World Innovation Forum Summary 2011

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WORLD INNOVATION FORUMJune 7-8, 2011 | Best Buy Theater | New York City

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To develop a process of innovation in an organization requires more than few new ideas; it requires having a

culture in place that is capable of nurturing those ideas and a clear articulation of the new vision that will permeate the normal communications of the organization.

Nearly 1,000 executives from organizations that span global industries and nonprofits convened in New York on June 7 and 8, 2011 grappled with how to get out of their personal and organizational comfort zones in order to disrupt their own tried and true business models. This highly interactive forum, regarded as one of the world’s most significant innovation events of the year, highlighted presentations by innovation thought leaders and practitioners and provided meaningful insight on the alchemy, strategy, culture, leadership and risk-taking elements required to seize emerging opportunities profitably.

There are only two choices, the speakers agreed, to disrupt yourself or to be disrupted by your competitors. Technology already has redefined how businesses interact nearly hand-to-hand with customers and how those businesses cannot survive as static entities.

Instead, they must morph into highly flexible and highly responsive individuals who are capable of connecting to other individuals in an ecosystem of technology, products and customer needs where the message cannot be controlled and the outcomes must be encouraged, not demanded.

To innovate products and services, consider these key imperatives:● You must deliberately build the culture that welcomes

challenge to the status quo and innovation.● To effect change, you must maneuver your ideas and

acknowledge who will be most affected by change and who will be your ally.

● Use design and creative thinking as a way to approach problem solving, shifting the focus from quantitative data-driven analysis to evocative qualitative assessment.

● Create space in the organization for innovation either by removing routine tasks, creating separate work teams or blocks of time.

● As you succeed, it is also inevitable you will be disrupted. The question is will it be by your own team or by outside competition.

● Innovation and change require trust and confidence.

Innovation is often derived from a series of small lessons learned in the marketplace. Innovation can come from a series of small value addition that on their own may not have meant much but when viewed over a period of decades can be seen as transformative. For each delegate, the lesson was clear, first your job is to build a team who listens to the nuances as well as measuring the quantitative results, and then to formulate an innovation strategy and get it out the door, leaving behind something of real, differentiable value.

And then innovate it! ■

This Executive Summary was prepared by business analysts from ExecuNet: a private membership organization for executives who drive career-long innovation from meaningful connections (www.execunet.com). Contributing were Lauryn Franzoni, executive director; Robyn Greenspan, editor-in-chief; Joseph Daniel McCool, senior contributing editor; and Will Flammé, online editor with contributions from Mark Anderson, Danielle Hawthorne, David Topus, Anthony Vlahos and Robert Weber.

Since 1988, ExecuNet has helped connect nearly one-half million chief and senior-level executives to the people, opportunities and expertise they need to be successful in their leadership roles and in their careers.

World Innovation Forum 2011Introduction


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World Innovation Forum 2011Table of Contents

Clayton M. Christensen 4Dominating Markets through Disruptive Innovation

Freedom to Innovate 5Private delegate discussion hosted by Avaya

Brett Shockley 6Calling for a True Social Collaboration Experience

Tony Hsieh 7Innovating Purpose, Passion and Driving Profits

Maximize Profits with Culture 8Private delegate discussion hosted by MIT Sloan Executive Education

Johan de Nysschen 9Crisis Happens

Roger Martin 10Design for Innovative Thinking

Innovation Isn’t Proven in Advance 11Private delegate discussion hosted by Bloomberg Businessweek

Paola Antonelli 12Scientists, Designers and their Role in Innovation

Discoveries from the Front Edge of Management Innovation 13

Greg Hall 14Innovating Against Unprecedented Risk

Daniel Pink 15Creativity and Motivation: What Fuels Talent Today

An Active, Engaged Workforce Gets to the Core of Human Nature 16Private delegate discussion hosted by Globant

Incentivizing Employee Motivation 17Private delegate discussion hosted by Spigit

M.S. Krishnan 18Innovation and Strategy: On Customers, Global Networks and Value

Make the Change Personal 19Private delegate discussion hosted by IDA Ireland

Larry Huston 20Opening Innovation, Creating Opportunity

Winning Clean Tech Innovation 22

Jeanne Meister 24Innovation and the Workplace

Engaging the Social Customer 25Private delegate discussion hosted by the Rotman School of Management, University of Toronto

Paddy Miller 26Innovation Architect

Innovation: Driving a Sustainable Energy Future 28Private delegate discussion hosted by Shell

The Other Inconvenient Truth: 29A Call to Innovate Gray Technologies

Sponsors 30

Bloggers Hub 31




Clayton M. ChristensenDominating Markets through Disruptive Innovation

World-renowned Harvard Business School professor, consultant and

best-selling author Clayton M. Christensen knows the power and potential of what he calls “disruption innovation,” but he also knows that unlocking it requires the courage to ask the simple questions competitors simply fail to consider.

“What causes successful companies to fail?” Christensen inquires. The revelation, he suggests, is resident in organizations’ and leaders’ respective capacity to risk failure and all that is required to explore disruptive innovation and their willingness to effectively envision business failure if they do not connect with customers’ real needs.

Just consider how Toyota entered the US automobile market. Because it made no sense to the US automakers to “defend the least profitable piece of the business,” they watched as Toyota brought the Corona, then the Tercel and Corolla, and eventually, many other models to market. By the time the US car manufacturers realized the bigger threat, it was too late to save Detroit, which is now seeking its own reawakening.

Now, Christensen explained, Toyota is watching Korean carmakers Hyundai and Kia enter at the low end of the market and move upstream. In the future, the professor forecasts, the Chinese will bring their compact cars to market and attempt to displace the rest. Across industries, and especially with advancements in technology, Christensen said, it’s not hard to envision other businesses “coming in at the low end of the market and cleaning out the leaders.”

For added proof, Christensen says, consider these comparative, historical footnotes. “Canon did it to Xerox. Sony did it to RCA. Mitsui did it to the shipping industry. Japan disrupted the United States,” he recalled, and the US economy is still struggling with the aftermath of a shrunken manufacturing industry and the loss of millions of jobs. On this point, the professor said, microeconomic issues have a major ripple effect on macroeconomic conditions.

The willingness to continually challenge one’s market position in relation to key customer segments has to stretch far beyond what senior managers may have learned in business school. Learning not only from the missteps, but even the highly plausible decision-making of companies and executives that have experienced failure can help innovators learn what they might apply differently to achieve positive business outcomes.

The more one digs into failed business ventures, Christensen shares, the less one should be inclined to simply blame a “stupid manager.” Sometimes, a competitor’s capacity to compete with a 20 percent cost advantage is enough to disrupt and redistribute global market share.

Because the trajectory of many organizations’ technological improvements almost always outstrips their customers’ abilities to use them, innovating carries risk. Customers’ abilities to utilize or absorb changes into their daily lives, routines and processes should be paramount concerns.

Christensen said dominating markets through disruptive innovation requires organizations to:l Focus on core competenciesl Consider what the enterprise has to be good at tomorrow

to be successful




l Think long-term. Don’t let short-term profit or return on net assets (RONA) drive key business decisions, especially when it comes to defending lower-profit business units.

“Disruption keeps happening over and over again,” Christensen said. “We have to have the ability to start new companies up. The only way for the leader who is being disrupted to catch the

disruption is to create a completely different business unit and give it an unfettered charter to kill the parent,” he added.

“To make something simple and affordable is very complicated. When you make it affordable and simple, it enlarges the market. Try to make a good product but then focus on moving up market. This is where success begins or ends.” n

During his introduction of Harvard Business School professor Clayton M. Christensen, Brett Shockley, Senior Vice President

of Corporate Development and Strategy at Avaya Inc., described how Avaya (an offspring of the venerable Bell Labs) strived to overcome the “Innovator’s Dilemma” in first forming its emerging products innovation team. One key to success was to establish the group as a “start-up within a company” and for it to act like a company that would like to be acquired by Avaya. As such, they are focused on gathering intelligence from a wide group of influencers including customers, sales and partners, product teams, Avaya Labs and competitors.

The team spends as much as 20 percent of its time working on emerging areas of interest in communications – without asking innovation-killing questions such as “Who is going to be asking for this?”

Their freedom allows them to invent revolutionary new communications approaches without being bound by what already exists. A series of customer trials permits them to bring promising developments to the point where the business value to the customer is fully demonstrated. This has changed the way people collaborate across business units and organizations, driving a highly accelerated prototype to market timeline.

An example is what Shockley referred to as Avaya’s “conference orchestration” product (demonstrated at the Avaya booth at WIF as “The Avaya Flare® Experience”). It allows a user to “drag” contacts from their virtual Rolodex into the “spotlight” area to easily set up real-time meetings. A touch of a finger allows them to select how to

communicate (voice, video or IM), and they can easily drag data from previous interactions (such as emails, etc.) into the spotlight for immediate sharing with all participants. Shockley mentioned that by simply pulling email, video, voice, applications together into one interface, customers are able to eliminate the dreaded first 10 minutes of set-up most calls typically spend on technical glitches, housekeeping items and making sure everyone is online.

That simplicity, from a customer standpoint, has lead to a series of innovations around mobilizing the ability to communicate. In this case software on the customer’s PDA allows them to receive calls made to their to their office, on their cell and select relevancy ratings so that voice messaging and email communications are visually prioritized. They can enjoy enjoy this functionality on any device at any location for better productivity.

