Business Performance (BPI) Network: InnovatorProfiles

Innovator Profiles

Id	Summary Bio	Answer 1	Answer 2	Answer 3	Answer 4	Answer 5	Leader	Actions
34	<p>Barry Money insists that the Japanese innovation concepts of kaizen and kaikaku represent the twin competitive engines for a cramped automotive market. With Toyota already hailed as a classic model of both disruptive and incremental innovation, Money says the most urgent challenge is to direct disruptive strategies toward creating lifelong customers, and to transforming the used vehicle market.</p> <p>Scores of dealerships in Australia are already reaping the rewards of offering personalized benefits to repeat customers, driven by integrated big data tools, and a laser-focus on loyalty. While some brands are offering car sales directly online, Toyota is using digital resources to enrich person-to-person relationships throughout the dealer network, including an innovative sales and service collaboration.</p> <p>Money tells BPI that other connectivity technologies are also being piloted. However – having worked everywhere from the production line to the logistics desk at Toyota – Money believes that trust remains the one truly indispensable asset.</p>	<p>Toyota has the largest number of units in operation in the Australian automotive market. We have more owners on the road than any other brand. Our strong dealer network services many of these customers. With innovative service, finance and repurchase products, we have the ability to move customers from their existing vehicle into a newer vehicle – which provides the customers with that Oh What A Feeling emotion as well as great value.</p> <p>The specific innovation that my team has delivered is combining the best of our service and sales departments and assisting our customers to move from their current vehicle to a new vehicle. We call this sales and service collaboration. It’s been tried before in the market, but this time we have strong system support, combined with training, on site consulting, KPI management and follow up and most importantly segmentation and one-to-one marketing that tailors the offering to the needs of the customers.</p>	<p>The dealer network and the automotive franchises have a strong culture and process that has worked well for a long time. But with an increase in the competition in the market from new entrants such as newer manufacturers as well as newer technologies that facilitate the automotive buying process, plus the threat of policy changes by government, it is important that the industry continues to adapt and change in a dynamically changing economy and market. Therefore, the biggest issue is creating an innovative and dynamic culture that looks to new ideas, new ways, new opportunities and challenges the status quo head on. Risk is part of business and understanding and managing that risk is important. But progress in the face of risk is mandatory. Standing still is not an option.</p>	<p>Toyota is synonymous with kaizen – continuous improvement. After ten years in Japan, I saw with my own eyes the lengths to which Toyota goes in order to create even better products and services. I was captured as a young executive by the passion and intelligence of my kaizen mentors and I have tried to bring that to the Australian market. <br /><br />Toyota practices kaizen in every thing it does. However, sometimes, incremental improvements are not enough – that is when “kaikaku” or revolutionary innovation is required. As part of the Retail Development team at Toyota, we are trying new technologies and processes in order to transform the way we do business with our dealers and more importantly how we engage with and satisfy our customers.</p>	<p>Consumers shop across brands and industries. They expect to be able to experience the same levels of excellence in any category – they carry their expectations horizontally across different industries. This expectation has been facilitated through the internet.</p> <p>As the new vehicle market has plateau’d, the franchises will be looking to capitalize on their existing owners, the loyalty from these owners and products and services that optimize the customer experience for this segment of the franchise’s market. </p>	<p>Recently we have undertaken a study of various technology-based products in the market that would be useful for our dealer network. WIFI based customer tracking and profiling, sales process support technologies, MAC address tracking on handheld devices among others.</p> <p>While each technology has great merit in the right context, the key is not in the technology. It is in the connection to the consumer on a one-to-one basis. Technology that can support and facilitate that type of tailored connection with our customers is the next step for automotive franchises, in my opinion.</p>	Barry Money	View Edit Delete
45	<p>Ayad sees a trend in the retail landscape where the front end registers disappear, and where check-out lines are eliminated through predictive data analytics, sensors, and artificial intelligence – and, eventually, where self-driving shopping carts meet you at the entrance of the store with your shopping list already uploaded into the cart screen, and even direct you to the items you need. </p>	<p>I really don't know whether we are changing the game or the game is changing us. Success in business, today, is all about the optimal intersection of the physical and digitals worlds, and the interaction between humans and intelligent machines.</p> <p>If you really think about the retail industry, so many innovations have compelled companies to start to think different, to act different, and to plan for potentially different outcomes. Within workforce management, for example, the industry is going through tremendous shifts due to the expansion in internet selling coupled with rapidly changing demographics and regulations. Thus, brick and mortar stores are under a different type of pressure. And it is said that necessity is the mother of all inventions, so many organizations find the dynamics of the environment and the accelerated speed by which innovation is happening a threat and an opportunity leading to new strategies and innovations.</p> <p>I’m of the opinion that societies change slowly, and despite so many years in e-commerce rapid growth, e-commerce is still a fraction of the total retail and service industries. So, it is going to continue to be a combination of digital and physical for the retail industry. Many organizations are utilizing data - predictive modeling, advanced algorithms - to better forecast work in the stores. And once work is forecasted and measured, then it becomes easier to schedule people to be at the right places and times - either when the truck is coming to the store to deliver products, or when customers are coming to the stores to receive a service.</p> <p>You need optimizing software to help deliver efficiency. But no one platform is going to be the only and the ultimate solution. I think what's so clear, at least in my mind, is that the future is a blend of the digital and physical capabilities.</p> <p>Based on my academic and my industry knowledge, I can tell you that customers want to shop anytime and anywhere. Leading retailers, including Bed-Bath, want to serve customers wherever, whenever, and however they wish to be served.  Leading retailers want to be there for customers when they want to shop, the way they want to shop, and the way they want to complete the transaction, whether it is “ship it to my home” or “let me pick it from the store”, or a combination of both.</p> <p>What's exciting about the current technology is how friendly it is to everyone involved. For example, 10 years ago you had to go to the store to see your schedule as an employee. And the manager of the store ultimately decided who worked when. There was little freedom or flexibility. Today, technology allows you to see your schedule on your phone, and even to opt for available shifts. Employees can swap shifts with their coworkers if they need to, without disrupting operations. This is a significant win-win change.</p> <p>The technology is not only allowing organizations to respond better to customer needs, but also to employee's needs and situations. It's becoming more participatory versus top-down. And it is proven in research and in practice that happy employees create an environment of happiness for the customers. Efficient workforce management is beneficial to customers, and to the business. That's why companies invest in them.</p> <p>In terms of benefiting from customer insights, today, you can measure and map customers’ movement in the stores from the entry point to the exit point through sensors. Based on data, you would know exactly, or on average, know how long the customers will be shopping in your store. Eventually, you would know when they're going to get to the register. Ultimately, you will be able to know the number of employees that need to be at the front end to help the customers exit the building and pay for the merchandise. So, it is not just long-term predictive modeling, but on-time, live, as you go, so that there will be totally no long lines up front for customers who choose to interact with an employee, and managers would be able to respond faster to customers’ needs. </p>	<p>I’m very familiar with two industries: the retail industry and the academic industry. Luckily, both industries have adopted and encouraged innovation, perhaps because of the competitive nature of the retail industry, and the critical thinking nature of academia.</p> <p>Fear of failure and siloes are often common challenges.  Financial obstacles and opportunities are both drivers and blockers of embracing innovation. You might go after an innovation because it's financially rewarding, but then you may not embrace it fully because it's financially burdening on the short term.<br /><br />Some are short-sighted; they might think about the quarterly results, and not necessarily look at the long term. The other fascinating aspect is the speed of innovations. Some companies are hesitant to embrace innovation because today's innovative solutions may become obsolete quickly, which add burdens on the organization; especially from a change management perspective.  However, perhaps the biggest impediment lies is the culture of the organization; organizational culture is the make or break for innovation. </p>	<p>The retail industry was among the first industries to benefit from (disruptive) innovation. Take Walmart for example, it started with Sam Walton’s innovative ideas about the nature of the retail store - the role of transportation and logistics, and the mindset of trying new things. Walmart optimized innovation by supporting its people to become owners of the business and by techniques such as profit sharing and career planning. You see, employees are called associates, and associates call Walmart stores “my store”. A culture that's built on the idea that the employee is the owner of the business unit, not the keeper of the business unit, is positioned to benefit from the unlimited creativity of people.</p> <p>Another example from Walmart: They have a practice called VPI, or Value Producing Items, where employees compete and have fun adopting and promoting specific items. Employees get recognized on results. All this infuse tremendous amounts of energy, engagement, pride, and innovation into organizational culture.</p>	<p>The Internet of things, robots, artificial intelligence, brick and mortar store closure, regulations, and the entry of new organizations to the marketplace. For example, the entry of Lidl from Europe to USA.</p> <p>Lidl already has 10,000 stores in Europe, and they’re coming to the United States like Aldi did, and Aldi already has 1,600 stores in the US, and by some reports, in the 2018, they may have another 400 stores, reaching 2,000 stores. That's almost half the size of Walmart! Granted, the stores are smaller, but they are everyday low-price, because of their competitive pricing and their business model Walmart has to respond, and they are. Walmart recently announced drops in the price, and  Target - a couple of days ago - announced a significant investment in price. So that entry of new organizations, and new regulations will significantly impact the retail industry.</p>	<p>From my perspective, one of the innovative strategies that I find very compelling is the idea of underground delivery of freight, supported by drones and self-driven cars and robots. The idea of moving freight underground by a magnetic field that's created by electrified coils, when complemented by drones and self-driven cars seems fascinating and disruptive. Research is happening, especially in the UK, around the concept of underground fright delivery. Why not, water and electricity are delivered to homes underground; why not packages! Imagine that! </p>	Amine Ayad	View Edit Delete
27	<p>As COO and Chief Information Officer at NutriSavings, Niraj Jetly and his team have pioneered a way to make healthy food both affordable and understandable, and are building a new ecosystem which is changing the game for corporate health costs and employee productivity in the process. A spin-off from corporate services giant Edenred, Nutrisavings has harnessed data technologies, nationwide grocery partnerships, research, and innovative thinking around food choices to save costs for large employers and health plans, while boosting productivity and even life longevity for tens of thousands of users.</p>	<p>When we launched, there were several research sources which showed that the health of employees depends far more on what you eat than on how often you work out - yet there were very few solutions, if any, based on nutrition. You could attend seminars on how to cook healthier; you could get recipe books; you could be coached by dieticians. But you’d generally need to leave your workspace to attend those sessions, they weren’t scalable; and they asked people to do something they were not doing already. They also did not address the fundamental problems of affordability and confusion for the consumer.<br /><br />Several research papers showed that the average American finds it much easier to file their own taxes than comprehend the nutritional fact panel of a food item in a grocery store. Go and pick up any food item; I bet you will not have heard half of those words in your life.  We know that sugar is generally bad for us – but it turns out that there are about 200 different words for sugar. Meanwhile, we found that there was a perception that certain brands were healthy, and certain brands were unhealthy – but that just isn’t true. There is in fact a wide range of nutritional value across the products offered by the same brand.</p> <p><br />To decipher this confusion, we recruited a panel of dietitians, and we created an algorithm based on prior research which takes into account all food items and all nutritional information on the packaging. We were able to generate a nutritional score between zero and hundred; the higher number, the healthier the item.So for instance, our participants in the NutriSavings program can download our mobile app, scan the bar code of any food items in grocery store with their smart phone, and get the nutritional score right then and there.Using input from our panel of dietitians, users can also immediately learn what it is about that item that is good for you, and what you should watch out for.</p> <p>But we do not tell someone not to buy this or that. Instead, the app will also show you healthier alternatives; foods with a similar taste, but with higher nutritional scores, as a gentle nudge in the right direction. But we also recognized that the absolute nutrition score of any food item was not as important as the change in score over time for participants, so incremental behavior change, and the ability to track that change, is the exciting game changer for large employers.</p> <p>Many people do want to diet, but to do it they need to log their food intake – and who has the time to log 1000 meals per year? We can actually manage an individual’s pantry, and provide the log and the trends for them. We had to figure out a way that is scalable- so we built a network grocery stores – 10,000 nationwide - which we actually built connectivity with. Once we have permission from participants to reach out to grocery stores, we can use their rewards cards as unique identifiers and track the items they’ve actually bought. In addition to the primary benefits of health, we are passing along discounts from those stores to the members for items which show good nutritional scores – so healthy food has become more affordable.</p>	<p>Food is very diverse; very fragmented; and hard to comprehend for many people – it’s also very politically driven. So fear of taking risks is one of the biggest challenges to innovating in this industry. Fear of failure in general is the broader challenge – its human nature; you don’t want to be on wrong end of decision making process.<br /><br />The scale of the problem of unhealthy eating, and the confusion and lack of education surrounding it, is intimidating for companies. So we took the challenge and broke it down into small boxes.  People are surprised to hear that I did not use new data technologies when we started NutriSavings; but what we did was use them in different ways. It was the business model we needed to primarily solve, so we used technologies my team was familiar with.</p>	<p>Nutrisavings is a spinoff from a large parent company, Edenred, and the innovation culture is very different. When you’re a publically held company you tend to be more conservative. For me, there are two kinds of innovation – technology-driven, and customer-focused. Edenred has a strong innovation philosophy called “Customer Inside,” and we have built on the idea of focusing on a customer’s journey, and focusing on it step by step to figure out how to improve it.<br /><br />I believe innovation requires one more attribute in your teams – not taking ‘no’ for an answer. ‘No’ is just the beginning of a discussion at Nutrisavings. But a key to being disruptive for us is going with your gut. I like that famous story about Henry Ford, where he was asked: “Before you built you automobile, did you go and ask what people wanted?”, and Ford responded to the effect of, “No, because people would have said they wanted faster horses." At some point you need to stop asking and use your gut feeling. If you, as my business partner or client come with a question, I will not say I have all the answers– but we will tell you we will figure out answers together. The mindset is more important than the tools.</p>	<p>Big data and personalization. Eventually, our nutritional scores for the same food item will be different for different individuals, depending on their unique needs. If any of us has prior conditions or allergies, the recommendations change. The cloud is helpful because it gives you scale, but I’m not looking for analytical technologies which can process large amounts of data which can create actionable personalized content for my audience. Keep in mind we are trying to create a scalable model scaled throughout the country – so if you are buying spinach or eggs or chicken, I need to give you relevant and easy to understand content.</p>	<p>The pace of technology innovation is breathtaking. I’m scared to go to bed because, I know when I am sleeping, the world around me is constantly changing. And I don’t want to miss it! This is best time to be in technology. And there are so many exciting new business models; such wonderful applications for things like crowdsourcing.<br /><br />What Tesla has done with its battery technology and its open innovation approach is very interesting. Patents create turf wars, which can put constraints on innovation, but we’re seeing the end of turf control in some industries. With the approach Tesla is taking with open innovation, imagine the multiplier factor we’re going to see; it’s mind-boggling.</p>	Niraj Jetly	View Edit Delete
