations are trying to understand how the post pandemic world will be different, how climate change will impact their business model, and how they can use technology to drive forward these changes to create positive impact. We utilize our <a href="http://www.studiomem.com/visioneering">foresight format Visioneering</a> to support organizations in finding ways to deal with these changes and uncertainties. Visioneering is based on forecasting plausible future scenarios, based on technology, social, environmental and business trends. We help our clients to think forward 20-30 years into the future and imagine their organization’s brand, products and services. We then sketch a roadmap backwards, giving them a long term innovation strategy and future purpose to work with. Our clients tell us, that besides the strategic outcome, their organizational cultures are deeply impacted by becoming more future-focussed and more aware of thinking long term.	Anne Schlösser	View Edit Delete
62	Rolf Unterberger, CEO of Cherry Group and founder/CEO of RMU CAPITAL, is an internationally accomplished executive Manager with over 25 years’ experience in different industries, countries and leadership positions.	<p>Innovation was actually part of our DNA from the very beginning. And change is also an integral part of our company history. We have reinvented ourselves again and again.</p> <p>CHERRY was founded in 1953 in the basement of a restaurant in Highland Park, Illinois, to produce electronic switches. The company quickly gained a reputation for the quality of its microswitches in particular, which became commonly referred to as “CHERRY switches.”</p> <p>In the early 1960s, CHERRY expanded to Germany, creating a global brand known for key switches and high-quality computer input devices. In 1973, we began manufacturing computer keyboards. Today we are the oldest manufacturer of computer keyboards and a pioneer in the computer hardware industry.</p> <p>In 1984, we filed a patent for the CHERRY MX switch. In 2008, CHERRY was sold off to a German firm called ZF Friedrichshafen, a company that specializes in parts for automobiles. In 2016, CHERRY was acquired by the private investment firm GENUI, and our focus shifted from automotive parts to computer input devices.</p> <p>These are just a few milestones to show that innovation and change have always been an integral part of CHERRY.</p> <p>To make sure this spirit doesn’t get lost nowadays, we are working and building innovation hubs internally as well as together with external people. Furthermore, we are running small innovation teams and projects outside the box or the so called comfort zone.</p>	<p>As a German company, we are subject to a whole host of legal regulations and provisions - at both national and European level. This goes so far that we have to comply with different governmental and environmental regulations for products in different European countries and have to prove a large number of certifications.</p> <p>Another problem is the fact that our products can easily be copied. These pirate copies then naturally fall far short of our high standards in terms of quality, environmental compatibility and safety. They damage our good reputation with all the unpleasant consequences.</p>	<p>To think around the corner, to always be one step ahead - that was already the motto of our founder, Walter Cherry. So it is not surprising, that the CHERRY brand stands for top quality, innovation, high-end design, technological expertise. This is what we still live every day.</p> <p>We are constantly working with innovation consultants. One of their tasks is to constantly challenge us in the development of new products and features. The basis for this is a clearly defined product development process that also includes milestones.</p> <p>To always be better than the competition is a tradition, a basic constant and our daily motivation! After all, we have a good name to defend. One way of achieving this is by setting up a review and approval meeting.</p>	<p>We, too, will continue to be strongly influenced by the major trends that have been emerging not just since today. First of all, there is the digital revolution, which is far from over and affects us in many ways.</p> <p>This starts quite trivially with the fact that many aspects of social life are digital and we therefore spend much more time in front of the computer - whether we shop online, deal with official business virtually, chat over the internet, play games, stream. All this requires high-quality input devices that are resilient and also meet expectations in terms of form and ergonomics.</p> <p>The world of work is also becoming increasingly digital, the forms of work more arbitrary if you like. More than ever before, people are working from where they want and when they want. The COVID-19 pandemic has made it clear to even the last home office refusenik that things actually work wonderfully. So in future, work will be much more hybrid and the home office will become a permanent feature. This, too, will undoubtedly have an impact on our business development.</p>	<p>Being innovative is virtually part of our DNA. This means that we actually see ourselves as early adopters. However, we are also self-critical and are very aware when we need to catch up in certain areas. Only recently we announced the acquisition Theobroma Systems Design and Consulting GmbH, an Austrian-based developer and trusted manufacturer of embedded systems. These support various industrial applications in the field of IoT and Industry 4.0. With this acquisition, CHERRY is specifically expanding its development and production capacities in the security sector.</p> <p>Furthermore, we partnered with Argand Partners to support Cherry’s next phase of growth. Our business has gone from strength to strength, and we look forward to continued investment in our people, research & development and manufacturing technology. The positive trends currently accelerating the adoption of PC gaming and the digitalization of healthcare make it an exciting time to be Cherry.</p>	Rolf Unterberger	View Edit Delete