An unintended by-product of Avaya’s successful creation of its emerging products and technology group has been accelerated innovation in the rest of the company. n

Freedom to InnovatePrivate delegate discussion hosted by Avaya




Brett ShockleyCalling for a True Social Collaboration Experience

Chris Williams of Avaya spoke briefly before introducing the main speaker, Brett Shockley, Senior Vice President of

Corporate Development and Strategy of Avaya Inc., a leading global provider of business communications applications, systems and services.

Williams stated that to establish a presence in emerging markets today requires focus on product development. Unlike past recessions, most companies did not cut back on their investments in innovation, and in fact 34 percent of companies increased investments during last year’s down economy to establish a fast-mover position in preparation for recovery.

There were three major drivers for innovation investing: changes in technology; how customers wanted to be serviced; and globalization. Companies set up offices in countries with emerging markets and focused on product development, creating new technology products that are simple and affordable – a combination that will spur a beneficial long tail effect.

The big question is how to increase productivity in companies where, due to an essentially jobless recovery, personnel have been stretched to their limits. The answer, Williams suggested, is by fundamentally changing how workers collaborate.

Staying on the innovation path, Brett Shockley said, requires effective collaboration. The question is how to remove the many barriers that cause productivity issues, such as a geographically dispersed workforce and personal devices commonly used at the workplace.

The three major barriers to improving collaboration, according to the survey results, are: l Passive engagement of employees when not in face-to-

face environmentsl Collaboration capabilities that are disconnected from the

business processesl Delays in collaborative meetings due to late arriving

personnel and collection/distribution of data needed for discussion among participants.

Technology has the ability to increase global collaboration but is often delayed or not implemented due to associated costs in IT infrastructure and resources. There are interesting trends surfacing in the home and workplace “blur” due to new

technology. Initially at-home employees are highly productive, but over time that takes a dip due to lack of in-person (social) collaboration. Another substantial loss is the “ad hoc” collaboration that happens around the office.

Device proliferation in the workplace could simplify the way to collaboratively engage through new technology, creating a greater “tele-presense.” Tying together enterprise resources with consumer devices would provide a centralized collaboration hub, linking the necessary people and resources effectively.

Social media strategies are being leveraged by companies in response to customer needs and sometimes demands. A recent Delta flight provided free wi-fi that was used by a high-profile customer with 470,000 global Twitter followers, who sent 40 tweets complaining about the delays, which were re-tweeted 700 times, effectively reaching an audience equal to that of a television commercial.

The multi-faceted consumerization of technology requires a shift in the collaboration paradigm. One of the key market trends effecting customer service may be best summarized by the statistic that 43 percent of today’s consumers prefer to receive their customer service over the internet. The problem is that the majority of companies are forcing their customers to leave their browser, pushing them offline to continue with a representative via the phone to resolve their issue or lodge their complaint. What should be a people-centric experience is moved to a process that is company-focused. What is needed, is what Avaya provides – solutions that allow technology to serve the customers in the way they want to be served.

Their new method of collaboration, web.alive, provides a true social collaboration experience, which customers don’t get from just audio or video conferencing. It’s the melding of the virtual world with virtual reality.

“Companies have clearly moved from a focus on across-the-board cost reduction to strategic investments in innovations for differentiated products and services. They also recognize effective collaboration with customers and among employees and suppliers is critical to reaching their business goals. That said, the pressure is on to find and use new communications and collaboration tools – like the Avaya Flare Experience and Avaya web.alive – that will help them change the game.” n




Tony HsiehInnovating Purpose, Passion and Driving Profits

Tony Hsieh, CEO of Zappos, has a new book and a simple mission: Delivering Happiness. Not only to shoe customers,

but to those who buy anything from the company’s growing product line, as well as Zappos’ employees. But why stop there? Hsieh wants anyone who has any experience with Zappos to be happy. Even more ambitiously, he wants to create a happiness-inspiring corporate culture that every company will want to model. Hsieh draws upon two contrasting examples to make the case for happiness in the workplace. LinkExchange, the company Hsieh founded in 1996 was a fun place to work when the office was filled with 20 of his friends. But when the company grew and Hsieh had to hire based on résumés and skill sets, he neglected the importance of cultural fit. “By 100 people, I dreaded getting up and going to work. That’s when we decided to sell,” said Hsieh. Microsoft reportedly paid $265 million for the company in 1998, but the culture was so poor that Hsieh said most of the early employees left shortly after the sale. Conversely, Zappos, which openly commits and invests in creating a culture of happiness for both employees and customers, was acquired by Amazon in 2009 in a deal

valued at roughly $1.2 billion. Zappos remains independent of Amazon with Hsieh still at the helm, where he leads culture and hiring. While Hsieh placed little emphasis on profit, he pointed out that “data shows that companies with a higher purpose generate greater profits than competitors without that focus.”

That purpose is to create a great experience for external and internal customers, and by instilling a philosophy of company culture as the first priority, Hsieh has enabled a continuous happiness cycle and sparked lifelong relationships.

As examples of Zappos’ long-term commitments: 75 percent of sales are by repeat customers; much of the company’s growth is driven by word-of-mouth; customers seeking out-of-stock items are directed to competitors’ websites; employees are hired for cultural fit; and new employees are offered $4,000 to quit at the end of their training period to test if they are engaged or driven by money.

Few new hires opt for the money, reinforcing Zappos focus on recruiting those inspired by “the larger vision and greater purpose in their work beyond money or profits.” Hsieh referenced the movie Notorious where Puff Daddy says to Biggie Smalls, “Don’t chase the paper, chase the dream.” Zappos, which Hsieh considers “a service company that happens to sell shoes,” remains committed to its 10 core values that drives hiring and shapes the culture.

“It doesn’t matter what your core values are…as long as you commit to them,” said Hsieh. “Don’t make your core values just a meaningless plaque on the wall.” Candidates are tested for their ability to embody all 10 values, and if someone doesn’t treat the shuttle driver from the airport kindly they failed at being humble and are not hired.

A lack of humility would be incongruous with the overarching pursuit of happiness, which, he believes, is the end result of every goal. There might be different answers, but when you keep drilling down on the “why,” eventually everyone ends up with the same answer: that whatever they are pursuing will make them happier.



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What this means at Zappos is that employees earn small promotions every six months instead of at 18 months and 36 months, as they work through three years of training to become a buyer. The training, timing and end-result are the same, but employees are happier.

“Think about happiness as a business model,” concluded Hsieh. n

Tony Hsieh of Zappos continued to delve more deeply into how the online retailer is driving “culture” as the basis

for innovation and business success during the MIT Sloan Executive Education-hosted luncheon at the World Innovation Forum.

Hsieh said the most difficult part of adherence to core values as part of hiring and retaining talent was when the company realized that between 5 and 10 percent of its workforce did not match those values. The company’s leaders knew the cultural misfits had to leave, and as painful as it may have seemed in the then short-term, the company’s long-term prospects for cultural alignment and business performance were far better because of it.

Creating an environment where “you hold the same core values” helps overcome the normal jealousy and ambition that comes with the normal employee environment, Hsieh shared. Faster feedback on performance also lets staff know where they stand. The bottom line value of an open and value-based organization is that “if you let someone go, you should still be able to go out for a beer with someone, later.”

Zappos finds that the intersection of work and friends strengthens cultural bonds. Many employees find that friends are actually at Zappos or friendships develop at Zappos. That is very powerful, Hsieh said.

Of course, work/life balance is not something that is just an employee issue at Zappos. The online retailer integrates it into the organization. Understanding that employees are individuals and therefore do not represent “traditionally replaceable commodities” drives higher levels of performance, Hsieh said.

Hsieh explained a number of different approaches the company has taken to stand out:l New Zappos managers spend 10 to 20 percent of their

time outside the office with their team members. The goal is to build trust, relationships and understanding. This leads to much greater productivity in the end.

l With just two locations, Las Vegas and Shephardsville, KY, Zappos not yet faced the balancing of cultures between different countries. Between locations, however, it offers exchange and “shadowing” programs so people in each location get exposure to each other, and reinforce the core values.

l The Zappos culture has also impacted supplier relationships. Suppliers have asked for vendor sales reps who don’t share Zappos’ culture to be replaced and they've changed shipping suppliers based on their ability to deliver on Zappos’ ”Deliver Happiness” purpose.

l Zappos does not have a rigid review structure to evaluate employees, though 50 percent of employee evaluations are about delivering on the purpose and culture. Some managers use 360-degree approaches, some do not. The main point is that the company “recognizes culture is part of the job description” and is an “everyday thing.”

l On pay scales, Zappos remains competitive. Employees who leave are more likely to want a new place to live than more money. That is why Zappos is moving its headquarters to a part of Las Vegas near town hall and not near “The Strip” and building a “new city” and work environment in a city that Hsieh says “is somewhat the antithesis of what we stand for.”

For Tony Hsieh, it is clear that to be successful as a value-based organization it starts at the top, and adherence to culture is a long-term profit “maximizer” with no “short cuts.” n

Maximize Profits with Culture Private delegate discussion hosted by MIT Sloan Executive Education




Johan de NysschenCrisis Happens

Audi CEO Johan de Nysschen knows what it’s like to wake up one day and find your company in crisis.