44	<p>As CEO of Modria—the pioneering Online Dispute Resolution (ODR) platform—Scott Carr provides businesses and government agencies globally with a transformational tool for fast and fair resolutions, customer service efficiency, and even brand loyalty. The model provides a unique pathway to justice and institutional trust for global consumers, and is rapidly growing beyond transactional disputes. After 15 years of development and technological enablement, ODR itself has surged beyond its initial brief of legal cost savings and eCommerce complaint solutions to become a game-changing catalyst for brand building, civil justice access, and marketing intelligence. Carr says that between one and three percent of all transactions go wrong each year, and that clogged Small Claims courts are unable to cope with either the volume or the cross-border jurisdictional nature of online disputes, while consumers have neither the time nor the resources to pursue them through traditional channels.</p>	<p>We have created an online platform for online dispute resolution (ODR) that can resolve disputes of all kinds from eCommerce to relational disputes, and we are available to companies, government agencies, and ADR organizations, to deliver fast and fair resolutions across these categories. We have done a couple of things that I think are unique. One is that we built a configurable platform that has all the modules of dispute resolution that can be snapped together in different ways to solve particular needs. No one else has built a platform like this. We think of online dispute resolution as a business process or a civil justice process, and it is kind of like how salesforce.com created the CRM category—we have not seen anyone else do that for DR; it is like this underserved business process. Secondly, we built a team with a unique composition of experts, mediators, arbitrators, and technologists. Some are experts in building technologies in start-up environments, some have done international Mediation and Arbitration work, and some are just experts in ODR. No one else has assembled a combination of talents like this. We design the resolution journey, and in that way, we bring people together.</p> <p>The platform is a click away on websites where you are transacting your business: an online marketplace, or a merchant’s website, and in some jurisdictions on an ombudsman site. We are increasingly working with ombuds organizations, especially in European jurisdictions. Europe has started to pass laws that require online businesses to provide online dispute resolution. In addition, we have innovated a SaaS-based business model focused on the value of making our customers’ customers happy. We deliver our platform as a service subscription, and the price depends on the number of disputes the customer runs through the platform. The more disputes you have, and the less you pay per dispute. We deliver value by making it more efficient for you to resolve a dispute—including resolving it through automate software—and making your customer happier.</p> <p>ODR is changing the traditional customer service role: Modria is reducing the number of customer contacts in the call center for a problem transaction, and freeing the agents up to do more account management, up-selling and outreach into the customer base. In customer service, for a typical US company, if I pick the phone up and call, and they answer my call and try get me a basic outcome, it is going to cost the company about 12 dollars for labor, technology, telecommunications, and overhead. That is before they pay me any compensation. Our system brings that cost down from 12 dollars to four dollars and eighty cents. We do that through the reduced contacts because we are resolving issues in software; for marketplaces, we resolve issues between buyers and sellers without CS having to get in the middle. We typically serve the space that you might classically think of as Small Claims. Our disputes usually involve 25,000 dollars or less, but resolutions are tailored and often involve solutions beyond dollars that might satisfy the customer. With an eCommerce site, the value is often 25 dollars to 150 dollars, but we also, for example, resolve insurance disputes. We have a large caseload in the state of New York, and with New York No Fault insurance those claims are higher because they are related to medical bills, but they are still not millions of dollars.</p> <p>We have spent a lot of time innovating the user experience, and trying to package up what we call resolution flows. What we see is that there are patterns of commerce and the disputes that arise from them. A typical problem we see from customers is that they didn’t get their item. Or they did get their item, but it was not the way it was described on the website. We innovate by pre-building the resolution process, so we give our customers a jump-start when it comes to deploying online dispute resolution. They do not have to start from a blank piece of paper. We synthesize decades of experience in this. We are working with major airline companies on delayed flight compensation, and so far it is working well. If your flight was six hours late, and you missed a meeting, how do you build that resolution flow and make it available to multiple jurisdictions?</p> <p>Most disputes are resolved in the diagnosis and negotiation phases, and then there is also a neutral party in the mediation module. Beyond that, there is the arbitration pathway that also sees resolution in a short time, relative to the courts. We are now in a regulated process; decisions are typically given by retired judges who are arbitrators. All their decisions are published online, and are searchable. In a lot of ways, it looks like an online court, and is legally binding—a process the injured party opts into.</p>	<p>I think there are two things that hold back innovation. One is that people look at disputes as just customer service—to answer the phone and quickly dispatch an answer—as opposed to realizing that when a transaction goes wrong, companies or government agencies need to provide a resolution process that’s not just giving them a return. We have a bit of resistance, and you need a change in people’s thinking to realize that what customers want are resolutions, not talking to customer service agents. When our customers shift our thinking in that simple way, we can suddenly use technology to deliver resolutions with benefits for both parties.</p> <p>Also, customer service is usually seen as a cost center. When we try to bring innovation here, customer service teams see how this can transform the customer journey, and they can see how the economics are aligned. Our service often reduces the number of contacts into the customer service center, because people just work it out, or our software provides a resolution for the customer without a customer agent having to interact. Part of the enterprise challenge is to get companies to realize this is a sales and marketing benefit. This goes directly to your brand, to your customer retention, and it goes to Net Promoter Score (NPS) or customer referral. You must think broadly, and that can be a challenge to adoption.</p>	<p>We always have a bit of R&D running, even though we are a young company. Innovation is encouraged within a framework we call “Listen, Learn and Innovate.” We drive innovation based on what our customers are telling us, and we use that to enhance the technology and the product. We aggregate data across the disputes platforms, in an anonymized fashion, for the benefit of all customers to improve the platform. What I have learned at Modria is that every time I turn to anther industry, I discover a category of disputes that have probably impacted my own life in the past, and that I wish I had had a mechanism to resolve.</p>	<p>Technology innovations you will see from us is the use of machine learning and AI to learn from our customer dispute volumes, and to tune policies to auto-resolve issues when we can. Based on the pattern and behavior our customer’s customer has shown via the platform, if we know what the answer is going to be, then why are we sending them to a customer service agent? Let’s say we are serving an online marketplace: when a customer clicks “I have a problem,” we ask them some questions. We take them through this diagnosis process. If in answering these questions, we realize 99 percent of the time the answer is going to be X, we can offer that solution right then and there. It might be as simple as telling them: “A replacement is on the way; it’ll be there overnight.”</p>	<p>I think this use of data and AI is changing our lives in ways we don’t even expect. I watch my granddaughter interact with technology, and people talking to their phones, and I watch Uber self-driving cars in San Francisco. The most interesting innovation to me is the way that software is going to become intelligent, and essentially become our companion as we travel through life. And it is sneaking up on us from a social perspective in ways people are not anticipating.</p>	Scott Carr	View Edit Delete
67	<p>Antony (Tony) White is Executive Chairman, enChoice. He has extensive experience in launching, developing, and managing technology-based start-up companies. He was instrumental in founding both of the predecessor companies to enChoice, namely ICI Solutions, Inc. and en technologies corporation. Tony is a pioneer in the ECM industry, having been active in the segment since 1989. His prior career included 15 years with IBM, where he advanced to a senior position before leaving to launch a start-up.</p> <p>Hidden in plain sight as unstructured content, a treasure trove of information lies in corporate repositories just waiting to be unleashed. If AI can discover, search and interrogate this content, then it will be able to deliver key business insights — and, ultimately, a powerful competitive advantage.</p> <p>But companies still need convincing.</p> <p>“Every organization has a natural resistance to change, especially when it comes to investing in something that’s not yet proven,” says Tony White, executive chairman at enChoice. “But today, you need to be technically innovative to be competitive.”</p>	<p>It’s a great question, because it really goes to perhaps the most important aspect. I just have one word to address that question: belief. You have to find something that you buy into, believe in, and then make. So what does that belief comprise? It’s a belief that must be acceptable for the business, in terms of market innovation and acceptance, and something that your people can really buy into.</p> <p>In our case — we’re a 30-year-old organization — our strong belief was that there was just too much paper in the world. The key to the future was to digitize paper and employ it in business processes. While we weren’t the first to believe in that, we were one of the very early companies that commercialized this area in the mid-market. It was a critical component of how we started.</p> <p>Although it took an awfully long time, this belief turned out to be very accurate in that it developed into unstructured content. All the various kinds of content in an email, e-business, social media videos comprise unstructured content, which is 80% to 90% of all the key information in any organization. In those days we just called it imaging, which was converting paper documents to electronic content.</p> <p>With AI emerging, unstructured content emerged as a key resource for AI. We sort of got into a sweet spot. So that's how I believe we validated  our belief and culture.</p>	<p>We have to convince our customers to believe that unstructured content is definitely a component for AI and business processes, which changes the way organizations do business. It’s easy to establish the principle, but the the how has to be convincing.</p> <p>It’s impossible for any organization to have the skill sets across all the components needed to make any company technologically self-sufficient. This is a real challenge for our customers but also where enChoice can provide the solution..</p> <p>One of the things that every organization faces is a natural resistance to change. No one likes it when something new comes out. Yet we’re asking people to completely uproot traditional ways of doing business and invest in something new that, in their eyes, is not proven.</p> <p>To me the biggest impediment is, how do you convince people to spend a lot of money — to do it properly doesn't come cheaply — and make that change. It’s a challenge because there have been past failures of key technology projects and often someone gets fired. Everybody wants to hang on to their job.</p> <p>But you still need to innovate if you want the benefit.</p>	<p>Innovation has always been part of our life, part of our culture, because we’re in a rapidly developing industry. Our people want to be on the forefront and constantly bring us new ideas, especially the new generation who are extremely digitally aware.</p> <p>In our case, we got into the right area but it was very painful for a long time. Very slow adoption. Then recognition emerged that digital automation is a necessity for the future of every organization to be competitive.</p> <p>Imagine a cake where AI is the frosting on top. Your cake is your massive, unstructured content. It is not easy to manage and leverage it. So there’s a huge pool of unrealized resource — unstructured content — that we've been fortunate enough to get into. We still have the problem of convincing organizationsthat the risk can be managed and the payoff is huge.</p> <p>Now we can honestly say it's key. Our expertise in unstructured content fuels the AI journey, and we hang our hat on it.</p>	<p>We deal with large companies that know AI is critical to be competitive but don’t know what to do about it. We have the capability to get the unstructured data needed for AI, and big companies partner with us because of this.</p> <p>Anybody can use Chat GPT to write an essay, but how do you apply AI to your business? It’s a much more complex question. The reality is there's a lot of work and a lot of preparation and understanding needed.</p> <p>But process innovation, like I said earlier, runs into resistance to change. Companies cancel projects because they can’t get users to accept the new technology and new way of working. Successful projects happen when top management buys in and insists on the change. While this may be a little painful, it almost always pays off in the long run with improved competitiveness and efficiency, higher profitability and employee morale.</p> <p>One of the ways companies can ease cultural change is to tie the new technology, new way of doing things, new innovation to something that benefits society or, if you like, the planet.</p> <p>For instance, we’re involved in helping threatened species. We provide technical support for a project called SPARK, or Sentinel Protection Against Rhino Killing, aimed at keeping rhinos from extinction. The project leverages the Internet of Things and AI. It’s a good, positive thing. Our employees love it, and our customers love seeing us doing something outside of selling.</p>	<p>Strategy is changing the cost benefit equation. How do you show what is worth doing? That's the challenge for all of us. The good news is that the current availability of tools and technologies, from the cloud, containerization and subscription pricing, has changed the equation for so many companies and projects. Everything is more feasible and effective, and so we can do things that we couldn’t do before.</p> <p>We know technology has made things more efficient. Just take a look at workflow in insurance. Paper documents used to float around, and it would take two weeks to process a claim. With digitized content, it takes only two days. Now we have pictures showing how many filing cabinets we’ve saved just among our current customers. You couldn’t fit them in a room.</p> <p>We still scan paper documents and manually enter them in the right place, but now we can start using AI to pull a lot of the information off a document.</p> <p>These are the things that take away the drudgery, drive innovation, and help you become more competitive in a challenging marketplace. It’s absolutely worth doing. Now you have to take the leap and do it.</p>	Tony White	View Edit Delete
37	<p>Andria Long - VP of Innovation at Johnsonville Sausage - believes that effective innovation is, most centrally, about delivering on the ideas which actually solve consumer needs in a differentiated way. When it comes to innovation, her first question is: "what differentiators are consumers actually willing to pay for?"</p>	<p>We are a deeply entrepreneurial company, founded by a family of entrepreneurs and we are still family-owned today. It’s no accident that we are ranked number one in our category. Ideas are not the hard part; rather, the challenge arises from actually delivering on those ideas.</p> <p>Everything can be made better, and I do mean everything. Differentiation is critical, but we’ve found that you can skip some traditional steps in innovation: weeding through ideas and holding ideation sessions, and waiting for “perfect information” can hold up the process needlessly. We are focused on the front end – delivering on real insights of what consumers need. </p> <p>In the CPG industry, driving competitive advantage from innovation techniques is all about figuring out and meeting a consumer's unmet need in some new or different way. It is learning how to balance the risk and reward of how much you know with the amount and depth of information and research you need in order to make a decision. You're never going to have perfect information. You need to achieve that precarious balance of using good business judgment combined with enough consumer research to confidently approach the market. </p> <p>The success we’ve had with the Fully Cooked Breakfast Sausage is a great example of delivering against a trifecta of insights. We found that convenience really is key for time-pressed consumers. We also thought about how consumers actually use products. It turns out that not everyone eats 12 sausages at a time, so we used re-sealable packs. And consumers want to see their foods, so we use clear packs. In essence, we lean in on where and what we need to know versus what is nice to know. Companies that do this well will have competitive advantage over others in their industry and will have greater speed to market. </p>	<p>The fear of failure impedes innovation because it is always easier on an existing business to know what lever to pull versus leaning in on a completely new initiative. Innovation is fundamentally contrary to human nature in that it requires willingness to change, willingness to fail, and a willingness to accept the unknown. Add to those challenges the natural inclination to form attachments to one's own projects. Innovators have to be able to kill initiatives, be agile, and shift when necessary. Failure is not failure if you learn from it. But if you fail and don't know why, then that is a concern. </p> <p>Another impediment to innovation is cross-functional collaboration. Innovation needs to be a top priority cross-functionally, but cross-functional teams often have multiple projects and initiatives across different business units, so ensuring that all of the leaders across those business units are working together towards similar goals with similar priorities can be a major challenge. </p>	<p>In recent years we have seen a dramatic increase in innovation-centric roles. This is due to the recognition that companies need dedicated resources, both people and financial, and dedicated leadership to accomplish innovation. In the past, innovation was a part of someone's job, and it is really hard to manage a base business with short-term goals and also try to deliver longer-term innovation goals. Also, not every person who manages a base business is also the right person to do innovation. So it wasn't that innovation didn't exist before, but the shift is in the discovery that it is essential to have those dedicated roles for innovation. The growth in the importance of designated roles has also led to higher visibility of those roles and as such we are seeing higher involvement from the C-Suite - which helps innovation to become better integrated in the overall company structure. Now, there are dedicated resources - both people and financial - dedicated roles, dedicated cross-functional teams, and a designated executive leader.</p> <p>At Johnsonville Sausage, we have found that the fundamental requirement is giving employees the freedom to fail. We've talked about the fact that fear of failure impedes progress. With the plethora of information out there, it is easy to iterate something to death in order to decrease risk, but not only can that iterative process dilute down what was once a great idea, we've also seen that in a rapidly-changing environment, those iterative processes can impede agility and speed to market, thereby contributing to a loss of competitive advantage. We've found that our organization itself and the people within it need to be comfortable with a rapid pace of change, and a lot of change, and as innovation leaders we have to be the champions of that change. </p>	<p>The pace and rate of change in our industry is dramatic. Three of the companies I worked for in the past 10 years no longer exist. The churn rate is phenomenal. The average lifespan of an S&P 500 company used to be 61 years; now it is 16 to 18 years. Fortunately, Johnsonville is already over 70 years old, and more relevant to consumers than ever.</p> <p>I like the comment by Peter Senge, from “The Fifth Discipline,” which may help account for the success we’ve had: “The ability to learn faster than your competition may be the only sustainable competitive advantage than you can ever achieve.” CPG companies who are able to shift and respond to the rapidly changing environment, use relevant consumer insights without getting bogged down in process, and get to market quickly will succeed.  The ones that don't have a very good chance of being replaced by more agile competitors. </p>	<p>Well, as a commuter in Chicago, I can tell you that one innovation I particularly like is Passport Mobile Pay. Its revealing for me that, on top of a $3 parking fee, consumers are also willing to pay at extra 50 cents “convenience fee,” to pay their parking from their device, and not have to bother locating the parking pay station. And as a beer drinker, I like Yeti colster. I’m always on the lookout for something to keep beverages cold, and I bought a Yeti colster, and it is phenomenal. Again, it tells you something that consumers like me are willing to spend $35 to keep their drink cold – that’s amazing. I’m also a fan of what Hello Products are doing in the oral care space – breaking category molds with design and consumer-centric thinking.</p>	Andria Long	View Edit Delete