40	Schell is a Member of the Board of Directors of the German speaking SAP user group (DSAG), specializing in business processes and digital transformation. Beside this, he also runs the bi-yearly Globalization Symposium for international user communities.	<p>Others try to be on the political side; some try to be advisors, but what we really offer is the practice. What we can deliver on is the knowledge and experience of 3000 company members – both large and also midsized.</p> <p>We ask – are you prepared for 24/7? Are you prepared for changing from products to services? Are you really cyber-ready? I am talking a lot about IoT – we need to change in terms of its promise. How do we motivate this group of people who are doing IT business processes to adopt new business models to reflect these capabilities?</p> <p>Many leading companies are evaluating the importance of digitization, and new business models, and I see a responsibility with vendors such as SAP to inform and accompany them in their transition to a digital future. I want to ensure people are aware of what they need to think about – to get from digital to practice. We don’t know everything, but we do know there will be huge change. Companies will really be out of the game if they don’t change their business models. There are companies which do sensoric very well, but they don’t understand the business models, and there are those with good business models, but no clue about sensoric. We must bring those together.</p> <p>Business model development and innovation needs to have an iterative approach, not a sequential process. I think IoT will change asset-rich industries in a positive way – you’ll know the usage and change in your assets. You can add sensoric to 10 year-old assets and derive a longer lifecycle. The question is how you change your business model around it.</p> <p>In terms of the mix of skills sets companies will need, what we see going on in the European ecosystem, for example – universities; schools – is that there is a lot of momentum to embrace a positive attitude about change. The question is only how far to take this attack mode. It is difficult to understand what’s going on regarding China and India – they are so huge. Everyone in the west knew Amazon; not many knew Alibaba, and yet Alibaba is much bigger than Amazon ever will get.</p> <p>In Germany and Switzerland, and really Europe in general, there is nothing we can do anymore in terms of extracting materials from the ground. All we can provide is knowledge. In recent decades, our exports have been dominated by engineering; by producing the best machines. But knowledge is the future. Nevertheless, too many executives tend not to take the opportunity, and wait for others, which is a pitfall. More acting than (worrying) is the right thing to do.</p> <p>Some organizations still believe they can run with isolated strategies – with marketing/sales and production/purchasing in isolation. I firmly believe you can no longer do this alone. Companies need to have a clear glide path of where they want to go; they need clear buy-in that transformation is both top-down and bottom-up. What I think companies normally don’t do, and what they should do, is to really attack markets. Uber attacked.  Do you really believe that if Uber had entered the market in the normal, slow way, analyzing and checking everything – they would have succeeded?  They did not wait. Many other companies should also move away from a risk-awareness position to attack mode.</p> <p>They need to ask: How can I attack other areas where I am strong? Many companies believe they are world-leading, and then some company in China, or Korea, or India has already overhauled them from an income perspective.</p> <p>Executives must ask: are we ready for the shared economy? Are we truly cyber-ready? A lot of people talk about data analysis and big data, but at the end of the day its not about the big data – its about finding a pattern from the data which creates a new business model.</p> <p>Too often, this is not what companies do. We analyze to death; we prepare for a presentation, and we wait for someone to make a decision. And when the CEO makes the decision, they are not ready for that decision because they are too large. The way of working together needs to change.</p>	<p>Companies need to move away from risk aversion and towards attacking markets. Also, companies need to involve the youth and their perspectives into the discussion. There are cultural barriers. We cannot truly go into the digital world in healthcare – which I would like, certainly – if we don’t change the rules of engagement. We will never get 100% security, but we never had 100% security anyway.</p> <p>I see that some people are overloaded with what’s going on – take the most talented marketing people: they need to understand that CRM will completely change everything in that field. So it is most important that people stay open.</p> <p>Will people lose their jobs? Maybe – but there will also be new jobs, and there will be a bridge between old skills sets and the new skill sets.</p>	<p>Within our organization, the culture of innovation runs very deep – because we have been doing this for the past 30 years; we do business processes; we do transition management. This is our advantage – we are practiced at this.</p> <p>There is real excitement about how we can use assets in a different way. There is a passion about the business value being brought by digitalized business models. About smart cities and automated driving, and many others.</p> <p>Open minds are the key. Imagine you are at door of a supermarket: it will already recover your data from your smartphone, knowing your behavior and your previous buying patterns – and you will be guided. This will happen much faster than we expect – and the next generation already expects it, and does not fear these kinds of changes.</p> <p>When we order from Amazon – do we wonder about security and reliability?  No, we already know they are reliable. So trust in new technologies does not take decades, or even years.</p>	<p>Real Time. It will be a real-time world. You will get information in real time and make decisions in real time, because you have the capabilities and skills, and because consumers will expect it. You will be in front of a shop and they will know what you want.</p> <p>Business models will change – often, toward technology-enabled services. We had analytics before – just not this quickly. Now you have all this discussion about data, but what about business models? That is the next discussion.</p>	<p>What I find really cool is the potential in healthcare devices to actually do what we saw in Star Trek in the ‘70s. Remember that noise – <em>doo-da-doo</em> – when they would go over someone’s body with a handheld device to detect a defect? I think its great that that will happen. When I go to a doctor, I don’t want to answer questions about my age; what I’ve been eating and how much I have been exercising – I want them to know that already.</p> <p>As a consumer, I love to be recognized. I don’t worry about old notions of privacy, when there are such amazing benefits.</p>	Otto Schell	View Edit Delete