It was the mid 1980s, and Audi was beset by “unintended acceleration issues” much like the ones that have recently plagued Toyota. Though, government agencies later found the concerns to be groundless, de Nysschen recalled the crisis of confidence that spread through the company’s small but growing customer base “put our brand and our business in grave danger.”

Playing to Audi’s technological strengths, he also recalled, “We responded at that time – with engineering.” Yet, while the company “won the technical debate” over the causes of the sudden vehicle acceleration, it lost the public debate and saw consumer confidence shrivel. “We saw our business implode in the US because in the law of public opinion, we had been tried and found guilty,” de Nysschen remembered. “When you lose your customer footprint, it’s tougher to recover than starting from new.”

Audi moved beyond that crisis by introducing a shift guard mechanism and by further separating the brake pedal from the accelerator. It also decided very purposely, de Nysschen said, not to patent those safety improvements because they wanted other manufacturers and drivers to benefit from them.

The crisis that Audi experienced in the mid 1980s, and later, around 2001, when it experienced some difficult business challenges and realized that part of its strategy simply wasn’t sustainable, taught the company the value of clear, long-term focus and committing to the kind of innovations required to realize its objective of becoming the world’s ultimate, premium luxury carmaker.

“Nothing focuses your mind like the pain of business failure,” de Nysschen said.

The tough lessons Audi learned years ago sowed the seeds for its current success, he added, and today, Audi is rated the number one luxury auto brand in Europe and the global number two, de Nysschen said. The company smashed its world sales records in the United States in 2010 and “in all measured areas of brand awareness and prestige,” the Audi chief added, the company has proven itself a key market leader.

So what decisions did the company make to accomplish such a stunning turnaround? In sum, they were the ones that forced the company to decide what it really stood for.

“If you have the courage of your convictions and a good plan, don’t be swayed by short-term crises and discomfort,” de Nysschen said. Audi’s plan required it to invest in marketing and research and develop at a time when its lofty competitors were pulling back their commitments to engineering. “We knew everyone else had taken their foot off the accelerator,” de Nysschen recalled. Yet, it forged on.

Looking back on the company’s crises, de Nysschen said that it’s easy, as leaders and human beings, to be swayed by the day’s news headlines. Success, however, requires that leaders keep their eyes on the future and their focus on the most critical business objectives. “We also need to anticipate where society is going, what governments will demand of industry in the future.”

Taking small, incremental steps requires patience and deep commitment, but as with the company’s current exploration of cleaner energy and lighter, more engineered cars, de Nysschen explained, “The road to the future has many milestones before we get to the Promised Land.” Along the way, he said, leaders must:l Recognize, no matter how firm your market position, that

crises will arise and test your agility.l Keep your foot on the accelerator, even when competitors

hesitate or go in the other direction.l When they say it’s impossible, push harder. n




Roger MartinDesign for Innovative Thinking

Roger Martin, Dean of the Rotman School of Management at the University of Toronto, where he also teaches Strategic

Management, surveyed the World Innovation Forum audience and uncovered by a show of hands that fewer than 20 percent were satisfied with the pace and level of innovation in their organization.

Why the dissatisfaction? It is not because companies don’t spend the time and resources. The answer has to do with the way organizations think – specifically, the opposition between analytic thinking and intuitive thinking. Traditionally, companies have rewarded two types of logic: inductive (proving that something actually operates) and deductive (proving that something must be). They need more validity – creating the right and best outcomes through more exploration and less reliance on reliability.

Analytical thinking is 100 percent reliable and mostly comes from quantitative research. Companies use it because measuring objectively and quantitatively gets them reliability. The future has no legitimacy for analytical thinkers. What corporations analyze is the past. If the future is not exactly like the past, or there are things happening that are hard to measure scientifically, they get ignored.

“You will desire, but not have, innovation when you’re an analytic-thinking organization that’s busy crunching the past,” Martin said.

Reliability is the result of a process that produces a consistent and predictable result. To enhance the reliability of any process, you have to reduce the number of variables considered and use quantitative, bias-free measurement – IQ testing, for example. If you take the Stanford-Binet IQ test several times, you will score a nearly identical result each time. The test achieves reliability because it defines intelligence narrowly as the ability to solve little analytic puzzles. It evaluates intelligence with no room for bias in measurement or judgment. “Seventy percent of what you accomplish in life has no correlation with your IQ.”

The problem is corporations are pushing analytical thinking so far that it’s become unproductive. When confronted with a mystery, most linear business types resort to what they know best: They crunch the numbers, analyze and

ultimately redefine the problem “so it isn’t a mystery anymore; it’s something they’ve done 1,000 times before.” But he pondered, “Do you actually value getting the same answer 1,000 times?” Analytical thinkers focus almost exclusively on generating reliability – the ability to produce a consistent, replicable outcome – while intuitive thinkers focus on validity – the production of a desired outcome, whether or not it is consistent or replicable.

Analytical thinkers tend to see designers as potentially useful, but they don’t understand how they think. Intuitive thinkers tend to see businesspeople as closed to new and potentially powerful ways of looking at things. As a consequence, they are more inclined to fight with or detach from one another – not utilize one another’s unique capabilities.

The way to bridge the gap between analytical and intuitive thinking is with design thinking. Design thinking is where analytical and intuitive thinking can work together to reach high levels of innovation. It balances analytical thinking and intuitive thinking, enabling an organization to both exploit existing knowledge and create new knowledge. For intuitive thinkers to better survive in a corporation:l Take “design unfriendliness” as a design challenge.l Empathize with the designer-unfriendly elements.l Speak the language of reliability (not validity).l Use analogies and stories “to help them see how what

you’re saying makes sense.”l Bite off as small a piece as possible to generate proof.




How analytical thinkers can bring design into an organization:l Take inattention to reliability as a management challenge.l Empathize with the reliability-unfriendly elements.l Share data and reasoning, not conclusions.l Bite off as large a piece as possible to give innovation a

chance.

“You will eliminate innovation if you require proof of an idea in advance of trying it.” It will be proven over time. You need to give it a chance. n

When the Dean of the Rotman School of Management at the University of Toronto explores the topic of

innovation, ears perk up. That’s because Roger Martin, who is also the author of several books, including The Opposable Mind, The Design of Business, and FIXING THE GAME: Bubbles, Crashes, and What Capitalism Can Learn from the NFL, demonstrates a valuable grasp of the elements of creativity as well as a unique capacity to stretch people’s thinking about personal and organizational change.

During a special luncheon sponsored by Bloomberg Businessweek, Martin shared his perspectives on questions raised during a highly interactive conversation and ranging across a variety of inventive concepts:

ON THE KEY TO INNOVATION IN PERSONAL LIFE“The enemy of innovation is the phrase ‘prove it.’” If you say “prove it,” it won’t happen.

New ideas are not proven in advance. “No idea in the world has been proved in advance with inductive or deductive reasoning.” So how do they come about? Through abductive logic – a logical leap of the mind. “It’s the logic of what might be.” In personal life, you have to go beyond the logic we’re taught in formal education. You’ll naturally be more intuitive over time if you ban the words “prove it” from your vocabulary.

ON QUANTITATIVE VS. QUALITATIVE RESEARCH (OR RELIABILITY VS. VALIDITY) To increase the validity of any process, one must consider a wide array of relevant variables. Daniel Goleman’s EQ, for

instance, builds on more qualitative considerations and judgment to produce what he argues has higher validity. The downside: it’s less reliable. Of course, we would like a process that has both high validity and reliability. Reliability and validity seem to conflict.

ON MASTERY VS. ORIGINALITYThere are these two opposing forces: Mastery, which is doing the same thing over and over (say, 10,000 times over), and Originality, which is doing something new and different than before. “If you spent 10,000 hours doing different things, you could become masterful at innovation.”

ON HOW TO STAY COMPETITIVE AND THE MBA Value lies in breadth – an education that includes the liberal arts. “My critique of business education is that it trains technocrats rather than managers. MBAs become trapped by their models.” Education is not about learning a model and applying that model. It’s about understanding the model, how it’s constructed so you’re operating on a deep level and figuring out how to reconcile conflicting models.

“We’re telling students that the big bucks are made by getting better and better at doing essentially the same thing.” But the real challenge lies in getting better and better at a different thing: devising clever solutions to difficult problems.

For those who are worried that we’re trying to compete by being like other countries, not different from them, the way to compete is with new models of thinking and organization. n

Innovation Isn’t Proven in Advance Private delegate discussion hosted by Bloomberg Businessweek




Paola AntonelliScientists, Designers and their Role in Innovation

As senior curator in the Department of Architecture and Design at The Museum of Modern Art (MoMA) in New York

City, Paola Antonelli strives to promote a deeper understanding of design’s transformative and constructive influence on the world and how designers help bridge the path to the future.

Designers, as she sees them, are interpreters. They help companies sense needs and preferences and understand consumer behavior. Their work is deeply intertwined and mutually dependent on science and scientists, Antonelli said, because new discoveries and ways of unleashing their potential and connectivity with the human experience hinge on creativity, exploration, imagination and the innovation that results.

“Designers, in our view, are the ones who take innovation from research and development, engineers, and politicians, and turn it into life and light,” Antonelli told the World Innovation Forum delegates. “There is a [human] desire to destroy that new piece of innovation when it frustrates you, when you can’t figure out how to learn it quickly,” she said.