39	<p>Alex Blanter is a partner and leader of A.T. Kearney's innovation practice. Armed with over 20 years’ experience in driving high-tech business growth in Silicon Valley and beyond, Blanter is a global thought leader on new technology deployment for enterprise-scale businesses, and on novel solutions for complex problems.</p>	<p>This technological and business model transformation we are living through actually requires companies to innovate differently. The set of innovation practices companies could rely on to stay in the game – even recently – are no longer sufficient. In the past, and even the most recent past, the main philosophy was that innovation is a science – that you can go through a number of predictable steps: create new ideas; decide which ones to invest in; have an efficient development engine that gets those ideas to market; and manage your portfolio in the marketplace.</p> <p>What’s happening now is that the level of disruption is such – and the level of fluidity is such – that this is no longer enough: you now need to plug into the ecosystem of these new technologies, and monitor your broader role in the marketplace. I explain it to companies this way, especially for larger enterprises: you need to play the long game fast.</p> <p>As we know, the capabilities deployed from new technologies allow you to do amazing things. But out of those 50 amazing things you can do, we assess which of those will actually deliver the most value within your timeframe, and what you need to do within that timeframe to take maximum advantage. Some of these technologies, and corresponding opportunities, are mature enough that you actually need to jump on the bandwagon and start developing a product right away, or start implementing a feature. Some technologies (and business models) are farther out, and therefore you shouldn’t do that – but you do need to engage with the ecosystem and monitor the development of those technologies so you are in the flow, and are not left behind.</p> <p>Whether you look at IoT, or AI, or Big Data, or any one of those fundamental tech shifts – and even the business model shifts – we see that they are affecting the majority of the industries in a way those industries are not used to. Companies are either seeing real benefits or are suffering.</p> <p>Take IoT, for example. If you think about being able to source granular data in real time, process it and effect change back in the physical environment, you can think about all kinds of examples of solutions. Look at LA, where drivers lose millions of hours a year just looking for a parking space.</p> <p>If I can instrument my parking garages so that they can show the absence and presence of cars in specific parking spaces, and if I can couple it with positioning sensors in the cars so I can understand where they are going, I can actually create predictive models where I can direct drivers to the places which <em>most likely</em> have open spaces at the time of their arrival. I can even predict when a space will likely <em>become</em> available, or at least predict turnover on average stays. I’ll know that 15 cars are leaving every 5 minutes. If I install sensors in various places in this whole use case – then think of it as a use case with multiple players – parking garage; traffic controls; individual drivers. I can actually collect and connect that information to optimize the whole use case and deliver value to multiple players at the same time.</p> <p>At a strategic level, we’re helping companies figure out how technologies like IoT present a potential for disruption: in some cases, fairly minor, which can be dealt with in the normal course of business, but in other cases, the disruption will be fundamental. And the challenge is not just that they will be fundamental, the challenge is that they will sneak up on you. These start as an interesting curiosity, but before you know it, you are behind the curve.</p> <p>Industries with significant capital assets like oil & gas are not going to be displaced by the next Internet company, but they can be materially affected from a competitiveness point of view. If some competitors start instrumenting their assets and increasing their asset utilizations – e.g., predictive maintenance based on predicted wear – that will be a competitive game changer that will demand a response.</p> <p>Let me give you another example. Let’s say you have a logistics company with warehouses, which you might think is not a very cutting edge business. You will find that as simple a thing as a garage door can be the focus point for a significant opportunity. Residential garage doors in the U.S. have some level of automation at around 80%, but only about 30% of commercial doors are instrumented in any way. By 'simply' installing automation and the sensors on the garage door, you can significantly reduce energy consumption, because you’re otherwise losing all that heat or AC to the environment – and who thinks about keeping the door closed? There is nobody in charge of closing the door within 10 seconds of a truck coming in. Then you go a step beyond that – with algorithms that allow me optimize goods and truck flow through those doors, and that creates additional opportunities from the same technological solution.</p> <p>At A.T. Kearney, when it comes to innovation and disruption our differentiators are three-fold.</p> <p>First, we have a very deep understanding and knowledge of the industries in which we operate. So, for a project we did recently for an insurance company, we brought our financial services group and our high-tech group together, both to the pitch and the project.</p> <p>Also, because many of us here are engineers or technologists by training, we come into all of that with a very pragmatic lens. Its very easy to get completely absorbed into the hype: “Okay, robots and Big Data are taking over the world; AI is the next best thing since sliced bread; IoT is nirvana.“ And to present big messages and great forecasts.  But where it becomes valuable for our clients is our ability to actually translate that into what it means for their business, now and in the medium and long term, and how they need to respond to it in very pragmatic terms. Very few companies have unlimited money – therefore, while you can have the best strategy, you still need to be able to make the right choices.</p> <p>A third differentiator is that we are truly a single global partnership; there is no friction in bringing together our capabilities in the Silicon Valley and in Korea or Germany. Many of our competitors are regionally or even locally structured, so they have a more difficult time in bringing a global perspective to bear. What we can help companies in a very collaborative, open way, is to really drive to a better set of choices that will allow them to do what they need to be successful in this ever-changing landscape.</p> <p>Beyond the right choices, companies are faced with the need to incubate things that have a much longer gestation period. If you are an automotive insurance company, for instance, instrumenting all the cars in order to take all their information will change your business model, from a statistical, actuarial model to an individual use model. But you’re not going to instrument old cars en masse, only new cars, and you’ll need to achieve fleet thresholds  – so its a 5 or 7-year horizon. Look at what’s happening at Intel – the pre-eminent chip company is laying off 12,000 people, and its because they were not fast enough; not agile within the ecosystem when it came to mobile. With the new technologies, that agility will be even more important.</p> <p>I have looked at how innovation has evolved, going way back. In the Middle Ages innovation was mostly considered magic, and the winner became a tribal chief and the loser possibly was burned at the stake. In later centuries it was then driven as art, and it evolved to a more or less a science by the end of the 20<sup>th</sup> century. We are in transition right now, and it is now fundamentally culture driven – a culture that requires rapid experimentation and constant involvement in the ecosystem.</p> <p>Even the recent past, when you were innovative, your prize was your position of dominance in the market.  What you have now as a prize is simply an opportunity to innovate again; that’s all you actually get. Just science isn’t enough; you actually have to change the DNA of the company to innovate differently.</p> <p>Different industries will move at different speeds. The number of technologies that are now available for a broader set of industries and how those technologies interplay with each other is fundamentally changing the business environment.</p> <p>Before, you had communications and computing at certain speeds, and sensors at a certain cost – when you put them together, each of those things was useful, but they were not reinforcing each other. Now they are all at the level of cost/performance where you can put them together in a way that creates completely novel outcomes. They are no longer additive; they are multiplicative.</p>	<p><em>In a major presentation to executives in Silicon Valley last year, entitled “Rethinking the 'How' of enterprise innovation,” Blanter listed some key obstacles to innovation within large organizations, including:</em></p> <ul> <li><em>Stable – and somewhat frozen – business models;</em></li> <li><em>A complex regulatory environment, and resulting risk aversion;</em></li> <li><em>Culture of large organizations – with its premium on current performance and business stability;</em></li> <li><em>Legacy infrastructure – and significant costs to re--platform.</em></li> </ul> <p><em>He added: “Addressing these challenges one-by-one is a losing proposition. A change in DNA is required.”</em></p> <p>Blanter told BPI:</p> <p>“The incumbency curse is real. And old innovation methods will deliver old innovation results." Organizational inertia is a real challenge; every large enterprise is struggling with the notion of delivering value today, with adapting and adjusting to delivering value tomorrow. And the metrics are built for the very short term.</p> <p>Playing the long game fast. The majority of innovations, when they are just starting out, are not material enough to a big company to matter. Therefore, one of the biggest challenges to innovation is to figure out how to stay the course with these small but very new projects, while at the same time executing on the business plan for revenue. You simply don’t know which of the twenty small projects are going to be the next great thing.</p> <p>Look at Amazon – one reason they are so successful is that, for many years, they told a story to the street that they were not expecting to be profitable in near future. That allowed them to plough money back into the business – like echo device or cloud services. Most regular companies would never have had the foresight to do that.</p> How many companies are actually able pull off not just the story, but the execution? It comes down to DNA of the company.	<p>Culture isn’t an objective; it's a means to something bigger – growth or profitability or competitive advantage. We don’t want to destroy value – there are countless examples of new CEOs turning companies upside down just for the sake of change, and destroying value.</p> <p>But many large enterprises are clearly not evolving fast enough, with average tenure of companies in the S&P500 dropping by 80%. So we look at the culture through the lens of the journey the company has taken; where the CEO and the executive team wants to take the firm, and what things need to change, and for what purpose.</p> <p>To measure innovation the right way, you are actually introducing a level of discomfort into the organization, because that’s a mechanism to change culture. You can’t just delegate innovation to people in the corner, you actually need to change the culture – and that is probably the most difficult thing to do; certainly, more difficult than changing strategy. You want to amplify the right messages and behaviors, and to create barriers for the wrong ones. One interesting metric for innovation is revenue from new products. But what is a new product? – that’s actually not a trivial determination.</p> <p>Removing organizational barriers and silos, and all the normal problems enterprises grow up to have – difficulty in collaborating across regions; difficulties in taking risk; difficulty in connecting engineering with manufacturing; difficulty in driving revenue from new products; it is all a challenge for changing culture.</p> <p>On metrics: We worked with a semiconductor equipment company, whose main business is equipment, but they also have a significant services and spares businesses. We found that the innovation measure for their equipment business needed to be very different from their innovation measure for their services business.</p> <p>Conversations with our clients start at the business problem level – some of those are actually big enough to require culture change.  Within Kearney itself, we try very hard to practice what we preach in terms of an innovative culture. We have put in place mechanisms for collecting ideas; we have a global innovator competition, where winners get real resources to implement those ideas. We look across our client portfolio, and look at which project was most innovative, and what lessons can be learned from that.</p> <p>But we found that the infectious impetus of personal passion can also drive culture change. We do a lot of work in the digital space, but we started with a number of partners and staff who were simply passionate about innovations in that space, personally, and that had its own momentum. </p>	<p>The transition we are in is being triggered by a collection of new technologies, not a single one. But, okay, take 3-D printing.  Some people believe that this will disrupt manufacturing overall in the near term. Yes, it will materially impact how manufacturing is done, and, yes, it will allow people to make things locally, versus globally. But I don’t think it will change manufacturing in the near term; the installed base is just too great.</p> <p>That said, I would argue that the impact of 3-D printing will be much greater on design: it will allow design engineers to design parts that could not be made now, and especially in designing simpler, more reliable products with fewer parts. Its value is disruptive in nature in the short term, rather than a huge monetary impact. Cars are not going to be 3-D printed in 3 or 5 years, but the design of cars will start changing because of it.</p> <p>Big data and analytics will bring a level of insight that was never possible before, for a broad range of industries, and in ways those companies can start taking advantage of it in more explicit ways. I think the number and variety if business models companies will be able to deploy will increase significantly. Insurance is a good example – when companies start to charge on actual use, rather than on statistical models, that’s a very different business model, leading to a very different relationship with the customer.</p> <p>If I look at large industrial equipment: at the moment I make it, I sell it; you pay me to use it. What if, now, I can instrument that equipment to better manage it, so that I can guarantee things to you that I could not guarantee before?</p> <p>The Nest Thermostat started as a replacement for individual consumers to regulate their private heating and cooling. Yet it is emerging as a remarkable tool for power utilities – because it has information from individual homes, the company can go to the power utility and say: “in this part of the grid, by making very minor automatic adjustment to the temperature, we can reduce your peak load requirements, so you don’t have to bring additional power plants online, or build them.”</p> <p>Business models based on a combination of integrated technologies – that’s the game of the future. Its not jumping on the bandwagon of a single technology, partly because none will deploy fast enough, especially in the industrial space. A lot of companies underestimate this potential.</p>	<p>The whole proliferation of sharing business models, enabled by technology, is something no one saw coming at this level.  You have a set of underutilized assets – like homes or cars – and what is fundamental about this is that a set of technologies and business models increase utilization of physical assets, and that is profound. Because if you can do it with cars and homes, you can do it with anything.</p> <p>The whole notion of AI is exciting, in terms of the convergence of technologies. Look at what Kaiser is doing in Healthcare; they are at at forefront making patient records not only electronic, but minable.</p> <p>With a good enough data structure, you can start to look at prevention, not just  treatment. A patient was recently diagnosed in an emergency room by referring to data from the person’s FitBit.</p> <p>Novel ways to use technologies; that’s what is exciting for me.</p>	Alex Blanter	View Edit Delete
54	<p>“Innovation has become the fundamental aspect of all development; without it there can be no progress in the Property Industry,” says Leslie Fivaz, CFO for ALW Properties in Johannesburg, South Africa. Johannesburg is South Africa’s economic powerhouse and one of the fastest growing emerging market cities in the world.</p>	<p>ALW Properties is a small yet dynamic and innovative property management and development company with its head office based in Norwood, Johannesburg, South Africa. We are a team driven by a passion for environmental conscientiousness in the design and development of commercial office properties.</p> <p>Our latest flagship development, Atholl Towers, in Sandton Johannesburg is an environmentally innovative office building, offering world-class AAA-rated, 5 Star green office space for commercial property letting. Up to 50 percent savings are offered on energy and water costs, which is accomplished through:</p> <ul> <li>Recycled heating</li> <li>Energy efficient lighting and motion sensors</li> <li>Water saving fixtures and rain and ground water harvesting systems</li> <li>Waste recycling facilities</li> <li>Low volatile organic compound paints, adhesives and carpets</li> <li>Recycled and locally sourced building materials</li> <li>Energy efficient “REGEN” elevator facilities</li> <li>Cyclist facilities</li> </ul> <p>We are determined to be and to remain responsive to a rapidly changing industry dynamic.</p>	<p>South Africa’s commercial property market is facing many challenges. A number of factors are causing both local and international buyers to put off purchases until they have a clearer picture of where the country is headed. Factors include: Rand weakness, high inflation, weakening metal prices, ongoing violent strike action, a rising trade deficit, continuing uncertainty regarding property rights and land reform, high levels of crime, weak service delivery, and political in-fighting. Increasing input costs such as labour, electricity, water, property rates and taxes and raw materials, as well as skills shortages, and credit downgrades are further undermining South Africa’s social fabric and spooking investors.</p> Yet it is not all doom and gloom. Confidence in the real estate sector has improved; there are suburbs across South Africa which are performing well, and property values are improving. The Property Industry is an extremely innovative industry full of people with innovative ideas and entrepreneurial spirit who continually find ways to counter the challenges. Encouragingly, industry observers continue to state that there are good reasons to remain confident in South African properties as an asset class.	<p>There is no doubt that within the next few years the Real Estate Industry is likely to look very different from the way it does today. There is recognition that patterns of demand are changing and the most forward-thinking companies and people in the industry are creating products that cater to the changes. Companies like WeWork and Regus are taking service offices to the next level by building sophisticated collaborative workspaces for entrepreneurs and professionals. They understand that the shift toward online business has not downgraded the importance of social interaction, but that there is massive demand among companies and individuals for environments in which they can talk to each other, generate ideas, and innovate.</p> <p>Innovation is enabling the property industry to make the most of one of its most important characteristics: that it is a people industry. New technology and disruption are not leading to a depersonalisation of Real Estate; quite the opposite.</p> <p>Steve Jobs says that “Innovation distinguishes between a leader and a follower.”</p> <p>In Property, change and innovation are a given. In fact, they are key imperatives for any successful Real Estate company seeking to stay ahead in a rapidly evolving and consumer-driven marketplace.</p>	<p>New technologies are having a surprising amount of impact on the property industry.</p> <p>For commercial property owners, sustainability is more than a trend – it’s a glimpse into the future. Sustainability is one of the biggest drivers of innovation in today’s economy – and the commercial property sector is no exception. As the demand for green-friendly office spaces increases daily, particularly with millennials, building owners are embracing sustainable designs that lower monthly costs and reduce the building’s carbon footprint.