28	Steve Hoffman is a virtual midwife to the future of humankind at Founders Space. “Captain Hoff” doesn’t just predict a world in which computers replace accountants and IOT chairs automatically adjust to your personal dimensions, but he actively selects and empowers the tech innovators who are shaping these kinds of revolutions.  Named a Top 10 incubator in its first year of active mentorship, the Silicon Valley-based and globally focused accelerator is helping to mature hyper-innovative tech companies which could change our lives.	<p>We've been innovating on the incubator/accelerator model.  Instead of just adopting the standard 'Y-Combinator' model, which is meeting start-ups once a week for 3 months followed by a “Demo Day,” we spent 18 months interviewing start-up founders and asking them what they'd like us to do differently.  Here's what we learned: </p> <p>a) Three months is a long time to wait for a Demo Day.  Most start-ups apply to their accelerator several months in advance, and then if they get accepted, it’s another 3 months until they actually get to pitch investors on Demo Day. That means that many start-ups must wait 6 months or so from the time they first apply until they are in front of investors. In half a year, everything changes: competitors, market conditions, funding trends, etc.  A start-up can miss their window by waiting.  Founders Space solves this problem by having Demo Day at the end of the first month. </p> <p>b)  The second issue founders have with the traditional model is being committed to stay in Silicon Valley for 3 months during a program. This is a big issue, especially if the start-up is coming from overseas and has employees, family and customers back home.  Founders Space solves this problem by having a more condensed, intensive program.  Instead of having mentoring and training sessions one or two days a week for three months, Founders Space has them every single weekday for four weeks, followed by Demo Day.  This way startup founders can move quicker and get the same benefits.</p> <p>c) Lastly, the Y-Combinator model ends after three months, leaving start-ups on their own.  It turns out start-up founders have more questions after Demo Day than they do before.  But most programs end after Demo Day.  Founders Space solves this issue by allowing startups to continue to attend all mentoring sessions and workshops for an entire year after Demo Day.  This way startups can receive on-going support when they need it most.  </p> <p>We work with a lot of corporations who say they are innovating, but when we ask them to sacrifice revenue, they recoil.  The one strategy that we propose to our partners is to reward innovation with virtual dollars.  These dollars count as real dollars, but they aren't actual revenue.  This way managers can justify spending time on innovative projects. </p>	<p>We often find that founders who have a good idea – but not a great one – will get too stuck on it and keep hammering on it, as rivals pass them by. Acceleration needs to be that, and we push them hard to identify the best ideas they have – and if they’re pushing a boulder up a hill, they should stop, and switch to something else. Also: Most people see a model or idea that works and then they copy it, making some incremental changes along the way.  True innovation means rethinking everything and challenging all the assumptions you have. </p> <p>You need to question every aspect of your business.  Why do we do it this way?  Why is this the model?  What if we tried this?  And then you have to take risks.  You have to be prepared to fail over and over until you discover a new way of doing it.  Most managers in large corporations are risk averse.  That's how they got to the position they are in.  They don't want a series of failures attached to their names, so naturally they go for the safe bets.  But safe bets don't transform a business. Risk does.</p>	<p>When we started Founders Space, we felt that we had to develop something new.  There are thousands of accelerators out there, and we didn't want to just follow the herd.  So we've been constantly experimenting and pushing ourselves to come up with new ideas that get better results for ourselves and our start-ups.  It's a continual learning process, as we change and improve our model and program every quarter.</p>	<p>The startup ecosystem is constantly changing.  Large corporations are now jumping into the startup game in a much bigger way with open innovation, intraprenuership, incubators and funding.  We are launching new services to partner with global corporations and help them collaborate with startups.  This is the biggest change we see on the horizon, and it's the biggest opportunity.  We just launched a new service called Founders Edge, which does exactly this: <a href="http://www.FoundersEdge.com">http://www.FoundersEdge.com</a>.</p>	<p>It’s simply inevitable that machines will replace the jobs we do – blue collar; white collar; every collar. Surgeons are going to be replaced by robots, which will do the procedure precisely the right way every time. The tax code is a system of laws to follow and optimize – so there is no reason an algorithm can’t do it far better than an accountant.  Legal contracts can all be written by computers. We will get to a very interesting point in society where people will have to ask themselves – what unique value can we provide? One wonderful impact will be in longevity. They are building nano-bots which we can put into our body to repair organs; and smart pills that can measure all the bacteria in your digestive tract, and tell you precisely what drugs or foods you need to take to be healthy and live longer. Ultimately, we will be upgrading our bodies; even our genetics.</p>	Steve Hoffman	View Edit Delete