That’s why scientists and designers and their collaboration are so important. They must find new ways of providing intuitive, flexible solutions for the elastic mind and for the needs and wants of an ever-evolving technological environment.

Antonelli termed this critical collaboration as, “a beautiful coming together of possibilities.” The rewards, she added, have all the potential for “amplifying human rights and obsessions through innovation.”

The MoMA curator and university lecturer said the nanoscale, the tiny universe in which all things are measured in nanometers or microns, is one of the new fields of design that are extremely promising, and a playing field on which designers and scientists are coming together in some really exciting ways.

“How does nature do it?” Antonelli asked. “We’ve been imitating structure, form and other conditions of nature to its most detailed nature and level,” she added, and yet it appears we’ve only scratched the surface of what’s possible on the smallest of environmental scales.

No matter how transformative the impact of new discoveries, invariably there arises a debate about this marriage of science and art, and scientists often question the utility of elegance and of beauty. “What’s your problem with elegance?” is a common design retort. But, Antonelli acknowledged, the challenge for designers is recognizing that if their interpretations of science are perceived as being too elegant, the scientists may not take them seriously.

In the business world, designers also have a powerful creative and interpretive influence. With so much data churned out by computers, people need help making sense of it. Often, a designer can see the context and pattern and flow of data from a creative sense and thereby inform those whose appreciation for the same data may be different, or whose view may be obscured because they’re simply too close to the data.

Looking to the future, Antonelli said, scientists, business leaders and others should seek collaboration with designers because they can open up new windows on the world, and on customer segments. Leaders should seek to leverage design’s infinite possibilities by:l Understanding how the design perspective can help

translate data into new innovationsl Allowing designers the creative space to interpret what

they see so they can inform decisionsl Connecting science, art and the human experience to

create new, emotional connections with customers.

“Designers always have this touch; they bring you back to reality from time to time,” Antonelli said. “It helps to have a real designer making sense of it, making a point. It truly is powerful what design can do.” n




Discoveries from the Front Edge of Management Innovation

What if? It’s amazing just how much potential can emerge from management’s willingness to ask that question

and take a look at what an organization can become if it dares to explore what’s really possible.l What if all of our organizations were as resilient, inventive,

inspiring and accountable as the people who work inside of them?

l What if management was a little less prescribed and bit more daring and inventive?

l What’s really achievable if we get the very best of our organization to focus on its biggest challenges and opportunities?

Polly LaBarre, author and editorial director of the Management Innovation eXchange (MIX), makes a living asking these questions and connecting inspirational ideas focused on reinventing management. LaBarre and the winners of the first-ever MIX “M-Prize” shared their perspectives and cutting-edge methods for tracking critical management challenges.

Given their shared interest in breaking with traditional management norms, it didn’t take long for LaBarre and the panel to question the relevancy of management systems that were born decades ago and their utility, or lack thereof, when it comes to mobilizing people and organizing today’s corporate systems to reach desired goals.

For Owen Buckwell, head of housing for the Portsmouth City Council in England, redefining the work of leadership is essential, particularly when you’re managing the homes of 50,000 people and trying to align management decisions so they spread the most resources effectively to meet the city’s infrastructure needs. Redefining what public service really means is a critical element to public sector management and leadership innovations and progress.

For John Seddon, the consultant behind The Systems Thinking Review, changing management behaviors and connecting managers to the front lines of the customer and employee experiences are paramount for realizing business growth and success. “When managers go and study, you can’t deny what you see,” Seddon said. Moving forward, it's critical to break down the barriers that often separate management from customers.

Increasing trust within organizations is an idea worth innovating for, said Microsoft’s Ross Smith, who advocated for expanding autonomy among teams as a means to “unleash the best of everyone on my team.” Ross, who leads a Windows security team, said it has been able to realize exponential gains in team performance simply by providing more autonomy. He said trust is the lynchpin for driving performance. “It’s hard to tell if you have trust, but when you see it, you see it,” he said, and the organization feels different when it’s increasing trust among employees.

Exploring how companies source their commercial work to creative communities and professionals was the rationale behind the founding of Tongal, said founder James DeJulio, who said that mobilizing creative workers and connecting them to work opportunities helps displace “the oligopoly that exists in the media business.” For LaBarre, Tongal confirms that individual contributors can compete with a team and win in a way they couldn’t on their own.

For Jordan Cohen at Pfizer, relieving people “of the crushing burden of busy work” helps uncork their creative potential. “What if 40 percent of your resources were ineffective?” How would you respond? How would your organization respond? Cohen helped create the Pfizer Works button that essentially serves as an internal help desk for Pfizer professionals in search of answers to research and business questions. The project has saved over 60,000 hours of work employees would have had to do, has accelerated decision-making and increased morale. “Relieving the burden for knowledge works is possible,” Cohen said.

To learn more about the Management Innovation eXchange and the M-Prize, visit www.managementexchange.com n

The award-winning innovators and their platforms were:l James DeJulio, Tongal – taking the work out of workl Jordan Cohen, Pfizer – getting rid of the busy workl Ross Smith, Microsoft – increasing trustl John Seddon, The Systems Thinking Review – reinventing

leadershipl Owen Buckwell, Portsmouth City Council – management

logic



http://www.managementexchange.com/


Greg HallInnovating Against Unprecedented Risk

How would you feel if the person you cared about most was trapped a half-mile underground somewhere? That’s what

Greg Hall’s company, Drillers Supply International, faced and what drove his high-pressure innovation to help rescue the 33 Chilean miners more than 2,000 feet below the surface.

“We didn’t know exactly where they were or if they were alive,” Hall told Bloomberg’s Margaret Brennan. Drilling rigs were only able to reach 400 meters, but the challenge was to get deeper, and time was critical, as the miners had three days of food and were likely in a refuge area underground that might be in danger of further collapse. “Five days, 10 days passed. At 15 days, we thought we had a recovery not a rescue operation,” said Hall, adding that to give families closure they kept drilling to at least send a camera down and learn what happened.

On day 17, the rescuers heard pounding on the drill pipe, so they knew at least one of the 33 men was alive. When the drill surfaced, there was a note attached that said all were alive; they were in the refuge and were running out of water.

Hall was determined to bring them all out alive, but three things made the effort seem impossible:l The strength of the rock and sedimentl The depth of the cavel Making a hole big enough to lift out 33 humans

Where others might have thought it better to not get involved because of the risk, Hall felt he had to get involved. “Technically, it was impossible, but how would I react if it were my son or daughter? What materials were available on-site or I could get quickly? We had to put together the best equipment and best people and then do the job the best way we knew how.”

Adding to the challenge of drilling a 24-inch hole 2,000 meters, the heavy machinery and activity might spur another earthquake, worsening an already dire and precarious situation.

Brandon Fisher, owner of a small Pennsylvania machinery company, reached out to Hall to let him know he had the right equipment to drill the hole, and, because of the long, trusted relationship Hall had with the Chilean government, Fisher’s team was brought in.

The collaboration with Fisher was well-suited for the operation, as Hall felt a big corporation might not have taken the high risk or absorb the cost. But with Hall spending every day with the miners’ families he found the situation “different when drilling for people, not profit.”

Hall learned he had to emotionally detach himself from the families, who were camped out in tents around the mine entrance, and focus on the technical aspects of the job so as not to make potentially catastrophic mistakes.

Hall, an ordained deacon in the Catholic Church, often relied on his faith during the ordeal. “In drilling, you can go up or down. We had to drill around three big curves. We got stuck on the third curve. I began to pray and suddenly the bit began to move and drill down.

“I was told that it was impossible to drill that hole. I agree. God drilled that hole, but I had a good seat.”

Finally, after 69 days, meter by meter, every one of the 33 miners was rescued. “It was a blessing and an honor, but I would never want it to happen again,” said Hall. “We would do it, but I don’t want to make a career of it.

President Obama, during his 2011 State of the Union address, singled out Fisher as an example of the American dream, neglecting to cite his collaboration with Greg Hall. “It’s not about credit; it’s about rescuing people,” Hall said. n




Daniel PinkCreativity and Motivation: What Fuels Talent Today

How are people motivated to be innovative and creative and energized to come up with breakthrough ideas?

From that simple but deeply resonant question, bestselling author and former White House speechwriter Daniel Pink moved World Innovation Forum delegates to step outside the corporate hierarchy and business texts and consider what social scientists have learned about what motivates people.

As developed as today’s companies and economies have become, however, today’s employers remain bound by what Pink termed “the physics of behavior.” It’s very simple, he said. “If you reward behavior, you typically get more of it, and if you punish behavior, you get less of it,” he said. It’s the old carrot and stick routine.

Pink cited academic and government research that suggested so-called “If/Then Motivators” actually work pretty well, because they get people to focus, help to eliminate workplace distractions, and get people moving and creating organizational inertia, whether the direction of their work is in line with business objectives or not.

However, in today’s global economy, many of the answers that knowledge workers seek are complex, hard to find or simply don’t exist on the bookshelf or in cyberspace. Business leaders may only scratch the surface of a problem with what they could possibly find out with today’s tools, knowledge and technologies, yet decisions must be made and resources mobilized to address them.

When confronting some challenges, business leaders’ best odds for innovating ground-breaking solutions lay in adding new perspectives and new views of the problem to the data they may already have at hand. Inviting artists to have a look may be one path to a potential solution.