</p> <p>With cities around the world growing fast as development spreads to almost every corner of the globe, resources are scarcer than ever. Building materials, water and electricity will need to be produced, consumed and recycled efficiently to support the planet’s growing population. The recent drought in South Africa, which brought water rationing in its wake, as well as the decade-long Eskom crisis with its annual electricity tariff increases, have inspired property owners and tenants to take action.</p> <p>Commercial buildings that feature independent power generation (through solar energy systems) and smart water recycling, are becoming increasingly popular with tenants – especially the younger generation of startup owners. Lower monthly utility bills are good for every company’s bottom line. At the same time, environmental stewardship is an essential part of prominent brands, from SMEs to large corporates.</p> <p>While Green Star ratings are typically given to new developments, it’s still possible for older buildings to shed their large carbon footprints and remain desirable. Many developers, including ourselves, are actively engaged with this process:</p> <ul> <li>Solar power systems and geysers can be retrofitted to some older buildings, as long as the building’s structure can accommodate them safely.</li> <li>Energy-efficient lighting, air conditioning and office equipment can be fitted to almost all older buildings, reducing monthly consumption and utility bills.</li> <li>Some older buildings in up-and-coming areas can be renovated and re-purposed using green designs, giving them a new lease on life.</li> </ul> <p>With years of load-shedding, double-digit increases in electricity prices and now a catastrophic drought, South Africans have come to appreciate green features the hard way. The demand for green features will continue to increase as the high cost of utilities, along with electricity and water supply issues, force this to become a key factor in buying decisions.</p> <p>Technology is definitely disrupting Real Estate economics as the demand for eco-efficient buildings rises. Technology is forcing developers to relook at the way they construct buildings. Today, buildings must be low-energy, sustainable, and able to respond to future changes in the climate, technology and regulation. Buildings of the future will all be “green.” The Global Real Estate Sustainability Benchmark, an industry-driven organisation, is committed to assessing the sustainability performance of Real Estate portfolios worldwide; and Europe’s Energy Directive is driving for near-to-zero energy buildings by 2020.</p>	<p>In addition to the call for green office innovation, collaborative workplace organizations such as WeWork and Regus are also knocking down the literal and figurative “walls” and changing commercial real estate dynamics. These flexible, shared office spaces provide various options for companies that either lack the capital or want to divest themselves of the real estate, furniture and services that were previously non-negotiable. These shared spaces are ideal for hosting meetings, and can also act as both on-demand and long-term space for satellite employees, mobile workers, and independent professionals.</p> <p>Many large corporates are realizing that they can dramatically reduce the office space required, not because of a fall-off in business, but rather as a result of technology innovation and changing human behavior, which have reduced the amount of required office space. Companies and employees are able to do more with less space – the very heart of innovation. Spurring this dynamic is the rapid growth in mobility technology, smartphones, tablets, laptops, Wi-Fi and exceptionally fast Internet connections, and cloud-based resources. These technologies have obliterated the need for file cabinets and server rooms – further reducing the need for dedicated IT space. The speed at which technology has evolved means that not only are business people able to take their work around the city as they hop from meeting to meeting, or home in the evening, but they are also able to carry out these tasks and remain cost-effectively and efficiently connected to their team and management.</p>	Leslie Fivaz	View Edit Delete
18	<p class="p1">Thomas White is a co-founder and CEO of the C-Suite Network, which offers services and programs to connect business leaders. From invitation-only conferences, custom-tailored content, C-Suite Radio and C-Suite Television, to the educational programs from C-Suite Academy, the network aims to cover the diverse needs of high-performing professionals. Prior to C-Suite, Thomas started 10 companies in the fields of technology, publishing, market research and corporate consulting. He also holds four patents and is co-author of a book on business process technology, executive producer of radio programming and a speaker.</p>	<p>Leadership must allow people to take risks without fear of being fired. Companies only innovate when they are willing to go outside the box. Out-of-the-box thinking allows organizations to see new opportunities and execute against those opportunities. Change happens when leaders realize they can no longer maintain their vision through status quo.</p>	<p>Status quo. People hate getting out of their comfort zones unless their organizational culture challenges them to make improvements and strive for excellence. Status quo will kill innovation. </p>	<p>We’re never satisfied with the way things are. That doesn’t mean we don’t celebrate our successes, but we recognize that each success is a milestone – not the destination. The day after the celebration, we get back to new challenges that bring us to the next level of innovation and change.    </p>	<p>First, changes in digital media allow everyone to tell their story through video and online storytelling. This flattens the playing field so large companies and small companies have the same opportunities. Second is the use of digital technology used to create more authentic relationships with customers. We now know so much about them and are able to connect with our customers without pigeonholing them into these big buckets of stereotypes. Big data allows companies to reverse the trend of depersonalization, which sends customer loyalty through the roof.</p>	<p>The obvious examples are Apple, Google, Amazon and Facebook, but innovation doesn’t just happen in the venue of big companies. We’re seeing businesses like Dropbox and DocuSign really take off and provide essential services to organizations around the globe. There are also startups like Uber and Fitbit that are changing our society and inspiring both entrepreneurs and larger organizations with their innovative technologies and solutions.</p>	Thomas White	View Edit Delete
14	<p class="p1">Robert David is Director of Corporate and Professional Programs at the University of California, Berkeley - UC Berkeley Extension. He has more than 20 years in key sales and business development operational roles inside several technology companies. He specializes in helping HR and Learning & Development professionals bring Berkeley-quality curricula to their companies through custom on-site training, sponsored tuition enrollments and intensive course program development.</p>	<p class="p1">Within UC Berkeley Extension, education innovation is highly valued. We tend to look for examples outside the organization and compare those with opportunities inside the organization, and then try to create an innovative approach to solving our objectives.  Then communicate the value internally and embrace the change. But that's all very theoretical until you consciously try to do new things or do the same things in a different, more efficient or more effective way. It's very important to work at it. We tend to do 'pilot projects' to prove the concept and see what the outcomes are from both a financial and student satisfaction perspective.</p> <p class="p1">It's also very important to recognize and encourage ideas for innovation from all levels of an organization. These ideas can be simple changes to business processes to large shifts in strategy involving relationships to customers or vendors. Don't underestimate the value of simple changes--in empowering the people who come up with them and in keeping the organization agile and welcome to change. We also like to use successful models or processes in one academic program area and try to apply it to completely different academic areas to see if it will work as a controlled experiment.  Our Dean likes to share examples of how we innovate, or how we focus on quality of student experience, or work more collaboratively in all-staff meetings to inspire staff to bring about change.</p>	<p class="p1">Often it's fear of the unfamiliar or values that don't really welcome and encourage change. However, in today's economy, change and the need to innovate is practically a given. Given the shifts in communication technology that we have all experienced with cell phones, apps, social media, big data...it's hard to dodge the new. It's a way of life now and in many respects, that's an advantage. In higher education, business as usual mentality, highly bureaucratic processes, antiquated systems, risk adverse culture.  In many cases, too, lower level staff often do not feel empowered to suggest changes, or to work across functional departments to streamline a process, or to do things differently. </p>	<p class="p1">My role was newly created last year, so basically everything I tackle requires the organization to respond in new ways. Sometimes it requires some arm-wrestling, but we're making good headway.  Also, I work in education and it's a field that's experiencing tremendous innovation as we explore the opportunities and drawbacks of online corporate learning in all its various forms.   Because we are getting real-time feedback from employers about workforce development needs, our organization is prioritizing the development of innovative 'intensive workshops' to spearhead new program development efforts. </p>	<p class="p1">We are at just the beginning of a wave of new technologies that will help people learn more, faster, and better.   Mobile is a technology that educators are beginning to embrace as part of an overall blended learning experience for both traditional education as well as professional development and corporate training.  It's hard to project what that will look like from here, but it is exciting. Data analytics will help to provide more real-time and better information to facilitate decision-making about course development and offerings.</p>	<p class="p1">Outside the field of education, firms in the biotech and high tech areas tend to best embody the innovation mindset. For higher ed, we can see big changes coming in corporate online education.  The jury is still out as far as what the right business model should be, but we are clearly pushing the envelope as far as the use of online courses and flexibility of the delivery platform. </p>	Robert David	View Edit Delete
19	<p class="p1">Jorge is a global Innovation Insurgent and author of the innovation blog <a href="http://www.game-changer.net/"><span class="s1">Game-Changer</span></a>. </p> <p class="p1">Jorge is known as the Puzzle Builder and Pain Reliever by companies such as FedEx Ground, TelVista, The Jumpitz, Tuni&G, IOS Offices and Chivas USA. This is because whether it's planning and executing strategies to improve processes, helping companies "wow" their customers, or creating new capabilities, products and services and launching them in the market; he's done it.</p> <p class="p1">He is the Co-founder and Chief Strategist of Blu Maya. Connect with Jorge on Twitter <a href="http://www.twitter.com/jorgebarba"><span class="s1">@jorgebarba</span></a> and <a href="http://www.linkedin.com/in/jorgebarba/"><span class="s1">LinkedIn</span></a>.</p>	<p>Leaders that want to build an organization that innovates consistently must provide three things to employees: freedom, support and challenge. Those are the key ingredients needed to accelerate innovation in any environment. In other words, you can put it like this: Have bold goals, get out of the way and reward people for trying. The last point is very important because when people see that getting rewarded for trying, not getting punished, is like a badge of honor; they will start giving a damn. Try it, you'll see.</p>	<p>Innovation is as much about attitude and perspective as it is about process. So, the impediment to innovation for large organizations, today and forever, is human nature. The fear of losing what one already has is probably the most pervasive bias of all, and it reflects itself in how enterprises behave in the marketplace. There are some forward-thinking organizations that deliberately keep biases at bay by doing specific activities that force people to expand their perspectives, experiment and try new things, and collaborate with people outside their domain. The activities themselves are not hard to do, what's hard is accepting that you have to make time for "assumption busting" activities and that they are priceless for the long-term existence of the enterprise. </p>	<p>I'm a proponent of organic over systematic innovation. Embracing organic change is when the mindset is being developed in a slow but deliberate process; rather than being dictated.  Systematic innovation takes a more MBA approach, where the assumption is that you can manage and measure innovation. This is the approach that is sold by consultants to large organizations. I don't believe you see a lot of breakthrough comes from systematic innovation. Heck, look at any list of the most innovative companies and most are innovators because they live the ethos of the innovator rather than dictate it.</p> <p>I am also a proponent of speed, so experimenting to quickly eliminate assumptions we are making is key for me. Rapid prototyping can take many forms such as physical products, mock ups, storyboards, role playing, etc.. The point of rapid prototyping is speeding through your list of assumptions, changing and getting to "better" faster. </p>	<p>There are many that in combination will drive massive change across enterprises and all size of business. Specifically, I'm looking at artificial intelligence, big data, augmented reality, virtual reality, natural language processing, and speech recognition. Why these? Because in aggregate we will see them both in the consumer and enterprise domain; specifically in how we get stuff done, how we hire and how we collaborate. </p>	<p>Nike, Porsche, McLaren Automotive, Darpa, Google, Amazon, Apple, Pixar; to name a few. The reason? Simple: they have bold goals, they don't compromise on their values, and they constantly push boundaries to make things radically better. </p>	Jorge Barba	View Edit Delete
15	<p class="p1">Innovation and creativity are at the core of Sam's practice and view of the legal profession, and he has for some time now been involved in projects which seek to use technology to change the way in which legal services are delivered and purchased. Sam is the founder of the pioneering online legal advice platforms, <a href="http:// www.virtuallawdirect.com">VirtualLawDirect</a>, and <a href="http://www.svperbar.com/"><span class="s1">SvPerbar</span></a> which use technology to make lawyers, legal advice and pricing more accessible, transparent and efficient, with an emphasis on standardizing legal advice and providing access to flat-fee legal products.</p>	<p class="p1">This is not an easy prospect by any means, particularly when working within an established and age-old profession. Change is seen as a threat to existing stakeholders in many cases, but law firms are beginning to realize that through pure market forces alone they will eventually be required to innovate in order to compete. I have found that having an international perspective on how things are done helps to instill a desire for change, not only in seeing how different work cultures operate, but also in appreciating the broad inter-connectivity that we now all experience,  the need to keep ahead of the pack to serve clients' more diverse and ever more challenging expectations, and to compete effectively. Giving employees and partners the latitude to experiment with ideas and, perhaps more importantly instilling a culture of respect for different ideas and initiatives is a key element which law firms have traditionally struggled with given their hierarchical structures. To innovate, I believe that you need to  instill a framework for acceptance of differing and new ideas and the creative potential of your people. This  is a fundamental cornerstone, particularly for the legal profession, for building organizations which can successfully embrace change.</p>	<p class="p1"><span class="s1">I think it is traditional hierarchical, </span>command and control type management structures.  It is the ability to instill a culture of acceptance and validation which largely produces growth and vitality: giving employees a feeling that they are valued and can make a difference to the firm, the work that it produces and to its clients leads to a 'buy-in' to the companies goals and objectives, and gives people the latitude to create and to produce efficiently. Stifling employees' creative visions by instilling fear, judgement and autocratic work structures and styles does not augur well for making and retaining creative and exceptional lawyers, particularly  when the potential and tools for individual expression have never been more accessible.</p>	<p class="p1">There have been a number of changes within the legal profession, but lawyers are always few among early adopters. There has been a move to a more inclusive management style, but the profession still has the aura of authority which stifles the production and contribution capacity of newer entrants to the profession. It is not uncommon for associates in a law firm to feel isolated and directionless in what they are doing, which forces them to be less engaging or productive. A number of the potentially disruptive start-ups in the online legal space have provided an outlet for young associates  to express their creativity by challenging the very structures that they studied for years to join. However, the profession  itself remains tied to historical ways of doing things, preserved to a large extent by protective regulation, which restricts a lot of creativity in not only the way that legal services are offered, priced or accessed, but also in the way that law firms can grow and be funded. On the technology side,  particularly the legal support or back office function, there has been a considerable degree of innovation, ranging from outsourcing more mundane or repetitive tasks such as due diligence and discovery, to document production and client access.</p>	<p class="p1">I would say mobile, and cloud infrastructures and systems,  artificial intelligence and standardization technology. The latter two are particularly important in my profession, as they will serve to create  extensive opportunities to limit the costs of legal services and to create more certainty in legal outcomes.</p>	<p class="p1">I don't believe that any one or more organizations have more of an innovation mindset than others. I think it is the people and their beliefs that are relevant here.  Living in California today, you feel the innovation buzz all around you, whether it be in Silicon Beach  or Valley, regardless of the enterprise or industry. There is a thirst for innovation which is hardly replicated elsewhere (with few exceptions, for example Israel). As an immigrant to the US, this is even more so apparent to me. A culture has been instilled and technology structures laid down allowing almost anyone to be a potential innovator if they put their minds to it, and which removes the older generation hierarchical structures which were premised upon limiting inclusiveness and a fear of failure. I believe that it is the fundamental American belief in freedom of expression and respect for the rights, and equal treatment of its people, mixed with access to technology, which has eventually resulted  in such a fertile ground for innovation. </p>	Sam Miller	View Edit Delete
59	<p class="p1">Eugene Xiong's leadership as president and CEO has allowed Foxit Solutions to grow immensely and become a worldwide leader within the PDF industry.</p>	First we work with an organizational chart to make sure everyone has clear responsibilities and also has support from other colleagues. It’s important for people to understand their role in the company so they can feel empowered to make decisions, including some that might be  non-conventional. Secondly, we promote customer and market oriented evaluation of people’s performance, so they will treat outside input very seriously instead of looking inward all the time. This view allows for fresh ideas to flow into the company. Last but not least, we make a strong effort to encourage innovative work, including handing out recognition and awards.	<p>As organizations grow, it takes more and more people to change processes in order to implement an idea. with each added personal layer or filter, it becomes a little more difficult to move an idea forward. Also, innovative ideas often don’t bring in short term results.</p>	<p>We are introducing the Baldrige Excellence Framework to Foxit, a big perspective of this framework is innovation. We are associating innovation with every aspect of our operation, including strategy, customer relationships, process management, valuation, improvement, and of course, results.</p>	We believe cloud technologies will the biggest driver in our industry for the near term. Not only are people moving data onto the cloud, they will move all applications on the cloud as well. Also, a lot of new use cases will arise because of cloud adoption. In the longer-term future, we also believe AI will drive very big changes to our industry as well, allowing applications and services to help people working with their documents more efficiently, and do more.	Foxit implemented a web-based PDF engine and through continuous innovation we made it very efficient. Right now we have the most efficient PDF engine on the web, and based on this engine, we have built web-based PDF applications that can be deployed and managed within enterprises easily. This also supports our innovative ConnectedPDF technology, which allows documents to be protected, tracked and managed across all use cases.	Eugene Xiong	View Edit Delete