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(default) 22 queries took 1 ms
Nr	Query	Affected	Num. rows	Took (ms)
1	SELECT `Menu`.`id`, `Menu`.`slug`, `Menu`.`referrer`, `Menu`.`url`, `Menu`.`report_id`, `Menu`.`other`, `Menu`.`created`, `Menu`.`modified` FROM `bpinorg_dev`.`tracking_routes` AS `Menu` WHERE 1 = 1	15	15	0
2	SELECT `Article`.`id`, `Article`.`date`, `Article`.`title`, `Article`.`author`, `Article`.`publisher`, `Article`.`description`, `Article`.`url`, `Article`.`program_only`, `Article`.`innovator_news`, `Article`.`created`, `Article`.`modified`, `Article`.`modifier` FROM `bpinorg_dev`.`articles` AS `Article` WHERE `Article`.`program_only` = '0' ORDER BY `Article`.`date` DESC LIMIT 8	8	8	0
3	SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `ArticlesProgram`.`id`, `ArticlesProgram`.`program_id`, `ArticlesProgram`.`article_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`articles_programs` AS `ArticlesProgram` ON (`ArticlesProgram`.`article_id` IN (1365, 1361, 1359, 1360, 1358, 1363, 1354, 1355) AND `ArticlesProgram`.`program_id` = `Program`.`id`)	4	4	0
4	SELECT `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier`, `ArticlesLeader`.`id`, `ArticlesLeader`.`article_id`, `ArticlesLeader`.`leader_id` FROM `bpinorg_dev`.`leaders` AS `Leader` JOIN `bpinorg_dev`.`articles_leaders` AS `ArticlesLeader` ON (`ArticlesLeader`.`article_id` IN (1365, 1361, 1359, 1360, 1358, 1363, 1354, 1355) AND `ArticlesLeader`.`leader_id` = `Leader`.`id`)	0	0	0
5	SELECT `Tag`.`id`, `Tag`.`tag`, `Tag`.`created`, `Tag`.`modified`, `ArticlesTag`.`id`, `ArticlesTag`.`article_id`, `ArticlesTag`.`tag_id` FROM `bpinorg_dev`.`tags` AS `Tag` JOIN `bpinorg_dev`.`articles_tags` AS `ArticlesTag` ON (`ArticlesTag`.`article_id` IN (1365, 1361, 1359, 1360, 1358, 1363, 1354, 1355) AND `ArticlesTag`.`tag_id` = `Tag`.`id`)	0	0	0
6	SELECT `Article`.`id`, `Article`.`date`, `Article`.`title`, `Article`.`author`, `Article`.`publisher`, `Article`.`description`, `Article`.`url`, `Article`.`program_only`, `Article`.`innovator_news`, `Article`.`created`, `Article`.`modified`, `Article`.`modifier` FROM `bpinorg_dev`.`articles` AS `Article` WHERE `Article`.`innovator_news` = '1' AND `Article`.`program_only` = '0' ORDER BY `Article`.`date` DESC LIMIT 4	4	4	0
7	SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `ArticlesProgram`.`id`, `ArticlesProgram`.`program_id`, `ArticlesProgram`.`article_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`articles_programs` AS `ArticlesProgram` ON (`ArticlesProgram`.`article_id` IN (1247, 1245, 1244, 1217) AND `ArticlesProgram`.`program_id` = `Program`.`id`)	0	0	0
8	SELECT `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier`, `ArticlesLeader`.`id`, `ArticlesLeader`.`article_id`, `ArticlesLeader`.`leader_id` FROM `bpinorg_dev`.`leaders` AS `Leader` JOIN `bpinorg_dev`.`articles_leaders` AS `ArticlesLeader` ON (`ArticlesLeader`.`article_id` IN (1247, 1245, 1244, 1217) AND `ArticlesLeader`.`leader_id` = `Leader`.`id`)	0	0	0
9	SELECT `Tag`.`id`, `Tag`.`tag`, `Tag`.`created`, `Tag`.`modified`, `ArticlesTag`.`id`, `ArticlesTag`.`article_id`, `ArticlesTag`.`tag_id` FROM `bpinorg_dev`.`tags` AS `Tag` JOIN `bpinorg_dev`.`articles_tags` AS `ArticlesTag` ON (`ArticlesTag`.`article_id` IN (1247, 1245, 1244, 1217) AND `ArticlesTag`.`tag_id` = `Tag`.`id`)	0	0	0