“What artists do is give the world something they didn’t know that they were missing,” Pink said. And when the work of artists and engineers is combined, its influence on markets and consumers can be profound. “How many of you have an iPad?” Pink asked the audience. “How many of you knew 16 months ago you needed an iPad?”

To advance his point about sparking innovation, Pink cited a Harvard study that put the work of 23 artists in front of a panel of art experts. Each of the artists was told to pick 10 of their commissioned works and 10 of their non-commissioned works to present to the panel. The results, Pink said, “were quite startling.”

Although the artists had been paid to put their very best efforts into the commissioned works, the panel found that, “The commissioned works were rated as significantly less creative than the non-commissioned works, yet they were not rated as different in technical quality.”

How does this lesson apply in the workplace? Pink said one of the big hurdles to organizational development and innovation is the fact that everything people do at work is commissioned. “There is no non-commissioned work going on.” If you really want creative outcomes, he added, you have to give employees the room to explore their interests and curiosities. Giving them the autonomy to find their own mastery and link it with the organization’s purpose is critical. “This is the seed of a big idea,” Pink opined.

Sure, money is a motivator, he added, but “we need engagement.” Giving employees more influence over the time, tasks, techniques and teams they collaborate with professionally will spur them to innovate. Tapping into employees’ interest in “getting better at stuff” can be especially powerful. “If you want to be innovative, you must carve out time for non-commissioned work.”

Just consider that the Nobel Prize in Physics in 2010 was awarded to two scientists whose breakthrough came through one of their “Friday evening experiments” and not the specific work and accountabilities for which they were hired. This kind of unofficial, unsanctioned and sometimes off-hours work is what really makes all the difference for the organization willing to endorse it.

Pink concluded: “When people have more sovereignty over their work and how they do it, they often produce more innovative results.” n




As we move from an industrial to a knowledge-based economy,

recipes from the past will no longer work for companies seeking to achieve a competitive advantage, advised Daniel Pink to an early morning group of approximately 40 WIF attendees. “The competitive logic has changed,” he explained, from where companies could succeed through mass production to where responsiveness, innovation and customer-centricity become the critical success factors.

With the overriding theme of removing command and control management styles, Pink talked about how companies need to create environments that inspire and encourage employees to be creative and innovative.

“How to motivate employees is a central question in a more sophisticated environment like we’re in today,” he said. Using the host of the breakfast, Globant, as a perfect example, Pink said companies need a new “motivational operating system” because the “carrot and stick” approach is no longer relevant. “People want control over their work, their teams and their methods,” he said. “And having it leads to innovation.” He went on to say that unfortunately the entrenched legacy management models are designed to get people to comply, rather than to invent.

In taking an informal poll of the group in the room, Pink demonstrated that most people are loyal, trustworthy, honest and reliable. Yet, he pointed out, most corporate policies are designed to police the 10 percent who aren’t, and in the process, shackle the creativity and innovation of the other 90 percent – who would likely emerge if given freedom and trust. To foster innovation in an organization, leaders have to “let people loose and free,” Pink told the audience.

“People also need to have a sense of purpose about their work,” he added. “More and more, employees are asking

themselves, ‘How does this make a difference.’”

Pink explained how giving people the freedom to control their work lives, to achieve inherent satisfaction from their work, and to have a sense of purpose from what they do every day “goes with the grain of human nature, rather than against it.” And as a result, it fosters

creativity and new, better ways of thinking.

Based on the tenet that people will do the right thing when you trust them to, Pink shared how Best Buy gave employees control over their work time, moving from rigid sick day and time clock type policies to a model based solely on performance. They found out that giving employees the freedom to take whatever time they needed, and to come and go as they wish, helped unleash a culture of creativity and excellence.

In discussing other examples of where reward models impact motivation and performance, Pink again used Best Buy as an example, this time relative to compensating salespeople. Historically, the company paid commission to each salesperson, which stifled collaboration among the sellers, and resulted in high-pressure sales tactics between seller and buyer. When they removed the individual commission structure and paid salaries, performance, collaboration and customer satisfaction all increased.

Companies need to decide if they want a workforce that is “passive and inert, or active and engaged,” Pink said. And the way they reward their people will determine what they’ll get. If passive and inert is what they want, rewarding dependency, compliance and inertia is appropriate.” But, advises Pink, “an active and engaged workforce gets to the core of human nature,” and creates the culture of performance and innovation that most companies need to succeed in a fast-changing, highly competitive environment. n

An Active and Engaged Workforce Gets to the Core of Human NaturePrivate delegate discussion hosted by Globant




If money was the only way to motivate, then how to explain volunteerism? Or the drop in donations when people were

paid for their blood?

“What are the elements to motivate people and make it a valuable experience for them?” asked Boris Pluskowski, SVP of Innovation Strategy at Spigit, global provider of innovation management software.

They need to feel like they are learning something, contributing, connecting. “You need an environment that nourishes contributions,” replied Daniel Pink, best-selling author of Drive: The Surprising Truth About What Motivates Us and A Whole New Mind: Why Right-Brainers Will Rule the Future.

Transparency would be a key element in an innovation-inspiring workplace, noted Spigit CEO and co-founder Paul Pluschkell, where employees in remote offices know what’s happening at the home headquarters, allowing everyone to see that what they contribute matters.

Ideally, an open source, transparent platform enables everyone the opportunity to track progress and accomplishment. “Most people work but don’t get things done,” said Pink. The author of Free Agent Nation: The Future of Working for Yourself added, “People who left organizations to work on their own felt they weren’t making a ‘contribution’ – to use Spigit’s word. They were working but not making a contribution.”

The trio of innovators acknowledged that great ideas don’t always come from the core team, but how do you motivate those at the fringes of the company? “The world would be a much better place if people figured out that you need a beginner’s mind and a fresh set of eyes, with no assumptions. That’s where innovation comes from,” said Pink.

The work setting has to be secure enough for people – from both the core and the fringes – to come up with a bad idea, where brainstorming doesn’t mean “one person comes up with an idea and nine others shoot it down. That has to change,” and Pink challenged that the people at the top have

to model that behavior for the rest of the organization.

Is it a reward system that motivates employees, one where ideas are commercialized? “What drives the quantitative people crazy and delights philosophers is the notion of fairness,” Pink pointed out. “Employees are finely attuned to fairness. Come up with a big money idea and get a $25 Dunkin’ Donuts gift card as a reward? That’s not fair. That’s not an algorithm. You need a philosophy of fairness.”

While prizes can have a role as a reward in an organization they are not the best solution to innovation, which Pink said “usually comes from people who are pissed off at something and want to do it better.”

Spigit’s Pluschkell pointed out the importance of knowing and understanding the culture first before implementing motivational systems. For example, some organizations have successful mentorship programs where employees with access to funding can sponsor an idea from someone else and champion it. Or, Pluschkell added, an environment where ideas are first submitted anonymously so it is not pre-judged.

To really drive innovation forward, organizations must coalesce teams around a purpose. Employees must know why they are working toward something, not always what they need to work on. “People are stymied by ‘why.’ There’s way too much ‘how’ and not enough ‘why,’” said Pink.

The group concluded that it’s important to encourage small wins from employees, and just “get on base and not have to hit home runs every time. They need the time and permission to get on base so they can then come up with the big ideas,” added Pluskowski.

“The blessings have to come from the top – not just in word but in deed. People don’t hear the voices at the top. They tune them out like the ways adults speak in Charlie Brown,” said Pink.

“If employees know the higher purpose, they can create the goal,” Pluschkell reminded. n

Incentivizing Employee MotivationPrivate delegate discussion hosted by Spigit




M.S. KrishnanInnovation and Strategy: On Customers, Global Networks and Value

In The New Age of Innovation, M.S. Krishnan and his co-author, the late C.K. Prahalad, advanced the notion that the key to

creating value – and the future growth of every business – depends on accessing a global network of resources to co-create unique experiences with customers, one at a time.

Krishnan, Professor of Business Information Technology at the University of Michigan’s Ross School of Business, told delegates of the World Innovation Forum that “business innovations rely on ecosystems based on platforms driven by technologies.”

So as many employers continue to conserve cash and focus on efficiency or invest in managing risk, innovators are busy understanding new markets and how an enterprise can access it, understand it and build upon lessons learned. Asking the right questions goes a long way.

Does innovation fit there? Can it help to meet these current challenges and current focus?

Can I rethink my business model so I leverage today’s capabilities to create unique experiences for my customers that are truly engaging?

In a world of what Krishnan described as “ubiquitous connectivity,” how can one create value by connecting consumers with the technology that can help deliver enriching experiences?

Krishnan points to companies such as Google, UPS, Nike, Amazon, Netflix and Starbucks as examples of companies that don’t so much as sell products and services, but rather are “putting together business models to connect with one customer at a time and provide an enriching experience.”

When you put the customer experience at the center of your business model, Krishnan said, “You don’t manufacture for scale. You try to create an experience for one customer at a time.” Rather than create solutions for the masses, he added, these companies have realized that they can cater the customer experience down to a sample size of one. Each customer has a different experience, and they’ve expressed brand loyalty because of it.

Krishnan said the leader’s challenge in the new age of innovation requires the vision and insight to tap global resources to solve complex business challenges. It also requires the sense to understand that the enterprise may not be getting

the best from its workforce and that there remains vast untapped talent, creativity and energy to leverage within its own walls.