50	<p class="p1"><span class="s1">Kim Smyth works for AstraZeneca, a global biopharmaceutical company, where she leads a Silicon-Valley-based Technology Innovation Lab. Kim’s team explores emerging trends, scouts new companies, and delivers innovative proof-of-concepts for stakeholders within AstraZeneca’s science and business units.</span></p> <p class="p1"><span class="s1">Kim has more than twenty years of broad cross-industry experience in consulting and operational roles, focused on how to help large companies take advantage of new technology to improve top and bottom lines. She joined AstraZeneca in Australia in 2010, where she led strategy, digital innovation and patient program functions. She moved to Silicon Valley in the office of the CTO to help accelerate technology innovation across the full company life cycle from discovery through clinical trials and commercialization.</span></p> <p>While Kim can’t yet speak in detail about the exciting new partnerships and initiatives her new team is spearheading, she says that the pace of technology change – driven by advances in computing, machine intelligence, data analytics, and connected devices – is creating many opportunities for life sciences companies and the healthcare delivery system. </p> <p>Smyth tells BPI:</p> <ul> <li>“I'm very excited about the potential to marry digital tools and approaches to support our therapies. I have seen a lot of great progress, especially in chronic disease, where behavioral aspects such as adhering to lifestyle, diet, and exercise changes are key..."</li> <li>“We have a broad mandate, looking for innovation that optimizes current processes, or re-imagines our industry. Because we’re looking to the future, we emphasize value potential vs immediate ROI. We follow our Company Values: putting patients first, following the science, and doing the right thing. If we get those things right, the business case and competitiveness will follow.”</li> </ul>	<p>My team operates in Silicon Valley with three goals: bring Silicon Valley perspective and knowledge into our company; find and incubate new partners (especially start-ups) to demonstrate the power of new technology and approaches, and build a West Coast presence that leverages technology as well as life science leadership.</p> <p>My team sits in IT, so we serve all therapy areas and functions. Technology is changing the game in many industries – or eating the world, as Marc Andreessen might say. We look for innovation that can bring medicines to market more quickly, or make therapies more effective. This could be re-imagining how we recruit or operate clinical trials, delivering mobile services that complement our medicines, or applying machine intelligence for clinical or patient support.</p> <p>Our industry is complex, so we work closely with internal teams for the necessary scientific, clinical, and business domain expertise. We are a catalyst, empowering innovation rather than trying to own it in our team. This requires new technology skills in areas such as data analytics or IoT, as well as soft skills in communication, influencing and teamwork. We prioritize based on the importance that differentiating new technology plays in the opportunity, whether the potential value is incremental or transformational, and how closely the company matches our current needs and therapy area focus. </p>	<p>Healthcare and drug development are highly regulated environments, with enormous - often literally life-and-death – impact on people’s lives. This makes innovation all the more important, but it has to be done carefully and respectfully.</p> <p>Regulators have a very difficult job to keep up with impending changes, and sometimes lag the “state of the art” in areas like social media, or machine learning. How will a regulator assess a machine learning algorithm that doesn’t offer a clear rationale for a diagnosis, for example?</p> <p>Another challenge is the complexity and deep specialization required across multiple scientific and technological domains. We need people with deep knowledge in both technology and science or clinical areas – or who have exceptional ability to work with together. </p> <p>The healthcare environment is a complex and fragmented system with many regional variants, and even though we are a large multinational, our impact on the overall system can be limited. People like to say it is easy to pilot a healthcare innovation, but hard to scale it.</p> Finally, we have a very successful core business. It can be hard to convince highly accomplished people of the need to change - especially when many aspects of digital health are still generating clinical evidence, or have very different operating models.	<p>One of the hardest parts about embedding innovation is moving from a successful proof-of-concept into widespread adoption. </p> <p>Ideally, at a grass-roots level, we work jointly with highly motivated internal stakeholders at a very early stage, so that if we are successful there is a home for the project to land and grow. This is a balancing act – at times, we need to push the envelope too!</p> <p>However, top down executive visibility and endorsement is critical. When our leaders understand technology trends and potential impact on our business, they provide invaluable recognition and support of projects that might otherwise “fly under the radar” or be seen as optional. Executive support has also helped to embed innovation objectives for employees more broadly – moving everyone from innovation “if and when I have time” to “a core part of my job, which I’m accountable to deliver.”  </p>	<p>There are huge advances in the way we store, transfer, use, and think about data, software and devices. The real change is driven not by a single technology, but by the combination of several: cloud computing, increasing digitization of healthcare, more personal and linked data, connected devices in the hands of patients, and changes in the ways we interact with computers.</p> <p>We are arriving at a new class of data-empowered healthcare tools. Formerly invisible factors involving behavior, diet, environment, genetics, omics, or early cancer risk can now be measured and assist in risk assessment and diagnosis support. The cost of sensors and medical grade devices is decreasing, improving our ability to monitor continuously. Machine intelligence is exceeding human ability to recognize patterns in medical images and data. This opens possibilities to identify patients at risk, understanding disease progression, and analyzing historical and real time data and making appropriate recommendations.   </p> <p>At the same time, issues like cybersecurity, privacy and cost sustainability must be addressed if we’re to realize these benefits without introducing unacceptable risks.  </p>	<p>I am most excited by companies that surprise me and challenge the way I think – bringing fresh approaches to some of our industry’s longstanding challenges. I believe there is huge potential in combining the rigor of science with the power of human-centered design. One company is using sensors and data analytics to quantify the degree of control in asthma patients, which could help predict an attack days before it would otherwise have happened. I’m also fascinated by “doctors on demand” services and the degree to which smart logistics, advanced teleconferencing, conversational UI and machine learning-enabled clinical support could improve the experience of healthcare while dramatically lowering costs. And I am excited about companies who are thinking about the whole ecosystem – for example, one that is looking to create an “app store” for genomics, challenging potential partners to offer value at a very personal level to their customer base. </p> <p>The variety and impact these companies will have is part of what makes my role such an exciting and rewarding one!</p>	Kim Smyth	View Edit Delete
52	<p class="p1"><span class="s1">Hicham Sabir is the Open Innovation Leader for North America at Philips Lighting. He holds an Engineering Degree from French Engineering School <em>Arts et Métiers</em> and a Master of Science in Applied Physics from <em>Chalmers University of Technology</em> in Sweden. Prior to his current position, Sabir worked in Philips Lighting’s R&D and venture teams to build up Philips’ LED Lamps portfolio, professional systems and connectivity solutions. Sabir says the iconic global brand is responding to a profound disruption – connectivity – not only with leading connected solutions and optimized illumination but also with transformative new business models.</span></p> <p>In addition to its market-leading suite of lighting products for both B2B and B2C environments, Philips Lighting offers data-enabled solutions in an extraordinary diversity of applications – from helping building managers optimize their office spaces, to guiding retail shoppers to sale items with game-changing accuracy, to improving safety and livability for smart cities.</p> <p>“Lighting is ubiquitous,” says Sabir. “It’s everywhere people are. Imagine connecting even a small percentage of this lighting, you will end up with the largest connected IoT network in the physical space. Our ambition for Philips Lighting is to be the lighting company for the Internet of Things, turning light sources into data points to connect more devices, places and people through light.”</p> <p>Sabir says the company is achieving transformation through a collaborative approach to innovation that includes partnerships with expert vendors in new technologies and use case applications to achieve their maximum potential through lighting infrastructure.</p> <p>He told BPI that the applications and value emerging from its data-enabled services are such that it is no longer optimal for traditional procurement or lighting executive teams to explore partnerships on their own – because other departments’ stakeholders, from IT and finance to sustainability and marketing, stand to benefit directly from the data-enabled solutions. </p> <p>“From our <a href="http://www.lighting.philips.com/main/systems/connected-lighting/citytouch">Philips CityTouch</a> connected street lighting solution to the category leader for connected home lighting, <a href="http://www2.meethue.com/en-us/">Philips Hue</a>,– connectivity is driving innovation use cases throughout the entire Philips Lighting portfolio,” he says.</p>	<p>There are two significant trends driving the growth of the lighting industry and new innovations in lighting technology.</p> <p>The first is increasing demand for more energy-efficient light. According to the US Energy Information Association, <a href="https://www.eia.gov/energyexplained/index.cfm?page=electricity_use">lighting accounts for 10% of total electricity consumption in the US</a>. Switching to LED enables light-related energy savings up to 50% - and that number jumps to 80% when paired with smart controls. There is a tremendous retrofit opportunity as a significant portion of light points in the US still need to be converted to LED.</p> <p>The second is the increasing potential of lighting systems and services that harness the power of digital light. Lighting infrastructure already exists everywhere that people live, work, travel, shop, dine and interact. From cities and stores to offices and homes, lighting systems are being transformed into information pathways with the capacity to collect and share data, and offer new insights that enable, and really drive, the Internet of Things. These lighting systems become a conduit to exciting new services, enabled by data, that make people’s lives more safe, inspired, and comfortable, make businesses more productive and profitable, make cities more efficient and livable, and make the world more sustainable and prosperous.</p> <p>Connectivity will continue to proliferate as technology evolves and volumes drive costs down. The smart city is a great example of growth potential for connectivity. Globally, just 2 percent of installed street lighting systems are connected today, but this number is set to reach 35 percent by 2025, according to a recent market analysis from Philips Lighting. This represents a huge opportunity to help enable smart cities in order to improve public safety and services.</p> <p>In retail, our visible light communication technology enables customers to have precise positioning of devices to help them navigate the retails stores and find sales, while at the same time providing the store with detailed analytics on what the shoppers are doing. In commercial buildings, connected lighting systems can collect, share and analyze data that uncover insights into new capabilities such as space optimization and employee experience. With technology that exists today, we can equip every light with a sensor that can collect all kinds of data points about the office environment and its uses. With these insights, there is so much more value that a building can afford its tenants, or companies offer to its employees, beyond illumination.</p> <p>The Open Innovation team is responsible for the identification of disrupting trends and the selection of the startups and partners that will help us respond to those disruptions. My approach with the open innovation team is to be vocal about what we are trying to do and find the right partners within the greater innovation ecosystem who specialize in areas of technology that are complementary. Our overall innovation strategy is to grow the company in data-enabled services and build partnerships with organizations who we may not otherwise have dealt with – those with higher risk profiles, or larger companies within verticals we would not normally engage.</p>	<p>The benefits of our connected systems go far beyond the lighting itself. When we talk to a city, we talk to the lighting and infrastructure and utility guys. They know all about lighting and energy savings, but when you start talking about acoustic sensing, or lighting that can help improve traffic safety, you need a discussion with additional departments. Those applications will trigger further innovation for both parties. We are starting to see cities hiring Chief Innovation Officers and CTOs, precisely to bridge the gap between technology , city operations and public services.</p>	<p>We have a long history of innovation, and we are well positioned on awareness on the need for innovation. Our 125-year legacy of innovation is core to our business and to meeting our customers’ needs.</p> <p>We are pioneering breakthrough innovations in products, system architectures and services – making bold investments in sensors, cloud-based controls platforms, connected lighting, indoor positioning technology and consumer-based personal wirelessly controlled home lighting systems.</p> <p>We invest approximately 5% of sales revenue in R&D to ensure we remain at the forefront of lighting technological developments.</p> <p>Our culture was formerly structured around large internal R&D teams. Over the past five or six years, we became more structured toward partnerships for external innovation. We recognize that there are partners that have complementary areas of expertise and experience. By sharing, learning and working with one another, we can explore new ideas and open new opportunities.</p> <p>There is no comparison with the current speed of innovation compared to ten years ago. There is a sense of urgency where a typical innovation project today will take three to six months, while that might have lasted two years prior to the LED revolution.</p> <p>Internally, we have a number of innovation challenges within and between our R&D teams. For example, every few months, there will be a challenge for sourcing ideas from engineers on how new approaches can be applied elsewhere in the portfolio. We try to bridge this gap by involving additional stakeholders in the organization. One of the things that has been most instrumental is connecting with marketing. Meetings with our marketing teams on what they are seeing outside help us to make more informed decisions about how to improve our products or create new solutions. </p>	<p>We want to become a data-enabled services company. Technologies like AI and IoT are all critical to delivering services based on data insights, so they are vital for our continued success and innovation.</p> <p>We need to have connected systems and sensors to extract information from the physical space. We also need to make sense of unstructured data, which is where artificial intelligence comes in. And we need to be able to commercialize and offer services, including exciting new business models.</p> <p>In the professional space, in some of the smart cities and smart building projects we do, the customers are paying for lighting services, not for the light system itself. This is what we call light-as-a-service. Our revenue depends on the performance of the system, so it is vital to ensure the system is operating as efficiently and effectively as possible.</p> <p>With IoT, you can optimize maintenance contracts. If I send people to repair three street lights, they will have the right diagnosis and the right parts. If I see there are ten nearby lights that will fail in a month or two, I can make the decision to replace them all now to reduce my overall maintenance costs. The ideal scenario will send someone to fix the problem before the customer notices there is something wrong.</p>	<p>I am a big fan of innovative products like our Philips Hue connected home lighting system. When paired with smart home platforms, particularly voice assistants like Amazon Alexa, Apple HomeKit and Google Assistant, Philips Hue is transforming the way consumers experience and interact with light at home. Finally, I am intrigued by the autonomous driving revolution and the scaling-up of electric vehicles.</p>	Hicham Sabir	View Edit Delete