10	SELECT `Event`.`id`, `Event`.`name`, `Event`.`date_start`, `Event`.`date_end`, `Event`.`date`, `Event`.`not_exact_date`, `Event`.`location`, `Event`.`description`, `Event`.`url`, `Event`.`image`, `Event`.`category`, `Event`.`event_type`, `Event`.`created`, `Event`.`modified`, `Event`.`modifier` FROM `bpinorg_dev`.`events` AS `Event` WHERE `Event`.`category` = 1 ORDER BY `Event`.`date_start` DESC LIMIT 3	3	3	0
11	SELECT `Brainwafe`.`id`, `Brainwafe`.`issue`, `Brainwafe`.`ednote_title`, `Brainwafe`.`ednote_content`, `Brainwafe`.`feature_headshot`, `Brainwafe`.`feature_logo`, `Brainwafe`.`feature_logo_url`, `Brainwafe`.`feature_title`, `Brainwafe`.`feature_subtitle`, `Brainwafe`.`feature_content`, `Brainwafe`.`interview_headshot`, `Brainwafe`.`interview_logo`, `Brainwafe`.`interview_logo_url`, `Brainwafe`.`interview_title`, `Brainwafe`.`interview_subtitle`, `Brainwafe`.`interview_content`, `Brainwafe`.`contributed_title`, `Brainwafe`.`contributed_subtitle`, `Brainwafe`.`contributed_content`, `Brainwafe`.`enable`, `Brainwafe`.`current`, `Brainwafe`.`url_hash`, `Brainwafe`.`modifier`, `BrainwavesEvent`.`id`, `BrainwavesEvent`.`event_id`, `BrainwavesEvent`.`brainwafe_id` FROM `bpinorg_dev`.`brainwaves` AS `Brainwafe` JOIN `bpinorg_dev`.`brainwaves_events` AS `BrainwavesEvent` ON (`BrainwavesEvent`.`event_id` IN (129, 127, 53) AND `BrainwavesEvent`.`brainwafe_id` = `Brainwafe`.`id`)	0	0	0
12	SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `EventsProgram`.`id`, `EventsProgram`.`event_id`, `EventsProgram`.`program_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`events_programs` AS `EventsProgram` ON (`EventsProgram`.`event_id` IN (129, 127, 53) AND `EventsProgram`.`program_id` = `Program`.`id`)	1	1	0
13	SELECT `Event`.`id`, `Event`.`name`, `Event`.`date_start`, `Event`.`date_end`, `Event`.`date`, `Event`.`not_exact_date`, `Event`.`location`, `Event`.`description`, `Event`.`url`, `Event`.`image`, `Event`.`category`, `Event`.`event_type`, `Event`.`created`, `Event`.`modified`, `Event`.`modifier` FROM `bpinorg_dev`.`events` AS `Event` WHERE `Event`.`category` = 0 AND `Event`.`date_end` >= '2025-04-29' ORDER BY `Event`.`date_start` asc LIMIT 3	0	0	0
14	SELECT `Report`.`id`, `Report`.`date`, `Report`.`title`, `Report`.`subtitle`, `Report`.`summary`, `Report`.`author`, `Report`.`body`, `Report`.`upload`, `Report`.`image`, `Report`.`internal`, `Report`.`url`, `Report`.`featured`, `Report`.`program_only`, `Report`.`related`, `Report`.`enable`, `Report`.`created`, `Report`.`modified`, `Report`.`modifier` FROM `bpinorg_dev`.`reports` AS `Report` WHERE `Report`.`id` IN (3, 5)	2	2	0
15	SELECT `Tracking`.`id`, `Tracking`.`referrer`, `Tracking`.`user_id`, `Tracking`.`non_member_id`, `Tracking`.`report_id`, `Tracking`.`report_download`, `Tracking`.`other`, `Tracking`.`date` FROM `bpinorg_dev`.`tracking` AS `Tracking` WHERE `Tracking`.`report_id` IN (3, 5)	0	0	0
16	SELECT `Download`.`id`, `Download`.`user_id`, `Download`.`non_member_id`, `Download`.`report_id`, `Download`.`tracking_id`, `Download`.`date` FROM `bpinorg_dev`.`reports_download` AS `Download` WHERE `Download`.`report_id` IN (3, 5)	32	32	0