“Global innovation is like gravity,” Krishnan said. It is a wellspring of business growth, and, “we shouldn’t be trying to deny it…but we continue to build business models that attempt to deny it.”

What innovation-minded companies should be pursuing is “the centrality of personalized experience,” Krishnan said. Yet many continue to be plagued by disconnects with a multitude of origins.




There may be a management disconnect, he observed, creating an environment rife with yearning for a new approach, new ideas and new leadership. Another disconnect centers on technology, and is often seen in the form of front-line managers crying for change, begging for innovation, only to be met with internal sentiments that only reinforce that change and technological advancement simply isn’t in the corporate budget.

Yet another disconnect companies may be forced to reckon with is the bureaucracy of enterprise human resources systems. “How much do you enjoy going to the HR interface?”

Krishnan asked. But the people-related disconnects are vitally important to overcome, especially since innovators may be seeking to understand and utilize all the talent and expertise that resides within the enterprise, but to which they have no access and about which they have no real appreciation.

“What you need is this forceful value creation,” Krishnan said. “Unless we understand the skills and talent one employee at a time, it’s going to be difficult to create a rewarding experience for our customers.” n

Personalization of products and services that meet the needs of customers one at a time through the innovative

use of technology represents the biggest potential for companies who want to achieve a competitive advantage, pronounced M.S. Krishnan to a lunch crowd of approximately 50 World Innovation Forum attendees, sponsored by IDA Ireland. “The lowered cost of technology, plus what technology can do, is giving a new opportunity to business models,” he said.

Being able to leverage technology to serve customers’ requirements presumes the organization knows what those requirements are. In responding to a question about how well he believes company leaders understand their customers, Krishnan said “they think they understand their customers, but the marketplace is changing so fast that they don’t always deal so well with the new reality of their marketplaces.”

“The challenge is how to percolate change inside the organization and to make sure the metrics that are being watched aren’t reinforcing the old model,” he said. “Executives must face the facts of their changing marketplace and have a sense of urgency about communicating that within the organization. They must also accept that their current model may not be relevant today,” he added.

In fielding questions from the audience, Professor Krishnan was asked about the financial viability of social media companies like Facebook and LinkedIn. With 500 million users, Facebook has not found a profitable business model, while LinkedIn has a fraction of that number of users yet maintains an enormous market value. Krishnan put the question in perspective by reminding the audience that “social media is in the early stages and usability of the platform is the key to monetization, along with their ability connect users with vendors.”

Using technology as a tool to create value with customers, as well as to optimize knowledge and skills across the enterprise, was a primary focus of the conversation. “Key in the future will be the ability to access the talent of the organization to drive and implement innovation,” Krishnan said.

When asked for an example of a company that has leveraged social media tools to create more value, Professor Krishnan cited Dell Computer. At first, they did not recognize its power, according to Krishnan. But eventually they did, and they used a social media platform to collect data from and about their customer. From there, they were able to identify patterns and respond accordingly. n

Make the Change PersonalPrivate delegate discussion hosted by IDA Ireland




Larry HustonOpening Innovation, Creating Opportunity

What if you were charged with delivering $100 million per week in growth with a staff of 9,000? And the only way

you could reach your goals was to add more than 1.8 million people worldwide to your team and enlist them to work for free?

That’s the challenge Larry Huston faced while serving as Innovation Officer at P&G. The company needed to maintain 7 percent organic growth per year – $5 billion – but when sales started to flatten, Huston had to find solutions to what P&G saw as an innovation problem.

P&G had to change the way they innovate, and as Bas Burger, President of Global Commerce for BT, said in his introduction of Huston, now Managing Director of 4iNNO, “They had to go from ‘the laboratory is our world’ to ‘the world is our laboratory’” and open innovation was their pathway.

“There are two ways to talk about open innovation,” Huston began. “Where the rubber meets the sky and where the rubber meets the road.” Where the rubber meets the road is figuring out how to grow profitability at the top line.

Open innovation is a major business-building strategy, yet, “You would think the world is doing this because of all the business press,” said Huston. “I can tell you the number of people who are doing this well is pretty limited. The companies who have done so have made a lot of progress and got good results from it.”

Huston gave the example of Goldcorp in Canada, which was spending more to mine gold at $355 per ounce than it could sell it ($325). Robert McEwen, who was chairman and CEO, went to an industry conference and issued a challenge: In an unprecedented move, Goldcorp would post their database – one of their most valuable and protected assets – online, giving others a chance to virtually prospect for a $500,000 reward.

Using open source technology and knowledge, Goldcorp engaged the creativity and intellectual capital of all the geologists in the world, encouraging researchers to leverage the data and innovate. “The web economy is a gift economy,” said McEwen, “and we can give away value and expect to see it many times in return.”

The high-risk experiment was a success, with Goldcorp discovering new mining opportunities and several winners earning cash rewards.

Even the iPod, Huston explained, was a product driven by open innovation with Napster, Phillips, IBM and Toshiba each having some role. As a result, the iPod was brought to market in only eight months. “How long would it take your company to develop the iPod?”

Huston didn’t mirror the iPod’s quick success at P&G, unable to add one new product to the company’s average 250 major innovations per year. Eventually, he brought four products to market, building up to 125 by his fourth year.

However, for bigger achievements, Huston needed more than a team of 9,000. A headcount of the qualified and accessible talent pool yielded 1,800,900 people, and with an open innovation model, those skills can be insourced, which P&G CEO AG Lafley said would account for 50 percent of innovation.

“There is an amazing amount of innovation going on. Your world isn’t what’s inside your walls. It’s outside, and you need to start redefining things in that way,” said Huston. This model has led to more than 3,000 deals with 186 companies linking with P&G to put products in the market. “Seventy percent of those companies are ones that were new to P&G and never did business with them before.”




Now, P&G’s innovation success rate is greater than 75 percent, up from around 35 percent; R&D productivity increased by 60 percent; and $14 billion in sales are due to open innovation. Huston attributes P&G’s growth to the integrated approach the company took to innovation, following a disciplined stream of work activity:l Mandatesl Visionl Where to playl How to winl Capabilities neededl Management governance

Despite the complexity of the process, innovation comes down to knowing the unsolved customer problems, connecting with the people who can solve them and staying focused.

“It’s all theory in innovation. This is where rubber meets the road. Do you know who your customers are?” Not only who they are, but what you can do for them. “There’s a tremendous amount of money to be made in just knowing the total experience.”

Huston said to capture the total customer experience, you must know and understand:l Mind = logic they associate with productl Soul = emotional associationsl Body = sensorial associationsl Tasks = jobs they need to do

“The basics of innovation are four or five things, but we fuzz it up with other stuff and get bogged down.” n




Winning Clean Tech Innovation

Deputy Managing Editor of the Wall Street Journal, Alan Murray, set the global picture of energy consumption:

With global population quickly rising toward nine billion, our lifestyles will necessitate 10 times the energy currently used to satisfy demand.

The question, Murray posed, was how do we achieve the goal without destroying the environment in the process? He summarized that to do so would require substantial developments in energy technology, recycling and clean technology.

Before introducing the esteemed panel comprised of Dr. Christina Lampe-Önnerud, founder and Executive Chairman of Boston-Power, Ron Gonen, former Chief Executive Officer at Recyclebank, and Bill Sims, President and CEO of Joule Unlimited, Inc., Murray presented the audience a Shark Tank-type scenario. Each delegate would be given a fictitious million dollars and at the end of the discussion would be challenged to decide in which energy technology — lithium-ion batteries, recycling or Helioculture™ technology — to invest. All three representing exciting and promising clean energy developments at the forefront of clean technology.

Dr. Lampe-Önnerud of Boston Power, provider of next-generation lithium-ion batteries, stated that her global company’s mission was simple and spurred by energy storage being of great importance and batteries needing predictable, reliable life. She highlighted the four key principles behind the mission:l Longevity: “the paramount paradigm shift”l Fast charge: the mobility revolution necessitates us to be

ON all the timel Safety: Boston Power operates Six Sigma manufacturing

and has had no recalls or field failures in the company’s 6½ year history

l Green: committed to corporate social responsibility

Improved battery technology and energy storage can make a dramatic impact on the global challenges ahead. Most of the

energy that comes to our homes is created by coal burning plants, noted Lampe-Önnerud, and mass implementation of electric cars will enable leftover battery charges to power household appliances during peak and times of high demand. “The US would never again have to build another power plant,” she projected.

RecycleBank rewards consumers with credits in a virtual account, based on the amount they recycle. These credits translate into virtual dollars that are converted to coupons, which can be used to purchase products sold at local retailers.

How does it work? Communities sign a long-term contract with RecycleBank, and every home is provided a special recycling container that has a chip embedded in it. RecycleBank retrofits each town’s recycling trucks with a special arm that picks up the bin, measures the weight, which is then converted into credits. These real-time financial rewards have a double benefit: increased recycling rates and smarter environmental decision-making.

Within one year of the RecycleBank program launching in Wilmington, DE, the city went from zero recycling to having one of the highest recycling rates of any city in the country. RecycleBank co-founder Gonen noted that significant increases in recycling habits have been recorded in more affluent communities that already had recycling programs.

It’s all based on the concept of shifting consumption from a linear to cyclical process. Linear consumption comes with a high cost because everything winds up in a landfill, usually paid for by residents’ tax dollars. By learning to buy with the intent to recycle or reuse, the consumer is creating both economic and environmental value with each purchase.