55	<p class="p1"><span class="s1">Helen Simpson is Head of Innovation at Ikabo an online collaboration and innovation platform based in Australia. Helen holds a joint honours degree in Business finance and economics and a postgraduate diploma in Marketing from the Chartered Institute of Marketing and has undertaken extensive training in creativity and innovation. Helen is responsible for brand positioning and communication, customer centric strategic planning, a customer driven product development pipeline and onboarding and training new clients.<span class="Apple-converted-space"> </span></span></p> <p class="p1"><span class="s1">Prior to joining Ikabo, Helen worked for Squiz in a business transformation role helping organisations better leverage digital technology to achieve innovation and growth. Prior to this, she has worked in customer insights and customer driven product innovation for some of the world's leading corporates in domestic, regional and global roles. She has led global teams to develop new products, insights programmes and innovation and communication strategies.<span class="Apple-converted-space"> </span></span></p> <p class="p1"><span class="s1">Ikabo is an online innovation platform which crowd sources insight and ideas to help problem solve, collaborate and co-create at scale. This results in the best ideas progressing, whilst dramatically increasing engagement and sustaining a culture of innovation and transformation.</span></p> <p class="p1"><span class="s1">Ikabo is an important digital tool for modern organisations who want to empower teams to transform the way they work and drive a culture of creative problem solving and innovation.<span class="Apple-converted-space"> </span></span></p> <p class="p1"><span class="s1">Helen is passionate about helping organizations drive innovation and positive change by engaging & harnessing their people’s talent. Ikabo works with business leaders to optimise employee engagement, amplify their innovation efforts and collaborate and co create solutions at scale.<span class="Apple-converted-space"> </span></span></p> <p class="p1"><span class="s2"><a href="http://www.ikabo.com/">Ikabo</a></span><span class="s1"> is growing through taking a collaborative approach to innovation and growth and harnessing its ecosystem of partners to help solve client problems.<span class="Apple-converted-space"> </span></span></p>	<p class="p1"><span class="s1">Ikabo is an online collaboration and innovation platform based in Australia. Ikabo’s unique point of difference is that we don't just on board and train a new customer on to our platform, but we fully support clients on their first project, from framing the challenge to final selection of concepts to implement. Ikabo has also developed a fully automated customisable method of evaluating concepts into a rated and ranked order in order to help leaders make objective and democratic decisions.  </span></p> <p class="p1"><span class="s1">Ikabo partners its clients to create a path to innovation success by working with senior leaders to ensure the vision and strategic intent of the organisation is aligned to the challenges that are posted on the platform.</span></p>	<p class="p1"><span class="s1">The ideas management sector has developed and matured over the last 15 years or so and there are many new innovations taking place in the form of features and functions and pricing models being adopted. Artificial intelligence and machine learning solutions are also being explored to improve the customer experience in how ideas are converged and developed with limited human effort.</span> </p> <p class="p1"><span class="s1">New innovations are delivered through new product releases, I think one of the biggest challenges as in most product development, is feature overload, how to balance a myriad of client needs and wants with an optimal customer experience that remains simple and easy to use. Many of our clients have come from other innovation platforms that offer all the ‘bells and whistles’, so much so they tell us they literally don't know how to get started, because there are too many options to choose from. Keeping a simple user friendly interface that is beautiful and delivers a seamless experience, is always front and centre in our minds.</span></p>	<p class="p1"><span class="s1">When Ikabo was first established the founding team was involved in the co-creation of the product, the positioning, the go to market strategy and in lead generation and sales demonstrations. The team works in a low hierarchical, fast moving and agile way, there is high psychological safety and everyone can be involved in open discussions on key strategic decisions. Ideas and openly shared and discussed about how we might grow the business and how we can continually improve what we do - the customer is at the heart of everything we do at Ikabo. We actively and continually engage our customers in feedback both formally and informally, so that our product pipeline and new product releases are delivering customer relevant improvements that surprise and delight our customers.</span></p> <p class="p1"><span class="s1">One of our values is ‘better together’ (‘If you want to go fast, go alone. If you want to go far, go together’ - African proverb) and we truly believe (and know) a cognitively diverse team solves problems better and faster, and we apply this when we solve client problems, and how we approach the growth of our company. Ikabo has grown through taking a collaborative approach and harnessing our ecosystem of partners to raise awareness of our offer and collaborate on client problems together.</span></p>	<p class="p1"><span class="s1">I think we will continue to see artificial intelligence and machine learning being explored to improve the customer experience on innovation platforms, I think we will see different products being developed to meet market and price needs of different clients.</span> </p> <p class="p1"><span class="s1">I think we will see clients putting a stronger emphasises on outcomes of innovation not just engagement, which in turn will encourage vendors to look at the entire range of innovation programs and products that organisations are using and consider how an ideas management platform can work more effectively and integrate with current activities to deliver improved outcomes overall. Gone are the days when organisations can employ different innovation programs and products, for example design thinking programme, to skunkworks, skills training and innovation labs and hackathons as discrete activities. Organisations at the highest level need to build a shared understanding of their common innovation goals so they can all work and make meaningful progress, together.</span></p>	<p class="p1"><span class="s1">I have been inspired by public sector reforms in Australia and some of the amazing work government agencies have been achieving. Bureaucracy, hierarchy, a challenging culture, limited resources and the machinations of Government all prove to provide a compelling reason for innovation and change NOT to thrive. However despite this, we are privileged to be working with  a number of small teams who against the odds, come together and drive amazing change one project at a time.</span></p> <p class="p1"><span class="s1">Transport for NSW is an interesting case study, they are constantly trying to disrupt themselves and are putting the customer at the centre of what they do. They are looking at what it is that the customer really needs, and releasing real time public transport data was a huge step first step for them – they took a test and learn approach. They opened the market and a raft of start-ups got involved via a hackathon, and now we have a number of apps which provide customers with real time information to make their trip a whole lot easier. The latest initiative has been establishing the Smart Innovation Centre is NSW’s which is a hub for collaborative research and development of safe and efficient emerging transport technology. One key project they are working on is to partner with industry to conduct trails on autonomous vehicles.</span></p>	Helen Simpson	View Edit Delete
56	<p class="p1"><span class="s1">Andre</span><span class="s2"> Fredericks is a get-things-done strategist exploiting design and technology to solve complex business problems. Learn how his organization is changing the game in life insurance by taking a complicated, uncomfortable product and making it appealing.</span></p>	<p>Life Insurance is a complicated product. It’s typically a grudge purchase made mostly because an agent convinced you that you needed it and assisted you over the purchase line. This in itself can be a complicated and drawn out process which could take a few weeks to complete, with underwriting and medical tests that need to be conducted. Life insurers also typically struggle in attracting younger clients which places pressure on long term business sustainability.</p> <p>Indie has rewritten the narrative of purchasing Life Insurance away from “Protecting your loved ones when you pass on,” to “Not just insuring your life, but Creating Wealth." We do this by matching up to 100% of your monthly premium and placing it into an investment that generates wealth over time. It's all tax-free and costs our clients nothing.</p> <p>We’ve been successful in attracting a younger audience with our fresh messaging and honest content. We don’t just want clients to buy our product, we want them to be financially savvy and make the right financial choices. That is why we keep on producing content to educate - not only for our clients but for everyone.</p> <p>We view the entire customer experience and engagement as ‘The Product,’ which is contrary to the traditional view that only the Financial Product is ‘The Product.’ We actively leverage design and technology to deliver it in a seamless and cost-effective manner. With us, you can purchase underwritten Life Cover in as little as 10 minutes, or if you prefer, save and resume later, or chat with a live customer success agent for assistance.</p> <p>We truly place our clients in the center of everything that we do. We view them as the true heroes of the story, which is their financial journey. We are only their guide. Our aim is to equip them with the knowledge and tools that will assist them in making the right financial choices and pave their way to financial freedom.</p>	<p>Large incumbents have been around for many years. As an example, our Parent Group has been a going concern for 100 years. During that time, you develop a significant portfolio of legacy technology systems which inhibits your ability to change. This effect is compounded as the financial products those systems support have a very long lifespan and continued platform renewal is not always viable.</p> <p>Mature businesses are also geared for continuous optimisation in order to remain profitable. Halting or impeding operations to experiment with a new business model introduces risk and creates tension between short and long term goals.</p> <p>Our industry is also still largely intermediated where agents have relationships with the clients and insurance companies provide products. This separation makes it difficult for companies to get closer to clients and build real empathy required to deliver on their needs.</p> <p>We have been set up as a new business with the freedom to experiment with new business models and technology whilst leveraging the scale that comes from our parent company. This scale comes in the form of intellectual property, financial licenses and access to capital. So really, the best of both worlds.</p>	<p>Having the luxury of building an organisation from the ground up ensured we made it a foundational principle and baked it into our DNA. We try and keep our structure as flat as possible and communication as transparent as possible.</p> <p>No one person has a monopoly on ideas or innovation. Everyone is encouraged to contribute and participate in identifying opportunities or brainstorming ideas to problems. Work in progress solutions are shared and everyone has the opportunity to engage, ask questions and make suggestions.</p> <p>We also hired people who did not have experience in our industry and we valued the diverse opinions they brought to the table. Many times their “naivety” unlocked some insight where we were stuck in our old paradigm of “this is how that is supposed to work”.</p> <p>We also have a bias towards action, as we truly believe that doing, and shopping our product is the only way you really learn. We are client driven and embrace feedback. It is the only way you refine your value proposition and assist your clients in achieving their desired outcomes.</p>	<p>As the core financial products become more commoditised, companies will adopt a more personalised approach focusing on client engagement. Companies will have to deal with two major issues here, 1) typical Life Insurance services and products don’t lend themselves to frequent engagement and 2) as the industry is mostly intermediated, the client relationship typically resides with the agent.</p> <p>We can expect to see regulation, affecting how agents are remunerated, create an advice-gap where agents opt to serve higher-income clients, leaving lower-income clients unserved. This is where Robo-Advice is able to play a role by automating financial advice processes. Agents could also leverage the type of tools we see remote teams use for collaboration, to attend to more clients, thus removing geographic barriers and saving time.</p> <p>Effective distribution will remain key and I expect to see the continued experimentation with alternative distribution and partnership models.</p> <p>Technologies like Cloud can assist in driving down operational costs and unlock new capabilities, while investments in AI and Analytics can offer better client and market insight, and also help optimise front- and back-end processes such as underwriting, improved pricing, risk- and capital management.</p> The key is not which technologies or trends are the latest, but how the intersection of these technologies and trends can be utilised to unlock more utility value for their clients. Companies who really understand and engage their clients will reap benefits.	<p>I am a big proponent of Design Thinking as it provides a mechanism to really understand clients, identify their pain points and latent needs. Spending time with clients and building empathy really allows you to build solutions that matter. Beyond the Design Thinking process, having the right mindset is important such as reframing, asking questions, keeping an open mind, deferring judgement, and continued learning.</p> <p>I also love innovations that bring to life that which seems to be futuristic in a way that hides all the technical complexity, whilst delivering a seamless client experience.</p> <p>Amazon Go is a great example of this. Using computer vision, machine learning and IoT together to redefine the shopping and checkout experience. You simply scan your app’s code on the way in, select what you want from the shelves and just walk out. The technology detects what you’ve selected to buy and charges your card on the way out.</p> <p>Each piece of technology already existed in its own right, but Amazon Go used the intersection of those technologies to develop a customer experience with enhanced utility value i.e. instant checkout.</p>	Andre Fredericks	View Edit Delete
31	<p class="highlight">As the Director of Innovation at Vodafone Global Enterprise, Shannon Lucas focuses on empowering global Fortune 500 businesses to stay agile, competitive and sustainable.</p> <p class="highlight">One of the world’s largest telecoms companies, Vodafone has mobile operations in 26 countries; partners with networks in a further 55; and provides fixed broadband operations in 17 markets. As of June 2015, Vodafone had 449 million mobile customers.</p> <p class="highlight">Lucas is passionate about developing ecosystems which trigger collaborative innovation between multiple stakeholders, and has presented her game-changing vision at TedX.</p> <p class="highlight">Armed with the unique leadership and team lessons of having served as a mountain rescue volunteer, the Bay Area disruptor developed her career with cutting edge technology experience at companies like Microsoft and T-Mobile.</p> <p class="p1"><span class="s1">At Vodafone, she </span><span class="s2">is part of the core team that focuses on a global </span><span class="s1">program to generate innovative solutions by turning enterprise customers into collaborative partners.</span></p> Within the enterprise, Lucas has not only supported dynamic intrapreneurship and a broad culture of change, but has invited employees to take on the role of customers in a program which has generated transformative ideation and engagement models.	<p>The Vodafone Innovation team is fortunate to be positioned at the intersection of the world’s leading total telecommunications company, innovation and relationships with the largest global enterprises. Mobility is the heartbeat of today’s innovation. While not every innovation is built on mobile, mobility is transforming the way the world operates. This gives us the freedom to embark on an innovation journey with our customers.</p> <p>We run approximately 100 customer innovation workshops each year and take the radical approach of having an open conversation without an agenda and ask big questions starting with, “What if?” We are confident that no matter what emerges, we can help our enterprise customers on their innovation journeys. This approach shifts the relationship from customer-vendor to collaborative partners. The conversation is focused on business transformation, not technology. Of course, we look at ways that technology is supporting an ever-changing world. But first we collaboratively develop the vision of, “Where do you want to be in 3 years?” At the end of the workshop, we collectively ideate solutions, refine and prioritize and then execute with a lean, agile approach. The innovation program is our think-and-do tank.</p> <p>Increasingly we see disruptive ideas or solutions emerge from our workshops that cannot be tackled alone. In response to this growing need for co-creation we launched the Enterprise Studio. It’s both a physical space in Silicon Valley and a global methodology. We pull from a variety of innovation frameworks like design thinking, lean, agile, etc., but as each project is wildly unique, we have to be willing to adapt our approach. The Studio is not an “app-factory.” We tackle problems such as user-based, real-time car insurance in the UK, to financing for smallholder farmers in Africa, to holistic analytics platforms to manage supply chains.</p> <p>We have a lot of experience to draw from having run so many workshops in the last few years. At the same time, we recognize this is an iterative process and we are always looking to learn from our own experiences as well as thought leaders from across the global innovation community.</p>	<p>One of the biggest challenges to driving innovation into large enterprises is the size and complexity of these organizations. The size and scale of large corporations can enable truly transformative solutions. They have access to human and financial resources, a global footprint, and infrastructure that allows for scale. However, the complexity of navigating stakeholders, competing project priorities and finding the appropriate subject matter experts can slow down innovation. Within Vodafone Global Enterprise we are fostering a culture that embraces lean and agile concepts to help navigate the accelerating speed of change that businesses are facing today.</p>	<p>Two years ago we started running Innovation Bootcamps in Vodafone offices globally. We replicate and condense a customer innovation workshop and invite Vodafone employees to take on the role of the customer. We bring to life concepts like design thinking, divergence/convergence and personas.  We have our employees ideate as if they were a customer. The experiential learning fosters a deeper understanding of the value of innovation as a tool for internal business transformation and as a differentiated engagement model with our customers. We have also started running workshops to generate new solutions or tackle business challenges internally.</p> <p>We don’t want people to just take our word about the impact of the Vodafone innovation program. We share data regarding opportunities created, new executive customer relationships established and highlight examples of how the program has demonstrated positive impact with our customers.</p> <p>Optimization is a constant journey. The innovation team is by definition always finding ways to improve.  We pause at the end of the year to reflect on what has worked well, where we need to improve, where we see innovation as a practice heading, and then create a plan for how to improve for the following year.</p> <p>This year we have a strong focus on scaling the program. The success of the workshops and co-creation engagements has generated a large number of opportunities that require a strong global bench of Innovation Champions (Vodafone employees) to help execute. We have created tiered certification programs for both the champions and the sales teams. We believe that the training opportunities we are creating for the Champions provide excellent personal and professional development. We know that a simple “Thank you” can go a long way, so we have also created a rewards and recognition program to highlight the efforts of these employees.</p>	<p>The ubiquity of connectivity cannot be overstated. As you look at the number of people joining the connected world in emerging markets as well as the number of connected things, the question becomes, “Why do you want to connect with someone or something?” not how.</p> <p>In our world of enterprise innovation, co-creation can be game changing. Organizations that successfully tackle big challenges will simultaneously create tremendous value for their company and for society. It’s our view that this takes a new type of business relationship, where new partnership models evolve based on open innovation and co-creation to build disruptive solutions.</p> <p>Co-creation uses two companies’ current capabilities as a foundation, while building a new solution on top, creating something disruptive that could not have been easily accomplished by one company on their own. Co-creation also allows the team to tap into the collective wisdom of both organizations, de-risks the project and strengthens the relationship between the two companies. We are seeing demand for this type of engagement and are excited about the possibilities that can emerge.</p>	<p>There is no magic formula for innovation. It’s a combination of openness (to new approaches, opinions, mindsets, partners), perfectionism (how do we make this better still?), collaboration (together is easier than alone), and hard work (good innovation takes practice!). Our program has embraced iteration as a key philosophy and we are always looking for ways to improve.</p> We have the found biggest determinant to our enterprise innovation program is employee empowerment. By providing a way for top employees to channel their passion, we create a win-win for the organization. The innovation program can have large impact with a very small core team, because we foster a global community of innovators who contribute their skills to the program. Those folks, in turn, get to participate in meaningful and exciting work while developing their professional skills and increasing their visibility within Vodafone. Because their voices are heard and their ideas acted upon, they are more likely to speak up and suggest ways to improve or help our customers. Not only that, but also they become key participants in building those solutions. They are the evangelists for new ways of thinking and doing business, which is what enables the innovation program to accelerate success. It’s a virtuous circle of enterprise innovation.	Shannon Lucas	View Edit Delete