17	SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `ProgramsReport`.`id`, `ProgramsReport`.`report_id`, `ProgramsReport`.`program_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`programs_reports` AS `ProgramsReport` ON (`ProgramsReport`.`report_id` IN (3, 5) AND `ProgramsReport`.`program_id` = `Program`.`id`)	1	1	0
18	SELECT `Tag`.`id`, `Tag`.`tag`, `Tag`.`created`, `Tag`.`modified`, `ReportsTag`.`id`, `ReportsTag`.`report_id`, `ReportsTag`.`tag_id` FROM `bpinorg_dev`.`tags` AS `Tag` JOIN `bpinorg_dev`.`reports_tags` AS `ReportsTag` ON (`ReportsTag`.`report_id` IN (3, 5) AND `ReportsTag`.`tag_id` = `Tag`.`id`)	0	0	0
19	SELECT `MediaCoverage`.`id`, `MediaCoverage`.`date`, `MediaCoverage`.`title`, `MediaCoverage`.`author`, `MediaCoverage`.`summary`, `MediaCoverage`.`publisher`, `MediaCoverage`.`url`, `MediaCoverage`.`created`, `MediaCoverage`.`modified`, `MediaCoverage`.`modifier`, `MediaCoverageReport`.`id`, `MediaCoverageReport`.`media_coverage_id`, `MediaCoverageReport`.`report_id` FROM `bpinorg_dev`.`media_coverage` AS `MediaCoverage` JOIN `bpinorg_dev`.`media_coverage_reports` AS `MediaCoverageReport` ON (`MediaCoverageReport`.`report_id` IN (3, 5) AND `MediaCoverageReport`.`media_coverage_id` = `MediaCoverage`.`id`)	0	0	0
20	SELECT `Brainwafe`.`id`, `Brainwafe`.`issue`, `Brainwafe`.`ednote_title`, `Brainwafe`.`ednote_content`, `Brainwafe`.`feature_headshot`, `Brainwafe`.`feature_logo`, `Brainwafe`.`feature_logo_url`, `Brainwafe`.`feature_title`, `Brainwafe`.`feature_subtitle`, `Brainwafe`.`feature_content`, `Brainwafe`.`interview_headshot`, `Brainwafe`.`interview_logo`, `Brainwafe`.`interview_logo_url`, `Brainwafe`.`interview_title`, `Brainwafe`.`interview_subtitle`, `Brainwafe`.`interview_content`, `Brainwafe`.`contributed_title`, `Brainwafe`.`contributed_subtitle`, `Brainwafe`.`contributed_content`, `Brainwafe`.`enable`, `Brainwafe`.`current`, `Brainwafe`.`url_hash`, `Brainwafe`.`modifier`, `BrainwavesReport`.`id`, `BrainwavesReport`.`brainwafe_id`, `BrainwavesReport`.`report_id` FROM `bpinorg_dev`.`brainwaves` AS `Brainwafe` JOIN `bpinorg_dev`.`brainwaves_reports` AS `BrainwavesReport` ON (`BrainwavesReport`.`report_id` IN (3, 5) AND `BrainwavesReport`.`brainwafe_id` = `Brainwafe`.`id`)	0	0	0
21	SELECT `InnovatorProfile`.`id`, `InnovatorProfile`.`linkedin_url`, `InnovatorProfile`.`summary_bio`, `InnovatorProfile`.`answer_1`, `InnovatorProfile`.`answer_2`, `InnovatorProfile`.`answer_3`, `InnovatorProfile`.`answer_4`, `InnovatorProfile`.`answer_5`, `InnovatorProfile`.`leader_id`, `InnovatorProfile`.`modifier`, `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier` FROM `bpinorg_dev`.`innovator_profiles` AS `InnovatorProfile` LEFT JOIN `bpinorg_dev`.`leaders` AS `Leader` ON (`InnovatorProfile`.`leader_id` = `Leader`.`id`) WHERE 1 = 1 ORDER BY `InnovatorProfile`.`summary_bio` asc LIMIT 40, 20	18	18	1
22	SELECT COUNT(*) AS `count` FROM `bpinorg_dev`.`innovator_profiles` AS `InnovatorProfile` LEFT JOIN `bpinorg_dev`.`leaders` AS `Leader` ON (`InnovatorProfile`.`leader_id` = `Leader`.`id`) WHERE 1 = 1	1	1	0