“Throwing away a plastic bottle is like throwing oil into the garbage,” Gonen said, hoping to draw a comparison that prompts everyone into recycling.

Panel discussion with Dr. Christina Lampe-Önnerud, founder and Executive Chairman of Boston-Power, Ron Gonen, former Chief Executive Officer at Recyclebank, and Bill Sims, President and CEO of Joule Unlimited, Inc., led by Wall Street Journal Deputy Managing Editor and bestselling author, Alan Murray




Joule Unlimited has developed a revolutionary process, said President and CEO Sims, called Helioculture™ technology that harnesses sunlight to directly convert carbon dioxide (CO

2) into

SolarFuel™ liquid energy. The transformative technology was designed to overcome the well-known obstacles that exist with biofuels, mainly the need for biomass. They found a solution to eliminate biomass by providing liquid fuels that are fungible with existing infrastructure, making it at high-productivity, low-cost solution. Sims believes that Helioculture™ could truly be the answer for energy independence.

This technology, created by Joule just 3½ years ago, uses waste CO

2 as feed stock (i.e., industrial waste CO

2 “run off”), instead

of algae, corn, food or cellulose. It’s fed into their process along with engineered microorganisms that act as catalysts to directly convert the waste CO

2 into usable fuels and chemicals.

“We’re talking REAL diesel not bio-diesel,” he said.

This environmentally friendly method doesn’t require any agriculture or agricultural land, can use saline water instead of

fresh water and contains no sulfur. Additionally, it can produce eight or more, high-value commodity chemicals as well as ethanol. Sims stated this method is a viable solution that’s currently in the pilot scale and will soon be moving to demo scale. He expects commercialization will happen in the next two years.

With Helioculture™ technology the sun’s energy is converted into solar fuels and chemicals at a rate of 7x greater productivity than other feed stock sources, and it requires just a fraction of the land in comparison to the current use by farmers to grow for ethanol. A renewable fossil fuel alternative, Sims was proud to announce Helioculture™ technology will foster jobs creation and energy independence. Collaboration across all disciplines, as supported by Dr. Lampe-Önnerud, is the key to innovating global technology solutions. n

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Jeanne MeisterInnovation and the Workplace

There are many ingredients to innovation, and some of the most important are those that define the workplace –

culture, mission, leadership and identity.

However, if today’s employers view their workforces as static or homogenous resources to be dialed up when opportunity knocks and dialed down when the economic outlook presents unforeseen challenges, they’re missing out on the potential of innovation and really failing to recognize all the segments of their employee population.

That’s how training professional Jeanne Meister posited the challenge of innovation at the World Innovation Forum and how companies might harness its potential if they rethink and recreate the workplace and tap into the interests of employees who, like customers, bring widely divergent work and communication habits to the market every day.

Meister, co-author of The 2020 Workplace: How Innovative Companies Attract, Develop, and Keep Tomorrow’s Employees Today and founding partner of the Future Workplace consultancy, outlined three primary forces that are already shaping the 2020 workplace today:

DEMOGRAPHICSBy 2020, Meister projected, there will be five distinct generations of Americans working side by side in the workplace, and that so-called Millennials will represent almost 50 percent of the workforce. “We think age diversity is the

newest type of diversity…since individuals across generations have different communication and learning styles,” she said. One key consideration for professionals of all ages is that, “If you want to be engaged and employable in the workplace, we have to all adopt a millennial mindset.” That means integrating many of the web-based communications behaviors of today’s younger workers into your routine, in part because it will become the norm in the workplace of the future.

SOCIAL WEBMeister believes the emerging social web that connects people and ideas and which promises so much in innovation terms can actually have a big impact on creating and unearthing internal networks inside a company. The question is whether companies can seize on these opportunities to create the right internal dynamics that will allow the social web and innovation to cross-pollinate. To pursue the potential of internal corporate networks, companies have to recognize that there are both benefits and barriers at play:

Top 5 Benefits of Social Media In Companies

Top 5 Barriers Of Social Media in Companies

Collaboration Security

Peer-to-peer learning Confusion on usage

Knowledge-sharing Culture

Productivity Lower productivity

Development needs Wrong data

By 2020, Meister added, “Every organization will have social media literacy training. It will be as common as diversity training and sexual harassment training.”

GLOBALIZATIONThe number of companies on the Fortune 500 list from emerging countries continues to increase, said Meister, and the business world will have a decidedly different epicenter than it does today. The implications for global workforce managers are huge, and they are tied directly to innovation capacity. n




Most customers today aren’t influenced by brands. They are influenced by the preferences of other people most

like themselves. The way companies communicate with customers has and must continue to change fundamentally, explained Dilip Soman, professor of marketing at the Rotman School of Management, University of Toronto.

In order to help organizations learn to be more responsive, transparent, and personal in their dealings with customers, Rotman and Microsoft have partnered to create the Social CRM: Managing Customer Engagement Using Social Media and CRM program. Dr. Soman is the academic director of the program, and Frank Falcone is program director and CRM lead for Microsoft Dynamics. “Ten years ago when customers like me bought IKEA furniture and then had trouble assembling it, we would call the 800 number and ask IKEA customer service for help,” Soman recalled. “Now, when I get stuck, I simply go to Google and quickly find that some other person like me has already posted a video on how to assemble the item.” Quoting Ray Wang, one of the advisory board members of the Centre, Soman said that “The future is all P2P, not B2B or B2C.”

Collective opinion counts for so much and cannot be ignored. “When audience members are helping other audience members understand your message,” Soman warned, “you have to be careful what you are putting out there to begin with.”

Noting that human beings are at best, “inconsistent” Soman explained that most people don’t know why they prefer one

choice over another. “People infer what they want from what is available and what others prefer,” he said, explaining why the “medium” size, regardless of what it is called or what volume it contains, always wins the preference testing. “People always say that it seemed like the right amount, even when the amounts were increased.”

Today, with services like www.pose.com where strangers can provide you with feedback on clothing while you are still trying it on, choices are the result of collaboration and “agents” of opinion and influence. The customer relationship isn’t owned by the company, but by a matrix of individuals. “This concept where a corporation would try to have a relationship with an individual is dead,” Falcone told World Innovation Forum delegates. “Now a single sales rep can take control of the relationship.”

The new marketplace of “collaborative preference structures” such as referrals, social media posts and online reviews, creates a much longer tail for products than the traditional “old economy” where the middle choice was the one made by “most people.”

This is why Falcone believes it is critical to augment existing CRM platforms with social data. “It’s not just about the dollar value of sales, but about the influence a customer may have on others.” Using a mountain bike shop for an example, Falcone demonstrated that of three customers, when the overlays of social media activity were added, the lower purchaser – who happened to be the head of a local bike club and had thousands of online followers – was actually the one responsible for driving the most sales, not the customer who came in once to make a significant dollar purchase.

“Your key metrics become the volume of the conversation, the sentiment and the number of fans and followers individual customers may have. When you aggregate and measure the conversations, you can escalate the calls from these individuals to the call center of sales team individually.”

“This is why it has to be person-to-person. There has to be someone you can have a relationship with and to match the scenario and the event,” Falcone explained. n

Engaging the Social Customer Private delegate discussion hosted by the Rotman School of Management, University of Toronto



http://www.pose.com


Jim Collins Sustaining Great Results

Paddy Miller Innovation Architect

Paddy Miller is Professor of Managing People in Organizations at IESE, a top-ranked European business

school with campuses in Barcelona, Madrid and New York. Working closely with senior executives in the US, Europe, China, Russia, India and Australia, Miller has a truly global perspective on the challenges and complexities facing today’s leaders.

He has helped companies such as the World Bank, Abbott Laboratories, Nike, Bacardi, Henkel, and Lufthansa drive innovation into their daily business. The Innovation Architect, Paddy Miller’s new book on innovation, co-authored with Thomas Wedell-Wedellsborg, is coming out next year. The following paragraphs express Miller and Wedell-Wedellsborg’s thinking on the importance of creating a culture of innovation within one’s company.

IESE Business School offered World Innovation Forum participants and others a one-day workshop called The Innovation Architect on June 6 at IESE’s state-of-the-art executive education and research building, IESE New York Center near Carnegie Hall.

The workshop included:l One-day workshop with cases and group exercises on

June 6l Registration to the World Innovation Forum, June 7-8l Group lunch on June 7, Day 1 of the World Innovation

Foruml A “red thread” review over breakfast on June 8, Day 2 of

the World Innovation Forum

The one-day workshop served as an excellent primer for the WIF speakers and panels.

During his presentation at WIF on June 7, Prof. Miller talked about the person he calls the Innovation Architect, that is someone who creates space in which innovation takes place. In his presentation, Miller focused on what’s necessary for an Innovation Architect to create such a space.

DIFFERENCE BETWEEN BRAINSTORMING AND STEALTHSTORMING “To drive innovation, too many managers put their faith in

fun workshops, blue-sky brainstorming and similar [notions]. But in fact, in a regular company, championing such flamboyant techniques can be dangerous to your career. The answer is to take a different approach, namely that of ‘Stealthstorming,’” said Miller.