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17	SELECT `Program`.`id`, `Program`.`title`, `Program`.`subtitle`, `Program`.`summary`, `Program`.`description`, `Program`.`image`, `Program`.`thumbnail`, `Program`.`date`, `Program`.`feature`, `Program`.`enable`, `Program`.`created`, `Program`.`modified`, `Program`.`modifier`, `ProgramsReport`.`id`, `ProgramsReport`.`report_id`, `ProgramsReport`.`program_id` FROM `bpinorg_dev`.`programs` AS `Program` JOIN `bpinorg_dev`.`programs_reports` AS `ProgramsReport` ON (`ProgramsReport`.`report_id` IN (3, 5) AND `ProgramsReport`.`program_id` = `Program`.`id`)	1	1
18	SELECT `Tag`.`id`, `Tag`.`tag`, `Tag`.`created`, `Tag`.`modified`, `ReportsTag`.`id`, `ReportsTag`.`report_id`, `ReportsTag`.`tag_id` FROM `bpinorg_dev`.`tags` AS `Tag` JOIN `bpinorg_dev`.`reports_tags` AS `ReportsTag` ON (`ReportsTag`.`report_id` IN (3, 5) AND `ReportsTag`.`tag_id` = `Tag`.`id`)	0	0
19	SELECT `MediaCoverage`.`id`, `MediaCoverage`.`date`, `MediaCoverage`.`title`, `MediaCoverage`.`author`, `MediaCoverage`.`summary`, `MediaCoverage`.`publisher`, `MediaCoverage`.`url`, `MediaCoverage`.`created`, `MediaCoverage`.`modified`, `MediaCoverage`.`modifier`, `MediaCoverageReport`.`id`, `MediaCoverageReport`.`media_coverage_id`, `MediaCoverageReport`.`report_id` FROM `bpinorg_dev`.`media_coverage` AS `MediaCoverage` JOIN `bpinorg_dev`.`media_coverage_reports` AS `MediaCoverageReport` ON (`MediaCoverageReport`.`report_id` IN (3, 5) AND `MediaCoverageReport`.`media_coverage_id` = `MediaCoverage`.`id`)	0	0
20	SELECT `Brainwafe`.`id`, `Brainwafe`.`issue`, `Brainwafe`.`ednote_title`, `Brainwafe`.`ednote_content`, `Brainwafe`.`feature_headshot`, `Brainwafe`.`feature_logo`, `Brainwafe`.`feature_logo_url`, `Brainwafe`.`feature_title`, `Brainwafe`.`feature_subtitle`, `Brainwafe`.`feature_content`, `Brainwafe`.`interview_headshot`, `Brainwafe`.`interview_logo`, `Brainwafe`.`interview_logo_url`, `Brainwafe`.`interview_title`, `Brainwafe`.`interview_subtitle`, `Brainwafe`.`interview_content`, `Brainwafe`.`contributed_title`, `Brainwafe`.`contributed_subtitle`, `Brainwafe`.`contributed_content`, `Brainwafe`.`enable`, `Brainwafe`.`current`, `Brainwafe`.`url_hash`, `Brainwafe`.`modifier`, `BrainwavesReport`.`id`, `BrainwavesReport`.`brainwafe_id`, `BrainwavesReport`.`report_id` FROM `bpinorg_dev`.`brainwaves` AS `Brainwafe` JOIN `bpinorg_dev`.`brainwaves_reports` AS `BrainwavesReport` ON (`BrainwavesReport`.`report_id` IN (3, 5) AND `BrainwavesReport`.`brainwafe_id` = `Brainwafe`.`id`)	0	0
21	SELECT `InnovatorProfile`.`id`, `InnovatorProfile`.`linkedin_url`, `InnovatorProfile`.`summary_bio`, `InnovatorProfile`.`answer_1`, `InnovatorProfile`.`answer_2`, `InnovatorProfile`.`answer_3`, `InnovatorProfile`.`answer_4`, `InnovatorProfile`.`answer_5`, `InnovatorProfile`.`leader_id`, `InnovatorProfile`.`modifier`, `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier` FROM `bpinorg_dev`.`innovator_profiles` AS `InnovatorProfile` LEFT JOIN `bpinorg_dev`.`leaders` AS `Leader` ON (`InnovatorProfile`.`leader_id` = `Leader`.`id`) WHERE 1 = 1 ORDER BY `InnovatorProfile`.`summary_bio` desc LIMIT 40, 20	18	18
22	SELECT COUNT(*) AS `count` FROM `bpinorg_dev`.`innovator_profiles` AS `InnovatorProfile` LEFT JOIN `bpinorg_dev`.`leaders` AS `Leader` ON (`InnovatorProfile`.`leader_id` = `Leader`.`id`) WHERE 1 = 1	1	1