(default) 22 queries took 1 ms

Query

Error

Affected

Num. rows

Took (ms)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

SELECT `InnovatorProfile`.`id`, `InnovatorProfile`.`linkedin_url`, `InnovatorProfile`.`summary_bio`, `InnovatorProfile`.`answer_1`, `InnovatorProfile`.`answer_2`, `InnovatorProfile`.`answer_3`, `InnovatorProfile`.`answer_4`, `InnovatorProfile`.`answer_5`, `InnovatorProfile`.`leader_id`, `InnovatorProfile`.`modifier`, `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier` FROM `bpinorg_dev`.`innovator_profiles` AS `InnovatorProfile` LEFT JOIN `bpinorg_dev`.`leaders` AS `Leader` ON (`InnovatorProfile`.`leader_id` = `Leader`.`id`) WHERE 1 = 1 ORDER BY `InnovatorProfile`.`summary_bio` asc LIMIT 40, 20

SELECT COUNT(*) AS `count` FROM `bpinorg_dev`.`innovator_profiles` AS `InnovatorProfile` LEFT JOIN `bpinorg_dev`.`leaders` AS `Leader` ON (`InnovatorProfile`.`leader_id` = `Leader`.`id`) WHERE 1 = 1

Message	Memory use
Component initialization	2.19 MB
Controller action start	4.01 MB
Controller render start	4.45 MB
View render complete	5.18 MB

Message	Time in ms	Graph
Core Processing (Derived from $_SERVER["REQUEST_TIME"])	7.88
Event: Controller.initialize	19.89
Event: Controller.startup	0.18
Controller action	2.44
Event: Controller.beforeRender	1.95
» Processing toolbar data	1.17
Rendering View	29.25
» Event: View.beforeRender	0.02
» Rendering APP/View/InnovatorProfiles/index.ctp	28.03
» Event: View.afterRender	0.02
» Event: View.beforeLayout	0.02
» Rendering APP/View/Layouts/default.ctp	0.75
» » Rendering CORE/Cake/View/Elements/sql_dump.ctp	0.27
Event: View.afterLayout	0.00

Constant	Value
APP	/home/bpinorg/public_html/app/
APP_DIR	app
APPLIBS	/home/bpinorg/public_html/app/Lib/
CACHE	/home/bpinorg/public_html/app/tmp/cache/
CAKE	/home/bpinorg/public_html/lib/Cake/
CAKE_CORE_INCLUDE_PATH	/home/bpinorg/public_html/lib
CORE_PATH	/home/bpinorg/public_html/lib/
CAKE_VERSION	2.3.8
CSS	/home/bpinorg/public_html/app/webroot/css/
CSS_URL	css/
DS	/
FULL_BASE_URL	https://bpinetwork.org
IMAGES	/home/bpinorg/public_html/app/webroot/img/
IMAGES_URL	img/
JS	/home/bpinorg/public_html/app/webroot/js/
JS_URL	js/
LOGS	/home/bpinorg/public_html/app/tmp/logs/
ROOT	/home/bpinorg/public_html
TESTS	/home/bpinorg/public_html/app/Test/
TMP	/home/bpinorg/public_html/app/tmp/
VENDORS	/home/bpinorg/public_html/vendors/
WEBROOT_DIR	webroot
WWW_ROOT	/home/bpinorg/public_html/app/webroot/