Miller described how the brainstorming process usually works: “An HR manager, challenged with making his or her organization more innovative, sets in motion a range of initiatives. A fun and energizing workshop is organized, facilitated by an external creativity expert. A framework is introduced, creating new terms to talk about innovation. Brainstorming tools are taught and wild ideas encouraged. The manager also starts some kind of online idea contest – ‘Submit your ideas for improving our company!’ It looks like a great start on the journey towards a creative culture. And then, after the initial excitement – comes the silence. The workshop, while it got fantastic feedback from everybody, doesn’t seem to actually change anything. The brainstorming tools aren't used. The new innovation buzzwords are received with surprising coolness by the front-line employees.”

“In my role as an academic at IESE Business School in Barcelona and New York, my colleagues and I have followed numerous managers in their quest to promote innovation, and one thing is clear: If you work in a regular company, taking the traditional ‘brainstorming’ approach to innovation can be not only counterproductive, but also dangerous to your personal credibility. As one manager put it, speaking under cover of anonymity: ‘In my company, being called creative is the kiss of death for your career.’ Brainstorming is not the solution; often, it is part of the problem.”

“Don’t fight the system, use systems to fight systems,” said Miller. “Focus on Stealthstorming inside the organization, which means quietly building up an architecture at work that will support innovation.”

“In the past, innovation was seen as the pursuit of single inventions. Current thinking, however, views innovation as




a means of value creation, which relies on a system-wide approach to new ways of operating. In other words, innovation is a social activity to develop useful new ideas; it is iterative and forward-moving, and involves successions of people.”

“With the rise of open systems, open problems and nonstop information flows, employees find themselves facing the expectation that they will respond creatively, on a regular basis, and seek solutions beyond their silos. To support such creativity, organizations need a culture that actively encourages this. This is where the role of the Innovation Architect is key,” explained Miller.

FORGET THE FUTURE“We need to stop looking to the future, instead: look back,” said Miller. “Instead of fixating on the future, we should look back at innovations to see how opportunity space for innovation is to be found between existing products.” To illustrate this, during his presentation he shared the story of the invention of the wheeled suitcase – explaining that it took more than 20 years for luggage and wheels to be joined to form a roller bag, which is omnipresent today.

THE CHALLENGE OF FRAMING“Don’t find the solution; frame the problem,” said Miller. During his presentation, he referred to Tom Peters’ line from In Search of Excellence: “Ready, Fire, Aim,” to suggest we should not rush to solutions, instead we should spend more time framing the problem. The solution is often found in the problem.

In addition, Miller said that you need to ask yourself whether innovation is a project, or whether you are going to integrate it into the culture, so that it can become replicable.

You also need to find out whether you are dealing with a disconnect in your organization between top management and everyone else

regarding what is needed in order to enable innovation. To illustrate this disconnect, Miller talked about the biggest best-selling management book: Who Moved My Cheese?

“The online reviews of the book make clear that opinions of the book are extremely polarized between those who love it and those who hate it,” said Miller. “Those who love it are usually those that think other people should read it, such as management buying it for employees. Those who hate it are often those who were given it to read.”

To conclude, Miller emphasized that if a company wants to create a culture of innovation, it’s essential to teach people Stealthstorming, to look for opportunity spaces, to look at problems vs. solutions, and to look at going from thinking to action. To do all this, Miller said, stop focusing on the individual innovator, and start focusing on leadership and the role of the Innovation Architect. n




Innovation: Driving a Sustainable Energy FuturePrivate delegate discussion hosted by Shell

Who’s driving innovation in the energy sector? The panel of Russ Conser – Manager, Game Changer Program

at Shell, Daniel Erasmus – an innovation consultant, and Jay Rogers – CEO of Local Motors (who, through an open-source community model, developed a new car in four months) shared their opinions.

Erasmus suggested that the changing world, with China emerging and the subsequent energy demand increase, was really changing the circumstances and driving change. Conser said innovation was framed by assumptions about the 4 P’s: Priorities, Processes, Social Pressure and Paradigms. He felt assumptions or paradigms have been the most limiting to innovation in energy. For example, the attitude that natural gas, as a hydrocarbon-based fuel, was unacceptable to many policy-makers over the last 5 to 10 years had delayed real innovation in energy in the short term as clean forms of energy become more economical. Assumptions about biofuels had also limited innovative alternatives.

The government can be a great stimulator of innovation, but it has to be done right – with fewer limits and more goal setting.

Conser explained the general principle should be “working all solutions” and “follow the momentum.” Erasmus stressed that the world paradigm is “all about oil.” However, you have to look at a broader view of options. If the goal is reductions in CO

2,

you don’t have to prejudge solutions.

Rogers stressed you have to look at energy as a complete system. Changing the way cars work is 70-percent of the problem. Energy companies have done the most innovating. Auto companies have done less. “Unlocking the next big idea is how to think about systems. Look at the whole system, ask fundamental questions. Agility or willingness to participate in change are often key considerations.”

Underpinning the discussions of innovation was the discussion of intellectual property rights that often get in the way of open innovation. All agreed that the best way to stop innovation was to start the discussion with who owns it.

Open innovation possibilities were addressed as working well in some areas and challenged in others based on the four box chart below:

Many

Few Few Many

Number of Users

Examples of where open innovation does work is where there are many makers and many users, as in the P&G example of using outside innovation partners to grow. An area where open innovation would be challenged is where there are few users and few makers – as in the Space Shuttle, there you need a more direct approach.

The success of innovation also directly relates to how close to the core the innovation resides. General Electric studies show that innovation in adjacent market spaces, where the business model is the same or the customer bases are similar, have the greatest potential for success. In any open innovation process, you need to bring down the cost of connecting.

Bottom line: Don’t use “push” approaches; get into “pull.” Create systems that enable people to find what they need and they will “pull” innovation forward.

Fundamentally, innovation and the next big idea depend on looking at things differently. Framing concepts by analogies in other industries or by connecting with individuals in different industries can stimulate the process. Shape the drivers by not thinking about the product itself, but with thought about the drivers that change perspectives. The resource of human ingenuity is boundless. n

Nu

mbe

r of

M

aker

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Panel discussion with Russ Conser, manager of Game Changer program at Shell; innovation consultant Daniel Erasmus; and Jay Rogers, CEO at Local Motors

Lots of potential for Open Innovations

Open Innovation Challenged




The Other Inconvenient Truth: A Call to Innovate Gray Technologies

When faced with the decision to build bigger hospitals or find better solutions for improving healthcare delivery

and accommodation, the choice should be clear, yet, as Mike McCallister, CEO of Humana said, the healthcare industry is “woefully inept” at applying innovation to the system and clinical organization of care.

In 1950, there were 3,000 people living over the age of 100. In 2050, the number of century-old individuals will surge to over eight million due to medical advancements and treatment, requiring a move beyond a 200-year-old healthcare model that is centered on the hospital.

“We want people to be cared for where they want to be,” said Louis Burns, CEO of Care Innovations. “Hospitals are necessary, but we want mom and dad to age in dignity and where they want to be.”

The healthcare industry as a whole has fallen behind on innovating, but with the sector accounting for one-fifth of the economy, the opportunity ahead is huge. “If this is a nine-inning game, we’re in about the third inning,” believes McCallister. “The problem is big, but the opportunity is big as well. We’re just scratching the surface as to what can be done.”

Changing mindset is part of the impediment to progress. Eric Dishman, director of health innovation at Intel, pointed out that billions of dollars will be spent on something similar to an MRI that will possibly incrementally scan a bone fracture a little bit better, but tens of millions of dollars won’t be spent on disruptive technology to prevent those fractures.

“There is a big debate between those who want to innovate and those who think you can’t replace how things are being done,” Burns pointed out. “The interest is there. The belief is there, but people are afraid to cannonball into the pool. Two hundred years of history will be hard to move away from.”

Recognizing the glacial pace and enormity of systemic and organizational innovation, companies like Humana and Care Innovations devote focus to improving segments. Humana

formed a separate entity with a competitor in an effort to standardize and create administrative efficiency. They now have a product with critical mass and momentum ready to be rolled out to 30 states. Additionally, Humana provides apps to help customers find health, drug and company information.

Apps are one example of an approach where healthcare and wellness become shared responsibilities with service providers, employers and end users. “The obesity epidemic will overwhelm every healthcare effort,” said McCallister. Humana has developed games for kids that will enable them to do physical activity instead of being sedentary and putting their health at risk. “You have to meet people where they are,” and measure activity, use behavioral economics and apply the right incentives and rewards.

For employers to take a bigger role in employee wellness, there needs to be a good business case for investing in the health of their people. “People with a BMI over 30 in our company spend almost all of our healthcare dollars,” said McCallister.

There can’t be a conversation about innovation without mentioning failure, to which McCallister said, “You want to fail small.” He gave an example of a paperless digital system Humana built, enabling customers to customize their plans. What was a bold vision became, “a spectacular failure.” Despite having regulators on board, the market wasn’t ready. Humana was able to use components of the failed system to create future successes.

“You push the envelope, so that’s how you innovate and create,” said Burns about hands-free, wearable tablets his company designed for nurses. “The nurses cut the strap off and said it was the dumbest thing they ever saw.”

A very long list of ideas can be culled down to very few prototyped, funded and actual products. “You have to create an environment where people can believe and dream. That’s the key to innovation.” n

Panel discussion with Louis Burns, CEO of Care Innovations and Mike McCallister, CEO of Humana led by Eric Dishman, Director of Health Innovation at Intel




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