(default) 22 queries took 0 ms

Query

Error

Affected

Num. rows

Took (ms)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

SELECT `InnovatorProfile`.`id`, `InnovatorProfile`.`linkedin_url`, `InnovatorProfile`.`summary_bio`, `InnovatorProfile`.`answer_1`, `InnovatorProfile`.`answer_2`, `InnovatorProfile`.`answer_3`, `InnovatorProfile`.`answer_4`, `InnovatorProfile`.`answer_5`, `InnovatorProfile`.`leader_id`, `InnovatorProfile`.`modifier`, `Leader`.`id`, `Leader`.`name`, `Leader`.`job_title`, `Leader`.`company`, `Leader`.`headshot`, `Leader`.`company_logo`, `Leader`.`bio_full`, `Leader`.`summary`, `Leader`.`category`, `Leader`.`featured`, `Leader`.`program_only`, `Leader`.`game_changer_only`, `Leader`.`enable`, `Leader`.`created`, `Leader`.`modified`, `Leader`.`modifier` FROM `bpinorg_dev`.`innovator_profiles` AS `InnovatorProfile` LEFT JOIN `bpinorg_dev`.`leaders` AS `Leader` ON (`InnovatorProfile`.`leader_id` = `Leader`.`id`) WHERE 1 = 1 ORDER BY `InnovatorProfile`.`summary_bio` desc 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	4.47 MB
View render complete	5.22 MB

Message	Time in ms	Graph
Core Processing (Derived from $_SERVER["REQUEST_TIME"])	7.74
Event: Controller.initialize	21.96
Event: Controller.startup	0.23
Controller action	2.07
Event: Controller.beforeRender	16.83
» Processing toolbar data	1.19
Rendering View	33.54
» Event: View.beforeRender	0.03
» Rendering APP/View/InnovatorProfiles/index.ctp	32.34
» Event: View.afterRender	0.02
» Event: View.beforeLayout	0.02
» Rendering APP/View/Layouts/default.ctp	0.69
» » Rendering CORE/Cake/View/Elements/sql_dump.ctp	0.24
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	aBEp8K5iIxQPK5Eianl_gwAAVAU
Redirect Redirect Script Url	/innovator_profiles/index/sort:summary_bio/direction:desc/page:3
Redirect Redirect Script Uri	https://bpinetwork.org/innovator_profiles/index/sort:summary_bio/direction:desc/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	10832-16-3
Redirect Redirect Status	200
Redirect Unique Id	aBEp8K5iIxQPK5Eianl_gwAAVAU
Redirect Script Url	/innovator_profiles/index/sort:summary_bio/direction:desc/page:3
Redirect Script Uri	https://bpinetwork.org/innovator_profiles/index/sort:summary_bio/direction:desc/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	10832-16-3
Redirect Status	200
Unique Id	aBEp8K5iIxQPK5Eianl_gwAAVAU
Script Url	/innovator_profiles/index/sort:summary_bio/direction:desc/page:3
Script Uri	https://bpinetwork.org/innovator_profiles/index/sort:summary_bio/direction:desc/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	10832-16-3
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	3.148.165.9
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	41689
Redirect Url	/app/webroot/innovator_profiles/index/sort:summary_bio/direction:desc/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:desc/page:3
Script Name	/app/webroot/index.php
Php Self	/app/webroot/index.php
Request Time Float	1745955312.5044
Request Time	1745955312
Argc	0

Business Performance (BPI) Network

Innovator Profiles

Actions

default

Total Time: 0 ms
Total Queries: 22 queries

Query Explain:

Memory

Timers

Business Performance (BPI) Network

Innovator Profiles

Actions

Request History

Session

Request

Cake Params

Post data

Query string

Cookie

Current Route

Sql Logs

default

Total Time: 0 ms Total Queries: 22 queries

Query Explain:

Memory

Timers

Logs

View Variables

App Constants

CakePHP Constants

PHP Environment

Included Files

Include Paths

Included Files

Total Time: 0 ms
Total Queries: 22 queries