Environment Variable	Value
Php Version	5.6.40
User	bpinorg
Home	/home/bpinorg
Fcgi Role	RESPONDER
Redirect Redirect Unique Id	aBDZ0_ktJcVKDY_PI7-2BQAABAg
Redirect Redirect Script Url	/innovator_profiles/index/sort:summary_bio/direction:asc/page:3
Redirect Redirect Script Uri	https://bpinetwork.org/innovator_profiles/index/sort:summary_bio/direction:asc/page:3
Redirect Redirect Https	on
Redirect Redirect Ssl Tls Sni	bpinetwork.org
Redirect Redirect Http2	on
Redirect Redirect H2push	off
Redirect Redirect H2 Push	off
Redirect Redirect H2 Pushed
Redirect Redirect H2 Pushed On
Redirect Redirect H2 Stream Id	3
Redirect Redirect H2 Stream Tag	26073-34-3
Redirect Redirect Status	200
Redirect Unique Id	aBDZ0_ktJcVKDY_PI7-2BQAABAg
Redirect Script Url	/innovator_profiles/index/sort:summary_bio/direction:asc/page:3
Redirect Script Uri	https://bpinetwork.org/innovator_profiles/index/sort:summary_bio/direction:asc/page:3
Redirect Https	on
Redirect Ssl Tls Sni	bpinetwork.org
Redirect Http2	on
Redirect H2push	off
Redirect H2 Push	off
Redirect H2 Pushed
Redirect H2 Pushed On
Redirect H2 Stream Id	3
Redirect H2 Stream Tag	26073-34-3
Redirect Status	200
Unique Id	aBDZ0_ktJcVKDY_PI7-2BQAABAg
Script Url	/innovator_profiles/index/sort:summary_bio/direction:asc/page:3
Script Uri	https://bpinetwork.org/innovator_profiles/index/sort:summary_bio/direction:asc/page:3
Https	on
Ssl Tls Sni	bpinetwork.org
Http2	on
H2push	off
H2 Push	off
H2 Pushed
H2 Pushed On
H2 Stream Id	3
H2 Stream Tag	26073-34-3
Proxy-nokeepalive	1
Http Accept	/
Http User Agent	Mozilla/5.0 AppleWebKit/537.36 (KHTML, like Gecko; compatible; ClaudeBot/1.0; +claudebot@anthropic.com)
Http Accept Encoding	gzip, br, zstd, deflate
Http Host	bpinetwork.org
Http X Https	1
Path	/usr/local/jdk/bin:/usr/kerberos/sbin:/usr/kerberos/bin:/usr/local/sbin:/usr/local/bin:/sbin:/bin:/usr/sbin:/usr/bin:/usr/X11R6/bin:/usr/local/bin:/usr/X11R6/bin:/root/bin:/opt/bin
Server Signature
Server Software	Apache
Server Name	bpinetwork.org
Server Addr	173.231.198.134
Server Port	443
Remote Addr	3.16.15.52
Document Root	/home/bpinorg/public_html
Request Scheme	https
Context Prefix
Context Document Root	/home/bpinorg/public_html
Server Admin	webmaster@bpinetwork.org
Script Filename	/home/bpinorg/public_html/app/webroot/index.php
Remote Port	25700
Redirect Url	/app/webroot/innovator_profiles/index/sort:summary_bio/direction:asc/page:3
Gateway Interface	CGI/1.1
Server Protocol	HTTP/2.0
Request Method	GET
Query String
Request Uri	/innovator_profiles/index/sort:summary_bio/direction:asc/page:3
Script Name	/app/webroot/index.php
Php Self	/app/webroot/index.php
Request Time Float	1745934803.262
Request Time	1745934803
Argc	0

Business Performance (BPI) Network

Innovator Profiles

Actions

default

Total Time: 1 ms
Total Queries: 22 queries

Query Explain:

Memory

Timers

Business Performance (BPI) Network

Innovator Profiles

Actions

Request History

Session

Request

Cake Params

Post data

Query string

Cookie

Current Route

Sql Logs

default

Total Time: 1 ms Total Queries: 22 queries

Query Explain:

Memory

Timers

Logs

View Variables

App Constants

CakePHP Constants

PHP Environment

Included Files

Include Paths

Included Files

Total Time: 1 ms
Total Queries: 22 queries